An activity to help you combat the biases women face at work, created by
Unconscious bias
Unconscious biases are mental “shortcuts” that our brains use to make sense of the world around us. We all have unconscious biases, but by slowing down and becoming aware of them, we can reduce their impact on our decisions.
Not all bias is unconscious. Unfortunately, it is still all too common for people to experience overt discrimination based on their race, gender, sexuality, disability, or other aspects of their identity.
Unconscious bias
We all have unconscious biases. Because our brains take in more information than they can process, we rely on mental shortcuts to simplify the world around us—which means we rely on stereotypes.
Sometimes, stereotypes are helpful. If an animal is running toward you in the woods, you don’t take the time to carefully evaluate it to confirm that it’s a bear. You make a snap judgment. But when we rely on snap judgments about people, the results can be very harmful.
Experts at Harvard developed what are called IATs, or Implicit Association Tests, to better understand the unconscious biases we commonly hold. The results are eye-opening: 76 percent of participants more readily associate men with career and women with family, regardless of their own gender, and 75 percent of participants show a preference for white people over Black people—regardless of their own race.
It’s hard to admit that we hold these biases, but it’s important to remember that no one is immune from them. We all have work to do.
It’s also important to remember that not all bias is unconscious. Many people experience overt discrimination based on their race, gender, sexuality, disability, or other aspects of their identity. Unfortunately, these experiences are real, and they are still all too common.
Performance bias
Performance bias is based on deep-rooted—and incorrect—assumptions about women’s and men’s abilities. We tend to underestimate women’s performance and overestimate men’s.14
Performance bias
We tend to underestimate women’s performance and overestimate men’s. As a result, women have to accomplish more to prove that they’re as competent as men. This is why women are often hired based on past accomplishments (they need to prove that they have the right skills), while men are often hired based on future potential (we assume they have the skills they need).15
Women with disabilities and women of color, particularly Latinas and Black women, experience this bias even more often than other women. They are more likely to have their judgment and competence questioned and to hear others express surprise at their language skills or other abilities.16
To understand the impact of this bias, consider what happens when you remove gender from decision-making. In one study, replacing a woman’s name with a man’s name on a résumé improved the odds of getting hired by more than 60%.17 In another, when major orchestras used blind auditions—so they could hear the musicians but not see them—the odds of women making it past the first round improved by 50%.18
Performance bias often leads to missed opportunities and lower performance ratings for women—and both can have a huge impact on career progression.19 This bias is even more pronounced when review criteria aren’t clearly specified, leaving room for managers and others to rely more on gut feelings and personal inferences.20
Attribution bias
Attribution bias is closely linked to performance bias. Because we see women as less competent than men, we tend to give them less credit for accomplishments and blame them more for mistakes.21
Attribution bias
Because we see women as less competent than men, we don’t always recognize the work they do. Even when women and men work on tasks together, women often get less credit for success and more blame for failure.22
We also fall into the trap of thinking women’s contributions are less valuable. This often plays out in meetings, where women are more likely to be talked over and interrupted.23 In one study, men interrupted women nearly three times as often as they interrupted other men, and women fell into the same pattern.24
Given that women are often blamed more for failure and tend to wield less influence, they are prone to greater self-doubt. The bias women experience can be so pervasive that they underestimate their own performance. Women often predict that they’ll do worse than they actually do, while men predict that they’ll do better.25
In some cases, women are also less likely to think they’re ready for a promotion or new job. One study found that men apply for jobs when they meet 60% of hiring criteria, while women wait until they meet 100%.26 Of course, women don’t lack a confidence gene. Given we hold women to higher standards, women may rightfully feel like they have to hit a higher bar.
Likeability bias
Likeability bias is rooted in age-old expectations. We expect men to be assertive, so when they lead, it feels natural. We expect women to be kind and communal, so when they assert themselves, we like them less.27
Likeability bias
Likeability bias—also known as the “likeability penalty”—often surfaces in how we describe women. Women are more likely to be described as “too aggressive” or “bossy”—words rarely used to describe men in the workplace.28
You may even have caught yourself having a negative response to a woman who has a strong leadership style or who speaks in a direct, assertive manner. This is likeability bias at work. And being liked matters. Who are you more likely to support and promote: the man with high marks across the board or the woman who has equally high marks but is not as well liked?
To make things more complicated, women also pay a penalty for being agreeable and nice, which can make people think they’re less competent.29 This double bind makes the workplace challenging for women. They need to assert themselves to be seen as effective. But when they do assert themselves, they are often less liked. Men do not walk this same tightrope.30
This bias plays out differently, but no less damagingly, for women of color. Black women are more likely to trigger this penalty in many workplace contexts because they are more often stereotyped as angry and aggressive. Meanwhile, Asian American women are more often stereotyped as being communal than other groups of women, and this can make people less likely to see them as effective leaders.31
Maternal bias
Motherhood triggers false assumptions that women are less committed to their careers—and even less competent.32
Maternal bias
We incorrectly assume that mothers are less committed and less competent. As a result, mothers are often given fewer opportunities and held to higher standards than fathers.33
We fall into the trap of thinking mothers are not as interested in their jobs, so we assume they don’t want that challenging assignment or to go on a big work trip. And because we think they’re less committed, we’re more likely to penalize them for small mistakes or oversights.34
Research shows that maternal bias is the strongest type of gender bias.35 When hiring managers know a woman has children—because “Parent-Teacher Association coordinator” appears on her résumé—she is 79% less likely to be hired. And if she was hired, she would be offered an average of $11,000 less in salary.36
Men can face pushback for having kids, too. Fathers who take time off for family reasons receive lower performance ratings and experience steeper reductions in future earnings than mothers who do.37
Affinity bias
Affinity bias is what it sounds like: we gravitate toward people like ourselves in appearance, beliefs, and background. And we may avoid or even dislike people who are different from us.38
Affinity bias
Because of affinity bias, we often gravitate toward people like ourselves—and may avoid or even dislike people who are different.39
Affinity bias plays out in several ways in the workplace. Mentors say they’re attracted to protégés who remind them of themselves.40 And hiring managers are more likely to spend time interviewing people who are like them and less time getting to know people who are different.41 They are also more likely to give people like them a favorable evaluation.42
Because straight white men hold more positions of power—and are more likely to gravitate toward other white men—affinity bias has a particularly negative effect on women, people of color and LGBTQ employees.43
Intersectionality
Bias isn’t limited to gender. Women can also experience biases due to their race, sexual orientation, a disability, or other aspects of their identity.
Intersectionality
Women can also experience biases due to their race, sexual orientation, a disability, or other aspects of their identity—and the compounded discrimination can be significantly greater than the sum of its parts.
For example, women of color often face double discrimination: biases for being women and biases for being people of color. Compared to white women, women of color receive less support from managers, get less access to senior leaders, and are promoted more slowly.44 As a result, they are particularly underrepresented in the corporate pipeline, behind white men, white women, and men of color.45
A similar dynamic holds true for LGBTQ women. Research shows that lesbians have a harder time securing employment than women more broadly.46
When different types of discrimination interconnect and overlap, this is called intersectionality.47 Imagine the compounded effect of being Black, Muslim, an immigrant, and a woman. Research shows people with three or more marginalized identities often feel like they don’t belong anywhere.48 Each card in this pack includes a reminder about intersectionality because it’s critical that we’re aware of the different biases people can experience and commit to fairness for everyone.
Microaggressions
Microaggressions are comments and actions that demean or dismiss someone based on their gender, race, or other aspects of their identity. They are often rooted in various types of both conscious and unconscious bias and can range from subtle slights to explicit disrespect.
Microaggressions
Microaggressions are a form of day-to-day discrimination directed at those with less power. They are an all-too-common occurrence in the workplace and are often rooted in various types of bias—for example, performance bias may lead colleagues to question a woman’s judgment in her area of expertise or mistake her for someone at a more junior level. And because women experience more types of bias at work, they also face a wider range of microaggressions than men.
For women with other marginalized identities, such as women of color and LGBTQ+ women, microaggressions are often even more pronounced. Compared to women of other races and ethnicities, Black women are nearly two and a half times more likely than white women—and more than three times more likely than men—to hear someone in their workplace express surprise about their language skills or other abilities. Lesbian women, bisexual women, and women with disabilities are far more likely than other women to hear demeaning remarks about themselves or others like them and to feel that they can’t talk about their personal lives at work.
Microaggressions may seem insignificant when viewed as isolated incidents. But when they occur day after day—as they often do—their impact builds up and takes a toll. Whether intentional or unintentional, these insults and invalidations signal disrespect. It’s hard for any employee to bring their best self to work when they’re often underestimated and slighted. Women who experience microaggressions are three times more likely to regularly think about leaving their job than those who don’t.
Use this set to run an introductory workshop for all employees, or for any group that wants to focus on understanding the fundamentals of workplace bias.
Use this set to provide managers with concrete steps for fighting bias and creating an inclusive team culture.
Use this set to help senior leaders understand how they can fight bias by shifting company policies, programs, and culture.
Use this set to educate employees about the biases women of color face at work and the concrete steps colleagues can take to interrupt bias and practice allyship.
Use this set to learn how to address bias in hiring and promotions at the first step up to manager—the “broken rung” where women are often overlooked and left behind.
Use this set to educate interviewers, recruiters, and hiring managers on how to recognize and reduce bias in the hiring process.
Use this set to train evaluators on reducing bias in reviews and promotions—an area where biased assessments can have a big impact on women’s careers.
Use this set to educate employees about the powerful and damaging biases that working mothers often face.
Use this set to help employees set inclusive norms, approach coworkers with empathy, and push back on acts of bias.
Use this set to educate employees on how bias can affect workplace relationships, including mentorship, sponsorship, networking opportunities, and access to senior leaders.
Use this set to help employees understand and combat the effects of bias in remote work environments.
Use this set to educate employees on the compounding biases faced by LGBTQ+ women, women of color, Muslim women, immigrant women, and women with disabilities.
Welcome to the 50 Ways to Fight Bias digital program
Welcome to 50 Ways to Fight Bias, a free digital program to empower all employees to identify and challenge bias head on. Here, we’ll give you everything you need to prepare for and run a successful workshop at your company—and you can learn more about different ways to implement one at your company here.
You can access these two sections at any time using the menu on the left. And as you go through the program, anytime a menu item is mentioned it will be highlighted in bold.
How to get setup
Each 50 Ways to Fight Bias workshop consists of four steps that you will guide participants through. You can access any section using the menu on the left under Run your workshop.
Set the tone
All 50 Ways workshops begin by level setting with participants on how to encourage an open and respectful discussion.
What you need to do: Use our to walk through this part of the program.
Introduction to bias
Participants watch a short video that explains the most common types of biases that women face as well as the concept of intersectionality—how women can experience compounding biases due to other aspects of their identity.
What you need to do: We recommend having participants watch our 12-minute bias overview video. Alternatively, you can ask participants to read about bias types on the same page.
Group activity
Participants break into small groups to review specific examples of bias—and why each one matters. They take a few minutes to discuss each situation and brainstorm solutions for interrupting the bias. They then learn what experts recommend they do in that situation, along with a short explanation of what's behind the bias.
What you need to do: Before the workshop begins, select a set of digital cards on the Choose a set page that participants will discuss in your workshop.
Decide how to divide participants into mixed-gender groups of 6-8 people. If you’re running a virtual workshop, we recommend that you use breakout rooms—and we have more tips for running this virtually in our speaker notes.
Commit to action
As the activity wraps up, participants commit to take One Action to fight bias based on what they learned.
What you need to do: Use our speaker notes to get prepared for this part of the program.
Now that you know how to get set up, continue to:
FINAL STEPSFinal steps
You are almost ready to run your 50 Ways to Fight Bias workshop! Before you start your session, make sure you have taken the steps below.
Set of digital cards selected
After you’ve selected a set of digital cards, you can find your set in the menu on the left to walk through live in your workshop. You can also download a PDF version on the Choose a set page if you’re running your workshop offline.
Speaker notes downloaded
Our speaker notes walk you through what to say as you run your workshop. It also provides some best practices for leading virtual workshops.
Need more time? Come back to this digital program when you’re ready and select Run your workshop in the menu on the left.
Workshop agenda
Welcome to 50 Ways to Fight Bias, a free digital program to empower all employees to identify and challenge bias head-on. Today’s activity will help you recognize and combat the biases women face at work. It is divided into four parts:
Set the tone
Introduction to bias
Group activity
Commit to action
Guiding principles
Bias is complex, and counteracting it takes work. As you engage with the situations in this activity, remember that:
Bias isn’t limited to gender
People also face biases due to their race, sexual orientation, disability, or other aspects of identity—and the compounding discrimination can be much greater than the sum of its parts. This is called intersectionality, and it can impact any situation.
Knowing that bias exists isn’t enough
We all need to look for it and take steps to counteract it. That's why this activity outlines specific examples of the biases women face at work with clear recommendations for what to do.
We all fall into bias traps
People of all genders can consciously or unconsciously make biased comments or behave in other ways that disadvantage women.
Give people the benefit of the doubt
Remember that everyone is here to learn and do better—and an open and honest exchange is part of that process.
Stories should be anonymous
When sharing stories about seeing or experiencing bias, don’t use people’s names.
Some situations may be difficult to hear
Be mindful that some of the situations described in this program may be sensitive or painful for participants.
Learn about bias types
This section covers the most common types of biases that women face at work. Watch the overview video or select a bias type below to learn more about what it is, why it happens, and why it’s harmful.
Play the video An introduction to the common biases women experience (12 minutes)
Overview of key concepts
As you learn more about bias, it’s important to be aware of two key concepts: intersectionality, or how women can experience compounding biases due to other aspects of their identity, and microaggressions, which are subtle or explicit comments and actions that signal disrespect. Click the tiles below for a detailed explanation of each concept.
Choose a set
You can choose from one of 12 sets of digital cards curated for different audiences and workplace interactions. Each set includes icebreakers highlighting research on the biases women face, followed by 15 to 20 specific examples of how it shows up in the workplace. If you’re not sure which set to use, choose the Bias fundamentals set to run an introductory workshop.
Need some direction? Get the moderator guide
Customize a set
Create a custom set of cards from our full library. After you create your set we'll give you a pdf version and a link to view it online.
TEST
You can choose from one of 12 sets of digital cards curated for different audiences and workplace interactions. Each set includes icebreakers highlighting research on the biases women face, followed by 15 to 20 specific examples of how it shows up in the workplace. If you’re not sure which set to use, choose the Bias fundamentals set to run an introductory workshop.
Need some direction? Get the moderator guide
Customize a set
Create a custom set of cards from our full library. After you create your set we'll give you a pdf version and a link to view it online.
Summary: Strategies to fight bias
There are a number of ways to respond to bias when it occurs. Below is a summary of the strategies we’ve discussed today:
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1
Speak up for someone in the moment
For example, remind people of a colleague’s talents or ask to hear from someone who was interrupted. Or when someone says something incorrect (e.g., assumes a woman is more junior than she is), matter-of-factly correct them—either in the moment or in private later.
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2
Ask a probing question
Ask a question that makes your colleague examine their thinking—“What makes you say that?” “What are some examples of that?” This can help people discover the bias in their own thinking.
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3
Stick to the facts
When you can, shift the conversation toward concrete, neutral information to minimize bias. For example, if someone makes a subjective or biased comment in a hiring or promotions meeting, refocus attention back to the list of criteria for the role.
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4
Explain how bias is in play
Surface hidden patterns you’ve observed and explain what they mean. Research shows that a matter-of-fact explanation can be an effective way to combat bias. For example, mention to a hiring committee that you've noticed they tend to select men over women with similar abilities, or point out to your manager that women are doing more of the "office housework."
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5
Advocate for policy or process change
Talk to HR or leadership at your company and recommend best practices that reduce bias.
Closing activity
Today you’ve heard about a lot of different actions you can take to fight bias in your workplace. Now it’s time to put what you’ve learned into practice.
- Think of one thing you’re going to do when you see bias at work—or one thing that you’ve learned that you’re going to share with others.
- Write it down. This is your “One Action.”
- Taking turns, go around the group and share your One Action.
- Thank you for participating in this 50 Ways to Fight Bias workshop—and for doing your part to create a more inclusive workplace for all.
1 Choose your Icebreakers
2 Choose your cards
Filter by...
Situation & Bias Type Identity
49 available cards
3 Order your deck of cards
From the cards you’ve selected, click and drag them into the order you would like to present. We recommended that you start with situations that are more comfortable for your audience to discuss, followed by those that may be more difficult. Icebreakers always come before Bias cards.
Icebreaker cards
Bias Cards
Sorry, customizing a set is not supported on small screens.
Go back to Set selectionHow many times more often do men interrupt women than other men?
Did you know?
Guess the answer as a group.
Almost 3 times more often.49
In a study of performance reviews, what % of women received negative feedback on their personal style such as “You can sometimes be abrasive”? And what % of men received that same type of feedback?
Did you know?
Guess the answer as a group.
66% of women and 1% of men.50
What % of Black women have never had an informal interaction with a senior leader at their company?
Did you know?
Guess the answer as a group.
59%.51
You’re on a team doing performance reviews and notice that a lot of women get feedback on their speaking style.
Why it matters
Criticisms like this can prevent qualified women from advancing, which hurts both them and your company.
Bias fundamentals
This set contains the situations and solutions we think are most important for people to know. If people are only going to look at one subset of cards, these are the ones we think are most crucial.
What to do
When you notice this pattern, point it out. Explain this is a common bias against women and WHY IT HAPPENS. Suggest that the group focus on the substance of what people say, not their speaking style.
Longer term, recommend that your company use standardized criteria for performance reviews, which will reduce subjective opinions. Consider recommending anti-bias training for employees involved in the review process. When people understand how bias impacts their decision-making, they are able to make more objective decisions.
Why it happens
Studies show that women often get negative feedback on their speaking style, while men do not.52 If women are confident and assertive, they can be criticized for speaking too loudly or often. But if they are quieter, they are more likely to be told that they need to speak more confidently and assertively.53 For some groups of women, no matter how they speak, people project stereotypes onto them: Asian women are more likely to be criticized for being too quiet, while Black women and Latinas are more often labeled angry or loud.54
Rooted in: Likeability bias
You’re on a hiring committee and a colleague rules out a woman of color because she’s “not a good cultural fit.”
Why it matters
Evaluations of “culture fit” tend to be subjective. They can lead us to screen out people who aren’t like us, which means we can miss qualified candidates and end up with less diverse teams. Plus, it can mean that talented job seekers lose out on opportunities.
LeanIn.Org thanks Paradigm for their valuable contribution to this card
Bias fundamentals
This set contains the situations and solutions we think are most important for people to know. If people are only going to look at one subset of cards, these are the ones we think are most crucial.
What to do
When someone rules out a candidate because of fit, ask them to be more specific. If their thinking boils down to “she’s different,” point out that different can be good. Propose that you look for someone who adds to the team dynamic—a “culture add”—instead of someone who simply fits into it.
As a longer-term solution, ask that a set of standardized criteria be used for all hires. This reduces bias by minimizing subjective evaluations.55
Why it happens
We tend to gravitate toward—and hire—people who remind us of ourselves, which can impact our ability to objectively evaluate who would bring the most to the job.56
Rooted in: Affinity bias
You’re in a meeting and a woman colleague is spoken over or interrupted.
Why it matters
If women’s ideas aren’t heard, it can make it harder for them to be perceived as key contributors, which can harm their career progression. When teams miss out on women’s insights, it can also mean your company is missing out. Teams that foster diverse points of view often have better ideas and get more done.57
Bias fundamentals
This set contains the situations and solutions we think are most important for people to know. If people are only going to look at one subset of cards, these are the ones we think are most crucial.
What to do
When a woman gets interrupted, speak up. You might say, “I’d like to hear the rest of [Name’s] thoughts” or “[Name] raised an important point. I’d like to consider it further before we move on.”
If you’re leading a meeting, reduce interruptions by following an agenda and asking people to contribute in a structured way. You might say, “Let’s go around the room and get everyone’s ideas.” You can also invite individual women in the room to contribute their opinions.
Why it happens
People tend to value women’s contributions less than men’s.58 One way this plays out is in meetings, where women—and in particular, women of color—are interrupted more and get less time to speak than men do.59
Rooted in: Attribution bias
At an all-staff meeting, your company’s leaders share concrete goals for hiring, promoting, and retaining women, but it’s clear they haven’t set goals for women of color specifically.
Why it matters
If companies don’t set goals by gender and race combined, they are not explicitly prioritizing the advancement of women of color. That means women of color, who face a uniquely challenging combination of sexism and racism, are more likely to be overlooked.60 It can also send the message that the company hasn’t made the advancement of women of color a priority.
LeanIn.Org thanks Minda Harts for her valuable contribution to this card
Bias fundamentals
This set contains the situations and solutions we think are most important for people to know. If people are only going to look at one subset of cards, these are the ones we think are most crucial.
What to do
If you feel comfortable, you could raise the question directly in the meeting: “Do we set these goals for women of color?” You could also speak to your manager or HR team afterward about the importance of setting goals that combine gender and race.
Why it happens
Many corporate diversity efforts focus on either gender or race, but very few focus on the two together. In fact, only 7 percent of companies set representation targets for gender and race combined. This may happen because company leaders aren’t aware of the importance of an intersectional approach to diversity efforts.
Someone suggests that a woman on your team be given a big, high-profile project, and a colleague says, “I don’t think this is a good time for her since she just had a baby.”
Why it matters
Your company likely wants to retain and promote talented women. Sidelining them—even with good intentions—works against that goal by denying them opportunities that can lead to advancement.
Bias fundamentals
This set contains the situations and solutions we think are most important for people to know. If people are only going to look at one subset of cards, these are the ones we think are most crucial.
What to do
Remind your colleague that this could be a career-changing project for whoever gets it, so it’s better to let the new mom decide for herself whether or not she wants to take it on.
Why it happens
Motherhood triggers assumptions that women are less competent and less committed to their careers. As a result, they are held to higher standards and presented with fewer opportunities. Studies show that the “maternal wall” women face when they have kids is the strongest gender bias.61
Rooted in: Maternal bias
A manager describes a woman who reports to her as “overly ambitious” when she asks for a promotion.
Why it matters
When a woman is criticized for competing for a promotion, it can have a negative impact on her and on the company as a whole. She may miss out on the chance to grow at work. Other women may hear the message that they shouldn’t ask for promotions. And the company may miss an opportunity to advance a talented team member and make her feel valued.
LeanIn.Org thanks Paradigm for their valuable contribution to this card
Bias fundamentals
This set contains the situations and solutions we think are most important for people to know. If people are only going to look at one subset of cards, these are the ones we think are most crucial.
What to do
Prompt your colleague to explain her thinking. For example, you can say, “Generally, I think we like ambition as a company. Why does it bother you in this case?” You can also suggest that there may be a double standard at work by saying something like, “How do you feel when a man on your team asks for a promotion?” And if you think that women at your workplace are often criticized when they seek promotions, this would be a good opportunity to say so.
Why it happens
Because of stereotypical expectations that women should be selfless and giving, they can face criticism when they appear to be “out for themselves”—for example, when they compete for a bigger job.72 By contrast, we expect men to be driven and ambitious, and we tend to think well of them when they show those qualities.73
Rooted in: Likeability bias
The day after a high-profile killing of a Black person by the police, coworkers are discussing the news but nobody brings up this story.
Why it matters
The silence suggests that non-Black colleagues are not outraged at the injustice or that they aren’t aware of the Black community’s grief and trauma.74 Left unaddressed, these perceptions—accurate or not—can contribute to a workplace where Black employees feel like they don’t belong.75 When a Black person is killed by the police, it reminds all Black people of the violence that threatens their lives. It can make it hard to focus on work, and depression and anxiety can follow.76
Bias fundamentals
This set contains the situations and solutions we think are most important for people to know. If people are only going to look at one subset of cards, these are the ones we think are most crucial.
What to do
In the moment, say something. Mention the incident and how awful it was. Depending on your relationships with Black coworkers, let them know you are there to talk if they need to.77 Be understanding if Black coworkers seem distracted or not themselves. In the longer term, you can further educate yourself on the incident by reading about it in a Black news outlet, such as Blavity or Essence. If you’re a manager, check in with Black members of your team to see how they’re doing and if they need any additional support.
Why it happens
Non-Black coworkers may believe it’s insensitive to mention incidents of police violence toward Black people. But in fact, doing so conveys that they care.78 They also may not realize how traumatic these events are to the entire Black community,79 perhaps seeing them as isolated one-offs instead of ongoing systemic abuse.
You’re on a review committee and several members argue against a woman’s promotion because she is not “seen as a leader,” even though her team delivers outstanding results.
Why it matters
The review committee may be making incorrect—and unfair—assumptions about the woman’s abilities. Additionally, if the review committee uses a narrow definition of leadership, they may unfairly exclude a lot of people, like this woman.
LeanIn.Org thanks the Stanford Women’s Leadership Lab for their valuable contribution to this card
Bias fundamentals
This set contains the situations and solutions we think are most important for people to know. If people are only going to look at one subset of cards, these are the ones we think are most crucial.
What to do
Point out that the woman’s team delivers superb results, and suggest that their performance speaks to her leadership. You can also ask them to explain the attributes she lacks. When people are asked to justify their thinking, it can help reduce bias in decision-making.100
As a longer-term solution, suggest creating detailed metrics for performance reviews, including clear expectations for leaders. This way, all employees will be evaluated based on a more complete definition of good leadership and using the same standards, which reduces bias in the review process.101
Why it happens
Both women and men more readily associate men with leadership.102 This bias is so strong that when women work on teams, their contributions are often attributed to the team as a whole. In contrast, when men work on teams, they are more likely to be seen as taking a leadership role.103 The bias affects different groups of women in different ways: Asian women often aren't seen as assertive enough to be leaders, while Black women and Latinas can be stereotyped as not talented enough for leadership roles, and Native American women contend with both these stereotypes.104
Rooted in: Attribution bias, Performance bias
You hear a white coworker say they aren’t privileged because they grew up poor.
Why it matters
This kind of thinking is fairly common, as 63 percent of white Americans say they don’t benefit much or at all from being white.105 When white people don’t accept that there are benefits to being white, they cast doubt on the idea that racial inequality exists at all.106 The comment also invalidates the lived experiences of nonwhite coworkers, who deal with racial inequality as a part of their daily lives.107
Bias fundamentals
This set contains the situations and solutions we think are most important for people to know. If people are only going to look at one subset of cards, these are the ones we think are most crucial.
What to do
You can tell your coworker you know they’ve worked hard to get where they are.108 Then explain that benefiting from white privilege doesn’t mean they haven’t struggled. Their challenges may be economic, health related, or derive from another source, but racism has not been one of their burdens. Put another way, they haven’t struggled because they are white.
Why it happens
Even though it hugely benefits them, white privilege can be invisible to those who have it.109 It’s the privilege of not being treated with suspicion by store clerks or regularly pulled over by police. It can mean being hired over a Black candidate with similar experience110 or getting a mortgage when a Latino in the same financial situation is denied one.111 Even when people know white privilege exists, they can be reluctant to admit it applies to them.112 It can make them feel defensive and as if their own hard work is invalidated.113
You’re on a hiring committee and you notice that your colleagues prefer candidates who are men over women with very similar experience.
Why it matters
This could be a sign of bias in your hiring process—and may unfairly disadvantage women. When qualified women are overlooked, your company misses out on their talents and on the chance to build more diverse teams.
Bias fundamentals
This set contains the situations and solutions we think are most important for people to know. If people are only going to look at one subset of cards, these are the ones we think are most crucial.
What to do
Mention to the hiring committee that you’ve noticed they tend to select men over women with similar abilities. You can also explain WHY IT HAPPENS. Then suggest a solution. Research shows that when teams agree on a set of clear criteria and use it consistently for all candidates, the hiring process is fairer and the most qualified women and men can rise to the top.115
Why it happens
We tend to rate women lower than men, even if they have similar qualifications.116 This can make a real difference in hiring. In one study, replacing a woman’s name with a man’s name on a résumé increased the likelihood of being hired by more than 60%.117 The impact can be even worse for some groups—including Black women, Latinas, Native American women, and women with disabilities—whose competence is questioned both because they're women and because of stereotypes about their race or ability.118
Rooted in: Performance bias
In a study of performance reviews, what % of women received negative feedback on their personal style such as “You can sometimes be abrasive”? And what % of men received that same type of feedback?
Did you know?
Guess the answer as a group.
66% of women and 1% of men.50
For every 100 men promoted to manager, how many Black women are promoted?
Did you know?
Guess the answer as a group.
Only 58 Black women.119
When hiring managers believed a woman had children because “Parent-Teacher Association coordinator” appeared on her résumé, how much less likely was she to be hired?
Did you know?
Guess the answer as a group.
79% less likely to be hired. (And if she was hired, she would be offered an average of $11,000 less in salary.)120
A manager describes a woman who reports to her as “overly ambitious” when she asks for a promotion.
Why it matters
When a woman is criticized for competing for a promotion, it can have a negative impact on her and on the company as a whole. She may miss out on the chance to grow at work. Other women may hear the message that they shouldn’t ask for promotions. And the company may miss an opportunity to advance a talented team member and make her feel valued.
LeanIn.Org thanks Paradigm for their valuable contribution to this card
For managers
This set contains some of the most common or harmful situations where managers can make a big difference. The cards offer managers concrete steps to recognize and fight bias and create a more inclusive, thriving team culture.
What to do
Prompt your colleague to explain her thinking. For example, you can say, “Generally, I think we like ambition as a company. Why does it bother you in this case?” You can also suggest that there may be a double standard at work by saying something like, “How do you feel when a man on your team asks for a promotion?” And if you think that women at your workplace are often criticized when they seek promotions, this would be a good opportunity to say so.
Why it happens
Because of stereotypical expectations that women should be selfless and giving, they can face criticism when they appear to be “out for themselves”—for example, when they compete for a bigger job.72 By contrast, we expect men to be driven and ambitious, and we tend to think well of them when they show those qualities.73
Rooted in: Likeability bias
You’re in a meeting and a woman colleague is spoken over or interrupted.
Why it matters
If women’s ideas aren’t heard, it can make it harder for them to be perceived as key contributors, which can harm their career progression. When teams miss out on women’s insights, it can also mean your company is missing out. Teams that foster diverse points of view often have better ideas and get more done.57
For managers
This set contains some of the most common or harmful situations where managers can make a big difference. The cards offer managers concrete steps to recognize and fight bias and create a more inclusive, thriving team culture.
What to do
When a woman gets interrupted, speak up. You might say, “I’d like to hear the rest of [Name’s] thoughts” or “[Name] raised an important point. I’d like to consider it further before we move on.”
If you’re leading a meeting, reduce interruptions by following an agenda and asking people to contribute in a structured way. You might say, “Let’s go around the room and get everyone’s ideas.” You can also invite individual women in the room to contribute their opinions.
Why it happens
People tend to value women’s contributions less than men’s.58 One way this plays out is in meetings, where women—and in particular, women of color—are interrupted more and get less time to speak than men do.59
Rooted in: Attribution bias
You’re on a hiring committee and a colleague rules out a woman of color because she’s “not a good cultural fit.”
Why it matters
Evaluations of “culture fit” tend to be subjective. They can lead us to screen out people who aren’t like us, which means we can miss qualified candidates and end up with less diverse teams. Plus, it can mean that talented job seekers lose out on opportunities.
LeanIn.Org thanks Paradigm for their valuable contribution to this card
For managers
This set contains some of the most common or harmful situations where managers can make a big difference. The cards offer managers concrete steps to recognize and fight bias and create a more inclusive, thriving team culture.
What to do
When someone rules out a candidate because of fit, ask them to be more specific. If their thinking boils down to “she’s different,” point out that different can be good. Propose that you look for someone who adds to the team dynamic—a “culture add”—instead of someone who simply fits into it.
As a longer-term solution, ask that a set of standardized criteria be used for all hires. This reduces bias by minimizing subjective evaluations.55
Why it happens
We tend to gravitate toward—and hire—people who remind us of ourselves, which can impact our ability to objectively evaluate who would bring the most to the job.56
Rooted in: Affinity bias
A colleague recommends a man for promotion over a woman, saying, “I’m not sure about her long-term commitment. She just got engaged, and I think she wants to have kids soon.”
Why it matters
When coworkers make assumptions about a woman’s commitment to work based on what’s happening in her personal life, it unfairly limits her opportunities—and could cause your company to miss out on a highly committed candidate. It’s also illegal in many states to consider a person’s marital or parental status as a factor in promotions.
For managers
This set contains some of the most common or harmful situations where managers can make a big difference. The cards offer managers concrete steps to recognize and fight bias and create a more inclusive, thriving team culture.
What to do
Suggest to your colleague that women should decide for themselves whether or not they want to take on new challenges at work. If you’re feeling bold, you can also point out the double standard: “It’s hard to imagine that we’d say that about a man who recently got engaged.”
Why it happens
When women get engaged or married, studies show that they start to experience maternal bias.125 People—consciously or unconsciously—start to question their competence and commitment, based on the mistaken belief that women can’t be fully present at work if they have family responsibilities at home.126
Rooted in: Maternal bias
The day after a high-profile killing of a Black person by the police, coworkers are discussing the news but nobody brings up this story.
Why it matters
The silence suggests that non-Black colleagues are not outraged at the injustice or that they aren’t aware of the Black community’s grief and trauma.74 Left unaddressed, these perceptions—accurate or not—can contribute to a workplace where Black employees feel like they don’t belong.75 When a Black person is killed by the police, it reminds all Black people of the violence that threatens their lives. It can make it hard to focus on work, and depression and anxiety can follow.76
For managers
This set contains some of the most common or harmful situations where managers can make a big difference. The cards offer managers concrete steps to recognize and fight bias and create a more inclusive, thriving team culture.
What to do
In the moment, say something. Mention the incident and how awful it was. Depending on your relationships with Black coworkers, let them know you are there to talk if they need to.77 Be understanding if Black coworkers seem distracted or not themselves. In the longer term, you can further educate yourself on the incident by reading about it in a Black news outlet, such as Blavity or Essence. If you’re a manager, check in with Black members of your team to see how they’re doing and if they need any additional support.
Why it happens
Non-Black coworkers may believe it’s insensitive to mention incidents of police violence toward Black people. But in fact, doing so conveys that they care.78 They also may not realize how traumatic these events are to the entire Black community,79 perhaps seeing them as isolated one-offs instead of ongoing systemic abuse.
A colleague advocates for a man with strong potential over a woman with proven experience.
Why it matters
When a more experienced candidate is passed up in favor of someone with less experience, your company can miss out on valuable wisdom, talent, and skill. And in this case, the woman loses out on an opportunity that she’s well suited for.
For managers
This set contains some of the most common or harmful situations where managers can make a big difference. The cards offer managers concrete steps to recognize and fight bias and create a more inclusive, thriving team culture.
What to do
Point out how experienced the woman is for the role and note the value of proven experience over potential. You might also take a moment to explain WHY IT HAPPENS and WHY IT MATTERS.
Longer term, it’s worth recommending that everyone on your team aligns ahead of time on clear, objective criteria for open roles, then uses them to evaluate all job candidates. This minimizes bias by making sure that every candidate is held to the same standard.127
Why it happens
Research shows that people often hire or promote men based on their potential, but for women, potential isn’t enough. Women are often held to a higher standard and need to show more evidence of their competence to get hired or promoted.128
Rooted in: Performance bias
Your company announces its latest round of promotions. Nearly everyone moving up is a man.
Why it matters
This imbalance may signal bias in how your company evaluates employees for promotion—which means women may be missing out on valuable career opportunities and your company may be failing to get the strongest candidates into leadership positions. This is a widespread problem in corporate America: on average, women are promoted at lower rates than men, while Black women and Latinas are promoted at even lower rates than women overall.136
For managers
This set contains some of the most common or harmful situations where managers can make a big difference. The cards offer managers concrete steps to recognize and fight bias and create a more inclusive, thriving team culture.
What to do
If you’re involved with reviews, seize the opportunity to make the process more fair. Suggest that your company set detailed review criteria up front and then stick to them.137 Consider using a rating scale (say, from 1 to 5) and ask reviewers to provide specific examples of what the employee did to earn each score.138 You can also suggest that your company set diversity targets for promotions, then track outcomes and monitor progress, which can also help move the numbers.139 If you’re not part of reviews, you can still make these suggestions to your manager.
Why it happens
Multiple forms of bias may contribute to a workplace in which fewer women are promoted. People tend to see women as less talented and competent than men, even when they’re equally capable.140 Because of this, women are less likely to get credit for successes and more likely to be blamed for failures.141
Rooted in: Performance bias, Attribution bias
Your boss questions your colleague’s knowledge of something firmly in her area of expertise.
Why it matters
For managers
This set contains some of the most common or harmful situations where managers can make a big difference. The cards offer managers concrete steps to recognize and fight bias and create a more inclusive, thriving team culture.
What to do
Support the woman by highlighting her expertise. You can say something like, “You may not know this, but [Name] is our resident expert on the topic” or “[Name] actually wrote a report about this last year.”
Longer term, consider making a more concerted effort to highlight the expertise of all the women on your team—not only in the moment, but regularly. Seek their insights in meetings and point people with relevant questions in their direction.
Why it happens
People tend to overestimate men’s performance and underestimate women’s.144 As a result, they are more likely to doubt women’s competence and question their judgment.145 Certain groups, including Black women, Latinas, and women with disabilities, tend to have their expertise questioned even more frequently than other women. They are often assumed to be less skilled because of racist or ableist stereotypes.146
Rooted in: Performance bias
You decide to mentor someone because they remind you of yourself.
Why it matters
Good mentors can make a big difference. Employees with mentors are more likely to get raises and promotions.147 But because managers and senior leaders are more likely to be straight white men, and because people tend to gravitate toward mentoring others like themselves, women, people of color, and LGBTQ people often miss out on that support.148 That also means your company could miss out on fostering talented employees.
LeanIn.Org thanks Paradigm for their valuable contribution to this card
For managers
This set contains some of the most common or harmful situations where managers can make a big difference. The cards offer managers concrete steps to recognize and fight bias and create a more inclusive, thriving team culture.
What to do
Be aware of this dynamic and let it inform your choices. If you’re a white man, you’re more likely to be in a position of authority someday.149 You can make the workplace fairer by being thoughtful about whom you mentor. Consider proactively reaching out to mentor someone from a different background. If you’re a woman, a person of color, or an LGBTQ person, you might decide instead to mentor someone like yourself—especially if you remember struggling to find mentors when you were coming up through the ranks. In your case, mentoring people like yourself supports diversity and inclusion.
Why it happens
Because of this bias, we tend to prefer the company of others who are like us.150 This can lead us to invest more in people who remind us of ourselves, perhaps because we assume these relationships will feel more comfortable.151
Rooted in: Affinity bias
A meeting is starting soon and you notice that it’s mostly men seated front and center and women seated to the side.
Why it matters
If women are sidelined in meetings, it’s less likely that they’ll speak up, which means the group won’t benefit from everyone’s best thinking. Plus, it’s not beneficial to sit in the low-status seats in the room—and women have to fight for status as it is.159
For managers
This set contains some of the most common or harmful situations where managers can make a big difference. The cards offer managers concrete steps to recognize and fight bias and create a more inclusive, thriving team culture.
What to do
If there are empty chairs at the table, urge women sitting to the side to fill them. If there’s no room, acknowledge the problem—for example, ask if anyone else sees that it’s mostly men at the table. If it happens often, consider saying to the person who runs the meeting, “I’ve noticed that it’s mostly men at the table and women on the sidelines. Maybe you can encourage a better mix.”
Why it happens
Women typically get less time to speak in meetings. They’re more likely than men to be spoken over and interrupted.160 As a result of signals like these, women sometimes feel less valued, so they sit off to the side.
Rooted in: Performance bias
Your manager schedules a virtual team meeting at an hour when your coworker has blocked off time on her calendar to care for her young children.
Why it matters
This can seriously interfere with your coworker’s ability to balance work and life. Many people plan ahead with partners or caregivers, and last-minute changes can be disruptive or impossible. It can also contribute to a feeling of being “always on”—which more than 30 percent of employees name as one of the biggest downsides to remote work in 2020.161 And if situations like this happen often, they can lead to stress or burnout.162
For managers
This set contains some of the most common or harmful situations where managers can make a big difference. The cards offer managers concrete steps to recognize and fight bias and create a more inclusive, thriving team culture.
What to do
Remind your manager of your coworker’s schedule constraint and suggest an alternate time. You could also mention how blocking time like this is vital for maintaining work-life balance and explain that practices like these can help employees be more productive and feel more committed to the company.163
Why it happens
This reflects the norm that the “ideal worker” is always available and doesn’t need to take time away from work to care for family, pursue personal interests, or simply recharge.164 Decades of research on the ideal worker show that this norm can harm mothers more than fathers, since mothers often do more caregiving.165
You offer the rising star on your team a stretch assignment, and she says she doesn’t feel qualified to take it on.
Why it matters
When women turn down opportunities they’re qualified for because of self-doubt, they miss out—and your company isn’t able to fully leverage their talents.
LeanIn.Org thanks Paradigm for their valuable contribution to this card
For managers
This set contains some of the most common or harmful situations where managers can make a big difference. The cards offer managers concrete steps to recognize and fight bias and create a more inclusive, thriving team culture.
What to do
Let her know that you believe in her. Remind her she is being offered the opportunity because of her strong performance, not as a favor. You can also reassure her that how she’s feeling is perfectly understandable: “It’s normal for anyone to be nervous about taking on a bigger role. And women get sent signals that they’re not good enough. It’s hard not to internalize them.”
Why it happens
Women can be prone to more self-doubt than men, and it’s not because they’re missing a special confidence gene.170 Because we tend to underestimate women’s performance, women often need to work harder to prove they’re capable. And they are more likely to be passed over for promotions and stretch assignments. This bias is so pervasive that women often underestimate their own performance and are more likely than men to attribute their failures to lack of ability.171
Rooted in: Performance bias
A colleague is talking about a woman who landed a big project. They say, “Wow, she got really lucky.”
Why it matters
Getting recognized for accomplishments can make a difference, especially when it comes to performance reviews and promotions.172 When achievements are attributed to luck rather than hard work or skill, it minimizes them.
For managers
This set contains some of the most common or harmful situations where managers can make a big difference. The cards offer managers concrete steps to recognize and fight bias and create a more inclusive, thriving team culture.
What to do
Ask your colleague, “I’m curious—what makes you think it was luck?” This may prompt them to slow down and rethink their assumption. If your colleague responds in a way that suggests they doubt the woman’s abilities, you might want to press more and ask why they think she’s less competent. Is there a reason? Can they give an example? If not, that speaks for itself.
Why it happens
We tend to overestimate men’s performance and underestimate women’s.173 Because of this, we often attribute women’s successes to “getting lucky,” “having a good team,” or other explanations that diminish their achievements, while we accept men’s accomplishments as proof of their abilities.174
Rooted in: Attribution bias
When 1 in 10 senior leaders at their company is a woman, what % of men and what % of women think women are well represented in leadership?
Did you know?
Guess the answer as a group.
44% of men and 22% of women.175
For every 100 men promoted to manager, how many Black women are promoted?
Did you know?
Guess the answer as a group.
Only 58 Black women.119
You realize that your company gets most of its new employees through referrals by current employees.
Why it matters
If you’re not careful, you may end up with a lot of employees of the same race or gender, or from similar educational or economic backgrounds. This could mean that your company is failing to get the benefits of diversity—and isn’t necessarily getting the best talent.
For senior leaders
These cards contain advice on how to shift company policies, programs, and culture--all areas where senior leaders can make a big difference.
What to do
If the new hires lack diversity, talk to HR or someone senior. Say that you’ve noticed that your company tends to hire people who are referred by other employees and explain the shortcomings of this strategy. Another issue could be that your process for evaluating new hires is too subjective, so someone saying, “He’s my friend” ends up carrying a lot of weight. To counter that, suggest using a list of standardized criteria, so all candidates are judged by the same standard.
Why it happens
Affinity bias makes us more comfortable with others like ourselves.176 This can make it feel safer and more comfortable to hire people who are already known and liked by existing employees.177
Rooted in: Affinity bias
Your company announces its latest round of promotions. Nearly everyone moving up is a man.
Why it matters
This imbalance may signal bias in how your company evaluates employees for promotion—which means women may be missing out on valuable career opportunities and your company may be failing to get the strongest candidates into leadership positions. This is a widespread problem in corporate America: on average, women are promoted at lower rates than men, while Black women and Latinas are promoted at even lower rates than women overall.136
For senior leaders
These cards contain advice on how to shift company policies, programs, and culture--all areas where senior leaders can make a big difference.
What to do
If you’re involved with reviews, seize the opportunity to make the process more fair. Suggest that your company set detailed review criteria up front and then stick to them.137 Consider using a rating scale (say, from 1 to 5) and ask reviewers to provide specific examples of what the employee did to earn each score.138 You can also suggest that your company set diversity targets for promotions, then track outcomes and monitor progress, which can also help move the numbers.139 If you’re not part of reviews, you can still make these suggestions to your manager.
Why it happens
Multiple forms of bias may contribute to a workplace in which fewer women are promoted. People tend to see women as less talented and competent than men, even when they’re equally capable.140 Because of this, women are less likely to get credit for successes and more likely to be blamed for failures.141
Rooted in: Performance bias, Attribution bias
At an all-staff meeting, your company’s leaders share concrete goals for hiring, promoting, and retaining women, but it’s clear they haven’t set goals for women of color specifically.
Why it matters
If companies don’t set goals by gender and race combined, they are not explicitly prioritizing the advancement of women of color. That means women of color, who face a uniquely challenging combination of sexism and racism, are more likely to be overlooked.60 It can also send the message that the company hasn’t made the advancement of women of color a priority.
LeanIn.Org thanks Minda Harts for her valuable contribution to this card
For senior leaders
These cards contain advice on how to shift company policies, programs, and culture--all areas where senior leaders can make a big difference.
What to do
If you feel comfortable, you could raise the question directly in the meeting: “Do we set these goals for women of color?” You could also speak to your manager or HR team afterward about the importance of setting goals that combine gender and race.
Why it happens
Many corporate diversity efforts focus on either gender or race, but very few focus on the two together. In fact, only 7 percent of companies set representation targets for gender and race combined. This may happen because company leaders aren’t aware of the importance of an intersectional approach to diversity efforts.
The day after a high-profile killing of a Black person by the police, coworkers are discussing the news but nobody brings up this story.
Why it matters
The silence suggests that non-Black colleagues are not outraged at the injustice or that they aren’t aware of the Black community’s grief and trauma.74 Left unaddressed, these perceptions—accurate or not—can contribute to a workplace where Black employees feel like they don’t belong.75 When a Black person is killed by the police, it reminds all Black people of the violence that threatens their lives. It can make it hard to focus on work, and depression and anxiety can follow.76
For senior leaders
These cards contain advice on how to shift company policies, programs, and culture--all areas where senior leaders can make a big difference.
What to do
In the moment, say something. Mention the incident and how awful it was. Depending on your relationships with Black coworkers, let them know you are there to talk if they need to.77 Be understanding if Black coworkers seem distracted or not themselves. In the longer term, you can further educate yourself on the incident by reading about it in a Black news outlet, such as Blavity or Essence. If you’re a manager, check in with Black members of your team to see how they’re doing and if they need any additional support.
Why it happens
Non-Black coworkers may believe it’s insensitive to mention incidents of police violence toward Black people. But in fact, doing so conveys that they care.78 They also may not realize how traumatic these events are to the entire Black community,79 perhaps seeing them as isolated one-offs instead of ongoing systemic abuse.
Someone complains to you that a new dad on the team is taking too much of his allotted family leave.
Why it matters
All workers—men too!—should be able to spend time with their families, whether that’s to bond with new babies, care for sick kids, or be there for aging parents. When workplaces have generous family leave policies, employees are happier, more productive, and more likely to stay on staff.184 Plus, when men don’t use their leave, it makes it harder for women to use theirs without judgment.
For senior leaders
These cards contain advice on how to shift company policies, programs, and culture--all areas where senior leaders can make a big difference.
What to do
Stand up for your colleague on leave. Point out WHY IT MATTERS—how family leave is good for workers, families, and companies.185 More importantly, remind them that no one should be forced to choose between being a good employee and a good parent.
Why it happens
Working fathers can face pushback for spending time with their kids. They tend to receive lower performance ratings and experience steeper reductions in future earnings than mothers who take the same amount of leave.186 Much like maternal bias, this pushback is rooted in gender stereotypes. Moms are expected to be more committed to family and less to their careers.187 But the reverse is true for fathers, and when they go against that expectation by prioritizing family, they are penalized.188
You are in a staffing meeting, and a coworker recommends you put one woman on each team for better diversity.
Why it matters
One in five women report they are often the only woman or one of the only women in the room at work.189 These “Onlys” have a worse experience than other women. They are more likely to have their abilities challenged and be subjected to unprofessional remarks.190 They may also experience extra pressure and scrutiny, and they can feel that their actions reflect on others like them.191 This takes a toll: women who are Onlys are 1.5 times more likely to think about leaving their jobs than women who aren’t.192
For senior leaders
These cards contain advice on how to shift company policies, programs, and culture--all areas where senior leaders can make a big difference.
What to do
Applaud the spirit of the idea, but explain the downside of inadvertently isolating women on separate teams. Instead of adding one woman to many teams, recommend putting groups of a few women on teams together. If you’re in a position to do so, suggest that your company create opportunities for women Onlys to connect with other women, such as networking groups. Also, surface that this is a symptom of a larger problem: your company likely needs to hire more women.
Why it happens
When women are underrepresented in organizations—as they often are—they tend to be spread thinly across teams, which means they stand out. Women of color are even more likely to be “Onlys,” since there are fewer of them in corporate America.193 This underrepresentation can make the biases women face especially pronounced. With everyone’s eyes on them, they can often be heavily scrutinized and held to higher standards. As a result, they feel pressure to perform, on guard, and left out—and may be less likely to speak up and contribute fully.194
You realize that a colleague who is a man only mentors other men.
Why it matters
Mentorship can be critical to success.195 We all benefit when a colleague shows us the ropes or sponsors us for new opportunities—particularly when that colleague is more senior.196 If your coworker only mentors men, the women he works with are missing out on his advice and, potentially, on opportunities to advance. He is also missing out on their best thinking.
For senior leaders
These cards contain advice on how to shift company policies, programs, and culture--all areas where senior leaders can make a big difference.
What to do
Talk to your colleague. Explain why mentoring is so valuable and share your observation that he only mentors men. Recommend he mentor at least one woman, and offer to help him identify a few promising candidates. If he confides he’s uncomfortable being alone with women, point out that there are plenty of public places to meet—and remind him that mentorship really matters.
Why it happens
We’re often drawn to people from similar backgrounds. The problem is that this can disadvantage people who aren’t like us—and this is especially true when we’re in positions of power.197 Additionally, some men are anxious about mentoring women for fear of seeming inappropriate. Almost half of men in management are uncomfortable participating in a common work activity with a woman, such as mentoring or working alone together.198
Rooted in: Affinity bias
You’re in a meeting to discuss performance reviews and notice that men are described as “strategic” and “visionary,” while women are “hard workers” or “good team players.”
Why it matters
How we describe people matters—and can unfairly influence performance reviews.211 In this situation, it’s not hard to imagine men getting the inside track on promotions and raises.
LeanIn.Org thanks the Stanford Women’s Leadership Lab for their valuable contribution to this card
For senior leaders
These cards contain advice on how to shift company policies, programs, and culture--all areas where senior leaders can make a big difference.
What to do
Point out the pattern and explain WHY IT MATTERS. You can also talk to HR about creating a broad checklist of leadership attributes with concrete examples of what they look like in practice. Expanding the definition of a good leader will help with inclusivity, and using a standardized checklist to evaluate candidates can help remove bias from the review process.212
Why it happens
Gender stereotypes influence the words we use. Even when women and men produce similar results, we often talk about them differently. We tend to use words associated with leadership like “driven,” “big thinker,” and “visionary” to describe men. In contrast, we often describe women with communal language like “team player,” “friendly,” and “committed,” not words that speak to skill or impact.213
You’re on a review committee and several members argue against a woman’s promotion because she is not “seen as a leader,” even though her team delivers outstanding results.
Why it matters
The review committee may be making incorrect—and unfair—assumptions about the woman’s abilities. Additionally, if the review committee uses a narrow definition of leadership, they may unfairly exclude a lot of people, like this woman.
LeanIn.Org thanks the Stanford Women’s Leadership Lab for their valuable contribution to this card
For senior leaders
These cards contain advice on how to shift company policies, programs, and culture--all areas where senior leaders can make a big difference.
What to do
Point out that the woman’s team delivers superb results, and suggest that their performance speaks to her leadership. You can also ask them to explain the attributes she lacks. When people are asked to justify their thinking, it can help reduce bias in decision-making.100
As a longer-term solution, suggest creating detailed metrics for performance reviews, including clear expectations for leaders. This way, all employees will be evaluated based on a more complete definition of good leadership and using the same standards, which reduces bias in the review process.101
Why it happens
Both women and men more readily associate men with leadership.102 This bias is so strong that when women work on teams, their contributions are often attributed to the team as a whole. In contrast, when men work on teams, they are more likely to be seen as taking a leadership role.103 The bias affects different groups of women in different ways: Asian women often aren't seen as assertive enough to be leaders, while Black women and Latinas can be stereotyped as not talented enough for leadership roles, and Native American women contend with both these stereotypes.104
Rooted in: Attribution bias, Performance bias
A colleague says they’re glad to see so many women in leadership at your company. In reality, only 2 out of 15 senior leaders are women.
Why it matters
If people think that women are well represented in leadership when in reality they’re not, they’re less likely to do anything to fix the problem—they simply don’t see it. That’s a loss for your company: when companies have more women in leadership, they tend to have more employee-friendly policies and produce better business results.214
For senior leaders
These cards contain advice on how to shift company policies, programs, and culture--all areas where senior leaders can make a big difference.
What to do
Point out the numbers, which speak for themselves. You can say, “It’s great that we have those two women on the leadership team, but they’re only two out of fifteen. Women are half the population, so women are still really underrepresented.” You can also share that having more women in leadership can be good for a company’s bottom line.215
Why it happens
When it comes to women in leadership, people tend to be too satisfied with the status quo: 44% of men and 22% of women think women are well represented when only 1 in 10 senior leaders at their company is a woman.216 These low expectations are the result of generations of inequality. When there used to be no women senior leaders, seeing just one or two can feel like a huge step forward. It’s hard to imagine a groundswell for change when we don’t have higher expectations for what equality looks like.
For every 100 men promoted to manager, how many Black women are promoted?
Did you know?
Guess the answer as a group.
Only 58 Black women.119
In one study, job applicants with white-sounding names got what percentage more callbacks than identical job applicants with Black-sounding names?
Did you know?
Guess the answer as a group.
It led to 50% more callbacks—the equivalent of adding eight years of work experience.234
As of September 2020, how many Black women have led Fortune 500 companies?
Did you know?
Guess the answer as a group.
Only two—Ursula Burns at Xerox and Mary Winston at Bed Bath & Beyond.
What % of Black women have never had an informal interaction with a senior leader at their company?
Did you know?
Guess the answer as a group.
59%.51
The day after a high-profile killing of a Black person by the police, coworkers are discussing the news but nobody brings up this story.
Why it matters
The silence suggests that non-Black colleagues are not outraged at the injustice or that they aren’t aware of the Black community’s grief and trauma.74 Left unaddressed, these perceptions—accurate or not—can contribute to a workplace where Black employees feel like they don’t belong.75 When a Black person is killed by the police, it reminds all Black people of the violence that threatens their lives. It can make it hard to focus on work, and depression and anxiety can follow.76
Combating racial bias
This set brings together our most important cards on how to support women of color at work. It offers concrete advice on fighting some of the most common and damaging acts of bias they face.
What to do
In the moment, say something. Mention the incident and how awful it was. Depending on your relationships with Black coworkers, let them know you are there to talk if they need to.77 Be understanding if Black coworkers seem distracted or not themselves. In the longer term, you can further educate yourself on the incident by reading about it in a Black news outlet, such as Blavity or Essence. If you’re a manager, check in with Black members of your team to see how they’re doing and if they need any additional support.
Why it happens
Non-Black coworkers may believe it’s insensitive to mention incidents of police violence toward Black people. But in fact, doing so conveys that they care.78 They also may not realize how traumatic these events are to the entire Black community,79 perhaps seeing them as isolated one-offs instead of ongoing systemic abuse.
You’re on a hiring committee and a colleague rules out a woman of color because she’s “not a good cultural fit.”
Why it matters
Evaluations of “culture fit” tend to be subjective. They can lead us to screen out people who aren’t like us, which means we can miss qualified candidates and end up with less diverse teams. Plus, it can mean that talented job seekers lose out on opportunities.
LeanIn.Org thanks Paradigm for their valuable contribution to this card
Combating racial bias
This set brings together our most important cards on how to support women of color at work. It offers concrete advice on fighting some of the most common and damaging acts of bias they face.
What to do
When someone rules out a candidate because of fit, ask them to be more specific. If their thinking boils down to “she’s different,” point out that different can be good. Propose that you look for someone who adds to the team dynamic—a “culture add”—instead of someone who simply fits into it.
As a longer-term solution, ask that a set of standardized criteria be used for all hires. This reduces bias by minimizing subjective evaluations.55
Why it happens
We tend to gravitate toward—and hire—people who remind us of ourselves, which can impact our ability to objectively evaluate who would bring the most to the job.56
Rooted in: Affinity bias
At an all-staff meeting, your company’s leaders share concrete goals for hiring, promoting, and retaining women, but it’s clear they haven’t set goals for women of color specifically.
Why it matters
If companies don’t set goals by gender and race combined, they are not explicitly prioritizing the advancement of women of color. That means women of color, who face a uniquely challenging combination of sexism and racism, are more likely to be overlooked.60 It can also send the message that the company hasn’t made the advancement of women of color a priority.
LeanIn.Org thanks Minda Harts for her valuable contribution to this card
Combating racial bias
This set brings together our most important cards on how to support women of color at work. It offers concrete advice on fighting some of the most common and damaging acts of bias they face.
What to do
If you feel comfortable, you could raise the question directly in the meeting: “Do we set these goals for women of color?” You could also speak to your manager or HR team afterward about the importance of setting goals that combine gender and race.
Why it happens
Many corporate diversity efforts focus on either gender or race, but very few focus on the two together. In fact, only 7 percent of companies set representation targets for gender and race combined. This may happen because company leaders aren’t aware of the importance of an intersectional approach to diversity efforts.
A coworker asks a Black woman on your team if they can touch her hair.
Why it matters
Asking to touch a Black woman’s hair is “othering”—that is, it treats her as different or as an outsider.289 It can make the woman feel objectified and disempowered, as well as on guard and self-conscious.290 And depending on the context, this request for unwanted physical interaction could also feel like sexual harassment.
Combating racial bias
This set brings together our most important cards on how to support women of color at work. It offers concrete advice on fighting some of the most common and damaging acts of bias they face.
What to do
You can jump in and say something like, “Hey, asking to touch a Black woman’s hair is not OK!” or “Why do you need to touch it? It looks great from here!” To make sure it doesn’t keep happening, consider mentioning it to your manager as an example of why the company needs regular anti-racism training and a robust allyship program.
Why it happens
The request may be motivated by “hair bias”—the idea that there’s something exotic, wrong, or unprofessional about a Black woman’s natural hair.291 This bias began in the slavery era and has been reinforced by the beauty industry.292 It is also all too common: in fact, some U.S. companies still prohibit natural Black hairstyles.293 Plus, asking to touch a Black woman’s hair reveals a troubling power dynamic in which white people can cross the personal boundaries of Black people without facing any penalty.294
You hear a white coworker say they aren’t privileged because they grew up poor.
Why it matters
This kind of thinking is fairly common, as 63 percent of white Americans say they don’t benefit much or at all from being white.105 When white people don’t accept that there are benefits to being white, they cast doubt on the idea that racial inequality exists at all.106 The comment also invalidates the lived experiences of nonwhite coworkers, who deal with racial inequality as a part of their daily lives.107
Combating racial bias
This set brings together our most important cards on how to support women of color at work. It offers concrete advice on fighting some of the most common and damaging acts of bias they face.
What to do
You can tell your coworker you know they’ve worked hard to get where they are.108 Then explain that benefiting from white privilege doesn’t mean they haven’t struggled. Their challenges may be economic, health related, or derive from another source, but racism has not been one of their burdens. Put another way, they haven’t struggled because they are white.
Why it happens
Even though it hugely benefits them, white privilege can be invisible to those who have it.109 It’s the privilege of not being treated with suspicion by store clerks or regularly pulled over by police. It can mean being hired over a Black candidate with similar experience110 or getting a mortgage when a Latino in the same financial situation is denied one.111 Even when people know white privilege exists, they can be reluctant to admit it applies to them.112 It can make them feel defensive and as if their own hard work is invalidated.113
You overhear a coworker confuse the names of the only two Black women in your company.298
Why it matters
This mistake could diminish the women’s value in the eyes of those who hear it. It can also signal disrespect for Black women at the company more broadly because, consciously or unconsciously, it is a form of stereotyping. And it can make the women feel that their names are not considered worth learning or that they are viewed as interchangeable.
LeanIn.Org thanks Minda Harts for her valuable contribution to this card
Combating racial bias
This set brings together our most important cards on how to support women of color at work. It offers concrete advice on fighting some of the most common and damaging acts of bias they face.
What to do
You can correct the mistake in the moment: “You’re confusing Maya with Alicia. They’re very different! You should get to know them.”299 If that doesn’t work and your coworker continues to confuse them, you might need to talk to your manager. Explain WHY IT MATTERS and suggest that someone speak to them about trying harder to get this right.
Why it happens
Decades of research show that people often find it harder to differentiate between people of another race than people of their own race.300 This is called “own-race bias.”301 Research also suggests that people are less likely to remember employees with less power—and Black women (and people of color generally) are less likely to be viewed as powerful in their organizations.302
You’re talking to a woman of color on your team. A coworker from another team joins you and assumes she is much more junior than she really is.
Why it matters
Combating racial bias
This set brings together our most important cards on how to support women of color at work. It offers concrete advice on fighting some of the most common and damaging acts of bias they face.
What to do
Correct the record by stating the woman’s actual title. If it feels right, add some context that highlights her contributions to your company—for example, “She’s running point on our largest initiative this quarter” or “She’s our COO’s right-hand person.”
Longer term, consider recommending that the company implement bias training, which can help people avoid assumptions like this one.305
Why it happens
Research shows that we strongly associate men with leadership—but not always women.306 Women are twice as likely as men to be mistaken for someone much more junior—and women of color are often the most likely to experience this.307
Rooted in: Performance bias
In a lunchtime conversation about politics, a white coworker asks, “I know slavery was horrible, but what does it have to do with what’s happening today?”
Why it matters
The impact of 400 years of slavery in the United States is still powerfully felt by many Black Americans, and non-Black people continue to benefit from its legacy. It is not a distant historical fact; it continues to shape Black people’s lives in tangible, painful ways.311 Hearing someone dismiss that can be jarring, even traumatic, especially in a work setting.
Combating racial bias
This set brings together our most important cards on how to support women of color at work. It offers concrete advice on fighting some of the most common and damaging acts of bias they face.
What to do
You might point out that the question minimizes the history of Black Americans. You can share concrete ways that slavery still shapes America today; we mention a few in WHY IT HAPPENS. If they want to know more, consider recommending some sources—for example, the documentary 13th and the essay “The Case for Reparations” by Ta-Nehisi Coates.312
Why it happens
Slavery’s legacy is not widely taught in schools, which means that many white Americans never learn about it in depth.313 In contrast, Black Americans live with the legacy of slavery every day. For example, voter suppression still limits Black political power. Rules that denied loans to Black Americans, known as “redlining,” still hurt Black homeowners.314 And generations of unpaid labor fueled the wealth gap between Black and white Americans—even today, Black women own less than 1% of the wealth of white men.315
A coworker says of a Black woman on another team, "Why does she always seem so angry?"
Why it matters
Labeling a Black woman angry can hurt her at work. In one study, when Black women were viewed as angry, they received lower ratings and raises than white women viewed the same way.316 Comments like these can invalidate her point of view, which means the company loses out on her contributions.317 And this stereotype can take a mental toll as Black women have to constantly monitor how they talk or act.318
Combating racial bias
This set brings together our most important cards on how to support women of color at work. It offers concrete advice on fighting some of the most common and damaging acts of bias they face.
What to do
You can ask, “What makes you say that?” This can prompt your colleague to reflect on whether they are motivated by bias without putting them on the defensive. You could point out that the woman didn’t seem particularly angry to you. And if you think your colleague is open to it, you can share WHY IT HAPPENS.
Why it happens
The myth of the “angry Black woman” is a racist trope popularized in the media since the Jim Crow era. It began as a way of criticizing and dismissing women who didn't conform to slavery-era ideals of Black women as submissive.319 The myth is just that: a myth. Research has shown that Black women are no more likely to experience or express anger than Americans as a whole.
A white coworker says to a newly hired woman of color, “Your name is really hard to pronounce. Do you go by something else?”330
Why it matters
This statement is disrespectful because it suggests that some names (and therefore people) are not worth taking the time to get to know. It can also make the new hire feel like an outsider, signaling that she has to change who she is in order to fit in at work.
LeanIn.Org thanks Minda Harts for her valuable contribution to this card
Combating racial bias
This set brings together our most important cards on how to support women of color at work. It offers concrete advice on fighting some of the most common and damaging acts of bias they face.
What to do
You could repeat her name, demonstrating that it’s not hard to pronounce, and point out to your coworker that it’s a sign of respect to pronounce someone’s name correctly. You can also explain WHY IT MATTERS.
Why it happens
Your white colleague may be falling into the trap of considering white-sounding names the norm and therefore not realize how inappropriate their question is. If their own name has always been easy for classmates and colleagues to pronounce, they may never have had their name questioned like this and not understand how it feels.
When it’s suggested that a Latina colleague present at a client meeting, someone says, “She has a strong accent.”
Why it matters
This comment could torpedo your Latina coworker’s chance to present at the meeting, which would be a major missed opportunity for her to prove her skills and show her value to the company. This is how bias against Latinx accents harms people: it can mean that Latinx Americans miss out on assignments, jobs, and promotions for which they are qualified.331
Combating racial bias
This set brings together our most important cards on how to support women of color at work. It offers concrete advice on fighting some of the most common and damaging acts of bias they face.
What to do
You could say that you don’t have any trouble understanding her and that you think she’d do a great job at the meeting. You could also ask whether there’s a problem with her expertise on the subject matter—if she knows the topic well, her accent shouldn’t make a difference. You can also explain WHY IT MATTERS.
Why it happens
Many people unconsciously assume a Latinx accent means a person has poor language skills, even if their grammar and word choice are perfectly correct. This bias particularly hurts Latinas: In the U.S., people tend to perceive women with Latinx accents as less intelligent and knowledgeable than other women or Latino men.332 Your colleague may also be hearing an accent where there isn’t one: Research shows that people can falsely perceive an accent when a person of color speaks completely unaccented American English.
Rooted in: Performance bias
Before an event, your manager says to a Latina, “Don’t forget there’s a dress code.” He does not give this reminder to others on your team
Why it matters
This comment could adversely impact how others view your Latina colleague, especially as it comes from her manager. It could also add to the pressure felt by many Latinas to present themselves with extreme care to fit a narrow definition of professional attire. Most Latinas in corporate America say that they style their hair and makeup conservatively (87%) and dress conservatively (84%) to fit in at work.
Combating racial bias
This set brings together our most important cards on how to support women of color at work. It offers concrete advice on fighting some of the most common and damaging acts of bias they face.
What to do
Push back on the comment. You can do it lightly: “I think [Name] always looks well put together.” Or privately ask your manager to explain why they directed that comment at her, rather than everyone. You can also explain WHY IT MATTERS.
Why it happens
Your manager may believe common stereotypes about what Latinas like to wear, such as large earrings, bright colors, or tight clothes. They may be unaware that Latinas are a diverse group with a wide range of style preferences. Your manager is also probably influenced by corporate norms for dress in the U.S., which encourage us to think that certain styles typical of white businessmen, such as dark colors and button-down shirts, are the most tasteful and appropriate, even though they have no impact on the way someone does their job.
After an interview, a coworker gives a low rating to an appropriately dressed Black woman because “she did not look professional.”218
Why it matters
LeanIn.Org thanks Minda Harts for her valuable contribution to this card
Combating racial bias
This set brings together our most important cards on how to support women of color at work. It offers concrete advice on fighting some of the most common and damaging acts of bias they face.
What to do
Ask your coworker to explain what they mean by “not professional.” Say that you think she looked appropriate, then refocus the discussion: “Let’s talk about her qualifications.” Consider speaking to your manager or HR team about making sure your company sets clear hiring criteria ahead of time, so subjective opinions like this don’t carry weight. It can also be helpful to appoint a “criteria monitor” in hiring meetings to make sure everyone evaluates candidates by the same standards.221
Why it happens
People often view white men as more competent and leader-like than women or Black people.222 This can mean that Black women are automatically considered less hirable, regardless of what they wear. In addition, many people wrongly view Black women’s natural hair as unprofessional.223 This bias is so strong that Black women who wear natural hairstyles are less likely to be hired or promoted than those who do not.224
A coworker asks you if a colleague, who is a woman of color, was hired to work with the “minority” clients.345
Why it matters
This question is “othering”—that is, implies that people of color are different or outsiders. It may also suggest that your colleague was hired simply because she’s a woman of color, not because she’s qualified to do the job.
LeanIn.Org thanks Minda Harts for her valuable contribution to this card
Combating racial bias
This set brings together our most important cards on how to support women of color at work. It offers concrete advice on fighting some of the most common and damaging acts of bias they face.
What to do
You could ask your coworker what makes them think that, or counter their bias by mentioning some of the specific skills and experiences the woman brings to the team. You could also point out the problem with the underlying assumption—for example, by asking, “Do the men on the team only work with clients who are men?” Later, you could ask your manager to publicly reinforce her qualifications.
Why it happens
The question may be rooted in a biased belief that the woman of color is somehow less talented or capable than other account managers.346 It also suggests that your coworker views clients of color as less important to the business. Taken together, these beliefs imply that a woman of color cannot be on the A team.
When a woman’s name was replaced with a man’s name on a résumé, how much more likely were evaluators to say they would hire the applicant?
Did you know?
Guess the answer as a group.
Over 60% more likely.231
For every 100 men promoted to manager, how many Black women are promoted?
Did you know?
Guess the answer as a group.
Only 58 Black women.119
A colleague advocates for a man with strong potential over a woman with proven experience.
Why it matters
When a more experienced candidate is passed up in favor of someone with less experience, your company can miss out on valuable wisdom, talent, and skill. And in this case, the woman loses out on an opportunity that she’s well suited for.
The “broken rung”
We often talk about the “glass ceiling” that prevents women from reaching senior leadership positions. In reality, the biggest obstacle that women face is much earlier in the pipeline, at the first step up to manager. This set is designed to train evaluators who hire and promote managers, and it can also be used to help company leadership understand what biases contribute to the broken rung.
What to do
Point out how experienced the woman is for the role and note the value of proven experience over potential. You might also take a moment to explain WHY IT HAPPENS and WHY IT MATTERS.
Longer term, it’s worth recommending that everyone on your team aligns ahead of time on clear, objective criteria for open roles, then uses them to evaluate all job candidates. This minimizes bias by making sure that every candidate is held to the same standard.127
Why it happens
Research shows that people often hire or promote men based on their potential, but for women, potential isn’t enough. Women are often held to a higher standard and need to show more evidence of their competence to get hired or promoted.128
Rooted in: Performance bias
A colleague recommends a man for promotion over a woman, saying, “I’m not sure about her long-term commitment. She just got engaged, and I think she wants to have kids soon.”
Why it matters
When coworkers make assumptions about a woman’s commitment to work based on what’s happening in her personal life, it unfairly limits her opportunities—and could cause your company to miss out on a highly committed candidate. It’s also illegal in many states to consider a person’s marital or parental status as a factor in promotions.
The “broken rung”
We often talk about the “glass ceiling” that prevents women from reaching senior leadership positions. In reality, the biggest obstacle that women face is much earlier in the pipeline, at the first step up to manager. This set is designed to train evaluators who hire and promote managers, and it can also be used to help company leadership understand what biases contribute to the broken rung.
What to do
Suggest to your colleague that women should decide for themselves whether or not they want to take on new challenges at work. If you’re feeling bold, you can also point out the double standard: “It’s hard to imagine that we’d say that about a man who recently got engaged.”
Why it happens
When women get engaged or married, studies show that they start to experience maternal bias.125 People—consciously or unconsciously—start to question their competence and commitment, based on the mistaken belief that women can’t be fully present at work if they have family responsibilities at home.126
Rooted in: Maternal bias
A manager describes a woman who reports to her as “overly ambitious” when she asks for a promotion.
Why it matters
When a woman is criticized for competing for a promotion, it can have a negative impact on her and on the company as a whole. She may miss out on the chance to grow at work. Other women may hear the message that they shouldn’t ask for promotions. And the company may miss an opportunity to advance a talented team member and make her feel valued.
LeanIn.Org thanks Paradigm for their valuable contribution to this card
The “broken rung”
We often talk about the “glass ceiling” that prevents women from reaching senior leadership positions. In reality, the biggest obstacle that women face is much earlier in the pipeline, at the first step up to manager. This set is designed to train evaluators who hire and promote managers, and it can also be used to help company leadership understand what biases contribute to the broken rung.
What to do
Prompt your colleague to explain her thinking. For example, you can say, “Generally, I think we like ambition as a company. Why does it bother you in this case?” You can also suggest that there may be a double standard at work by saying something like, “How do you feel when a man on your team asks for a promotion?” And if you think that women at your workplace are often criticized when they seek promotions, this would be a good opportunity to say so.
Why it happens
Because of stereotypical expectations that women should be selfless and giving, they can face criticism when they appear to be “out for themselves”—for example, when they compete for a bigger job.72 By contrast, we expect men to be driven and ambitious, and we tend to think well of them when they show those qualities.73
Rooted in: Likeability bias
Your company announces its latest round of promotions. Nearly everyone moving up is a man.
Why it matters
This imbalance may signal bias in how your company evaluates employees for promotion—which means women may be missing out on valuable career opportunities and your company may be failing to get the strongest candidates into leadership positions. This is a widespread problem in corporate America: on average, women are promoted at lower rates than men, while Black women and Latinas are promoted at even lower rates than women overall.136
The “broken rung”
We often talk about the “glass ceiling” that prevents women from reaching senior leadership positions. In reality, the biggest obstacle that women face is much earlier in the pipeline, at the first step up to manager. This set is designed to train evaluators who hire and promote managers, and it can also be used to help company leadership understand what biases contribute to the broken rung.
What to do
If you’re involved with reviews, seize the opportunity to make the process more fair. Suggest that your company set detailed review criteria up front and then stick to them.137 Consider using a rating scale (say, from 1 to 5) and ask reviewers to provide specific examples of what the employee did to earn each score.138 You can also suggest that your company set diversity targets for promotions, then track outcomes and monitor progress, which can also help move the numbers.139 If you’re not part of reviews, you can still make these suggestions to your manager.
Why it happens
Multiple forms of bias may contribute to a workplace in which fewer women are promoted. People tend to see women as less talented and competent than men, even when they’re equally capable.140 Because of this, women are less likely to get credit for successes and more likely to be blamed for failures.141
Rooted in: Performance bias, Attribution bias
You’re on a hiring committee and a colleague rules out a woman of color because she’s “not a good cultural fit.”
Why it matters
Evaluations of “culture fit” tend to be subjective. They can lead us to screen out people who aren’t like us, which means we can miss qualified candidates and end up with less diverse teams. Plus, it can mean that talented job seekers lose out on opportunities.
LeanIn.Org thanks Paradigm for their valuable contribution to this card
The “broken rung”
We often talk about the “glass ceiling” that prevents women from reaching senior leadership positions. In reality, the biggest obstacle that women face is much earlier in the pipeline, at the first step up to manager. This set is designed to train evaluators who hire and promote managers, and it can also be used to help company leadership understand what biases contribute to the broken rung.
What to do
When someone rules out a candidate because of fit, ask them to be more specific. If their thinking boils down to “she’s different,” point out that different can be good. Propose that you look for someone who adds to the team dynamic—a “culture add”—instead of someone who simply fits into it.
As a longer-term solution, ask that a set of standardized criteria be used for all hires. This reduces bias by minimizing subjective evaluations.55
Why it happens
We tend to gravitate toward—and hire—people who remind us of ourselves, which can impact our ability to objectively evaluate who would bring the most to the job.56
Rooted in: Affinity bias
You’re on a team doing performance reviews and notice that a lot of women get feedback on their speaking style.
Why it matters
Criticisms like this can prevent qualified women from advancing, which hurts both them and your company.
The “broken rung”
We often talk about the “glass ceiling” that prevents women from reaching senior leadership positions. In reality, the biggest obstacle that women face is much earlier in the pipeline, at the first step up to manager. This set is designed to train evaluators who hire and promote managers, and it can also be used to help company leadership understand what biases contribute to the broken rung.
What to do
When you notice this pattern, point it out. Explain this is a common bias against women and WHY IT HAPPENS. Suggest that the group focus on the substance of what people say, not their speaking style.
Longer term, recommend that your company use standardized criteria for performance reviews, which will reduce subjective opinions. Consider recommending anti-bias training for employees involved in the review process. When people understand how bias impacts their decision-making, they are able to make more objective decisions.
Why it happens
Studies show that women often get negative feedback on their speaking style, while men do not.52 If women are confident and assertive, they can be criticized for speaking too loudly or often. But if they are quieter, they are more likely to be told that they need to speak more confidently and assertively.53 For some groups of women, no matter how they speak, people project stereotypes onto them: Asian women are more likely to be criticized for being too quiet, while Black women and Latinas are more often labeled angry or loud.54
Rooted in: Likeability bias
You’re asked to interview candidates for a role on your team and notice none are women.
Why it matters
Your company is likely missing out on talented candidates—and women are missing out on a chance to advance their careers. This is a widespread problem: fewer women than men are hired at the entry level, and at every subsequent step, the representation of women further declines.
The “broken rung”
We often talk about the “glass ceiling” that prevents women from reaching senior leadership positions. In reality, the biggest obstacle that women face is much earlier in the pipeline, at the first step up to manager. This set is designed to train evaluators who hire and promote managers, and it can also be used to help company leadership understand what biases contribute to the broken rung.
What to do
Talk to the hiring manager. Point out that there aren’t any women being interviewed. Suggest an additional push to identify two or more viable women candidates.
Longer term, recommend that your company start using diverse slates—that is, include at least two women and underrepresented minorities in each candidate pool. This has been shown to reduce bias in hiring.
Why it happens
This may be happening because fewer women work in your field. But it may also reflect bias in your company’s hiring process, an area where all types of bias can come into play, from favoring people like yourself (affinity bias) to holding women to higher standards (performance bias).
After an interview, a coworker gives a low rating to an appropriately dressed Black woman because “she did not look professional.”218
Why it matters
LeanIn.Org thanks Minda Harts for her valuable contribution to this card
The “broken rung”
We often talk about the “glass ceiling” that prevents women from reaching senior leadership positions. In reality, the biggest obstacle that women face is much earlier in the pipeline, at the first step up to manager. This set is designed to train evaluators who hire and promote managers, and it can also be used to help company leadership understand what biases contribute to the broken rung.
What to do
Ask your coworker to explain what they mean by “not professional.” Say that you think she looked appropriate, then refocus the discussion: “Let’s talk about her qualifications.” Consider speaking to your manager or HR team about making sure your company sets clear hiring criteria ahead of time, so subjective opinions like this don’t carry weight. It can also be helpful to appoint a “criteria monitor” in hiring meetings to make sure everyone evaluates candidates by the same standards.221
Why it happens
People often view white men as more competent and leader-like than women or Black people.222 This can mean that Black women are automatically considered less hirable, regardless of what they wear. In addition, many people wrongly view Black women’s natural hair as unprofessional.223 This bias is so strong that Black women who wear natural hairstyles are less likely to be hired or promoted than those who do not.224
You’re on a review committee and several members argue against a woman’s promotion because she is not “seen as a leader,” even though her team delivers outstanding results.
Why it matters
The review committee may be making incorrect—and unfair—assumptions about the woman’s abilities. Additionally, if the review committee uses a narrow definition of leadership, they may unfairly exclude a lot of people, like this woman.
LeanIn.Org thanks the Stanford Women’s Leadership Lab for their valuable contribution to this card
The “broken rung”
We often talk about the “glass ceiling” that prevents women from reaching senior leadership positions. In reality, the biggest obstacle that women face is much earlier in the pipeline, at the first step up to manager. This set is designed to train evaluators who hire and promote managers, and it can also be used to help company leadership understand what biases contribute to the broken rung.
What to do
Point out that the woman’s team delivers superb results, and suggest that their performance speaks to her leadership. You can also ask them to explain the attributes she lacks. When people are asked to justify their thinking, it can help reduce bias in decision-making.100
As a longer-term solution, suggest creating detailed metrics for performance reviews, including clear expectations for leaders. This way, all employees will be evaluated based on a more complete definition of good leadership and using the same standards, which reduces bias in the review process.101
Why it happens
Both women and men more readily associate men with leadership.102 This bias is so strong that when women work on teams, their contributions are often attributed to the team as a whole. In contrast, when men work on teams, they are more likely to be seen as taking a leadership role.103 The bias affects different groups of women in different ways: Asian women often aren't seen as assertive enough to be leaders, while Black women and Latinas can be stereotyped as not talented enough for leadership roles, and Native American women contend with both these stereotypes.104
Rooted in: Attribution bias, Performance bias
You’re on a hiring committee and you notice that your colleagues prefer candidates who are men over women with very similar experience.
Why it matters
This could be a sign of bias in your hiring process—and may unfairly disadvantage women. When qualified women are overlooked, your company misses out on their talents and on the chance to build more diverse teams.
The “broken rung”
We often talk about the “glass ceiling” that prevents women from reaching senior leadership positions. In reality, the biggest obstacle that women face is much earlier in the pipeline, at the first step up to manager. This set is designed to train evaluators who hire and promote managers, and it can also be used to help company leadership understand what biases contribute to the broken rung.
What to do
Mention to the hiring committee that you’ve noticed they tend to select men over women with similar abilities. You can also explain WHY IT HAPPENS. Then suggest a solution. Research shows that when teams agree on a set of clear criteria and use it consistently for all candidates, the hiring process is fairer and the most qualified women and men can rise to the top.115
Why it happens
We tend to rate women lower than men, even if they have similar qualifications.116 This can make a real difference in hiring. In one study, replacing a woman’s name with a man’s name on a résumé increased the likelihood of being hired by more than 60%.117 The impact can be even worse for some groups—including Black women, Latinas, Native American women, and women with disabilities—whose competence is questioned both because they're women and because of stereotypes about their race or ability.118
Rooted in: Performance bias
You’re on a review committee and a woman with an excellent track record is up for promotion. But the group is nervous about giving her the opportunity, since no one feels like they know her well personally.
Why it matters
When you rely on personal relationships to decide who gets promoted, you may overlook the most qualified candidates.
LeanIn.Org thanks the Stanford Women’s Leadership Lab for their valuable contribution to this card
The “broken rung”
We often talk about the “glass ceiling” that prevents women from reaching senior leadership positions. In reality, the biggest obstacle that women face is much earlier in the pipeline, at the first step up to manager. This set is designed to train evaluators who hire and promote managers, and it can also be used to help company leadership understand what biases contribute to the broken rung.
What to do
Encourage the group to consider the woman’s full profile, such as her business results and her effectiveness as a manager. Ask why knowing someone personally is important for promotion. When people are asked to clarify the evaluation criteria they’re using, they tend to make fairer decisions. If they push back, remind them that her personal relationships probably don’t have anything to do with how well she does her job.
Why it happens
Research shows that we tend to gravitate toward others like us and may even avoid others who are different. Because most leaders are white men, this dynamic can benefit white men and disadvantage women, particularly women of color.270 In addition, social outings can sometimes exclude women, which makes it harder for them to network with colleagues and senior leaders. For example, evening events may be difficult for parents to attend. On other occasions, women might not be invited at all.
Rooted in: Affinity bias
When a woman’s name was replaced with a man’s name on a résumé, how much more likely were evaluators to say they would hire the applicant?
Did you know?
Guess the answer as a group.
Over 60% more likely.231
When hiring managers believed a woman had children because “Parent-Teacher Association coordinator” appeared on her résumé, how much less likely was she to be hired?
Did you know?
Guess the answer as a group.
79% less likely to be hired. (And if she was hired, she would be offered an average of $11,000 less in salary.)120
You’re asked to interview candidates for a role on your team and notice none are women.
Why it matters
Your company is likely missing out on talented candidates—and women are missing out on a chance to advance their careers. This is a widespread problem: fewer women than men are hired at the entry level, and at every subsequent step, the representation of women further declines.
Hiring
This set is designed to be used as training for anyone involved in hiring, an area where bias can create huge barriers to women’s advancement.
What to do
Talk to the hiring manager. Point out that there aren’t any women being interviewed. Suggest an additional push to identify two or more viable women candidates.
Longer term, recommend that your company start using diverse slates—that is, include at least two women and underrepresented minorities in each candidate pool. This has been shown to reduce bias in hiring.
Why it happens
This may be happening because fewer women work in your field. But it may also reflect bias in your company’s hiring process, an area where all types of bias can come into play, from favoring people like yourself (affinity bias) to holding women to higher standards (performance bias).
Your team is led by a woman, but a colleague from another department assumes that a man on your team is the leader.
Why it matters
When this happens, it reinforces the idea that women aren’t leaders. It can also undermine your team leader and her standing in the group.
Hiring
This set is designed to be used as training for anyone involved in hiring, an area where bias can create huge barriers to women’s advancement.
What to do
Jump into the conversation to correct the record: “[Name] is our team lead.” You can also say something that underscores her leadership abilities or accomplishments—for example, “She heads all our biggest sales efforts.”
Why it happens
People tend to assume men are more senior than the women around them. This is in part because we consciously or unconsciously associate men with leadership more strongly than we do women. It’s also because in many companies, men outnumber women in leadership positions, so this view becomes the norm.
Rooted in: Affinity bias
You’re on a hiring committee and you notice that your colleagues prefer candidates who are men over women with very similar experience.
Why it matters
This could be a sign of bias in your hiring process—and may unfairly disadvantage women. When qualified women are overlooked, your company misses out on their talents and on the chance to build more diverse teams.
Hiring
This set is designed to be used as training for anyone involved in hiring, an area where bias can create huge barriers to women’s advancement.
What to do
Mention to the hiring committee that you’ve noticed they tend to select men over women with similar abilities. You can also explain WHY IT HAPPENS. Then suggest a solution. Research shows that when teams agree on a set of clear criteria and use it consistently for all candidates, the hiring process is fairer and the most qualified women and men can rise to the top.115
Why it happens
We tend to rate women lower than men, even if they have similar qualifications.116 This can make a real difference in hiring. In one study, replacing a woman’s name with a man’s name on a résumé increased the likelihood of being hired by more than 60%.117 The impact can be even worse for some groups—including Black women, Latinas, Native American women, and women with disabilities—whose competence is questioned both because they're women and because of stereotypes about their race or ability.118
Rooted in: Performance bias
Your colleague advocates for a job candidate with no gap in her résumé over another with a gap from when she was a full-time mom.
Why it matters
Companies that look negatively on job applicants who take time off to raise kids risk missing out on qualified candidates—in particular, women. Mothers are more likely than fathers to take time off for childcare, and they face harsher career penalties when they do.235
Hiring
This set is designed to be used as training for anyone involved in hiring, an area where bias can create huge barriers to women’s advancement.
What to do
Push for the candidates to be evaluated on their skills and experience, without taking into account the time taken off for caregiving.
Longer term, recommend that your team use standardized hiring criteria and apply them consistently to all candidates. That can help ensure you judge everyone by the same yardstick.236
Why it happens
When a woman becomes a mother, it can make others think that she’s less committed to her career—even less competent.237 As a result, she is often held to higher standards and offered fewer opportunities.238 Seeing a gap in a woman’s résumé can trigger this maternal bias and hurt her chances of being hired.239
Rooted in: Maternal bias
After an interview, a coworker gives a low rating to an appropriately dressed Black woman because “she did not look professional.”218
Why it matters
LeanIn.Org thanks Minda Harts for her valuable contribution to this card
Hiring
This set is designed to be used as training for anyone involved in hiring, an area where bias can create huge barriers to women’s advancement.
What to do
Ask your coworker to explain what they mean by “not professional.” Say that you think she looked appropriate, then refocus the discussion: “Let’s talk about her qualifications.” Consider speaking to your manager or HR team about making sure your company sets clear hiring criteria ahead of time, so subjective opinions like this don’t carry weight. It can also be helpful to appoint a “criteria monitor” in hiring meetings to make sure everyone evaluates candidates by the same standards.221
Why it happens
People often view white men as more competent and leader-like than women or Black people.222 This can mean that Black women are automatically considered less hirable, regardless of what they wear. In addition, many people wrongly view Black women’s natural hair as unprofessional.223 This bias is so strong that Black women who wear natural hairstyles are less likely to be hired or promoted than those who do not.224
You realize that your company gets most of its new employees through referrals by current employees.
Why it matters
If you’re not careful, you may end up with a lot of employees of the same race or gender, or from similar educational or economic backgrounds. This could mean that your company is failing to get the benefits of diversity—and isn’t necessarily getting the best talent.
Hiring
This set is designed to be used as training for anyone involved in hiring, an area where bias can create huge barriers to women’s advancement.
What to do
If the new hires lack diversity, talk to HR or someone senior. Say that you’ve noticed that your company tends to hire people who are referred by other employees and explain the shortcomings of this strategy. Another issue could be that your process for evaluating new hires is too subjective, so someone saying, “He’s my friend” ends up carrying a lot of weight. To counter that, suggest using a list of standardized criteria, so all candidates are judged by the same standard.
Why it happens
Affinity bias makes us more comfortable with others like ourselves.176 This can make it feel safer and more comfortable to hire people who are already known and liked by existing employees.177
Rooted in: Affinity bias
After an interview, a colleague says they didn’t like how a woman candidate bragged about her strengths and accomplishments.
Why it matters
In general, candidates who are well liked are more likely to be hired—so when women are seen as less likeable, they’re often less likely to get the job.251 And companies that fail to hire talented women miss out on their contributions and leadership.
Hiring
This set is designed to be used as training for anyone involved in hiring, an area where bias can create huge barriers to women’s advancement.
What to do
Ask your colleague to explore their thinking: “That’s interesting. Do you think you’d have that reaction if a man did the same thing?” You can also reframe what happened: “I noticed that too, but I don’t see it as bragging. I just thought she was talking confidently about her talents.” It’s also worth pointing out that a job interview is exactly the place to talk about your strengths.
Why it happens
We expect men to assert themselves and promote their own accomplishments. But we often have a negative reaction when women do the same thing.252 This puts women candidates in a difficult spot. If they tout their achievements, it can hurt their chances of being hired. If they don’t, their achievements might be overlooked.
Rooted in: Likeability bias
For every 100 men promoted to manager, how many Black women are promoted?
Did you know?
Guess the answer as a group.
Only 58 Black women.119
How much more likely are men to ask for a raise than women?
Did you know?
Guess the answer as a group.
This is a trick question. Women negotiate for raises and promotions as often as men do.262
You’re on a team doing performance reviews and notice that a lot of women get feedback on their speaking style.
Why it matters
Criticisms like this can prevent qualified women from advancing, which hurts both them and your company.
Reviews & promotions
This set is intended as training for evaluators involved in reviews and promotions, an area where biased assessments often have a big impact on women’s careers.
What to do
When you notice this pattern, point it out. Explain this is a common bias against women and WHY IT HAPPENS. Suggest that the group focus on the substance of what people say, not their speaking style.
Longer term, recommend that your company use standardized criteria for performance reviews, which will reduce subjective opinions. Consider recommending anti-bias training for employees involved in the review process. When people understand how bias impacts their decision-making, they are able to make more objective decisions.
Why it happens
Studies show that women often get negative feedback on their speaking style, while men do not.52 If women are confident and assertive, they can be criticized for speaking too loudly or often. But if they are quieter, they are more likely to be told that they need to speak more confidently and assertively.53 For some groups of women, no matter how they speak, people project stereotypes onto them: Asian women are more likely to be criticized for being too quiet, while Black women and Latinas are more often labeled angry or loud.54
Rooted in: Likeability bias
You’re in a meeting to discuss performance reviews and notice that men are described as “strategic” and “visionary,” while women are “hard workers” or “good team players.”
Why it matters
How we describe people matters—and can unfairly influence performance reviews.211 In this situation, it’s not hard to imagine men getting the inside track on promotions and raises.
LeanIn.Org thanks the Stanford Women’s Leadership Lab for their valuable contribution to this card
Reviews & promotions
This set is intended as training for evaluators involved in reviews and promotions, an area where biased assessments often have a big impact on women’s careers.
What to do
Point out the pattern and explain WHY IT MATTERS. You can also talk to HR about creating a broad checklist of leadership attributes with concrete examples of what they look like in practice. Expanding the definition of a good leader will help with inclusivity, and using a standardized checklist to evaluate candidates can help remove bias from the review process.212
Why it happens
Gender stereotypes influence the words we use. Even when women and men produce similar results, we often talk about them differently. We tend to use words associated with leadership like “driven,” “big thinker,” and “visionary” to describe men. In contrast, we often describe women with communal language like “team player,” “friendly,” and “committed,” not words that speak to skill or impact.213
Your company announces its latest round of promotions. Nearly everyone moving up is a man.
Why it matters
This imbalance may signal bias in how your company evaluates employees for promotion—which means women may be missing out on valuable career opportunities and your company may be failing to get the strongest candidates into leadership positions. This is a widespread problem in corporate America: on average, women are promoted at lower rates than men, while Black women and Latinas are promoted at even lower rates than women overall.136
Reviews & promotions
This set is intended as training for evaluators involved in reviews and promotions, an area where biased assessments often have a big impact on women’s careers.
What to do
If you’re involved with reviews, seize the opportunity to make the process more fair. Suggest that your company set detailed review criteria up front and then stick to them.137 Consider using a rating scale (say, from 1 to 5) and ask reviewers to provide specific examples of what the employee did to earn each score.138 You can also suggest that your company set diversity targets for promotions, then track outcomes and monitor progress, which can also help move the numbers.139 If you’re not part of reviews, you can still make these suggestions to your manager.
Why it happens
Multiple forms of bias may contribute to a workplace in which fewer women are promoted. People tend to see women as less talented and competent than men, even when they’re equally capable.140 Because of this, women are less likely to get credit for successes and more likely to be blamed for failures.141
Rooted in: Performance bias, Attribution bias
A colleague recommends a man for promotion over a woman, saying, “I’m not sure about her long-term commitment. She just got engaged, and I think she wants to have kids soon.”
Why it matters
When coworkers make assumptions about a woman’s commitment to work based on what’s happening in her personal life, it unfairly limits her opportunities—and could cause your company to miss out on a highly committed candidate. It’s also illegal in many states to consider a person’s marital or parental status as a factor in promotions.
Reviews & promotions
This set is intended as training for evaluators involved in reviews and promotions, an area where biased assessments often have a big impact on women’s careers.
What to do
Suggest to your colleague that women should decide for themselves whether or not they want to take on new challenges at work. If you’re feeling bold, you can also point out the double standard: “It’s hard to imagine that we’d say that about a man who recently got engaged.”
Why it happens
When women get engaged or married, studies show that they start to experience maternal bias.125 People—consciously or unconsciously—start to question their competence and commitment, based on the mistaken belief that women can’t be fully present at work if they have family responsibilities at home.126
Rooted in: Maternal bias
A manager describes a woman who reports to her as “overly ambitious” when she asks for a promotion.
Why it matters
When a woman is criticized for competing for a promotion, it can have a negative impact on her and on the company as a whole. She may miss out on the chance to grow at work. Other women may hear the message that they shouldn’t ask for promotions. And the company may miss an opportunity to advance a talented team member and make her feel valued.
LeanIn.Org thanks Paradigm for their valuable contribution to this card
Reviews & promotions
This set is intended as training for evaluators involved in reviews and promotions, an area where biased assessments often have a big impact on women’s careers.
What to do
Prompt your colleague to explain her thinking. For example, you can say, “Generally, I think we like ambition as a company. Why does it bother you in this case?” You can also suggest that there may be a double standard at work by saying something like, “How do you feel when a man on your team asks for a promotion?” And if you think that women at your workplace are often criticized when they seek promotions, this would be a good opportunity to say so.
Why it happens
Because of stereotypical expectations that women should be selfless and giving, they can face criticism when they appear to be “out for themselves”—for example, when they compete for a bigger job.72 By contrast, we expect men to be driven and ambitious, and we tend to think well of them when they show those qualities.73
Rooted in: Likeability bias
A colleague advocates for a man with strong potential over a woman with proven experience.
Why it matters
When a more experienced candidate is passed up in favor of someone with less experience, your company can miss out on valuable wisdom, talent, and skill. And in this case, the woman loses out on an opportunity that she’s well suited for.
Reviews & promotions
This set is intended as training for evaluators involved in reviews and promotions, an area where biased assessments often have a big impact on women’s careers.
What to do
Point out how experienced the woman is for the role and note the value of proven experience over potential. You might also take a moment to explain WHY IT HAPPENS and WHY IT MATTERS.
Longer term, it’s worth recommending that everyone on your team aligns ahead of time on clear, objective criteria for open roles, then uses them to evaluate all job candidates. This minimizes bias by making sure that every candidate is held to the same standard.127
Why it happens
Research shows that people often hire or promote men based on their potential, but for women, potential isn’t enough. Women are often held to a higher standard and need to show more evidence of their competence to get hired or promoted.128
Rooted in: Performance bias
You’re on a review committee and several members argue against a woman’s promotion because she is not “seen as a leader,” even though her team delivers outstanding results.
Why it matters
The review committee may be making incorrect—and unfair—assumptions about the woman’s abilities. Additionally, if the review committee uses a narrow definition of leadership, they may unfairly exclude a lot of people, like this woman.
LeanIn.Org thanks the Stanford Women’s Leadership Lab for their valuable contribution to this card
Reviews & promotions
This set is intended as training for evaluators involved in reviews and promotions, an area where biased assessments often have a big impact on women’s careers.
What to do
Point out that the woman’s team delivers superb results, and suggest that their performance speaks to her leadership. You can also ask them to explain the attributes she lacks. When people are asked to justify their thinking, it can help reduce bias in decision-making.100
As a longer-term solution, suggest creating detailed metrics for performance reviews, including clear expectations for leaders. This way, all employees will be evaluated based on a more complete definition of good leadership and using the same standards, which reduces bias in the review process.101
Why it happens
Both women and men more readily associate men with leadership.102 This bias is so strong that when women work on teams, their contributions are often attributed to the team as a whole. In contrast, when men work on teams, they are more likely to be seen as taking a leadership role.103 The bias affects different groups of women in different ways: Asian women often aren't seen as assertive enough to be leaders, while Black women and Latinas can be stereotyped as not talented enough for leadership roles, and Native American women contend with both these stereotypes.104
Rooted in: Attribution bias, Performance bias
You’re on a review committee and a woman with an excellent track record is up for promotion. But the group is nervous about giving her the opportunity, since no one feels like they know her well personally.
Why it matters
When you rely on personal relationships to decide who gets promoted, you may overlook the most qualified candidates.
LeanIn.Org thanks the Stanford Women’s Leadership Lab for their valuable contribution to this card
Reviews & promotions
This set is intended as training for evaluators involved in reviews and promotions, an area where biased assessments often have a big impact on women’s careers.
What to do
Encourage the group to consider the woman’s full profile, such as her business results and her effectiveness as a manager. Ask why knowing someone personally is important for promotion. When people are asked to clarify the evaluation criteria they’re using, they tend to make fairer decisions. If they push back, remind them that her personal relationships probably don’t have anything to do with how well she does her job.
Why it happens
Research shows that we tend to gravitate toward others like us and may even avoid others who are different. Because most leaders are white men, this dynamic can benefit white men and disadvantage women, particularly women of color.270 In addition, social outings can sometimes exclude women, which makes it harder for them to network with colleagues and senior leaders. For example, evening events may be difficult for parents to attend. On other occasions, women might not be invited at all.
Rooted in: Affinity bias
When hiring managers believed a woman had children because “Parent-Teacher Association coordinator” appeared on her résumé, how much less likely was she to be hired?
Did you know?
Guess the answer as a group.
79% less likely to be hired. (And if she was hired, she would be offered an average of $11,000 less in salary.)120
When parents work from home, how many times more likely are mothers to be interrupted by their children, compared to fathers?
Did you know?
Guess the answer as a group.
More than 1.5 times more likely.271
A colleague recommends a man for promotion over a woman, saying, “I’m not sure about her long-term commitment. She just got engaged, and I think she wants to have kids soon.”
Why it matters
When coworkers make assumptions about a woman’s commitment to work based on what’s happening in her personal life, it unfairly limits her opportunities—and could cause your company to miss out on a highly committed candidate. It’s also illegal in many states to consider a person’s marital or parental status as a factor in promotions.
Supporting working parents
This set helps employees to understand bias against parents at work, which can be one of the most damaging forms of bias.
What to do
Suggest to your colleague that women should decide for themselves whether or not they want to take on new challenges at work. If you’re feeling bold, you can also point out the double standard: “It’s hard to imagine that we’d say that about a man who recently got engaged.”
Why it happens
When women get engaged or married, studies show that they start to experience maternal bias.125 People—consciously or unconsciously—start to question their competence and commitment, based on the mistaken belief that women can’t be fully present at work if they have family responsibilities at home.126
Rooted in: Maternal bias
Your colleague advocates for a job candidate with no gap in her résumé over another with a gap from when she was a full-time mom.
Why it matters
Companies that look negatively on job applicants who take time off to raise kids risk missing out on qualified candidates—in particular, women. Mothers are more likely than fathers to take time off for childcare, and they face harsher career penalties when they do.235
Supporting working parents
This set helps employees to understand bias against parents at work, which can be one of the most damaging forms of bias.
What to do
Push for the candidates to be evaluated on their skills and experience, without taking into account the time taken off for caregiving.
Longer term, recommend that your team use standardized hiring criteria and apply them consistently to all candidates. That can help ensure you judge everyone by the same yardstick.236
Why it happens
When a woman becomes a mother, it can make others think that she’s less committed to her career—even less competent.237 As a result, she is often held to higher standards and offered fewer opportunities.238 Seeing a gap in a woman’s résumé can trigger this maternal bias and hurt her chances of being hired.239
Rooted in: Maternal bias
Your manager schedules a virtual team meeting at an hour when your coworker has blocked off time on her calendar to care for her young children.
Why it matters
This can seriously interfere with your coworker’s ability to balance work and life. Many people plan ahead with partners or caregivers, and last-minute changes can be disruptive or impossible. It can also contribute to a feeling of being “always on”—which more than 30 percent of employees name as one of the biggest downsides to remote work in 2020.161 And if situations like this happen often, they can lead to stress or burnout.162
Supporting working parents
This set helps employees to understand bias against parents at work, which can be one of the most damaging forms of bias.
What to do
Remind your manager of your coworker’s schedule constraint and suggest an alternate time. You could also mention how blocking time like this is vital for maintaining work-life balance and explain that practices like these can help employees be more productive and feel more committed to the company.163
Why it happens
This reflects the norm that the “ideal worker” is always available and doesn’t need to take time away from work to care for family, pursue personal interests, or simply recharge.164 Decades of research on the ideal worker show that this norm can harm mothers more than fathers, since mothers often do more caregiving.165
Someone complains to you that a new dad on the team is taking too much of his allotted family leave.
Why it matters
All workers—men too!—should be able to spend time with their families, whether that’s to bond with new babies, care for sick kids, or be there for aging parents. When workplaces have generous family leave policies, employees are happier, more productive, and more likely to stay on staff.184 Plus, when men don’t use their leave, it makes it harder for women to use theirs without judgment.
Supporting working parents
This set helps employees to understand bias against parents at work, which can be one of the most damaging forms of bias.
What to do
Stand up for your colleague on leave. Point out WHY IT MATTERS—how family leave is good for workers, families, and companies.185 More importantly, remind them that no one should be forced to choose between being a good employee and a good parent.
Why it happens
Working fathers can face pushback for spending time with their kids. They tend to receive lower performance ratings and experience steeper reductions in future earnings than mothers who take the same amount of leave.186 Much like maternal bias, this pushback is rooted in gender stereotypes. Moms are expected to be more committed to family and less to their careers.187 But the reverse is true for fathers, and when they go against that expectation by prioritizing family, they are penalized.188
Someone suggests that a woman on your team be given a big, high-profile project, and a colleague says, “I don’t think this is a good time for her since she just had a baby.”
Why it matters
Your company likely wants to retain and promote talented women. Sidelining them—even with good intentions—works against that goal by denying them opportunities that can lead to advancement.
Supporting working parents
This set helps employees to understand bias against parents at work, which can be one of the most damaging forms of bias.
What to do
Remind your colleague that this could be a career-changing project for whoever gets it, so it’s better to let the new mom decide for herself whether or not she wants to take it on.
Why it happens
Motherhood triggers assumptions that women are less competent and less committed to their careers. As a result, they are held to higher standards and presented with fewer opportunities. Studies show that the “maternal wall” women face when they have kids is the strongest gender bias.61
Rooted in: Maternal bias
Your manager complains to you after a woman on your team was interrupted by her children during a client call, saying, “That was really unprofessional.”
Why it matters
Being labeled unprofessional can hurt the woman’s reputation and chances of advancement. And it’s likely unwarranted in situations like this one, when the interruption is irrelevant to her performance and outside of her control. Situations like this are far more likely to happen to mothers: when mothers and fathers work from home, women are interrupted over 50 percent more often by their children.278
Supporting working parents
This set helps employees to understand bias against parents at work, which can be one of the most damaging forms of bias.
What to do
Remind your manager that your colleague is talented, accomplished, and doing her job well. You could also explain that children are far more likely to interrupt mothers than fathers. Knowing this can help your manager effectively support the mothers on their team.
Why it happens
Your manager’s judgment is likely based on norms of what it means to be an “ideal worker.” In the United States, the ideal worker is expected to keep work and family separate and prevent their family from interfering with work.279 The comment may also be fueled by maternal bias, the false belief that mothers are less committed and competent than fathers and non-mothers.280 Virtual work can make a woman more likely to be affected by maternal bias because her children may be more visible to her employer.
Rooted in: Maternal bias
You’re in a conversation with coworkers and someone without children asks a woman with children, “How do you manage work and raising your kids? You must be overwhelmed.”
Why it matters
This question reinforces an often unconscious belief that dedicated mothers can’t also be dedicated employees.281 It also assumes that the woman is overwhelmed, which can feel like a judgment on her ability to handle her workload and may lead to her getting passed over for opportunities. If this happens a lot, it can make women feel unsupported as working parents, which can make them more likely to leave the company.282
LeanIn.Org thanks Paradigm for their valuable contribution to this card
Supporting working parents
This set helps employees to understand bias against parents at work, which can be one of the most damaging forms of bias.
What to do
There are a few ways you can respond, based on what feels right. You can point out that feeling overwhelmed is something everyone experiences from time to time, whether or not they have kids. You can make the point that it’s not just working moms who have a lot to manage: “I imagine all working parents feel overwhelmed sometimes.” And if your colleague doesn’t seem overwhelmed to you at all, you can say that too.
Why it happens
Many people fall into the trap of believing that women can’t be fully committed to both work and family. That can fuel skepticism about women’s abilities. Fathers are often exempt from these assumptions.283
Rooted in: Maternal bias
A colleague comments that a mom on your team is working late at the office when she should be home with her family.
Why it matters
All parents, regardless of their gender, should be able to manage their work and family responsibilities without judgment.
Supporting working parents
This set helps employees to understand bias against parents at work, which can be one of the most damaging forms of bias.
What to do
You might push back on your colleague’s comment by saying something like, “I think it shows commitment to her job, just like when a father stays late.”
Why it happens
When women become mothers, we often assume they can’t be highly committed to both work and family.284 And when mothers do show that they’re highly committed at work, they’re often judged negatively for it, because of the strong cultural belief that moms should be home with their kids.285
Rooted in: Maternal bias
What % of Black women have never had an informal interaction with a senior leader at their company?
Did you know?
Guess the answer as a group.
59%.51
You realize that a colleague who is a man only mentors other men.
Why it matters
Mentorship can be critical to success.195 We all benefit when a colleague shows us the ropes or sponsors us for new opportunities—particularly when that colleague is more senior.196 If your coworker only mentors men, the women he works with are missing out on his advice and, potentially, on opportunities to advance. He is also missing out on their best thinking.
Building connections at work
This set includes all cards related to the power of relationships at work--mentoring, sponsoring, networking, and access to leadership.
What to do
Talk to your colleague. Explain why mentoring is so valuable and share your observation that he only mentors men. Recommend he mentor at least one woman, and offer to help him identify a few promising candidates. If he confides he’s uncomfortable being alone with women, point out that there are plenty of public places to meet—and remind him that mentorship really matters.
Why it happens
We’re often drawn to people from similar backgrounds. The problem is that this can disadvantage people who aren’t like us—and this is especially true when we’re in positions of power.197 Additionally, some men are anxious about mentoring women for fear of seeming inappropriate. Almost half of men in management are uncomfortable participating in a common work activity with a woman, such as mentoring or working alone together.198
Rooted in: Affinity bias
You decide to mentor someone because they remind you of yourself.
Why it matters
Good mentors can make a big difference. Employees with mentors are more likely to get raises and promotions.147 But because managers and senior leaders are more likely to be straight white men, and because people tend to gravitate toward mentoring others like themselves, women, people of color, and LGBTQ people often miss out on that support.148 That also means your company could miss out on fostering talented employees.
LeanIn.Org thanks Paradigm for their valuable contribution to this card
Building connections at work
This set includes all cards related to the power of relationships at work--mentoring, sponsoring, networking, and access to leadership.
What to do
Be aware of this dynamic and let it inform your choices. If you’re a white man, you’re more likely to be in a position of authority someday.149 You can make the workplace fairer by being thoughtful about whom you mentor. Consider proactively reaching out to mentor someone from a different background. If you’re a woman, a person of color, or an LGBTQ person, you might decide instead to mentor someone like yourself—especially if you remember struggling to find mentors when you were coming up through the ranks. In your case, mentoring people like yourself supports diversity and inclusion.
Why it happens
Because of this bias, we tend to prefer the company of others who are like us.150 This can lead us to invest more in people who remind us of ourselves, perhaps because we assume these relationships will feel more comfortable.151
Rooted in: Affinity bias
You’re on a review committee and a woman with an excellent track record is up for promotion. But the group is nervous about giving her the opportunity, since no one feels like they know her well personally.
Why it matters
When you rely on personal relationships to decide who gets promoted, you may overlook the most qualified candidates.
LeanIn.Org thanks the Stanford Women’s Leadership Lab for their valuable contribution to this card
Building connections at work
This set includes all cards related to the power of relationships at work--mentoring, sponsoring, networking, and access to leadership.
What to do
Encourage the group to consider the woman’s full profile, such as her business results and her effectiveness as a manager. Ask why knowing someone personally is important for promotion. When people are asked to clarify the evaluation criteria they’re using, they tend to make fairer decisions. If they push back, remind them that her personal relationships probably don’t have anything to do with how well she does her job.
Why it happens
Research shows that we tend to gravitate toward others like us and may even avoid others who are different. Because most leaders are white men, this dynamic can benefit white men and disadvantage women, particularly women of color.270 In addition, social outings can sometimes exclude women, which makes it harder for them to network with colleagues and senior leaders. For example, evening events may be difficult for parents to attend. On other occasions, women might not be invited at all.
Rooted in: Affinity bias
What % of women have experienced workplace microaggressions (everyday sexism like being mistaken for someone more junior or having their competence questioned)?
Did you know?
Guess the answer as a group.
73%. 347
What % of U.S. transgender employees have hidden their gender identity at work to avoid discrimination?
Did you know?
Guess the answer as a group.
Over half.348
How many times more often do men interrupt women than other men?
Did you know?
Guess the answer as a group.
Almost 3 times more often.49
What % of Black women have never had an informal interaction with a senior leader at their company?
Did you know?
Guess the answer as a group.
59%.51
In one study, how much more likely was a woman to get an interview if her resume pictured her without a hijab, compared to picturing her with a hijab?
Did you know?
Guess the answer as a group.
Three times more likely.233
The day after a high-profile killing of a Black person by the police, coworkers are discussing the news but nobody brings up this story.
Why it matters
The silence suggests that non-Black colleagues are not outraged at the injustice or that they aren’t aware of the Black community’s grief and trauma.74 Left unaddressed, these perceptions—accurate or not—can contribute to a workplace where Black employees feel like they don’t belong.75 When a Black person is killed by the police, it reminds all Black people of the violence that threatens their lives. It can make it hard to focus on work, and depression and anxiety can follow.76
Creating a truly inclusive culture
This set helps employees learn how to set inclusive norms, approach coworkers with empathy, and push back on acts of exclusion or prejudice.
What to do
In the moment, say something. Mention the incident and how awful it was. Depending on your relationships with Black coworkers, let them know you are there to talk if they need to.77 Be understanding if Black coworkers seem distracted or not themselves. In the longer term, you can further educate yourself on the incident by reading about it in a Black news outlet, such as Blavity or Essence. If you’re a manager, check in with Black members of your team to see how they’re doing and if they need any additional support.
Why it happens
Non-Black coworkers may believe it’s insensitive to mention incidents of police violence toward Black people. But in fact, doing so conveys that they care.78 They also may not realize how traumatic these events are to the entire Black community,79 perhaps seeing them as isolated one-offs instead of ongoing systemic abuse.
A coworker asks a Black woman on your team if they can touch her hair.
Why it matters
Asking to touch a Black woman’s hair is “othering”—that is, it treats her as different or as an outsider.289 It can make the woman feel objectified and disempowered, as well as on guard and self-conscious.290 And depending on the context, this request for unwanted physical interaction could also feel like sexual harassment.
Creating a truly inclusive culture
This set helps employees learn how to set inclusive norms, approach coworkers with empathy, and push back on acts of exclusion or prejudice.
What to do
You can jump in and say something like, “Hey, asking to touch a Black woman’s hair is not OK!” or “Why do you need to touch it? It looks great from here!” To make sure it doesn’t keep happening, consider mentioning it to your manager as an example of why the company needs regular anti-racism training and a robust allyship program.
Why it happens
The request may be motivated by “hair bias”—the idea that there’s something exotic, wrong, or unprofessional about a Black woman’s natural hair.291 This bias began in the slavery era and has been reinforced by the beauty industry.292 It is also all too common: in fact, some U.S. companies still prohibit natural Black hairstyles.293 Plus, asking to touch a Black woman’s hair reveals a troubling power dynamic in which white people can cross the personal boundaries of Black people without facing any penalty.294
Before an event, your manager says to a Latina, “Don’t forget there’s a dress code.” He does not give this reminder to others on your team
Why it matters
This comment could adversely impact how others view your Latina colleague, especially as it comes from her manager. It could also add to the pressure felt by many Latinas to present themselves with extreme care to fit a narrow definition of professional attire. Most Latinas in corporate America say that they style their hair and makeup conservatively (87%) and dress conservatively (84%) to fit in at work.
Creating a truly inclusive culture
This set helps employees learn how to set inclusive norms, approach coworkers with empathy, and push back on acts of exclusion or prejudice.
What to do
Push back on the comment. You can do it lightly: “I think [Name] always looks well put together.” Or privately ask your manager to explain why they directed that comment at her, rather than everyone. You can also explain WHY IT MATTERS.
Why it happens
Your manager may believe common stereotypes about what Latinas like to wear, such as large earrings, bright colors, or tight clothes. They may be unaware that Latinas are a diverse group with a wide range of style preferences. Your manager is also probably influenced by corporate norms for dress in the U.S., which encourage us to think that certain styles typical of white businessmen, such as dark colors and button-down shirts, are the most tasteful and appropriate, even though they have no impact on the way someone does their job.
A meeting is starting soon and you notice that it’s mostly men seated front and center and women seated to the side.
Why it matters
If women are sidelined in meetings, it’s less likely that they’ll speak up, which means the group won’t benefit from everyone’s best thinking. Plus, it’s not beneficial to sit in the low-status seats in the room—and women have to fight for status as it is.159
Creating a truly inclusive culture
This set helps employees learn how to set inclusive norms, approach coworkers with empathy, and push back on acts of exclusion or prejudice.
What to do
If there are empty chairs at the table, urge women sitting to the side to fill them. If there’s no room, acknowledge the problem—for example, ask if anyone else sees that it’s mostly men at the table. If it happens often, consider saying to the person who runs the meeting, “I’ve noticed that it’s mostly men at the table and women on the sidelines. Maybe you can encourage a better mix.”
Why it happens
Women typically get less time to speak in meetings. They’re more likely than men to be spoken over and interrupted.160 As a result of signals like these, women sometimes feel less valued, so they sit off to the side.
Rooted in: Performance bias
You overhear a coworker confuse the names of the only two Black women in your company.298
Why it matters
This mistake could diminish the women’s value in the eyes of those who hear it. It can also signal disrespect for Black women at the company more broadly because, consciously or unconsciously, it is a form of stereotyping. And it can make the women feel that their names are not considered worth learning or that they are viewed as interchangeable.
LeanIn.Org thanks Minda Harts for her valuable contribution to this card
Creating a truly inclusive culture
This set helps employees learn how to set inclusive norms, approach coworkers with empathy, and push back on acts of exclusion or prejudice.
What to do
You can correct the mistake in the moment: “You’re confusing Maya with Alicia. They’re very different! You should get to know them.”299 If that doesn’t work and your coworker continues to confuse them, you might need to talk to your manager. Explain WHY IT MATTERS and suggest that someone speak to them about trying harder to get this right.
Why it happens
Decades of research show that people often find it harder to differentiate between people of another race than people of their own race.300 This is called “own-race bias.”301 Research also suggests that people are less likely to remember employees with less power—and Black women (and people of color generally) are less likely to be viewed as powerful in their organizations.302
You are in a staffing meeting, and a coworker recommends you put one woman on each team for better diversity.
Why it matters
One in five women report they are often the only woman or one of the only women in the room at work.189 These “Onlys” have a worse experience than other women. They are more likely to have their abilities challenged and be subjected to unprofessional remarks.190 They may also experience extra pressure and scrutiny, and they can feel that their actions reflect on others like them.191 This takes a toll: women who are Onlys are 1.5 times more likely to think about leaving their jobs than women who aren’t.192
Creating a truly inclusive culture
This set helps employees learn how to set inclusive norms, approach coworkers with empathy, and push back on acts of exclusion or prejudice.
What to do
Applaud the spirit of the idea, but explain the downside of inadvertently isolating women on separate teams. Instead of adding one woman to many teams, recommend putting groups of a few women on teams together. If you’re in a position to do so, suggest that your company create opportunities for women Onlys to connect with other women, such as networking groups. Also, surface that this is a symptom of a larger problem: your company likely needs to hire more women.
Why it happens
When women are underrepresented in organizations—as they often are—they tend to be spread thinly across teams, which means they stand out. Women of color are even more likely to be “Onlys,” since there are fewer of them in corporate America.193 This underrepresentation can make the biases women face especially pronounced. With everyone’s eyes on them, they can often be heavily scrutinized and held to higher standards. As a result, they feel pressure to perform, on guard, and left out—and may be less likely to speak up and contribute fully.194
A woman suggests an idea in a meeting and it falls flat. A few minutes later, a man suggests the same idea and gets an enthusiastic reaction.
Why it matters
Getting credit for ideas is important—it’s often how employees get noticed. When people don’t feel heard, they may also stop speaking up and sharing their views. Over time, if their contributions go unseen, it can slow their advancement.369 In both cases, companies end up missing out.
Creating a truly inclusive culture
This set helps employees learn how to set inclusive norms, approach coworkers with empathy, and push back on acts of exclusion or prejudice.
What to do
You can remind everyone that the idea originated with your woman colleague: “I think [Name] made that point a few moments ago. I like this direction.” Advocating for women coworkers in this way can help them get noticed for their contributions—and it can also position you as a leader.
Why it happens
Because we tend to underestimate women’s performance and overestimate men’s, we often don’t give women as much credit for their ideas. This can play out in meetings. The team doesn’t “hear” an idea when a woman raises it, but when a man says the same thing, they pay attention.370
Rooted in: Attribution bias
You impulsively reach out and touch a coworker’s tattoo.
Why it matters
For some people, being touched isn’t a big deal. For others, it understandably is. Depending on the situation, it can feel anywhere from uncomfortable to violating. In some cases, it can even constitute harassment.
Creating a truly inclusive culture
This set helps employees learn how to set inclusive norms, approach coworkers with empathy, and push back on acts of exclusion or prejudice.
What to do
Say, “I’m sorry, I shouldn’t have touched you without asking” and commit to being more thoughtful moving forward. Never enter someone’s personal space without knowing they’re OK with it. Even if they say they are, be aware that they may feel pressure to agree, especially if you’re in a position of power. Ideally, your company also has guidelines for respectful behavior that you can use to inform your thinking.371 And when in doubt, keep your hands to yourself.
Why it happens
Sometimes, we touch people in celebration or friendship, like a high five or a quick hug. This can be perfectly fine, and even welcomed. But some touches suggest we see another person as a novelty—like when we touch a Black woman’s hair, a pregnant woman’s belly, or a disabled person’s wheelchair—and this is demeaning and disrespectful. Some touches are also sexual in nature, and that is never OK at work.
Your manager calls out a team member during a virtual meeting for not turning on her video when she seems reluctant to do so.
Why it matters
Being put on the spot like this can trigger anxiety and stress. If the employee has her children with her, she may fear being judged as unprofessional—a bias that can affect all parents but impacts women more than men, as women are more likely to be interrupted by their children.372 Women are also penalized more than men for not looking well-groomed or put together.373 This creates a particular burden for Black women, who have to spend a lot more time than other women on their hair to avoid negative judgments. This is because of biased beliefs that their natural hair is “unprofessional.”374
Creating a truly inclusive culture
This set helps employees learn how to set inclusive norms, approach coworkers with empathy, and push back on acts of exclusion or prejudice.
What to do
In the moment, you can speak up and point out that she’s present and participating, even if the team can’t see her. If you, too, like to leave your video off from time to time, perhaps point this out. That sends the message that she isn’t an outlier. Later, you could talk to your manager about it and explain WHY IT HAPPENS.
Why it happens
Managers may insist on video because they want their team members to feel connected, especially if they cannot be together in person. Or they may ask employees to turn on video to ensure that everyone is productive and engaged. But this doesn’t take into account everything an employee may be balancing while working from home, including childcare and housework. And it doesn’t make allowances for the anxiety employees may feel about how they look or their home looks on a busy or chaotic day.
A coworker asks a woman to pick up food for an office party, even though that’s not her job.
Why it matters
LeanIn.Org thanks the Stanford Women’s Leadership Lab for their valuable contribution to this card
Creating a truly inclusive culture
This set helps employees learn how to set inclusive norms, approach coworkers with empathy, and push back on acts of exclusion or prejudice.
What to do
Say something like, “That’s not really [Name’s] job.” Then suggest a solution that distributes the work more fairly: “Let’s make this party a potluck” or “Let’s switch things up and choose someone else this time.” If your coworker pushes back, explain how women are more likely to be asked to do these tasks and why it’s unfair.
As a longer-term solution, take note of who does the office housework on your team. If there are gender, racial, or other disparities, talk to your manager about rotating these tasks so they don’t fall heavily on any one group.
Why it happens
Tasks like taking notes, planning events, and onboarding new hires tend to be seen as “women’s work” due to stereotypes that women are more communal and giving than men.377 When women decline requests for help, they are often penalized for it, while men can say no with less pushback.378
Rooted in: Likeability bias, Performance bias
A coworker asks, “Who’s the new girl?”
Why it matters
Calling an adult woman a girl in a professional context can make her seem junior and inexperienced—and implies that she doesn’t need to be taken seriously. Comments like this are disrespectful to women.
Creating a truly inclusive culture
This set helps employees learn how to set inclusive norms, approach coworkers with empathy, and push back on acts of exclusion or prejudice.
What to do
You can reply, “The new woman we’ve hired is …” That might be enough to make your colleague rethink their language. Or be more direct: “I’m sure it wasn’t your goal, but calling her a girl can undermine her standing here at work.”
Why it happens
People tend to think that women are less competent than men,384 which leads them to take women less seriously—and to assume they have lower status and less power.385 That can make it seem acceptable to refer to a woman as a girl, when they would not call a man a boy.
Rooted in: Performance bias
How many times more often do men interrupt women than other men?
Did you know?
Guess the answer as a group.
Almost 3 times more often.49
When parents work from home, how many times more likely are mothers to be interrupted by their children, compared to fathers?
Did you know?
Guess the answer as a group.
More than 1.5 times more likely.271
According to Harvard University’s Implicit Association Test, what % of people more readily associate men with “career” and women with “family”?
Did you know?
Guess the answer as a group.
76%.386
You notice that your colleague, who is a woman, gets spoken over and interrupted more often than others during virtual team meetings.
Why it matters
It’s undermining to be repeatedly interrupted. It means that the team loses out on the woman’s ideas and insights. Plus, in a virtual context, meetings can carry more weight than they otherwise might. Without informal interactions in the office, virtual meetings become the central avenue for information sharing, brainstorming, and reputation building.
Navigating a virtual work environment
This set helps employees to understand and combat bias when colleagues are working remotely.
What to do
In the moment, you can use the chat feature to write something like, “Can we circle back to [Name]?” In the long run, encourage norms that promote equal participation, like everyone using the chat feature when they want to chime in. If you’re brainstorming, have people take turns and mute everyone except the speaker,387 or use a virtual brainstorming tool. You can also use breakout rooms to create smaller groups: one study found that women get similar amounts of airtime as men in groups of six or fewer, but less than men when in groups of seven or more.388
Why it happens
In general, women are interrupted far more often than men. Researchers believe that this happens just as often in virtual settings, if not more.389 This may be rooted in a common form of bias: people often value women’s contributions less highly than men’s.390
Rooted in: Performance bias
Your manager calls out a team member during a virtual meeting for not turning on her video when she seems reluctant to do so.
Why it matters
Being put on the spot like this can trigger anxiety and stress. If the employee has her children with her, she may fear being judged as unprofessional—a bias that can affect all parents but impacts women more than men, as women are more likely to be interrupted by their children.372 Women are also penalized more than men for not looking well-groomed or put together.373 This creates a particular burden for Black women, who have to spend a lot more time than other women on their hair to avoid negative judgments. This is because of biased beliefs that their natural hair is “unprofessional.”374
Navigating a virtual work environment
This set helps employees to understand and combat bias when colleagues are working remotely.
What to do
In the moment, you can speak up and point out that she’s present and participating, even if the team can’t see her. If you, too, like to leave your video off from time to time, perhaps point this out. That sends the message that she isn’t an outlier. Later, you could talk to your manager about it and explain WHY IT HAPPENS.
Why it happens
Managers may insist on video because they want their team members to feel connected, especially if they cannot be together in person. Or they may ask employees to turn on video to ensure that everyone is productive and engaged. But this doesn’t take into account everything an employee may be balancing while working from home, including childcare and housework. And it doesn’t make allowances for the anxiety employees may feel about how they look or their home looks on a busy or chaotic day.
Your manager schedules a virtual team meeting at an hour when your coworker has blocked off time on her calendar to care for her young children.
Why it matters
This can seriously interfere with your coworker’s ability to balance work and life. Many people plan ahead with partners or caregivers, and last-minute changes can be disruptive or impossible. It can also contribute to a feeling of being “always on”—which more than 30 percent of employees name as one of the biggest downsides to remote work in 2020.161 And if situations like this happen often, they can lead to stress or burnout.162
Navigating a virtual work environment
This set helps employees to understand and combat bias when colleagues are working remotely.
What to do
Remind your manager of your coworker’s schedule constraint and suggest an alternate time. You could also mention how blocking time like this is vital for maintaining work-life balance and explain that practices like these can help employees be more productive and feel more committed to the company.163
Why it happens
This reflects the norm that the “ideal worker” is always available and doesn’t need to take time away from work to care for family, pursue personal interests, or simply recharge.164 Decades of research on the ideal worker show that this norm can harm mothers more than fathers, since mothers often do more caregiving.165
Your manager complains to you after a woman on your team was interrupted by her children during a client call, saying, “That was really unprofessional.”
Why it matters
Being labeled unprofessional can hurt the woman’s reputation and chances of advancement. And it’s likely unwarranted in situations like this one, when the interruption is irrelevant to her performance and outside of her control. Situations like this are far more likely to happen to mothers: when mothers and fathers work from home, women are interrupted over 50 percent more often by their children.278
Navigating a virtual work environment
This set helps employees to understand and combat bias when colleagues are working remotely.
What to do
Remind your manager that your colleague is talented, accomplished, and doing her job well. You could also explain that children are far more likely to interrupt mothers than fathers. Knowing this can help your manager effectively support the mothers on their team.
Why it happens
Your manager’s judgment is likely based on norms of what it means to be an “ideal worker.” In the United States, the ideal worker is expected to keep work and family separate and prevent their family from interfering with work.279 The comment may also be fueled by maternal bias, the false belief that mothers are less committed and competent than fathers and non-mothers.280 Virtual work can make a woman more likely to be affected by maternal bias because her children may be more visible to her employer.
Rooted in: Maternal bias
Compared to straight men, how much more likely are lesbian and bisexual women to feel like they can’t talk to colleagues about their lives outside of work?
Did you know?
Guess the answer as a group.
Around four times more likely.350
Compared to men without disabilities, how much more likely are women with disabilities to hear demeaning remarks at work about themselves or others like them?
Did you know?
Guess the answer as a group.
Nearly three times more likely.349
In one study, how much more likely was a woman to get an interview if her resume pictured her without a hijab, compared to picturing her with a hijab?
Did you know?
Guess the answer as a group.
Three times more likely.233
As of September 2020, how many Black women have led Fortune 500 companies?
Did you know?
Guess the answer as a group.
Only two—Ursula Burns at Xerox and Mary Winston at Bed Bath & Beyond.
For every 100 men hired as managers, how many Latinas are hired?
Did you know?
Guess the answer as a group.
What % of U.S. transgender employees have hidden their gender identity at work to avoid discrimination?
Did you know?
Guess the answer as a group.
Over half.348
Your manager schedules a virtual team meeting at an hour when your coworker has blocked off time on her calendar to care for her young children.
Why it matters
This can seriously interfere with your coworker’s ability to balance work and life. Many people plan ahead with partners or caregivers, and last-minute changes can be disruptive or impossible. It can also contribute to a feeling of being “always on”—which more than 30 percent of employees name as one of the biggest downsides to remote work in 2020.161 And if situations like this happen often, they can lead to stress or burnout.162
Intersectional biases
Use this set to educate employees on the compounding biases faced by LGBTQ+ women, women of color, Muslim women, immigrant women, and women with disabilities.
What to do
Remind your manager of your coworker’s schedule constraint and suggest an alternate time. You could also mention how blocking time like this is vital for maintaining work-life balance and explain that practices like these can help employees be more productive and feel more committed to the company.163
Why it happens
This reflects the norm that the “ideal worker” is always available and doesn’t need to take time away from work to care for family, pursue personal interests, or simply recharge.164 Decades of research on the ideal worker show that this norm can harm mothers more than fathers, since mothers often do more caregiving.165
Your manager calls out a team member during a virtual meeting for not turning on her video when she seems reluctant to do so.
Why it matters
Being put on the spot like this can trigger anxiety and stress. If the employee has her children with her, she may fear being judged as unprofessional—a bias that can affect all parents but impacts women more than men, as women are more likely to be interrupted by their children.372 Women are also penalized more than men for not looking well-groomed or put together.373 This creates a particular burden for Black women, who have to spend a lot more time than other women on their hair to avoid negative judgments. This is because of biased beliefs that their natural hair is “unprofessional.”374
Intersectional biases
Use this set to educate employees on the compounding biases faced by LGBTQ+ women, women of color, Muslim women, immigrant women, and women with disabilities.
What to do
In the moment, you can speak up and point out that she’s present and participating, even if the team can’t see her. If you, too, like to leave your video off from time to time, perhaps point this out. That sends the message that she isn’t an outlier. Later, you could talk to your manager about it and explain WHY IT HAPPENS.
Why it happens
Managers may insist on video because they want their team members to feel connected, especially if they cannot be together in person. Or they may ask employees to turn on video to ensure that everyone is productive and engaged. But this doesn’t take into account everything an employee may be balancing while working from home, including childcare and housework. And it doesn’t make allowances for the anxiety employees may feel about how they look or their home looks on a busy or chaotic day.
Your team is led by a woman, but a colleague from another department assumes that a man on your team is the leader.
Why it matters
When this happens, it reinforces the idea that women aren’t leaders. It can also undermine your team leader and her standing in the group.
Intersectional biases
Use this set to educate employees on the compounding biases faced by LGBTQ+ women, women of color, Muslim women, immigrant women, and women with disabilities.
What to do
Jump into the conversation to correct the record: “[Name] is our team lead.” You can also say something that underscores her leadership abilities or accomplishments—for example, “She heads all our biggest sales efforts.”
Why it happens
People tend to assume men are more senior than the women around them. This is in part because we consciously or unconsciously associate men with leadership more strongly than we do women. It’s also because in many companies, men outnumber women in leadership positions, so this view becomes the norm.
Rooted in: Affinity bias
A colleague recommends a man for promotion over a woman, saying, “I’m not sure about her long-term commitment. She just got engaged, and I think she wants to have kids soon.”
Why it matters
When coworkers make assumptions about a woman’s commitment to work based on what’s happening in her personal life, it unfairly limits her opportunities—and could cause your company to miss out on a highly committed candidate. It’s also illegal in many states to consider a person’s marital or parental status as a factor in promotions.
Intersectional biases
Use this set to educate employees on the compounding biases faced by LGBTQ+ women, women of color, Muslim women, immigrant women, and women with disabilities.
What to do
Suggest to your colleague that women should decide for themselves whether or not they want to take on new challenges at work. If you’re feeling bold, you can also point out the double standard: “It’s hard to imagine that we’d say that about a man who recently got engaged.”
Why it happens
When women get engaged or married, studies show that they start to experience maternal bias.125 People—consciously or unconsciously—start to question their competence and commitment, based on the mistaken belief that women can’t be fully present at work if they have family responsibilities at home.126
Rooted in: Maternal bias
Your colleague advocates for a job candidate with no gap in her résumé over another with a gap from when she was a full-time mom.
Why it matters
Companies that look negatively on job applicants who take time off to raise kids risk missing out on qualified candidates—in particular, women. Mothers are more likely than fathers to take time off for childcare, and they face harsher career penalties when they do.235
Intersectional biases
Use this set to educate employees on the compounding biases faced by LGBTQ+ women, women of color, Muslim women, immigrant women, and women with disabilities.
What to do
Push for the candidates to be evaluated on their skills and experience, without taking into account the time taken off for caregiving.
Longer term, recommend that your team use standardized hiring criteria and apply them consistently to all candidates. That can help ensure you judge everyone by the same yardstick.236
Why it happens
When a woman becomes a mother, it can make others think that she’s less committed to her career—even less competent.237 As a result, she is often held to higher standards and offered fewer opportunities.238 Seeing a gap in a woman’s résumé can trigger this maternal bias and hurt her chances of being hired.239
Rooted in: Maternal bias
You’re in a meeting and a woman colleague is spoken over or interrupted.
Why it matters
If women’s ideas aren’t heard, it can make it harder for them to be perceived as key contributors, which can harm their career progression. When teams miss out on women’s insights, it can also mean your company is missing out. Teams that foster diverse points of view often have better ideas and get more done.57
Intersectional biases
Use this set to educate employees on the compounding biases faced by LGBTQ+ women, women of color, Muslim women, immigrant women, and women with disabilities.
What to do
When a woman gets interrupted, speak up. You might say, “I’d like to hear the rest of [Name’s] thoughts” or “[Name] raised an important point. I’d like to consider it further before we move on.”
If you’re leading a meeting, reduce interruptions by following an agenda and asking people to contribute in a structured way. You might say, “Let’s go around the room and get everyone’s ideas.” You can also invite individual women in the room to contribute their opinions.
Why it happens
People tend to value women’s contributions less than men’s.58 One way this plays out is in meetings, where women—and in particular, women of color—are interrupted more and get less time to speak than men do.59
Rooted in: Attribution bias