The reframe book how to#
The reframe book professional#

I was traveling every other week around the globe, balancing a two-year-old and a third grader at home, and working around the clock to ensure this project was a success. We suddenly faced six months of work that needed to be completed in half that time to get a high-profile program off the ground. I spend a lot of time thinking about bias, both personally and professionally.Д«ut none of that precludes me from having my own unconscious biases.ДЄ few years ago, I won a large client contract, one of the biggest in the company at the time. WeвЂ™ll talk more about identifiers-mine and yours-as we move through this book. IвЂ™m also the proud mama to two tiny humans, brown boys in America. IвЂ™m also a first-generation American with roots in the Dominican Republic, Afro-Latina, the firstborn of eight children, and a wife.* I dabble in triathlons and 10Ks, and am always interested in a good story in print, on the screen, or over a glass of wine. As the lead architect of FranklinCoveyвЂ™s Unconscious Bias solutions, I help leaders build the skills to reframe bias, cultivate connection, and create high-performing teams. I consult with clients on broad leadership solutions, with an emphasis on diversity and inclusion manage some of our most strategic accounts and lead a team that supports those clients. I wear several hats at FranklinCovey, the global leader in helping organizations achieve results that require a change in human behavior. We all have bias, so letвЂ™s acknowledge it and begin to improve. This is true in our relationships, our teams, and our organizations. ThereвЂ™s no shame in having unconscious bias itвЂ™s a natural part of the human condition that shows up in our decisions, our reactions, and our interactions with others. But the sense that people who have biases are inherently ill-intentioned or morally flawed is one of the paradigms that stops us from making progress on this issue.

The reframe book professional#

They can also distort the facts, cause inaccurate judgments, and inhibit our professional performance and possibilities.ДЄs logical and fair as we try to be, we are nearly always operating with a degree of bias, without ever being aware of it.

These shortcuts can be a boon for time-strapped professionals, letting us make quick decisions without having to deliberate on every detail. And we simply like people who are like us (affinity bias).

We unconsciously prefer the first job candidate we meet (primacy bias). We pay special attention to data that proves our strategy is working and gloss over data that casts doubt (confirmation bias). We focus on the one angry customer instead of the hundreds of raving fans (negativity bias). To handle the gap, our brains build shortcuts to make sense of this information. We take in an astonishing eleven million pieces of information each second, but we can consciously process only about forty of those bits.*

If you were to say, вЂњI donвЂ™t have bias,вЂќ youвЂ™d be saying your brain isnвЂ™t functioning properly!Д®ssentially, unconscious bias arises from the brainвЂ™s capacity problem. By recognizing bias, emphasizing empathy and curiosity, and making true understanding a priority in the workplace, we can unlock the potential of every person we encounter.

The reframe book how to#

Teaching you how to overcome unconscious bias, this book provides more than thirty unique tools, such as a prep worksheet and a list of ways to reframe your unconscious thoughts.ДЄccording to the experts at FranklinCovey, your workplace can achieve its highest performance rate once you start to overcome your biases and allow your employees to be whole people. And what we assume about each other and how we interact with one another has vast effects on our organizational success-especially in the workplace. Ideal for every manager who wants to understand and move past their own preconceived ideas, The LeaderвЂ™s Guide to Unconscious Bias explains that bias is the result of mental shortcuts, our likes and dislikes, and is a natural part of the human condition. It can look like assuming a man is more entitled to speak in a meeting than his female junior colleague. It can look like preferring the application of an Ivy League graduate over one from a state school. It can look like the disappointment of an HR professional when a candidate for a new position asks about maternity leave. A timely, must-have guide to understanding and overcoming bias in the workplace, from the experts at FranklinCovey.