Summary: Unconscious gender bias continues to influence workplace culture, even in sectors that have become more inclusive. Everyday moments, along with media and pop culture, reinforce outdated ideas about who holds authority. Yet the business case for change is clear, as gender-diverse teams are linked to stronger profitability.
Unconscious bias and stereotyping determine how we perceive others, often without us even realising.
In the workplace, these generalisations frequently revolve around gender. While the real estate sector has become more inclusive, echoes of its male-dominated past persist, and while developments have undoubtedly been made, the path to true equality is still being paved.
Caregiving and missed opportunities
For women, one of the most persistent gender stereotypes centres on caregiving. Maternity leave is, by default, seen as a given, and the obligation of raising children is assumed to fall on them.
But it doesn’t stop there. Even when it comes to pets, the expectation lingers. For instance, the responsibility of organising a dog’s care is typically left to a woman.
Age plays a significant role in gender-based biases, too; especially when women are of ‘childbearing age’. There’s a prevalent assumption that all women desire to become mothers which, in some cases, leads to expectations about their professional trajectories.
These biases can result in missed opportunities, with employers making unfair judgments about commitment. At the same time, this archaic perspective also overlooks a growing trend: many individuals are proudly choosing to remain childfree.
Lost in translation
Communication barriers don’t just exist between different countries. They exist between genders, too.
Despite speaking the same language, words can perpetuate dated stereotypes. To illustrate, when a woman is assertive, she’s regularly dismissed as “bossy” and when she makes firm decisions, she’s labelled “grumpy.”
This is where inequality takes root. For women who absorb this kind of ‘feedback’, self-doubt can creep in, making them question their place in leadership.
Meanwhile, if a man were to stand in front of his team and say: “This is a priority, and that’s the next step“, he’d likely be praised as a strong leader.
The expressions we use shape perceptions. And to shift those interpretations, our dialogue needs to adjust.
Assumptions in action
This bias runs even deeper than language. It seeps into everyday moments, small but telling, that expose deeply rooted gender preconceptions.
Take this example. Early in my career, I attended an event to present alongside three male colleagues. Before we even began, an older gentleman approached me and asked: “Where do I get a cup of tea?” . He didn’t ask the men standing beside me. Even my coworkers were taken aback.
It doesn’t just happen in the office, though. A member of our team recently went to buy a car. She was with her dad, yet despite it being her purchase, the salesperson bypassed her and spoke directly to him.
While minor on their own, these snapshots collectively reinforce old-fashioned ideas about who holds authority – and who doesn’t.
The expressions we use shape perceptions. And to shift those interpretations, our dialogue needs to adjust
Pop culture and perception
Media has come a long way from the days when marketing campaigns exclusively depicted women under stereotypical identities – nappy adverts, for illustration, almost always portrayed women.
In some ways, social media has played its part in shifting these narratives, but outdated views linger.
Take a 2023 article from Personnel Today. It featured an AI-generated image created by merging the faces of FTSE 100 CEOs (only 10 per cent of whom are women). The outcome was a strikingly familiar-looking figure named ‘Andrew’. A face that looked just like the majority of today’s CEOs. It’s a stark reminder that progress is still needed.
There’s undeniable value in having more women at senior levels. It’s not just about fairness, it’s about impact. A study by McKinsey & Company shows that businesses with gender-diverse teams are more profitable.
In fact, government data reveals that women now hold 43 per cent of board positions and 35 per cent of leadership roles across FTSE 350 companies, highlighting how leading names acknowledge diversity as a driver of success.
Tackling bias head-on
At LRG, unconscious bias workshops are available to any member of staff and form part of LRG’s forward-thinking EmpowerHER strategy,
While education plays a crucial role in removing the limitations that come with unconscious bias and stereotyping, learning alone isn’t enough. Speaking up matters just as much. If we want lasting change, we need to support one another – men and women alike.
That means calling out bias when we see it and backing each other in moments that matter.
Actionable insights
- Offer bias workshops to everyone. Open unconscious bias sessions to all staff and make them one part of a wider inclusion strategy, as LRG does with EmpowerHER.
- Encourage people to speak up. Education alone isn’t enough. Back men and women to call out bias when they see it and to support colleagues.
- Watch the language used about women. An assertive woman gets called “bossy” while a man saying the same thing is seen as a strong leader. Get people to notice how they describe colleagues.
- Question caregiving assumptions. Don’t assume women want children, that caregiving falls to them, or that either says anything about their commitment. Many people are happily choosing to stay childfree.
- Use real examples and the business case. Everyday moments, like being asked where to get tea, show how bias works. McKinsey research linking gender-diverse teams to higher profitability shows why it matters.
If you enjoyed this article, read another by Hannah Cooper: Promotion burnout: Are women less motivated to pursue promotions than two years ago?
