Disrupting Bias in Your Workplace  

Looking to retain top talent, build trust and increase overall performance levels in your organization? Then combatting unconscious biases should be high on your list of priorities.  

That’s what Trier Bryant urges the chief executive officers she counsels. 

Bryant is Co-Founder and CEO of Just Work and a strategic executive leader with tech, Wall Street and military experience spanning 15 years. She’s previously held leadership roles at Astra, Twitter and Goldman Sachs and proudly served in combat for the United States Air Force (USAF). 

For her, the stakes are clear: One in four employees faces increased harm in the workplace. She counts the root causes of this harm as bias, prejudice and bullying, offering simple definitions to distinguish the three. 

“Bias is not meaning it. It’s an unconscious belief. It’s unconsciously something that we do or that we may say, but not meaning it,” she explains. “Prejudice is meaning it. It’s consciously believed. And then bullying is, quite frankly, just being mean.” 

While bias is inevitable, it’s something we all can work to fix.  

“I think as humans, our biggest opportunity that makes us so different is our ability to collaborate with one another. Yet bias gets in the way with that,” she says. “So, what can you do? Bias disruptors.” 

Bryant provided three steps that executives can take to cultivate a culture where disrupting bias is encouraged.  

Create a shared vocabulary  

A shared vocabulary is a word or phrase that, when used in your organization, signals someone has just noticed bias.  

“You can make it fun and part of your culture,” she shares, pointing to one organization she’s worked with that meows when someone notices bias because cats are part of their culture. “But there needs to be that shared vocabulary. On our team, if someone says ‘purple flag,’ everyone immediately knows that bias has just been noticed.” 

O.K., a bias has been detected, what’s next?   

Decide on a shared norm 

A shared norm lets everyone know what happens after a bias is flagged.  

“This is very critical because this is where the discomfort comes for folks when they’re called in on their bias, and we say ‘calling in’ versus ‘calling out’. People don’t know what to do. So, we have to tell people what to do,” Bryant shares.  

I think as humans, our biggest opportunity that makes us so different is our ability to collaborate with one another. Yet bias gets in the way with that. So what can you do? Bias disruptors. ”
— Trier Bryant, Co-Founder and CEO of Just Work share

First, start with a thank you; it takes courage to call someone in on their bias. Then if the speaker understands the misstep, they acknowledge their bias, reaffirm their commitment to inclusive language and say thanks for the accountability. If they are confused, they can then ask to connect after the meeting to better understand the bias flag.  

Make a shared commitment  

Once you set up a system of disrupting bias, Bryant says you’ll start to throw purple flags in almost all meetings. And when none is thrown, as a leader it’s your job to pause and consider why. Was someone not comfortable openly flagging bias in front of the group? What did the group miss? What did you miss yourself?  

“We need to focus on this and get it right. Because when we don’t, we default to silence and nothing happens,” Bryant says. “This is happening in our organizations, and we’re not getting the best from our people. So, by not defaulting to silence, but creating these moments where we can call in and disrupt that bias in real time and break that pattern, it allows us to increase collaboration and allow our folks to optimize for their best talent.”  

To close her session, Bryant issues a challenge to all CEOs attending YPO’s EDGE recently in New York City: Throw out purple flags on any biases they hear throughout the next few days. That way together, they could start the movement to end the default to silence. 

Trier Bryant addressed business leaders at EDGE, YPO’s premier annual event and the largest gathering of CEOs in the world. For three days in New York City, more than 2,500 chief executives from 80 countries gather with influential thought leaders and experts to learn about and discuss critical topics in business and beyond. EDGE fosters a culture of trust, respect and inclusivity, where global leaders emerge with solutions to drive change and help shape our collective future. YPO EDGE returns to New York City in 2023 and 2024 and is open to all YPO members. Learn more about EDGE  

Interested in joining this dynamic group of global leaders? Explore YPO membership here