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.
One of my most embarrassing moments was when I had a Chinese-American employee put in a request to take time off to celebrate Chinese New Year. In my ignorance, I assumed he had his dates wrong, as the first of January had just passed. When I advised him of this, I gave him a tong talking-to about turning in requests early with the proper dates.
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