Blinded by Gender
Dale is an account executive who attended one of my workshops on supervising a diverse workforce. Through one of the sessions, I discovered my personal bias, he recalls. I learned I had not been looking at a person as a whole person, and being open to differences。 In his case, the blindness was not about culture but rather gender.
I had a management position open in my department; and the two finalists were a man and a woman. Had I not attended this workshop, I would have automatically assumed the man was the best candidate because the position required quite a bit of extensive travel. My reasoning would have been that even though both candidates were great and could have been successful in the position, I assumed the woman would have wanted to be home with her children and not travel。 Dales assumptions are another example of the well-intentioned but incorrect thinking that limits an organizations ability to tap into the full potential of a diverse workforce.
I learned from the class that instead of imposing my gender biases into the situation. I needed to present the full range of duties, responsibilities and expectations to all candidates and allow them to make an informed decision。 Dale credits the workshop, because it helped me make decisions based on fairness.
Year of the Know-It-All
Doug is another supervisor who attended one of my workshops. He recalls a major lesson learned from his own employee.
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