In this information packed episode, Michael interviews award-winning gender economist Katica Roy. It was Katica’s research and MSNBC byline that broke the story about the over 300,000 Black women pushed out of the US labor force in just three months, research that landed her on the front page of the New York Times. In this episode, Katica brings a wealth of information and insight to talk more about that research as well as a variety of other topics. She answers questions about how the pay gap affects every single one of us in this country, about how AI could potentially eradicate bias in the workplace in just 10 years, about how gender equity is not just about women’s rights, and about how she sees equity as a massive economic opportunity. Along the way, she talks more about her family history and her own fights for pay equity.

Would you be surprised to learn that over 300,000 Black women were recently pushed out of the US labor force in just three months? Do you know how that impacts all of us? It was Katica Roy’s research that brought this to our national attention, first from her MSNBC byline that broke the story and then from the front-page article about it in the New York Times. In this episode, host Michael Baran asks Katica more about how that is happening and what the implications are for workplaces and for the country more generally.
In addition, Katica discusses a wide range of issues, including (a) how policy is not gender neutral, (b) how we all fund the pay gap through our taxes, (c) how gender equity is not just women’s rights, (d) men, mental health, and the “man box,” (e) how AI has bias, but can also detect and eradicate bias in the workplace in just 10 years, (f) and how she sees equity as a massive economic opportunity.

Resources mentioned:

• Katica Roy’s MSNBC article breaking the new about 300,000 Black women pushed out of US labor force
• New York Times front page that mentions Katica’s research
• Katica Roy articles, from Forbes
• ABC News video with Katica Roy interview
• Katica Roy website

If you’ve been working for at least a few years, especially in the corporate world, you’ve probably done an unconscious bias training. These trainings can be frustrating and ineffective! They fail to really provide deep understanding about bias, and they do not usually provide practical solutions. In this episode, Michael Baran provides that deep understanding with some compelling research studies and with a fascinating account of how biases develop, starting in childhood. He also describes what can be done about these unconscious (or implicit) biases at work, both to reduce our own biases and to mitigate biases with policies and practices.

Have you ever done an unconscious bias training? They can be both incredibly frustrating and entirely ineffective. Why is understanding bias important, and what can we do about it?

In this episode of The Culture Advantage, host Michael Baran explains why he has found unconscious bias trainings frustrating. First, they fail to provide a deep understanding of what bias really is and why we have them. And second, they fail to give practical solutions that can be implemented at work. Michael provides that deep dive into what unconscious bias really is, why we develop biases starting in early childhood, and what we can really do about them.

Michael narrates some of the classic and striking research studies about unconscious bias, focusing first on a study about gender bias in orchestras. When the gender of the candidate was fully blocked by putting a screen on stage, more women were immediately hired, because the interviewers were just listening to the music without the bias getting in the way. In a second example, Michael describes how copies of the exact same resume were sent out to jobs, only with half of them using a stereotypically sounding white name, and half of them using a stereotypically sounding Black name. These studies highlight the striking impact that bias can have on our workplace decisions.

Understanding the impact of bias, what can we do about it? The suggestions that we just try to “make our unconscious biases more conscious” don’t feel helpful because (1) we don’t know what they are, and (2) they are deep seated. Instead, Michael provides some practical tools for how we can reduce our own biases in the long term while also thinking about ways to block the impacts of bias immediately at work. Suggestions include (1) using the Implicit Association Test as a learning tool, (2) diversifying our perspectives and getting to know more about others, (3) introspecting when we commit subtle acts of exclusion, (4) keeping a bias journal, (5) diversifying panels and committees and considering other perspectives when making decisions, (6) baking the bias mitigation into policy and practice, and (7) slowing down the big decisions.

This episode will intrigue everyone and will deepen your understanding of not only bias but also brain development. And then, it will provide practical ways to begin a process of bias reduction, in our own heads, and in our workplaces.

When people are silent about the subtle exclusions that happen in a workplace, the culture suffers. When people speak up but the feedback is ignored or met with defensiveness, the culture also suffers. In this episode, Michael Baran outlines some of the best practice guidelines for having productive conversations about these insidious interactions. He describes how to “call in” rather than “call out” someone when they inadvertently cause exclusion, a skill especially essential for potential allies who can speak up without the same risk as those directly affected. He provides several real-life examples of times that speaking up like this went poorly and times it went well, explaining that there is no simple one-size-fits-all way to do it but that we can all build these important skills.

When someone says something that makes you feel bad, how do you speak up? When you see something that might make someone else feel bad, how do you say something as a potential ally? When you get feedback about how you made someone feel bad, how can you respond in a productive way?
In this episode of The Culture Advantage, host Michael Baran provides some best practice guidelines that organizations can use to create a speak up culture, where we can have challenging conversations that are productive, where resentments don’t build up, and where trust is built.

Michael begins with a real example that happened to him, when a CEO committed a subtle act of exclusion in front of 70 global leaders. Michael was on stage at the time, speaking to the group at their annual retreat. What should he say in this situation? How should he say something in a “calling-in” way rather than a “calling-out” way?

There is no one-size-fits-all way to do it. Nonetheless, Michael provides best-practice guidelines for speaking up in a productive way, either as the person experiencing the subtle act of exclusion or the person witnessing it and speaking up as a potential ally. He describes (1) pausing the action, even when we don’t know what to say, (2) assuming good intent, if the intent was actually good, (3) exploring the situation together rather than creating an adversarial interaction, and (4) explaining the impact, or the feelings involved.

Does this always go well? No, it doesn’t, and Michael describes a time when we followed all these guidelines and it did not go well. Where these interactions usually fall apart is in the way that the person getting the feedback responds.
Because of that, Michael gives critical best practice guidelines for responding to feedback like this: (1) getting in the mindset of gratitude, (2) understanding the impact rather than defending intentions, (3) using the opportunity to learn and grow, and (4) following up with the person. Michael revisits the opening story, describing how that CEO responded well to Michael’s feedback. As the 70 leaders saw how he responded, they learned a powerful lesson about culture at this organization, and they learned how they could respond to feedback like this as well.

This episode provides practical conversation skills that can be useful in situations like this or in any challenging conversation. It will be useful for people at all levels in an organization, and can also be used outside of the workplace to build trust and deepen connection with anyone.