Researchers have found that “women possess unique advantages as negotiators, including greater cooperativeness and stronger ethics. But often those strengths are overlooked or severely undervalued.”1 Once again, unconscious gender bias can negatively impact women and the businesses they seek to serve when they are either not considered for inclusion or are not given the opportunity to share their perspectives in the meeting. The sales process is often not considered a negotiation even though it draws on the same skill set. Because of their unique advantage, we are seeing more and more women succeeding in this field.
How do we stop triggering this unconscious gender bias?
- Don’t label the process as a negotiation but rather describe it as a problem-solving exercise or a discussion. Whilst this may seem like semantics, how we name something shapes how we see it.
- Avoid “I” and “me”, rather use “we” and “us” where possible. This builds the sense that we are all working together to achieve the goal. We are not on opposing sides.
- Avoid direct phraseology. Starting discussions with wording such as “I want” or “I need” is more likely to trigger gender biases whereas referencing an experience, research or opening with a question allows for more perspectives for all to consider. It builds a framework that all can relate to.
Together, let’s shift the way we work to recognise this potential contribution, to leverage these natural talents to the benefit of the women themselves and the businesses for which they work. It’s worth reframing things.