3 Things Managers Need to Know About That Google Memo

Unless you’ve been hiding under a rock, by now you’ve probably read about the infamous “Google Memo,” a 10-page screed published by a male Google engineer that called gender diversity practices at Google into question. The memo was titled “Inside the Google Echo Chamber,” and asserted that–while diversity has its merits–fundamental biological or psychological differences are the primary cause for the gender gap in the tech industry.

James Damore, the author of the memo, said he felt pressured to his suppress his conservative viewpoint because it wasn’t in line with the dominant views of Google, despite the company’s stated commitment to open dialogue. Many Google employees and other observers (myself included) have denounced Damore for propagating fundamentally sexist stereotypes.

But others have supported Damore, citing the lack of willingness to discuss his perspective as evidence of the “echo chamber” that Damore was trying to bring to light. Just a few days after the memo was widely disseminated via social media, Google fired Damore, stating he had violated the Google code of conduct by “advancing harmful gender stereotypes in [the] workplace.”

Google is still rocked by last week’s events, which were further exacerbated when a “town hall” meeting was called to address the memo and its aftermath was canceled due to security concerns. Damore has continued to say publicly and assertively–especially in right-wing media outlets–that he was wrongfully fired.

To many, Google can feel like its own universe. It’s huge, hugely successful, and often secretive.

And yet, be mindful: What happened last week in Mountain View has a direct effect on what’s happening in your office today. The memo has impacted many of your employees and their ability to perform this week.

Here’s the good news: You have an opportunity to parlay this event into a chance to strengthen your corporate culture and boost a platform of diversity. Here’s what you need to know:

1. Workplace sexism is real.

Last year, in conjunction with Artemis Connection, my company conducted a survey of men in the workplace about women in the workplace. Just 30 percent of the men we spoke to thought that women were treated unfairly in the workplace, and ten percent of men thought women were treated unfairly in their own workplace.

The fact that sexism was revealed to fester even at Google, one of the country’s most pro-women companies, indicates that fundamental sexism lurks somewhere in most organizations. While women most women are aware of it and have confronted it directly in one way or the other, most men don’t perceive it.

Sadly, there is likely sexism somewhere in your organization–whether you know it or not.

2. Women are feeling less secure–and men are feeling more awkward.

As Damore blithely pointed out, women have biological tendencies that cause us to be more sensitive and concerned with how we’re perceived by others. Following the publication of the memo, women at all levels in the workplace are feeling a bit more insecure about their footing with their male colleagues and managers.

Female managers especially feel concerned for how they are viewed by their direct reports. Workplace conversations everywhere are being colored by Damore’s actions.

Another finding from our research: Most men feel awkward when having to engage in discussion about workplace sexism. The anger surrounding the Google memo can make even the most well-meaning men at work feel uncomfortable about discussing or advocating for gender equality.

3. Diversity initiatives must be sold in–they can’t be forced.

Damore clearly felt excluded by gender diversity initiatives at Google that he felt weren’t in the best interest of the business.

Gender diversity programs are hard–but necessary–work. They’re the best way to undo years of systemic workplace bias. But they cannot succeed without full company buy-in.

For whatever reason, Damore and others at Google remain unconvinced that Google’s diversity efforts yield positive economic results. There’s a clear opportunity to do more and better to help improve buy-in among men so that they understand why diversity is good for business and how diversity programs help deliver on that promise.

So as a manager, what can or should you do today in light of the Google incident?

• Engage in open dialogue. Consider calling your own town hall (hopefully without the security concerns) to allow women and men to really hear each other.

• Remind your workforce of the positive benefits of diversity–from a human rights perspective and a financial perspective.

• Invite the skeptics to be a part of the solution. Whatever diversity initiatives you have in place, use this opportunity to re-energize and re-calibrate. And yes, skeptics must be part of the efforts.

• Re-visit your incentives. How do you reward diversity in your organization?

• Remind everyone–on all sides–that real diversity is always a work in progress. But the outcome is well worth it.