THE CHALLENGE

Having expertise increases men’s influence—but decreases women’s.[1] This is just one way subtle biases play out in meetings.

Research also shows that men interrupt women, more than vice versa.[2] And across industries, women in our studies consistently report that someone has gotten the credit for an idea they originally posed. In our survey of architects, half of women of color and white women reported having their ideas stolen, compared to less than a third of white men and men of color. Multiracial women reported an even worse experience: Almost two-thirds reported that they had an idea stolen.[3]

If companies don’t prevent bias from playing out in meetings, they may lose the talent and insight they pay for—or even encounter safety risks. We heard from one scientist in a workplace that handled dangerous materials that she was sharply criticized as aggressive when she brought up a flaw in a male colleague’s analysis. After that, she took to “bringing in baked goods and being agreeable” — but at what cost?

In addition, bias within in-person meetings may also translate to and be exacerbated by virtual meetings.[4]

THE SOLUTION

1. Identify the Source of Bias

Options for finding out whether you have a problem are listed from least to most time-consuming. 

1. Employ new technologies: GenderEQ is an app that analyzes the ratio of men and women’s speaking time.
2. Use our free 2-minute downloadable survey to assess bias issues.
3. Appoint a Bias Interrupter to gather metrics over the course of several meetings. Metrics to gather:

• • Floor Time: Who mostly speaks at meetings? Is it representative of who attends?
  • Interruptions: Is there a culture of interrupting in your meetings? If so, is there a demographic pattern in who does the interrupting and who gets interrupted?
  • Stolen Idea: Research shows that women and people of color report that others get credit for ideas they originally offered much more than white men do.[5] Keep track of who gets credit for ideas offered and who originated them.
  • Attendees: Are the right people getting invited? Be sure everyone who has a part to play is at the meeting.
  • Ideas: Whose contributions get lauded or implemented?
  • Office housework: Track who takes the notes, who keeps the minutes, who gets coffee, and other office housework tasks.
  • Meeting scheduling: Are meetings scheduled at times or at locations that make it difficult or impossible for parents and caregivers to attend?

2. Implement Bias Interrupters

Because every organization is different, not all Bias Interrupters will be relevant. Consider this a menu. To better understand the research and rationale behind the suggested Bias Interrupters, read our Identifying Bias in Meetings Guide which summarizes numerous studies and encourage other team members to read it too.

• Rotate office housework tasks. Women are more likely to be asked to do the “office housework” tasks for meetings: taking notes, scheduling the conference rooms, ordering lunch/snacks, cleaning up afterwards. If admins are available to do these tasks, use them. If not, don’t ask for volunteers. Instead, figure out a fair way to spread the housework tasks evenly by rotating based on arbitrary criteria (birthday, astrological sign, seniority, etc.) For more Bias Interrupters about office housework, see Bias Interrupters for Managers: Tools for Assignments.
• Mind the “stolen idea.” Make sure people get credit for ideas they offered. When you see ideas get stolen, you can say: “Great point, Eric, I’ve been thinking about that ever since Pam first said it. Pam, what’s the next step?” If the person doesn’t get it, take them aside later in private.
• Don’t give interrupters free reign. If a few people are dominating the conversation, address it directly. A calm, “Please let her finish her point” should send the message to most. If more is needed, take them aside and explain that your workplace employs a broad range of people because you need to hear a broad range of viewpoints. Some may not even realize they’re frequent interrupters. Create and enforce an overall policy for interruptions. One option is a no-interruptions policy, where you make it clear that interruptions are not to be tolerated, and ding people when they interrupt. A gentler policy is to keep track of who is continually interrupting and getting interrupted, and talk about the problem.
• Schedule meetings appropriately. Schedule meetings in the office, not at the golf course. For an off-site, schedule lunch or afternoon coffee. Overall, stick to working hours and professional locations for work meetings.
• Do your best to not schedule meetings at drop-off or pick-up time. Sure, an early meeting may be unavoidable at times. But on the whole, if you respect people’s non-work obligations (driving their kids to school, relieving their parent’s elder caregiver at the end of the day or taking their “furry children” (pets) for a walk), they will be more committed in the long-run. Be mindful of time zones as well.
• Make a seat for everyone at the table. When there is an inner- and outer-circle of chairs it can create hierarchy.[6] Pay attention: do all the men sit in the inner circle and the women sit in the outer circle, or is race playing a role? If this happens routinely, have everyone trade places with the person in front of them, or better yet, rearrange chairs so there is only one circle.
• Signal everyone’s role. Let your team know what everyone in the meeting brings to the table.[7] “Monique has five years of event planning experience and I’m excited to have her on this project,” or “Sam managed a similar portfolio last spring and we’d like him to run point with the client.” When people know the reason behind everyone’s inclusion on the project, and their role, it’s much easier to have productive and inclusive conversations about the tasks at hand — people are more likely to listen to their ideas and respect their air-time. If you’re not sure everyone with influence understands why you’ve tapped someone into a meeting, be sure to mention it explicitly beforehand.
• Use gender neutral terms. When addressing a diverse group, it is best to not use gendered terms such as “ladies and gentleman” or “you guys.” Address a diverse group such as “you all,” “folks,” “individuals,” “people” and so forth. Encourage the use of pronouns when introducing each other.
• Establish ground rules for diverse groups. When meetings are diverse, people may fail to speak up for fear of not being politically correct. To combat this, simply state at the beginning of the meeting that because people can sometimes get offended, everyone should try their best to speak in a way that’s “politically correct” (aka respectful). Research shows that this simple statement can decrease uncertainty and increase creativity from participants.[8]
• Ask people to speak-up and encourage risk takers. Women and people of color often face social pressure to speak in a tentative, deferential manner and decades of research have shown that women face social pressures to hedge and use softeners. Additionally, both women and people of color may face double-standards for speaking in a direct and assertive manner.[9] If someone isn’t speaking up, ask them to weigh in.[10] “Reagan, you have experience here, what are we missing?” This strategy can also help first-generation professionals and introverts feel included. It’s also tough to speak up against a majority opinion — especially for someone who’s not in the majority group.[11] Research shows that people are more likely to voice minority opinions when at least one other person expresses a minority opinion — even if the minority opinions don’t agree with each other.[12] Some ways to make it easier to voice minority opinions:
  • State explicitly at the beginning of meetings that you want to hear devil’s advocate ideas.
  • Support people who diverge from the majority. If someone starts to voice an opinion and senses that nobody wants to hear it, they will likely pipe down. If you see this happening, say “Let’s hear this idea out.”
• Send the meeting agenda in advance or forewarn people that you plan to call on them. Introverts and anyone who grew up with a modesty mandate may be more reluctant to speak on the fly or speak up at all. Sending the agenda or giving them a heads-up that you plan to call on them will give them a chance to jot down their thoughts in advance.

3. Virtual Meetings:

Bias within in-person meetings may also translate to and be exacerbated by virtual meetings.[13] However, if handled properly, virtual meetings can mitigate many of the patterns of bias mentioned above. Afterall, everyone has a “seat at the table” on Zoom. Here are some best practices to keep in mind to reduce bias and increase participation:

• Go all-virtual or all-in person. Having some team members meet in-person while remote workers dial-in can discourage participation from remote workers and give on-site workers an unfair advantage. To avoid this, schedule meetings for either all in-person or all-remote. When this isn’t possible, create a buddy/avatar system; for every remote worker, assign an in-person worker who holds space for them during the meeting.[14] The in-person buddy can help the remote employee jump into the conversation.
• Chronic interrupters? Have people “raise their hand.” Assign one person to lead the meeting and call on people as they use the “raise hand” function to minimize interruptions and equalize speaking turns.
• Can’t get a word in? Encourage people to use the chat box. Whereas in in-person meetings, it may be difficult for some people to get a word in edgewise, in virtual meetings the chat box allows anyone to participate in real-time.
• Make cameras-on optional. Allowing people to make their own choices about being on camera will not only help with Zoom fatigue, but also allow employees a sense of privacy if they do not have private office spaces in their homes. Virtual backgrounds are another option.
• Make meetings accessible and inclusive. Review and encourage your team to read this list of best practices for selecting a meeting platform and settings that can enable individuals with visual, hearing or mobility issues to participate fully in meetings.[15]
• Normalize adding pronouns to usernames. Do not assume an individual's gender based off their name or appearance, encourage (or require) employees to list pronouns on their screen handles.[16]

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THE CHALLENGE

Surveys show time and time again that employees want more flexibility at work, with one finding that 96% of white-collar professionals say they need flexibility.⁽¹⁾ Workers value workplaces that value them. In one study, attrition was cut in half when workers went remote, and telecommuting employees took fewer sick days and less time off.⁽²⁾

When workplaces rely on an outdated model of a breadwinner who is always available for work, not only do they exclude most people working today, they also hurt the company’s bottom line. According to Cisco, their mobile or remote employees have a voluntary attrition rate a third the size of their office-based employees.⁽³⁾ Cisco credits this lower attrition rate with $75 million in annual savings for recruiting, hiring, and training replacements. Other studies have found sharp gains in productivity when workplaces move to telework or build-your-own schedules.⁽⁴⁾

Building a flexible workplace enables employers to promote people based on their talent instead of their schedule.

THE SOLUTION

Recognize the difference between crisis work and full-time/part-time telework. Working remotely in the midst of a crisis, like the COVID-19 pandemic, is not the same as telework during normal times. The first steps to successful telework are childcare and a place to work. Organizations designing a permanent telework scheme typically will balance the productivity gains of telework with the innovation gains of in-office work. For tips on creating a telework policy that works for your organization visit: https://trello.com/remote-work-guide.⁽⁵⁾ 

1. Allow for flex time. Flex times allows employees to start and end work at times of their own choosing, often within limits (e.g. start times between 7-11 a.m.). Don’t assume hourly employees can’t participate: having one receptionist work 8-5 and another work 9-6, for example, often benefits an organization.
2. Eliminate the flexibility stigma. Don’t stigmatize people based on schedule. Message clearly and often that promotion depends on talent and work, not on “face time” at the office—and practice what you preach. 
3. Don’t overvalue overwork. Encouraging your employees to regularly burn the midnight oil hurts more than it helps. Studies dating back to WWI find that chronic overwork (more than 40 hours a week) hurts productivity and more recent studies find that working less than 40 hours a week can increase productivity.⁽⁶⁾ In one study, managers couldn’t tell the difference between employees who actually worked 80 hours a week and those who pretended to. Pay attention to what an employee’s efforts lead to, not how many hours it takes them to get there.

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THE CHALLENGE

According to a report by Better Life Lab at New America, nearly half of parents didn’t take two days off work after the birth or adoption of a child.⁽¹⁾ Studies show that paid parental leave can reduce infant mortality rates and improve long-term child and maternal health.⁽²⁾

Family leave is not just about children. While 30% of Americans say they anticipate needing to take leave to care for a new child, twice that many (60%) say they anticipate needing to take at least some family leave in the future (including caring for ill, disabled, or aging family members).⁽³⁾ In fact, one-sixth of Americans spend an average of 20 hours a week caring for a sick or elderly family member.⁽⁴⁾

The need for family leave policies is already here, and with a rapidly aging population, these needs are only growing.⁽⁵⁾ In order to retain the best workers, companies need to step up and create comprehensive leave and work/life balance policies that work. While employers are expected to comply with all applicable Federal, State, and local laws regarding leaves of absence, employers can and should do more to truly support and retain a diverse workforce with caregiving responsibilities.

THE SOLUTION

1. Set strong norms that everyone is expected to take their entire paid leave for childbirth/adoption. Leaders need to send a strong message that employees are expected to take the full amount of paid leave available to them, and that taking additional unpaid leave will not count against them. The best way to do this is to celebrate a pregnancy/adoption announcement (for men as well as women) by offering a company-logo onesie and group announcement signaling that children are something to be celebrated, not hidden. Once that norm is set, pregnancy/adoption announcements can be followed by having HR (or supervisors, if they are on-message) tell men as well as women that they are expected to take their full leave. Supervisors may need training to do this effectively. If there is a cultural expectation to come back early, then that is exactly what most employees will do. If men are not taking leave, your messaging is not effective, and men who want work-life balance are likely leaving your company for this reason.
2. Eliminate the flexibility stigma. Effective policies depend on cultural shifts in your organization. If you tell employees– and you should– that taking leave won’t undercut their progress in the organization, then walk the talk. Make sure to plan for leaves effectively so that employees don’t feel slighted when they return, and so that their colleagues don’t feel like they are taking on undue burdens. 
3. Don’t violate the Family and Medical Leave Act. It is illegal to interfere with or discourage any employee, male or female, from taking leave under the FMLA. Although employers are not completely forbidden from contacting employees while they are on leave, these calls should be limited to brief, necessary business-related calls.  Communications to return to work early, weekly status checks, or calls to perform work while on leave can make an employer liable for interference with FMLA rights.⁽⁶⁾  Calls to employees out on leave should be managed through Human Resources. It is illegal to penalize employees for requesting or taking leave, either before or after they do so.
4. Use a three-meeting model for off-ramping. Effective on- and off-ramping is vital, both to ensure smooth transitions and to eliminate the flexibility stigma.
   1. After a pregnancy announcement, the employee’s supervisor should ask for a meeting, congratulate the future parent, hand out the company onesie (see # 6 above), and say: “We expect everyone to take their full paid leave—and the entire amount of unpaid leave available to them if they wish. We will develop a transition plan that works for you.” At the initial meeting, assign a leave liaison if you have that program (see. #12 below).If your employee is an adopting or foster parent, or if your employee is taking family leave for elder care or medical reasons, the two meetings may be on an accelerated schedule.
   2. Three months before the leave is set to start, the employee’s supervisor should schedule a meeting, saying: “Come prepared with a list of all your ongoing projects and who you think might be a good fit to take them while you’re on leave. If no one comes to mind, don’t worry. We can figure it out together at the meeting, even if we need to hire temporary help—your list is just a jumping off point.”
   3. Shortly before the expected leave date arrives, meet again to finalize the plan for transitioning job duties. The supervisor should ask about the employee’s thoughts about post leave (understanding that plans may change). Are they thinking about returning on a part-time or flex schedule? For equity and legal reasons, make sure everyone taking family leave, regardless of gender, is asked the same questions.
5. Don’t forget to ramp up when they return. Often women return for maternity leave and find it is very difficult to ramp up due to assumptions that they have limited time, and perhaps limited commitment, to work. That’s why it’s important to schedule a meeting immediately when someone returns, with at least two weekly check-ins thereafter, to ensure that an employee returning from leave isn’t being sidelined for projects because colleagues are benevolently (or not so benevolently) concerned about the returned employee’s workload. Doing this helps avoid attrition—and helps prevent maternal wall bias from becoming a legal problem. 
6. The best practice is a gradual-return-to-work policy. The best way to ensure that employees do not return to an overwhelming wall of work, and end up leaving the company, is a gradual-return-to-work policy. Typically these start with a 50% schedule and gradually build back to full-time. Without a formal policy, companies often find that some supervisors handle the return-to-work well, but that others do so poorly, resulting in high attrition. 
7. Designate leave liaisons. Create a workplace mentorship program that links leave-takers with mentor colleagues. Mentors then act as guides on issues like off- and on-ramping and the transition into parenthood. 
8. Schedule the time to review your family leave and work/life balance policies. Like anything else that’s a priority, add discussions on these policies to your strategic plan and budget meetings.

This toolkit was adapted from the Harvard Business Review article: “Need a Good Parental Leave Policy? Here it is.” by Joan C. Williams and Kate Massinger, available at: https://hbr.org/2015/11/need-a-good-parental-leave-policy-here-it-is.

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