Boardroom Biases Crumbling on International Women's Day: Eliminating Bias in Corporate Leadership
In the lead-up to International Women's Day on March 8, 2025, the issue of unconscious bias and gender stereotyping in the workplace, including the real estate sector, has taken centre stage. Recognising the importance of fostering an equal and productive work environment, companies are actively working towards inclusivity, improving decision-making, and enhancing organisational performance.
One such company is Leaders Romans Group (LRG), which has tackled the issue head-on by incorporating unconscious bias workshops into their management training. Hannah Cooper, the Group HR Director of Leaders Roman Group, emphasises the significance of these workshops, stating, "By recognising and addressing unconscious biases, we can ensure that our team is built on skills and merit, rather than outdated stereotypes."
These workshops are designed to be scenario-based, offering real-world examples to help participants recognise biases they may not have realised they held. Small, everyday moments can expose deeply rooted gender preconceptions, such as being asked for a cup of tea instead of colleagues in a professional setting. These subtle instances collectively reinforce old-fashioned ideas about who holds authority and who doesn't.
Age plays a significant role in gender-based biases, with an assumption that all women of 'childbearing age' desire to become mothers. Maternity leave is often seen as a given for women, and the responsibility of raising children is assumed to fall on them. In the workplace, gender stereotypes persist, particularly around caregiving. The responsibility of organising pet care is also typically left to women.
When a woman is assertive, she is often dismissed as "bossy," and when she makes firm decisions, she is labelled "grumpy." Such instances can lead to self-doubt among women in leadership positions, hindering their progress and the overall growth of the organisation.
EmpowerHER, LRG's strategy launched last year, forms a vital resource hub and sparks discussions that challenge perspectives and drive meaningful progression. The strategy has been instrumental in improving the gender balance within the company, with women now holding 43% of board positions and 35% of leadership roles across FTSE 350 companies.
Gender-diverse teams have been proven to be more profitable. According to a study by McKinsey & Company, businesses with gender-diverse teams are more likely to outperform their less diverse counterparts. This is because gender-diverse teams bring diverse perspectives that improve decision-making and governance.
Regulations supporting women’s representation in leadership, such as legal mandates in corporate boards, have been shown to increase women’s participation and improve company performance. By implementing objective selection processes and training on unconscious bias, real estate organisations can better identify qualified candidates regardless of gender and retain diverse talent, thereby reducing turnover and sustaining a competitive workforce.
Proactively addressing biases helps organisations avoid discrimination claims and promotes adherence to evolving equality laws and regulations governing workplace fairness. By fostering an inclusive, fair, and high-performing workplace, companies like LRG position themselves as progressive entities that champion diversity, nurture career growth, and provide mentorship opportunities.
In conclusion, the deliberate effort to recognise and reduce unconscious bias and gender stereotyping fosters an inclusive, fair, and high-performing workplace in the real estate industry, driving sustainable success.
- Leaders Romans Group (LRG) has integrated unconscious bias workshops into their management training to address biases and ensure a skills- and merit-based team.
- Age can play a role in gender-based biases, with assumptions that all women of 'childbearing age' desire motherhood and are responsible for child care.
- When women exhibit assertiveness or make firm decisions, they may be dismissed as "bossy" or "grumpy," which can hinder their progress and overall organizational growth.
- Gender-diverse teams, such as those at LRG, have been proven to be more profitable as they bring diverse perspectives that improve decision-making and organizational performance.
