Corporate Talks and Consulting

Diversity and inclusion workshops often backfire, making matters worse instead of better because audience members feel scolded rather than engaged. Dr. Glick approaches corporate education presuming good intentions, showing where and how bias unintentionally and subtly creeps into decision-making. Rather than blaming individuals, using engaging demonstrations and quizzes, he shows how to identify biased organizational procedures and alter them to combat bias.

Dr. Glick has delivered executive education in both corporate (e.g., Bayer Healthcare) and academic (e.g., Harvard University) settings. He helped in developing anti-bias training for Airbnb  to combat discrimination against guests and create more inclusion.

Dr. Glick is a compelling speaker who makes cutting edge findings on discrimination and diversity accessible to all audiences. He has delivered invited talks at universities, nationally (Harvard, Yale, Princeton, Stanford, Cornell, NYU, and Northwestern) and internationally (INSEAD in France, Universidad de Granada in Spain, University of Amsterdam in the Netherlands, University of Jena in Germany, University of Leuven in Belgium, the Pontificia Universidad Católica in Chile, and University of Kent in England).

Speaking Topics

How to Fix Organizational Biases that Undermine Women’s Leadership 

Discrimination against women is not due just unconscious bias and “microaggression.” Although people like women better than men … they accord women less respect, seeing them as more fragile and in need of protection. But protecting women leads to giving less honest or critical feedback, less challenging assignments, and dependency-oriented (rather than autonomy- oriented) mentoring. In short, well-intended norms about “how to treat women” inhibit women’s advancement. Organizations can combat these tendencies through awareness, tracking resource allocation, and wise mentoring practices that help everyone (men included) while promoting inclusion, motivation, and trust among underrepresented groups such as women and minorities.

When ‘Winning’ is Losing: How Masculinity Contest Cultures Harm Organizations and How Leaders Can Change Them

What creates so many organizational scandals ranging from risky investments to ethical misconduct and sexual harassment? In masculinity contest cultures, proving “mine’s bigger than yours” takes precedence over organizational goals, leading to misconduct (toxic leadership, sexual harassment, bullying), which in turn leads to an alienated workforce with high turnover and burnout, and lower organizational dedication. Although masculinity contests especially disadvantage women and minorities, they harm majority men as well. his talk reveals the four signs that your organization has a toxic, masculinity contest culture and how to fix it. Typical interventions to promote inclusion or inhibit harassment fail because they do not address the underlying cause, organizational culture (dropping an inclusion workshop into a Game of Thrones environment does not work!). To change the culture, leaders must leverage core business goals and values (e.g., innovation) that require behaviors incompatible with masculinity contest norms.

He’s a “Brilliant Jerk,” but She’s Something Else that Starts with B: How Warmth and Competence Trade-offs Undermine Women and Minorities

We perceive others on two fundamental dimensions: warmth and competence. Groups are often stereotyped as high on one dimension but correspondingly low on the other – as warm but incompetent (e.g., women, older people) or competent but cold (e.g., Asian-Americans). Double standards about warmth and competence advantage majority men. Men, but not women, who misbehave may be seen as “brilliant jerks,” excusing bad (cold) behavior as the natural cost of keeping a competent, “top performer.” This disadvantages women, as well as quietly competent men. Women and minority members are not given the same latitude for cold behavior, creating a double bind. When women live up to warmth expectations, their perceived competence suffers (e.g., “Beth is so nice… but not leadership material”). But when they prove their competence, they are penalized for being cold. Minority groups stereotyped as competent but cold (e.g., Asians) face similar penalties (e.g., “Jin is competent, but lacks the social skills to lead). Organizations can inhibit these discriminatory processes through greater awareness, vigilance, and by debiasing evaluation and promotion practices.