Did Apple’s Tim Cook change the CEO agenda for good?

For the second year, organisations with more that 250 employees are expected to publish their UK gender pay gap data by 4th April 2019.

Four weeks ago, Tim Cook sent an email to his employees explaining why he disagreed with President Trump’s statements following violent demonstrations in Charlottesville, Virginia.

He wrote: “What occurred in Charlottesville has no place in our country. Hate is a cancer and left unchecked it destroys everything in its path. It’s scars last generations.”

At the same time, Cook also donated $2 million to civil rights groups and announced Apple would twice match donate any contributions made by employees.

Other CEOs also made announcements. Jim Murren of MGM Resorts International said, “You have my commitment that we will vigorously and zealously continue to reject hate speech and hate-based actions in any form” and also offered to match fund employee donations to civil rights groups.

In fact, so many senior leaders resigned in protest from the President’s Strategic and Policy Forum that it could no longer function.

Fundamentally, do these actions and statements fundamentally change the agenda for CEOs and create a new requirement for senior business leaders to speak out against what is morally wrong, providing leadership to their employees?

The answer is yes, and no.

Firstly, the impact of these speeches can be surprisingly short lived.

Since August, the narrative has already moved quickly on, questioning whether indeed anything has changed.

Hurricanes have brought a natural type of violence. In the Far East, missiles have been launched, prompting another type of rhetoric. The economy has continued to rock the headlines and cause concern. New terrorist attacks have shaken communities, and now leaders in France and Germany are both questioning the benefit of open borders.

Apple itself has also moved on. Tim Cook’s human rights vision has been submerged under the discussion of the new range of iPhones and the many technologies that they include.

It was inspirational to see the bold steps taken by CEOs and senior leaders in the US promoting social justice and equality at a critical time when leadership was key.

How do we perpetuate this when events move on so quickly?

The first thing is that leaders need to recognise the influence that they can have.

As the leader of a business that often ranks as the largest company in the world, with a turnover that in 2015 already exceeded the GDPs of Hong Kong and of Finland, there is an enormous value when Apple’s CEO speaks out against hate and discrimination.

Tim Cook’s words made a difference, even if only temporarily. Even if only a small proportion of the over one billion users of Apple devices across the world pay attention, that is still a large number of people. Factor into that the over 100,000 Apple employees, plus the other hundreds of thousands of workers in businesses and activities that support Apple devices and the Apple business.

However, organisations of all sizes have enormous power to influence individuals. We all spend a large proportion of our time at work. Even if we work for ourselves, we interact with businesses. We can all help to drive change.

When we work for an organisation that does something good, we feel proud. When that company or one of its senior employees does something questionable, we feel embarrassed. What businesses do is noticed, remarked and acted upon.

I once worked delivered diversity and inclusion consultancy to a business in the Middle East whose turnover was 60 percent of the GDP of the country. The company recognised that it needed to improve both diversity and inclusion and welcomed our involvement.

Through the training, it became apparent that by changing the behaviours and attitudes of this one company, my team could actually change the outcomes for a much larger number of people in the country.

This is because companies that are diverse and inclusive create a powerful positive context for their customers, their suppliers and their business partners.  They become aware that they should play a part in helping other organisations become more diverse and inclusive wherever possible.

One of the unmistakable traits of diverse and inclusive leaders is that they become positive advocates for equality and inclusion in all areas of their lives. They start to speak out when they see that they can be a part of improving how people are treated wherever they are.

The statements that Tim Cook and other CEOs in the US against the hatred in Charlottesville is part of a much larger movement that seeks to promote equality, understanding, inclusion and fair treatment for all.

They don’t necessarily change the agenda for CEOs, but they do signpost a path that senior leaders can take to increase their impact and become part of this positive change.

They are evidence that you can speak out against injustice one day and focus on launching your next product line the next, without interrupting or affecting business practice.

Most of us believe that we are unbiased.  We believe that we always make valid and carefully considered decisions that benefit all, don’t have prejudice opinions and that we remain ethical in all our actions.

However, even the most open-minded person has unconscious bias and is affected by social factors such as their upbringing, background and personal experiences.

Unconscious Bias occurs when a person’s brain makes a judgment or assumption about someone or something, without them realising. The result can be harmless, but most of the time, it can produce a negative reaction to the person on the receiving end of the bias.

The need to acknowledge unconscious bias within the workplace became magnified in 2014 after Google released shocking diversity workforce numbers, revealing that it had struggled to recruit female and ethnic minority workers. The numbers proved that things needed to improve and provided an incentive for big corporates and small businesses to look internally and access their own protocols.

In the present, unconscious bias has a very necessary place of importance in HR protocols for businesses, in order to offer jobs to a diverse mix of people, based not on their race or gender, but solely on their skills and experience. Regardless of good intention, unconscious biases will remain unless an individual makes a conscious effort to change their perceptions and opinion through training.  In order for these sessions to be worthwhile, unconscious bias workshops must encourage participants to take action and adopt new strategies.

This year at the bi-annual Business Show, Farrah Qureshi, a successful entrepreneur who is recognised as one of the foremost experts on Global Diversity and Inclusion Consultancy, will be delivering an in-depth workshop on Unconscious Bias. Farrah has over 25 years’ experience in D&I and has worked extensively with clients on board, CEO and Leadership level in over 140 countries. As the CEO of Global Diversity Practice, Farrah constantly works to promote an understanding of unconscious bias in order to mend potentially damaging beliefs and introduce a fairer and effective way for corporates to meet their diversity goals, provide more opportunity and develop sustainable strategies for change.

Farrah Qureshi on Unconscious Bias at MSDUK Workshop

The topic of Unconscious Bias is one of the most interesting conversations and considerations on the minds of corporate leaders and companies in the 21st century. The bias itself is a natural response however its consequences and implications can reach far and wide if we do not raise awareness and then attempt to reduce its impact especially if that bias promotes exclusion. But, there could be a misconception of what unconscious bias is, and what prompts diversity and inclusion training. The true reality is that, aside from focusing on gender, race, religion, disability, age or sexual orientation, the effects of unconscious bias on businesses can be reflected in recruitment, work allocation, performance management and employee relations.

Some of the critical questions to reflect on would be:

  • Could we be inadvertently missing out on attracting, promoting the best talent?
  • Do we have individual and corporate blind spots that show that we are missing out on tapping into the full potential of our human capital and the marketplace?
  • Are we hiring in our image and encouraging groupthink?
  • By reducing our Bias, how can we improve our customer orientation employee satisfaction and enhance our decision making so we can achieve a return on our investment?

These are some of the questions this session will address and raise. It is through these queries that we can realise what unconscious bias is and how we can recognise it in ourselves.

Additionally, the session will demystify the nature of bias, how we recognise it in ourselves, its impact on individual and group attitudes, behaviours and decision-making processes. Other topics will include:

  • Understanding the business imperative for Diversity and inclusion
  • Raising awareness of tips and techniques to mitigate and manage bias and most of all;
  • Be inspired to practice Inclusive Leadership.

Farrah Qureshi quoted in “The business benefits of promoting diversity and inclusion” by The Telegraph 22nd August 2017.