High Performance, Hidden Biases: A Look Through the Leadership Lens - Pt 1
PEOPLE SHAPING THE CONVERSATION
thank you for your interest
AGENDA
Overview
What defines a high-performing organization? Is it the tools and resources available to employees, the leadership of high-performing teams, or the ability of every individual to thrive? Achieving and sustaining high performance often depends on understanding the challenges employees face—including biases that may hinder progress.
Research shows a disconnect between how leadership views performance and how employees experience it. This gap is often more pronounced for women, who may face unique challenges like the gender pay gap or societal expectations that undervalue their achievements. While some may understate their contributions, others might feel unsupported in environments that fail to recognize or address these inequities.
As we explore what it takes to build high-performing organizations, it’s essential to consider these perspectives. How do women experience performance differently? What barriers must they overcome to succeed? And how can organizations empower everyone to reach their full potential?
This session will examine high performance through a gender lens, highlighting the obstacles, biases, and opportunities that shape workplace success.
The conversation
- What do you think defines high performance within your organisation?
- How does your organisation encourage high performance and what challenges are you facing?
- How do you think your workforce would define high performance within your organisation?
- Is there any gender disparity in who is viewed as high performing or the skills associated with high performance?
- What do you think your organisation needs to improve to support women with your organisation to become high performing in their role?