By Kristin Zehnder, CHRP

Sally is a talented, ambitious and career-focused professional. Her achievements are considerable and she feels confident she will be the successful candidate for an upcoming promotion. During the interview, she is able to substantiate her qualifications and provide evidence as to why she would be the most suitable candidate.

When Sally doesn’t get the promotion, she is left wondering why. She is provided with vague feedback implying she is not the best “fit” for the position, and can only conclude that her co-worker, Bob, has somehow achieved a better “fit.”

Disheartened, Sally either begins the process of searching for other opportunities, or worse, resigns herself to complacency within the confines of her current role.

According to Sheryl Sandberg, Facebook COO and author of Lean In: Women, Work, and the Will to Lead, this situation was not likely blatant gender discrimination, but rather the result of an unconscious bias of traditional male and female roles.

Of Heidi and Howard: What’s In a Name?
Sandberg references the Harvard Business School case study of Heidi and Howard. The study is based on the real-life success story of entrepreneur, Heidi Roizen, and chronicles how she became a successful venture capitalist. Half the students in the study were given Heidi’s story to read; the other half were given the exact same story with one key difference—Heidi’s name was changed to Howard. The students were then asked to answer questions about their impressions of Heidi and Howard.

The results of the study showed that while both groups acknowledged Heidi and Howard for their achievements, Howard was clearly more likeable. He was the kind of person you wanted to work with and for. Heidi, on the other hand, was perceived to be selfish. Sandberg comments on the outcome of the study:

“This experiment supports what other research has already clearly shown: success and likability are positively correlated for men and negatively correlated for women. When a man is successful, he is liked by both men and women. When a woman is successful, people of both genders like her less.”

The theory behind this concept is based largely on stereotypes. Sandberg notes that the traditional male stereotype—that of provider—is driven, decisive and assertive. In contrast, the female stereotype is nurturing, often the caregiver and dedicated to helping others.

According to Sandberg, “[Women] are aware that when a woman acts forcefully or competitively, she’s deviating from expected behaviour. If a woman pushes to get the job done, if she’s highly competent, if she focuses on results rather than pleasing others, she’s acting like a man. And if she acts like a man, people dislike her. In response to this negative reaction, [women] temper [their] professional goals.”

For those women who have experienced this reaction as a result being decisive and assertive, it can have a very lasting impact. I recall a meeting amongst colleagues where I was ‘jokingly’ referred to as bossy because I provided some much needed forward-thinking feedback. My reply was that “my doctor refers to this character trait as ‘determined’, not ‘bossy’.” Even though my usual “grab the bull by the horns” demeanour remained intact, I walked away from that meeting with an unhealthy dose of self-doubt.

Self-Doubt and Owning Success
Self-doubt pervades in far less obvious circumstances. Consider the job application process. Typical job postings provide detailed information about the job particulars, including required and preferred skills and experience. Observation of applicants shows that men are more likely to apply for positions even if they do not meet all the criteria. This “see what happens” approach helps initiate a foot in the door which leads to increased opportunity.

Women, on the other hand, are less inclined to apply if they feel they do not meet all of the criteria. Women not only want to meet expectations, but exceed them. In this case, self-assurance and self-promotion in one’s own ability is overpowered by self-doubt brought on by past experiences. Sandberg comments:

“Owning one’s success is key to achieving more success. Professional advancement depends upon people believing that an employee is contributing to good results. Men can comfortably claim credit for what they do as long as they don’t veer into arrogance. For women, taking credit comes at a real social and professional cost. In fact, a woman who explains why she is qualified or mentions previous successes in a job interview can lower her chances of getting hired.”

Once you begin to realize the effect of the unconscious gender bias, it creates a conundrum for women wanting to advance their careers—not unlike the ridicule many men have endured entering the stereotypically female nursing profession, or HR for that matter.

Learn to Love Leaning In
How then do women advance their careers without being labeled as the proverbial “B” of the office? As per the title of her book, Sandberg suggests leaning in. Far too often women of all generations are hesitant to sit at the table, raise their hand, or render their opinion. Without being brash or overly aggressive, it is critical that women fully engage in discussions and foster a culture of inclusivity. Physical presence at the table, leaning in to show interest and connection, are all components to subtly demonstrate equality in the boardroom and meetings.

Going back to the Sally and Bob scenario, Sally didn’t do anything wrong and her company didn’t do anything blatantly inappropriate or unlawful. When presented with two equally qualified candidates for one position, you have a 50/50 chance of being selected as the successful candidate. The question here is could Sally have done anything differently to increase her opportunity?

Sandberg looks at how to influence those opportunities by being conscious of hidden gender bias and adaptable to alternative approaches when engaging on a professional level. Her “think personally, act communally” approach to business promotes this concept.

At the end of the day, gender has little to do with work. Of far more importance are the unique contributions we offer as individuals and our learning how to present these contributions in ways which will be well-received.

Lean in the next time you’re given the chance and see the difference.

Kristin Zehnder, CHRP is director of human resources for Harrison Hot Springs Resort and Spa.

(PeopleTalk Fall 2014)