Diverseo - The Leadership Decoder - Discovering Your True Leadership Drivers

The Leadership Decoder
Discovering your true leadership drivers

COPYRIGHT DIVERSEO SAS 2006-2014 - All rights reserved October, 2014
Key Findings and takeaways about leadership
To become more a efective leader, know thyself.
Introspection is the best way to identify leadership drivers.
Men and women are intrinsically diferent: women
lack self-confdence.
care more about their families than about
their careers.
do not harbor ambitions of a position of power.
Gen Y put higher priorities on personal life vs. career than
older generations.
Strong stereotypes among males are the primary
obstacles to womens empowerment.
Stereotypes about women are true 80% of the time.
Men tend to be career and power driven.
Knowing oneself is essential
but introspection does not work: it cannot access the
unconscious leadership drivers, which impact behaviors as
much as the conscious ones we know.
Our unconscious drivers can sometimes be malleable.
There is little diference between men and women in
leadership drivers at the unconscious level:
Women are generally as self-condent as men.
Men & women have a stronger association with family
than with career.
Most of us desire power, but unconsciously, warmth
generally matters more.
Gen X and older generations are unconsciously more family-
oriented than Gen Y. They just do not say it!
Many women are also their own enemy. Women can have
stronger biases about their own gender than men both at
conscious and unconscious level.
Stereotypes about women are wrong 80% of the time.
At the unconscious level, many men prefer family and
warmth.
Revisit leadership trainings introspection is not enough.
Take advantage of scientically proven tools such as
Diverseos Leadership Decoder to manage both conscious
and unconscious drivers.
Do not praise general gender or social group differences.
Focus on individual cognitive diversity. Chase down cues
reinforcing gender diferences.
Encourage collaborative leadership for all - to increase
engagement.
Reinforce commonalities among generations. Explain older
generations just learnt to balance aspirations with business
requirements.
Identify organizations collective biases with data analytics
and customized Implicit Association Tests.
Develop your leaders with tools to manage their true self-
identity and to reduce unconscious bias.
Create decision-making processes fostering objective
decision-making to reduce the impact of unconscious
biases ...
and do not fall into the unconscious bias pitfalls!
COMMON ASSUMPTIONS
There is a greater difference in leadership drivers among individuals of the same gender,
than between men and women. We simply do not know or recognize it!
WHAT THE RESEARCH SHOWS PRACTICAL TAKEAWAYS
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> More than 2500 scientifc tests completed
> More than 70 nationalities
> All industries, functions and levels
Content
To become a good leader, know thyself. Unconscious leadership drivers are often not aligned with conscious ones. Uncovering this gap is
necessary to progress on the leadership path
Men and women think they are diferent, but their unconscious leadership drivers are actually the same: warmth driven, family oriented, and
self-confdent
Gen X and older generations are unconsciously more self confdent and family-oriented than Gen Y
The gender stereotype of a warmth driven woman favoring family over career is still highly ingrained, especially among women
Stereotypes about women leadership drivers are wrong 80% of the time
Most male respondents are in fact driven by family and warmth at the unconscious level, contrary to stereotypes
Generate large-scale mindset shift by identifying collective cultural biases to be tackled and focusing on developing individuals specifc traits
Develop true leaders by leveraging tools and techniques to manage their true self-identity and to reduce unconscious bias
Create decision-making processes fostering objective decision-making to reduce the impact of unconscious biases
Acting on unconscious bias requires carefully deploying scientifcally designed tools in order to efectively access the unconscious to generate
and sustain real behavioral change
Why this research?
Surfacing conscious and unconscious leadership drivers?
What does it change?
Leverage individual diferences - cognitive diversity - by reducing gender based stereotypes.
Findings
How to act
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Why this research?
How to identify, attract, and develop the right leaders
to ensure my companys success?
This question is now on the top of most CEOs agenda,
and the answer is often leadership skills development
eforts. Many organizations have rightly focused their
programs on developing leaders across a wider talent
range: diferent cultures, professional backgrounds,
genders.
It is commonly believed that to achieve good results, it is
necessary to customize trainings or leadership seminars
to certain social groups, like women. For example, when
designing a leadership program for women, it is commonly
assumed that women are less successful in the corporate
world because they have natural difculties in displaying
traditional command/control characteristics: self-
confdence, assertiveness, ambition,
Thus, most leadership development approaches assume
that:
A. People can become more efective leaders by
working on their internal leadership drivers consciously,
with introspection
B. Women and men are diferent. Women tend to lack
self-confdence, be more family oriented than men, and
are more caring leaders who do not have the ambition of
holding a position of power. Generations are also diferent,
with Gen Y less career and more warmth oriented.
Many corporations deploy their resources accordingly.
However, scientifc research suggests a completely
diferent picture:
A. Peoples behaviors and decisions result from both
conscious and unconscious leadership drivers. The
latter cannot be identifed by mere introspection.
Deep and sustainable change requires accessing the
unconscious, which is now possible thanks to recently
developed specifc scientifc tools.
B. Women seem to adapt their leadership styles to
job requirements. There is no evidence that men and
women are born with diferent leadership traits.
If the science is right, it questions the approach to
leadership development that most companies take.
Diverseo designed the Leadership Decoder to identify,
in a fact-based manner, which of these two approaches
should be favored.
The Leadership Decoder is a groundbreaking,
scientifcally grounded tools, used in more than 1,000
scientifc publications, to surface both conscious and
unconscious perceptions about oneself and gender
stereotypes on three themes:
> Self-confdence;
> Prioritization between family and career;
> Ambition and identifcation with powerful positions.
Using scientifcally grounded tools,
uncover conscious and unconscious
leadership drivers in order to:
Assess peoples ability to know themselves
and fully use introspection to become more
efective and authentic leaders
Identify diferences in conscious and
unconscious leadership drivers across
genders, nationalities and generations
Measure both conscious and unconscious
gender and generational stereotypes along
three core dimensions: self-confdence, source
of individual energy between career vs. family
prioritization, and type of ambition.
This research was frst
presented at the 2014
Womens Forum Global
Meeting in partnership with
the Womens Forum for the
Economy and Society.
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How do you
perceive yourself?
Am I self-confdent or insecure?
Where do I derive my energy from
and what is more important for me:
career or family?
Am I more attracted to roles
associated with power or with
warmth?
How do you
perceive others,
starting with a gender lens?
Are men generally more self-confdent
than women?
And vice-versa ?
Are men generally more career-
driven than women?
And vice-versa ?
Are men generally more attracted to
roles associated with power and women
with roles associated with warmth?
The Leadership Decoder is uncovering conscious and unconscious self-perceptions
and gender-related perceptions for three leadership drivers
CONSCIOUS AND UNCONSCIOUS PERCEPTIONS ARE ASSESSED
Self-
confdence
Career vs
family
Power vs
warmth
Human beings process information with two diferent
processors: conscious (also called explicit) and
unconscious (implicit).
The unconscious processor is infuenced by a network
of associations between concepts such as Me and
attributes such as Confdence.
Both processors impact behaviors.
Implicit drivers might be diferent from what we think we
believe at the conscious level. Traditional explicit tests
or individual introspection cannot uncover this diference.
Research has shown that children who do not
identify with school are not very likely to put a
lot of efort in school work and are at a greater
risk of dropping out.
The Leadership Decoder is a set of web based algorithms
leveraging the theory of implicit associations to allow
participants to identify and measure the strength of their
unconscious leadership drivers.
Surfacing conscious and unconscious leadership drivers
Findings
To become a good leader, know thyself. Unconscious leadership drivers are not aligned
with conscious ones. Uncovering them is necessary to become an effective leader
CLIENT CASE
Uncovering leadership drivers before it is too late
One senior executive in a Global Industrial Company believed
he was warmth-driven and was caring about his subordinates
performance. Nevertheless, after 2 years in his position, his
360 feedback revealed that his subordinates felt they had no
responsibilities because of his commanding leadership style. The
company suggested him to develop his collaborative skills and
postponed his promotion.
The Leadership Decoder revealed that he was actually unconsciously
power-driven. As a result, in case of stressful situation, under
time-pressure, or when taking complex decisions, he was acting
according to his unconscious, automatic, commanding style. By
taking the Decoder, he was able to acknowledge his unconscious
drivers, to act on it and improve his relationships with subordinates
and peers. He got a promotion.
Being an authentic leader often rests on aligning
expectations with internal drivers or priorities, learning
natural leadership strengths and how to stretch oneself
in order to be a more agile and efective leader
But research shows no one can understand their
complete self-identity by mere introspection. The
Leadership Decoder confrms that fnding: a full 76% of
participants have a diferent unconscious self-identity
than what they express at the conscious level.
Why does it matter?
Unconscious leadership drivers infuence behaviors and
motivation. Often, people consciously desire certain
leadership characteristics. But if their unconscious
drivers are not aligned, this can hamper their ability to
be efective leaders, which could lead to loss of self-
confdence and motivation.

For example, as mentioned earlier, research has shown
that children who do not identify with school are not
very likely to put a lot of efort in school work and are at
greater risk of dropping out.
More generally, research shows that both unconscious
and conscious drivers impact our behaviors. However,
correlation between the two is quite low, suggesting
that they could trigger diferent mechanisms that drive
behaviors
A crucial consequence is that a misalignment between
conscious and unconscious drivers can hamper ones
ability to succeed.
Thus people who genuinely aim to base their leadership
on warmth, but whose unconscious leadership profle
is geared towards power, will likely struggle to achieve
their goals.
In fact, we observed in clients organizations that
uncovering unconscious drivers allows managers and
executives to better understand their behaviors, where
their energy comes from, and how to be more engaged
and productive.
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OPPOSITE
31%
ALIGNED
24%
DIFFERENT
45%
ALIGNMENT OF LEADERSHIP DRIVERS AT THE CONSCIOUS
AND UNCONSCIOUS LEVELS (% OF PEOPLE TESTED)
Unconscious
Implicit self
Conscious
Explicit self
Findings
Men and women think they are different, but their unconscious leadership drivers are
actually the same: warmth driven, family oriented, and self-condent
When asked for their conscious leadership
drivers, men and women seem to be diferent:
Men express on average more self-confdence
than women
Men put on average a greater emphasis on family
as a priority than on career. This is counterintuitive,
but we have observed that professional women
often emphasize their commitment to their career
in order to counterbalance the women prefer
family stereotype. It is easier for men to align
with their unconscious self-identity.
At the unconscious level, most men
and women have similar drivers; both
genders are generally self confdent,
have the same preference for being
warm and not power driven, and have a
stronger association with their family.
We fnd that diferences between individuals of
the same gender are larger than between genders.
The study also reveals a striking diference between the
conscious and unconscious drivers when it comes to power:
most men and women declare themselves attracted to power at
the conscious level, while they both have a stronger unconscious
identifcation with warmth than with power.
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CONFIDENT
CONFIDENT
CONFIDENT
CONFIDENT
POWER
slight
slight slight
slight
WHAT THEY SAY: MEN ARE MORE CONFIDENT AND FAMILY ORIENTED
WHAT THEY REALLY ARE: MEN AND WOMEN ARE SIMILAR
slight
slight slight
neutral
moderate
moderate moderate
slight
WARMTH
POWER
WARMTH
FAMILY
FAMILY
FAMILY
=
CAREER
FAMILY
ME
ME
ME
ME
Findings
Gen X and older generations are unconsciously more self condent and family-oriented
than Gen Y
While all generations are rather self confdent on
average, self confdence tends to increase over time.
However, the younger generations tend to express their
self confdence slightly less. The widest gap between
conscious and unconscious self confdence appears
within the 30 to 40 years age group.
All generations tend to put a higher priority on their
family than on their career. However, the more people
grow older, the higher the family priority. Interestingly,
Generation Y tends to have a smaller gap between their
conscious and unconscious priorities. Future research
could assess the impact of this smaller gap on behaviors.
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CONSCIOUS AND UNCONSCIOUS SELF-PERCEPTIONS BY AGE Unconscious association Conscious association
20-30
30-40
40-50
50-60
N =134
N = 285
N = 317
N = 223
DOUBTFUL FAMILY CONFIDENT CAREER
DOUBTFUL
Neutral Neutral
Age
FAMILY CONFIDENT CAREER
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What they say
Male = Condent
Women = Doubtful
Male = Career
Women = Family
Male = Power
Women = Warmth
Male = Doubtful
Women = Condent
Male = Family
Women = Career
Male = Warmth
Women = Power
Neutral
Neutral
Neutral
Their unconscious thought
IN THEIR HEADS: HOW DO MEN AND WOMEN PERCEIVE THEIR, AND THE OTHER GENDERS, LEADERSHIP DRIVERS
Percentage of test results N = 2519
Priorities
Self-
Confdence
Ambition
Research has gathered evidence for years that almost
everyone has strong unconscious associations when
in comes to gender, and that these associations drive
our judgment and behavior. For example, most people
unconsciously associate women with Liberal Arts and
men with Science.
The Leadership Decoder results corroborate these
fndings. On average, respondents unconsciously
associate male with traditional leadership drivers
career oriented and power driven and females with
less command and control drivers, such as family and
warmth. Three results are particularly interesting:
At the conscious level, women have frmer perceptions
than men: the diference between the majority and the
minority is larger by on average 27 points.
Womens perceptions are much stronger at the
conscious than at the unconscious level.
Women strongly associate men with traditional
leadership at the unconscious level, even though at
the unconscious level, they fnd themselves more self-
confdent.

Overall, it appears that women actually have stronger
gender bias than men along the selected leadership
drivers. One could surmise that female professionals are
more exposed to stereotyped messages about their own
gender. For example, they are targeted by gender specifc
leadership and development trainings which imply that
women need to do more to become efective leaders. As
a result, they develop stereotypical associations; even
though this does not ft with their own drivers.
Findings
The gender stereotype of a warmth driven woman favoring family over career is highly
ingrained, especially among women
71% 40% 42% 21%
58% 44% 38%
40%
61%
71%
78% 50%
59% 78%
24%
20% 43% 28%
18% 35% 20%
5% 2% 13%
3% 8% 11%
10% 5% 3%
43%
49%
35%
38%
23%
14%
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Findings
Stereotypes about women leadership drivers
are wrong 80% of the time
Beliefs
Women are commonly perceived as having low self-
confdence, being family oriented and caring and warm
leaders. People generally believe they are not so well
equipped for power positions.
It is also often assumed that while each and every individual
is unique gender stereotypes generally correspond to the
reality.
What the research shows
Our research shows that reality is much more complex:
stereotypes are actually strongly misleading.
UNCONSCIOUS SELF-PERCEPTION OF WOMEN FOR PRIORITIES AND AMBITION COMPARED TO GENERAL
PERCEPTIONS AND EXPECTATIONS
Implicit association score
AVERAGE SELF-CONFIDENCE BY GENDER AT
CONSCIOUS AND UNCONSCIOUS LEVEL
Conscious and unconscious association scores N = 598
Conscious Unconscious
0,42
0,45
0,35
0,28
At the unconscious level, most
women are in fact not driven
by warmth and family
In our perceptions, we generally
assume that women are
attracted by roles where a warm
leadership style is required to
succeed and that they favor
family over career.
Women are self-confdent
Both at the conscious and unconscious levels, three
out of four women are self-confdent. Moreover,
self-confdence is the most consistent trait. Fewer
than 11% of respondents displayed an opposition
between what they think at the conscious level and
their results at the unconscious level.
POWER DRIVEN Stereotype
WARMTH DRIVEN
FAMILY ORIENTATED CAREER ORIENTATED
73%
of women are self-confdent
both at unconscious & conscious level
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Findings
Most male respondents are in fact driven by family and warmth at the unconscious
level, contrary to stereotypes
Beliefs
Men are commonly perceived as self-confdent, career-
oriented, and more closely attracted to powerful
leadership positions.
It is also often assumed that, while each individual is
unique, perceptions in gender diferences generally
correspond to the reality.
What the research shows
MEN ARE SELF-CONFIDENT AS EXPECTED
Like women, men are indeed self-confdent.
More than 80% of the men are self-confdent. Moreover,
as evidenced earlier, self-confdence is the most
consistent trait between the conscious and unconscious
levels.
MEN ARE FAMILY AND WARMTH-DRIVEN CONTRARY
TO STEREOTYPE
Stereotypes would assume that male drivers are career
and power, not family and warmth.
The Diverseo study, however, reveals that a large majority
of male respondents are actually family oriented and
have an unconscious identifcation with warmth, not with
power.
UNCONSCIOUS SELF-PERCEPTION OF WOMEN FOR PRIORITIES AND AMBITION COMPARED TO GENERAL
PERCEPTIONS AND EXPECTATIONS
Implicit association score
CONFIDENCE
DOUBT
CAREER
Expected
stereotype
zone
Neutral
Slight
association
Slight
association
Mean = -0,16 Mean = -0,17
Mean = -0,42
FAMILY
POWER
WARMTH
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What does it change?
Leverage individual differences - cognitive diversity - by reducing gender based
stereotypes
that Anglo-Saxons were rejected by the
organization as they did not belong to the
cultural inner-group, whereas its growth
strategy relied heavily on developing
capital intensive plants in mature markets,
which required such profles. This
organizations limited ability to accept
diferences jeopardized its prospects.
4. Accelerate the shift towards
collaborative authentic leadership.
The traditional top-down commanding
leadership style is still very much ingrained
in some corporate cultures. One simply
must seek power to succeed. Is it then
surprising that both men and women
declare themselves more attracted to roles
associated with power than with warmth?
Furthermore, men are typically perceived
as being more associated with power
than women. But many organizations are
trying to move away from the top-down,
command-and-control model. Some are
even arguing that men should learn from
women leadership style. The good news
is: men and women have on average
a stronger unconscious identifcation
with warmth than with power. Therefore,
reducing the general stereotype and
uncovering an individuals unconscious
identifcation will boost their ability to
behave as a collaborative leader.
Surfacing cognitive diversity and focusing
the eforts on reducing gender based
associations should allow to:
1. Enable individuals to reach their full
potential. General gender stereotypes
hamper development at the individual level
for both genders. In fact, the majority of
men and women have a diferent self-image
than the one generally associated with their
gender. As a result, most people cannot
act according to their internal, authentic
leadership drivers.
2. Get access to a wider range of talents.
Reducing stereotypes allows organizations
to assess job applicants more objectively.
Organizations that who embarked on
efective unconscious bias reduction plans
also found that they became more attractive
to a wider talent pool. In fact, sought-after
talents perceive the open-mindedness of
the culture and generally fnd it attractive.
3. Be more innovative and agile.
Non inclusive organizations have more
difculty adapting to changing business
environments. For example, one of our
clients based in an emerging market
economy had a very strong and exclusive
male engineer Latin culture. Diverseos
diversity cultural assessment revealed
Condence
Condence
Doubt
Doubt
Career
Career
Family
Family
Power
Power
Warmth
Warmth
FROM A SIMPLIFIED, GENDER-BASED, DEEPLY FLAWED VIEW OF THE WORLD
TO A MORE COMPLEX BUT RICHER INDIVIDUAL COGNITIVE DIVERSITY
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How to act
Generate large-scale mindset shift by identifying collective cultural biases and focusing
on developing individuals specic traits
Develop inclusive leadership skills to focus on individual diferences beyond
gender, race, ethnicity
As evidenced by the Leadership Decoder, there are much more diferences among
individuals than generally between genders.
Focusing on diferences, generalizing some attributes and traits tend to reinforce
unconscious social biases. It also makes it harder for the social groups targeted by
the stereotypes to succeed. For example, presenting women as having a diferent
leadership style tends to activate the stereotype that women are poorer leaders than
men. Women need to be presented mainly as equally competent leaders as men
Unconscious biases also reduce peoples ability to be efective managers and get
the best from their teams. Research
shows that the unconscious biases
of a manager reduce a subordinate
performance by an average of 20%.
Small stereotypical cues portrayed in
everyday life also play an important
role. They need to be identifed and
addressed. For example, in advertising,
women often wash the laundry, cook
and serve men and children at the
family table.
Therefore, generating and sustaining
a large-scale mindset shift requires a
two-fold approach:
Address the small cues priming
gender stereot ypes i n the
organization;
Provide large-scale training to
enable employees to shift their
unconscious assuptions.
IDENTIFY UNCONSCIOUS CORPORATE ASSUMPTIONS
Corporations, like humans, have an unconscious mind: each organization generates and
carries its own unconscious assumptions. Like those of a human being, these cannot be
uncovered with introspection. At Diverseo, we identify such assumptions by conducting
interviews with proprietary methodologies.
We then use advanced quantitative methods,
complemented by implicit association
tests, to uncover specifc culturally related
associations:
Advanced quantitative analytics
We download client HR data from multiple
sources and systematically identify diferences
in career development across diferent social
groups within the company. For example, quite
often, our analysis demonstrates that, while
most people believe women cease working
in order to have children, in reality women are
promoted less frequently than men and tend to
give up their jobs as a result,
Implicit Association Tests (IATs)
Customized IATs allow to quantify the automatic
associations prevailing in the organization. Such
quantifcation is highly useful. We have noticed
that organizations generally tend to focus on
areas where their unconscious associations are
lowest and miss altogether those that should be
addressed as a priority. For example, one of our
clients, a professional services frm, intended
to invest massively to change the perception of
women as leaders while in fact the organizations
main bias related to women and family.
IMPORTANCE OF FAMILY
BY SECTOR AS OPPOSED TO CAREER
Association scores with family
SELF-CONFIDENCE BY CITIZENSHIP
COUNTRY
Association scores
Banking
Financial serv.
Consulting
Business Serv.
Government
Public Serv.
NGO
0,17
0,61
0,33
0,42
0,13
0,27
0,23
0,40
0,48
0,35
0,10
0,08
0,22
0,39
Non inclusive leaders reduce their
teams performance by ~20%
100
80
60
40
20
0
N
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U
T
R
A
L
N
O
N
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I
N
C
L
U
S
I
V
E

B
E
H
A
V
I
O
U
R
CONSCIOUS
CONSCIOUS
UNCONSCIOUS
UNCONSCIOUS
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How to act
Develop true leaders by leveraging tools and techniques to manage their true self-identity
and to reduce unconscious bias about others
Help your leaders uncover and manage their true self-identity
Unconscious self leadership attributes, which are driving
our authentic leadership style, cannot be surfaced with
introspection. Moreover, we generally have a diferent perception
of ourselves at the conscious and unconscious level.
At Diverseo, we develop cognitive science tools to uncover our
unconscious selves.
Why not use them?
Become an inclusive leader: unlearn unconscious biases
The understanding of the unconscious workings of the mind and of the malleability
of unconscious biases has made very signifcant progress over the last few years.
Research has produced evidence that some individual brain training techniques
are efective. Such techniques, which we recommend and customize for our clients
include :
> Taking a relevant Implicit Association Test. At Diverseo, we design customized
tests specifcally to accelerate behavioral change. Some examples can be found at
www.diverseo.com/test
> Techniques to improve decision-making, like identifying and thinking about a role model
or a counter-stereotypical individual before making a key decision.
> Systematically counterbalancing daily behaviors that hamper our efectiveness as inclusive leaders.
Learn to make more objective decisions
Conscious deductive techniques can foster fact-
based reasoning.
Examples of such techniques are to:
> Create a decision-making context fostering
objectivity by consciously concentrating and
engaging in a deliberative process
> Use individual fact-based deductive techniques
USE SCIENTIFICALLY GROUNDED TESTS
TO UNCOVER IMPLICIT SELF-PERCEPTIONS
Example of leadership decoder tests
At Diverseo we have encapsulated this knowledge by creating the frst digital
inclusive leadership coaching program for large-scale, efective roll-out.
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How to act
Create processes that foster objective decision-making and reduce the impact
of unconscious biases
Make it simple.
Simplify as much as possible the information used in the process so that decision makers do not get lost.
Otherwise, they will unconsciously pick the information that best corresponds to their unconscious biases or assumptions.
Ensure that access to information is easy by reducing as much as possible administrative tasks to administer process.
Have the right decision-makers.
Involve the right individuals who have the right knowledge and the right level to adequately calibrate decisions.
Involve the right number of individuals, typically from 2 to 4 individuals.
Have the right facts.
The overall structure of the decision-making process should provide decision-makers with key facts to support their decisions. Quite often,
some people possess relevant information that is not communicated to other key decision-makers. In such instances, people then make up
for the missing information and use biased assumptions to make decisions.
Be descriptive and practical.
Make sure everyone has the same interpretation of key facts.
For example, at one of our clients, the Americans had the image of a tall, powerful, assertive, and charismatic leader,
while for the Chinese the concept itself was not as relevant as they were searching for harmony and collective thinking.
Standing out of the group was perceived by the Chinese as inappropriate.
Reduce mental inferences.
Make sure the frst information people see is the most relevant for objective decision-making.
Make it easy to read. With too many documents and information to process, decision-makers end up picking unconsciously.
Make it easy to access. IT systems often do not help as decision-makers allocate more cognitive resources on how to operate
the software than on how to assess the performance.
Reduce the impact of self-stereotyping in self-evaluations when self-evaluations are involved.
Focus self-evaluations on key facts and guide evaluees accordingly.
Encourage people to know more about themselves and to know how they might unconsciously limit themselves.
We cannot stop the
automatic workings
of our minds.
But organizations
can develop process
structures and
contents that best
foster objective
decision-making by
adapting them to the
automatic workings of
the mind.
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How to act
Acting on unconscious bias requires carefully deploying scientically designed tools in order
to effectively access the unconscious to generate and sustain real behavioral change
Do not fall into the unconscious bias pitfall.
Act directly on the unconscious mind for impact
Consciously, we are able to reduce only partially the
impact of unconscious bias, and we are unable to
act on the bias itself. To begin reducing unconscious
biases we must act on the unconscious mind.
Unconscious biases are
automatic and result from the
automatic workings of the
mind. Conscious eforts at
reducing unconscious biases
activate the conscious mind,
leaving the unconscious largely
untouched. Introspection simply
does not access most biases.
Moreover, conscious eforts to reduce unconscious
bias entail the use of cognitive resources, which results
in what researchers term cognitive overload. You
become unable to control the automatic activation of
unconscious biases and your biases actually have a
much stronger impact.
Compiling a list of standard biases and systematically
checking for their presence results in incompletely
addressing the issue and may even reinforce biases.
Encourage decision-makers to be open minded and
curious. Be careful when asking for objectiveness
Some people believe they have successfully reduced their
unconscious biases merely because they consciously
attempted to do so before taking a decision. In fact, they often
tend to make more biased decisions. They then tend to tweak
supporting facts in a very subtle way.
Furthermore, research on accountability in decision-making
has yielded evidence that those who have been primed to be
more objective will, in fact, be less objective as a result. For
example, when someone has been primed to be objective
before meeting a candidate, the unconscious workings of
the persons mind will capture unconscious attributes of the
candidate during the frst few milliseconds of their interaction.
When primed to be objective, decision-makers will
unconsciously retain an even tighter grasp on those initial
attributes. They will then invest signifcant cognitive resources
to gather information to support their initial, unconscious
assessment of the candidate. Few resources will be left to
enable the recruiter to discover more about the candidate.
The best approach, therefore, is to encourage people to take
responsibility for being fair, and to
uncover their biases with cognitive
tools; to foster decision-makers
curiosity and openness; and
to encourage them to candidly
discover more about the individual
they are assessing.
Experience with our clients demonstrates
that biases can be surprisingly numerous
and diverse.
A standard list cannot enable us to determine all
the biases prevailing in an organization. We can,
however, identify prevailing biases that make the
most impact on the organization by leveraging
advanced data analytics.
For example, at one of our clients, people generally
believed there was a strong bias in favor of MBA
recipients from several specifc universities.
Analysis proved that such a bias, in fact, was
not present. Proof of attendance at one of the
universities in question actually had no bearing on
performance assessment or career development.
In fact, in this particular organization, a much
diferent and unexpected bias had a statistically
signifcant impact on performance assessment:
people unconsciously associated taking time of
with a low level of engagement and performance.
This led to biased decisions.
C
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I
E
N
T

C
A
S
E
Some key scientic references
Banaji, M. R., Bazerman, M. H., & Chugh, D. (2003)
How unethical are you? Harvard Business Review, 81(12): 56-64
Devos, T., Huynh QL., Banaji MR. (2012)
Implicit Self and Identity. Handbook Of Self and Identity The Guilford Press
Diverseo (2014)
Reduce your unconscious bias: a highly efective toolbox and how to avoid the
unconscious bias pitfalls, under press
Diverseo (2012)
The Unconscious Sealing Women in Leadership, www.diverseo.com
Dunham, Y., Baron, A.S., & Banaji, M. R. (2005)
From American city to Japanese village: The omnipresence of implicit race
attitudes. Unpublished masters thesis, Harvard Graduate School of Education,
Cambridge, MA.
Eagly, A.H., Carli, L.L. (2007)
Through the Labyrinth: The Truth about How Women Become Leaders. Harvard
University Press, Boston, MA.
Jones, JM. Dovidio, JF, Vietze, DL. (2013)
The Psychology of Diversity: Beyond Prejudice and Racism, Wiley-Blackwell
Kahneman, D. (2011)
Thinking, Fast and Slow. Straus and Giroux
Uhlmann, E., & Cohen, G.L. (2005a)
Constructed criteria: redefning merit to justify discrimination.
Psychological Science, 16, 474-480
18
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frst developed the Leadership Recoder
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Scientifc: The Leadership Recoder
TM
incorporates years of research from Harvard,
the University of Michigan, the University of San Diego and others in the scientifc community
who have helped deepen our understanding of the malleability of bias..
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TM
features tasks whose efcacy has been scientifcally assessed.
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Innovative tools and methodology
Big Data for fact-based identifcation of barriers to diversity to set
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We conduct face-to-face interviews and perform statistical analysis of unstructured HR data to
identify systematically barriers to diversity and to uncover corporate biases. By challenging beliefs
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TM
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19
Martin Schoeller - COO
Martin is in charge of new application development leveraging
cognitive science and advanced analytics. He also serves our
global clients on large scale change management projects. He has a
strong experience in consulting and project management. He joined
Diverseo from McKinsey where he served global industrial companies
in organization transformation projects aiming at changing executive
mindsets to improve performance. Martin holds two master degrees
in engineering from Ecole Polytechnique (FR) and Ecole des Ponts
Paris and an MBA from INSEAD (FR).
Nathalie Malige - CEO
Nathalie focuses on counseling senior executives, often CEOs and
senior executives of Fortune 500, to enhance quality of decision-
making and change behaviours. She combines expertise in strategy,
unconscious bias and diversity management. A sought after speaker,
she delivers seminars to executive committees across the globe. More
recently, she was invited to speak at the UN Global Compact WEP
annual day in New York on global best practices to achieve large-
scale unconscious bias reduction. A graduate from ESCP-Europe,
she held international roles in marketing and strategy at P&G, Diageo
and McKinsey prior to founding Diverseo.
Diverseo also serves its global clients on:
The Authors
Diverseo was founded as the exclusive business partner of Project Implicit
Marketing
Uncover and quantify consumers
unconscious attitudes to grow your brand
Risk management and fnance
Measure and overcome unconscious biases
in risk management and fnancial decisions
to increase performance
Test your own unconscious attitudes at
diverseo.com/test
20

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Discovering your true leadership drivers

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