Uncovering Personal Bias: The First Step Toward Intentional Inclusion

Embracing inclusion isn’t just about implementing policies, it's about fundamentally shifting how we think, interact, and make decisions. As a D&I consultant, I've had the privilege of working with many different organisations and a common characteristic I've noticed is a tendency to point the finger. We're looking for leadership to set an example, HR to develop policies, Recruitment to hire more diverse candidates...

Whilst key stakeholders do have a responsibility for certain D&I focused activities, creating a diverse and inclusive culture is the responsibility of each and everyone of us.

To start with, at the heart of this transformation lies the ability to identify and address our personal biases. Often unconscious, these biases can shape our perceptions and behaviours in ways that undermine our best intentions to be inclusive. By becoming aware of these biases, particularly those like similarity or affinity bias and stereotypes, we can take meaningful steps toward becoming intentionally inclusive leaders and colleagues.

I've been working in this space for over 20 years and I know I still have blindspots, but I also know the strategies to put in place to prevent my own biases and blindspots from getting in the way of me being intentionally inclusive. I'm going to share some them with you in this article within The Diversity Doctor framework of Awareness - Action - Accountability, and I have free resource you can access that gives you even more tips and tricks.

Awareness: Recognising Biases That Hold Us Back

What is Similarity or Affinity Bias?

Similarity bias, also known as affinity bias, refers to the tendency to favour people who are similar to ourselves. This might be someone who shares your background, interests, or beliefs. It’s a natural human inclination, we’re drawn to people who remind us of ourselves because it feels safe and familiar. However, in a professional setting, this bias can lead to homogenous teams and missed opportunities for diverse perspectives. For instance, you might find yourself gravitating towards colleagues who share your hobbies, went to the same school, or even look like you.

Studies have shown that similarity bias affects hiring, promotions, and even team dynamics. A 2018 study by McKinsey found that companies in the top quartile for gender diversity are 21% more likely to experience above-average profitability than those in the bottom quartile. Yet, many organisations struggle with homogeneity at the decision-making level, often due to unrecognised biases like similarity bias.

The Impact of Stereotypes

Stereotypes are overgeneralised beliefs about a particular group of people. They can be positive or negative, but even positive stereotypes can be harmful because they pigeonhole individuals into specific roles or characteristics, stripping away their individuality. For example, assuming that all women are nurturing can lead to the unfair expectation that female employees should take on more supportive roles in the workplace, regardless of their actual skills or preferences.

Stereotypes not only affect how we view others but also how we interact with them. They can lead to microaggressions, which are subtle, often unintentional, discriminatory comments or behaviours that can make people feel excluded or undervalued. For example, asking a colleague of Asian descent, “Where are you really from?” implies that they are perpetual foreigners, regardless of their actual background.

Action: Taking Steps to Address Biases

1. Self-Reflection and Education

The journey to inclusivity starts with self-reflection. Take time to consider your own biases and how they might affect your decisions and interactions. Reflect on questions like:

• Who do I feel most comfortable around, and why?
• Are there patterns in the people I tend to hire, mentor, or collaborate with?
• How do I respond to someone who challenges my stereotypes?

Education is also crucial. Engage with resources that challenge your existing beliefs and broaden your understanding of other perspectives. This could include reading books on diversity and inclusion, attending workshops, or simply having conversations with people who are different from you.

2. Implementing Structured Processes

One of the most effective ways to mitigate bias is to implement structured processes in areas like hiring, performance evaluations, and decision-making. For instance:

• Blind Recruitment: Remove names, ages, and other identifying details from resumes to focus solely on skills and qualifications.
• Standardised Interviews: Use the same set of questions for all candidates to reduce the influence of unconscious bias.
• Diverse Panels: Involve a diverse group of people in recruitment and decision-making processes to provide varied perspectives.

3. Encourage Open Dialogue

Create a culture where employees feel safe discussing biases and stereotypes. This can be achieved through regular team discussions, diversity training, and by modelling openness and vulnerability as a leader. When individuals are encouraged to speak openly about their experiences and observations, it fosters an environment of mutual understanding and respect.

Accountability: Measuring Progress and Maintaining Momentum

1. Set Clear Goals and Metrics

Establish clear diversity and inclusion goals for your team or organisation. This could include targets for diverse hiring, retention rates for underrepresented groups, or employee satisfaction scores related to inclusivity. Regularly review these metrics and adjust your strategies as needed.

2. Create Accountability Mechanisms

Hold yourself and others accountable for progress. This could involve setting up D&I committees, regular check-ins with leadership, or including D&I metrics in performance evaluations. When accountability is built into the fabric of the organisation, it ensures that inclusion isn’t just a box to tick but a continuous journey.

3. Celebrate Wins and Learn from Setbacks

Acknowledging progress is important. Celebrate the achievements that come from inclusive practices, whether it’s hiring a diverse team or creating a more open and respectful workplace culture. At the same time, be honest about setbacks or areas where progress has stalled, and use these as learning opportunities.

Conclusion: Start the Conversation

Becoming an inclusive leader starts with recognising your biases and actively working to counteract them. It’s about creating a culture where everyone feels seen, heard, and valued, regardless of their background or identity. As you embark on this journey, remember that inclusion is not a destination but a continuous process of learning, reflecting, and evolving.

To support you in this journey, I’m offering a free Conversation Starter resource designed to help you initiate and navigate meaningful D&I discussions with your team. These practical prompts will empower you to have the necessary conversations that drive change and foster a more inclusive culture.

Download your free Conversation Starter resource today and take the first step toward becoming a more intentionally inclusive leader. Let’s make inclusion a priority, one conversation at a time.