Inclusion Unlocked

8Cognizance

I'd much rather deal with the naysayers that are open about what they think. I can debate with them. Sometimes my biggest challenges are the people that say all the right things but haven't internalized the behaviors.

Bettina Deynes, Chief People Officer, Carnival Group

Outside of reading a book or participating in a workshop on Inclusive Leadership, it's often difficult to recognize bias. If people do recognize it, they're often not sure what to do. They hesitate, asking themselves “Did others experience the biased behavior? What are the best tools? What should I say? Will I be ostracized?” Then the moment has passed. Indra Nooyi, former CEO of PepsiCo, has experienced bias as both the subject of it and as an observant leader. She's very direct: “Nip it in the bud,” if you see biases creeping through “Don't say, ‘I'll talk to him outside the meeting’. Right there, stop the meeting, and say ‘Why are you rolling your eyes, is there a problem?’”—which she did when a male staff member was dismissive of a female colleague.¹ Being as direct as Indra Nooyi is not for everyone and not always the best option, but it conveys the sentiment of how to move from unconscious bias to conscious inclusion.

Cognizance is about bringing awareness and inquisitiveness to how we think and what we believe about ourselves and the world. However, Indra Nooyi suggests that being aware is insufficient when bias or discrimination are witnessed. Action must follow, especially as an Inclusive ...