Ripped from the headlines: Riot Games has a $100million sexual discrimination and harassment settlement approved.
The laundry list of accusations against the Riot Games workplace is atrocious. The fact that leadership from the top down was at the very least implicitly supportive is rage inducing. But rather than rail against all of that injustice, I want to focus on how to prevent it.
It seems unlikely that anyone in executive leadership at a company reads such an article and thinks, “Wow, our workplace is exactly as bad as that.” Barring certain exceptions – *ahem* Bobby Kotick – it seems equally unlikely that a leader would view that kind of environment as acceptable. But it can clearly come into existence, as Riot has shown us in excruciating detail.
But how?
If leaders wouldn’t openly support such toxicity, and it’s widely viewed as unacceptable, how does it ever happen? And how do you make sure it doesn’t happen where you work?
How it happens is, sadly, not a secret. Men create a company in a predominantly men-serving industry which was also created by men. The flame is sparked. Then it’s just a matter of letting enough things slide long enough that the worst of behaviors are normalized. A little bias in the beginning leads to a lot of discrimination later. Wait long enough and the spark becomes a dumpster fire. In some cases, a $100million dumpster fire.
Entropy. Behavioral thermodynamics. Once “oh that’s just how he is” turns into “that’s how it is here” it’s only a matter of time until you’re in the news. Just ask Uber. (a company I didn’t just pick at random as another bad example)
Kim Scott’s fabulous book Just Work talks in great detail about preventing the horrors of bias, prejudice, and bullying. These are the basic elements that lead to discrimination…and sometimes worse. Happily, Ms. Scott gives us the ingredients for an antidote. Thing is, it’s the most impractical kind of recipe: the kind that requires powerful in-group leaders to do the work. Something something absolute power corrupts absolutely.
It is difficult to get a man to understand something, when his salary depends on his not understanding it.
Upton Sinclair
The most fundamental, low-cost step a leader can take – really, that anyone in the org can take – is to say something. “We don’t do that here.” It requires a surprising amount of practice. A supportive boss certainly helps. As does a supportive community. Having something – almost anything – in a documented code of conduct is also a fantastic backstop.
If you’re a leader, tell your team they not only can speak up, but you expect them to. If you witness a display of bias, use the pre-arranged callout. Choose words or a phrase that work for you. “That sounds pretty bias-y” is an OK place to start. You do you. And now that your team knows to say something, you better believe it’s on you as a leader to do the same.
image courtesy of Zetong Li via unsplash