Pbwc ted talks combined 150309 w transition final and updated

PBWC SENIOR LEADERSHIP SUMMITPBWC SENIOR LEADERSHIP SUMMIT
Sandy Carter
General Manager, Cloud Ecosystem
and Developers
IBM Corporation

WHY A SENIOR LEADERSHIP SUMMIT?
2
 Hear about the Top 3 topics affecting women in
the industry today
 Learn from Thought Leaders and Experts
 Engage and take action on the opportunity for
change
 Execute – goals for yourself, for your company,
and for PBWC
2

ACTION ORIENTED
Little progress in women’s progression in 20 years
3
• Over 50% drop in the number of
Women in Technical curriculum
• Unconscious Bias can affect hiring,
evaluations and promotions
• 33% Gap - Are women being
mentored in an incomplete way?
3

ENGAGE AND TAKE ACTION
• 1 Personal Goal
• 1 Goal for you to Champion
at your Company
• 1 Goal for PBWC to drive
4
4

PBWC SENIOR LEADERSHIP SUMMIT
AGENDA
TED-type talks followed by table discussion and actions
5
2:40 pm:
3:25 pm:
4:10 pm:
Gaps in Women / Girls in Technology
Elizabeth Caudle, East Coast Regional Director, Girls Who Code
The Unconscious Bias
Shariq Yosufzai, VP, Global Diversity, Chevron Corporation
The Missing 33%
Usha Pillai Wade, Ph.D., Senior Consultant, Leading Women
4:50 pm: Inspirational Address
Kevin Hall, Best Selling Author, Speaker, Coach & Business Consultant
5

Gaps in Women/Girls in Technology
Elizabeth Caudle
East Coast Regional Director
Girls Who Code

The Gap
7

The Gap
8
Company % Women in
Technical
Positions
% Women in
Leadership
Positions
eBay 24% 28%
Pinterest 21% 19%
Apple 20% 28%
Pandora 17.9% 38.8%
Google 17% 21%
LinkedIn 17% 25%
Yahoo 15% 23%
Facebook 15% 23%
Twitter 10% 21%

The Gap
9
• 6% of VC partners are women
• 15% of VC funding received by women

The Pipeline Problem
10

What Pipeline?
11

What Pipeline?
12

The Leaky Pipeline
13

The Fix
14

Getting Girls Interested in Tech
• Update CS Curriculum
• Expose girls to CS from a young age
• Build a community of young women
interested in tech
• Normalize women as tech professionals in the
media
15

Retaining Women in Tech
• Build communities of women in technical
careers
• Engage male allies
• Develop a culture of mentorship and
sponsorship
• Highlight the contributions of female
contributions to tech
16

Elizabeth@girlswhocode.com
@elicaudelle
girlswhocode.com
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PBWC SENIOR LEADERSHIP SUMMITPBWC SENIOR LEADERSHIP SUMMIT 18

Understanding Unconscious Bias
Shariq Yosufzai
Vice-President, Global Diversity, Ombuds & University Partnerships
Chevron Corporation

A Thought Experiment
Q: Are these table tops the same size and shape?
20
A: Yes
This illusion was created by Roger Shepard, Professor of Psychology at Stanford University
Your brain cannot always be trusted to tell the truth.

What is Unconscious Bias?
Unconscious bias refers to errors in judgment that cause people to make choices
that unwittingly favor one group over another.
Unconscious Bias:
• is a normal part of decision-making
• is created and reinforced by our environments and experiences
• is how our unconscious minds fills in gaps when faced with incomplete data
• often occurs when decisions are being made quickly, with too much
information to process thoroughly
• can influence everything from product decisions to interactions between
coworkers
21

Impacts of Unconscious Bias
• We must learn how unconscious bias can affect our perceptions, decisions,
and interactions
• Areas where unconscious bias can play an important role:
- Hiring
- Performance evaluations
- Promotions
• We must raise awareness about unconscious bias and take action to reduce it
22

Case Study: Unconscious Bias in Orchestral Auditions
• Top 5 U.S. orchestras were about 10%
female in the early 1970’s
• Blind auditions became an industry
standard in the late 70’s and early 1980’s
• By the mid-1990’s the Top 5 orchestras
were composed of approximately 30%
female
• The use of screens make women 50%
more likely to advance to audition finals
to compete for orchestra positions
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From Orchestrating Impartiality: The Impact of "Blind" Auditions on
Female Musicians, by Claudia Goldin and Cecilia Rouse

Global Case Study: ‘Blind’ Job Selections
Philippines
Singapore
United
Kingdom
Texas
California
Honduras
Germany

Key Messages
• Unconscious biases are universal
Everyone has them to some extent, regardless of their background
It does not mean that a person is racist, sexist, ageist, etc.
• Individuals can harbor biases against their own group
Superiority or inferiority
Can harbor biases that contradict their consciously-held beliefs
• Most common unconscious biases
Gender and ethnicity
Shown by researchers to affect decision-making in HR processes
25

Key Messages
• Unconscious bias is not specific to the U.S.
It appears wherever there are majority and identifiable minority groups
• Awareness can reduce the effects of unconscious bias
However, some biases are deeply rooted and can be difficult to eliminate
Post-process evaluations may be useful in identifying this type of bias
26

What can you do to mitigate unconscious bias?
• Determine your own unconscious biases
Take Implicit Association Test (IAT) online from Harvard University
Encourage your peers and direct reports to do the same
• Begin every decision-making processes with education
Inform decision-makers are the role unconscious bias may play in the process
Use Verna Myers TED Talk on Unconscious Bias to educate colleagues
• Use specific criteria to evaluate all candidates equally
and fairly
Criteria should be skills and performance-based
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What can you do to mitigate unconscious bias?
• Are you evaluating candidates from an “outsider’s”
perspective?
Would they agree with your logic?
• Are you selecting people with similar backgrounds and
experiences as you?
Why are you rejecting people who are different?
Are you using skills and performance-based criteria?
WE MUST COMMIT TO CHANGE!
28

The Missing 33%™
Usha Pillai Wade
Ph.D., Senior Consultant
Leading Women
© Leading Women. All Rights Reserved.

0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Job Group 3-4 Job Group 5-6 Job Group 7-9
Men
Women
Middle
Management
Senior
Management Executive Level
There are millions of women leaders.
They’re leading from the middle.

Why are so many women
mired in the middle…
…and what must be done to
take them to the top?

The Missing 33%™
Closing the Leadership Gender Gap
at the Top

Achieve and
Sustain
Extraordinary
Outcomes
Engage the
Greatness in
Others
Use the
Greatness in You
Leadership
is using the
greatness in you
to achieve and
sustain
extraordinary
outcomes
by engaging the
greatness in
others.
Susan L. Colantuono
Achieve and
Sustain
Extraordinary
Outcomes

Criteria for Hi-Potential Designation
and Executive Positions
Achieve
and
Sustain
Extra-
ordinary
Outcomes
Engage the
Greatness in
Others
Use the
Greatness in
You
Achieve and
Sustain
Extraordinary
Outcomes
Engage the
Greatness in
Others
Use the
Greatness in You
Business
Strategic
Financial
Acumen
The
Missing
33%

The
Missing
33%
Engage the
Greatness in
Others
Use the
Greatness in
You
That’s a
given!”
Business
Strategic
Financial
Acumen

The
Missing
33%
Engage the
Greatness in
Others
Use the
Greatness in
You
Self Promote
Negotiate
Comm Skills
Get a Mentor
Network
Speak Up
Engage Team
Confident
Set Goals
Be Assertive
Personal
Brand
Conventional Advice
to Women
Criteria for
Advancement

Career Start
Success in Middle
Management
Senior/Executive
Hone
People
Skills
Self-
Promote
Be
Confident
Engage
Your
Teams
Be
Assertive
Get a
Mentor
Set
Career
Goals
Develop
Your
Personal
Brand
Negotiate.
Ask!
Speak
Up!
Network!

Manage
Execution
Drive for
Results
Team Skills
Develop
Others
Network &
Influence
Earns Respect
Self
Knowledge
Integrity
Resilience
Messages in Talent and
Performance Systems
The
Missing
33%
Engage the
Greatness in
Others
Use the
Greatness in
You
Criteria for
Advancement
Typical talent and
performance systems
won’t close the
gender gap at the
top.

“I had 2 protégés – a man
and a woman. I helped the
woman build confidence
and the man learn the
business…I didn’t realize I
was treating them
differently!
Global Company Executive
Managers’
unexamined
mindsets won’t close
the gender gap at the
top.

Take Line,
International
& Strategic
Jobs
Hone Biz
Savvy
Presence
Mentoring
that earns
Sponsorship
External
Strategic
Relationships
Align Teams
to Business
Strategy
Executive,
Board & Media
Communication
Skills
Career Start
Success in Middle
Management
Senior/Executive
Proven
Business
Acumen
Strategic
Acumen
and Track
Record
Actions
Based on
Financial
Acumen
IDEAS IN ACTION

IDEAS IN ACTION

IDEAS IN ACTION
• Boards: Proportional successor pools
• CEOs: “What are we going to do about that?”
• HR Execs: Embed The Missing 33%
• Managers: Examine your mindsets
• Women: Be ambassadors

“…reporting
directly to the
Chief
Information
Officer.”
Achieve
and
Sustain
Extra-
ordinary
Outcomes
Engage the
Greatness in
Others
Use the
Greatness in
You

ENGAGE AND TAKE ACTION
• 1 Personal Goal
• 1 Goal for you to Champion
at your Company
• 1 Goal for PBWC to drive
46
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Pbwc ted talks combined 150309 w transition final and updated