Senior Management Behaviours that Inhibit Gender Equality and How We Can Change Them
International Women’s Day just took place on 8 March and it has spurred me to think about I can support this year’s theme, #ChooseToChallenge. During my 20 something years in HR I have often witnessed or coached clients through challenging behaviour which actively inhibits the progress of women in the work place.
Women, and indeed all minorities, still face daily challenges in the workplace. Privilege is often invisible to those who possess it and as such, both men and women senior leaders can unwittingly behave in a way that subtly reinforce old gender hierarchies and stereotypes.
In this perhaps somewhat provocative blog post, I invite you to #ChooseToChallenge and ask yourself if you recognise any of the behaviours in this list in your workplace or even in yourself – perhaps some of them may surprise you!
-
Putting in long hours
Team leaders who leave their office and roll up their sleeves to help their team bring projects over the line win the respect of the people they manage. Such camaraderie is often revered. However, there’s a difference between supporting the team in busy times and instilling a culture of out-of-hours work.
Many companies are rife with stories of overwork, of team members pulling all-nighters for their clients or to work on a pitch. But this sort of behaviour naturally excludes staff who have obligations outside of work and simply can’t put in the hours. What’s more, it subtly creates a narrative that those who will advance will do so at a personal cost.
This can be demotivating for women, who disproportionately bear the “double shift” of work and domestic responsibilities and realise they simply won’t be able to do what’s necessary to get ahead.
-
Stepping up Flexibility during the Covid-19 Crisis – but failing to address likely causes of stress and burnout.
Many companies have taken important steps to support employees during the COVID-19 crisis. They are sharing valuable information with employees, including updates on the business’s financial situation and details about paid-leave policies. Almost all companies are providing tools and resources to help employees work remotely. Many have also expanded services related to mental health, such as counselling and enrichment programs, and offered training to help managers support employees’ mental health and well-being.
However, fewer companies have taken steps to adjust the norms and expectations that are most likely responsible for employee stress and burnout. Less than a third of companies have adjusted their performance review criteria to account for the challenges created by the pandemic, and only about half have updated employees on their plans for performance reviews or their productivity expectations during COVID-19. That means many employees—especially parents and caregivers—are facing the choice between falling short of pre-pandemic expectations that may now be unrealistic, or pushing themselves to keep up an unsustainable pace [1].
-
Perpetuating the myth of meritocracy
Amazingly, research shows that when male leaders believe they are meritocratic and objective, they are more likely to behave in a sexist way [2]. It is obviously tempting to believe that we deserve our success, but this mindset can obscure structural factors at play, and leads to the false notion that what separates success from failure is simply a lack of aptitude and application. Ironically, individuals who fully believe in their moral credentials are less likely to examine their own behaviour, or actively look for indicators of their own bias and therefore often unintentionally act in ways that diminish the progress of women.
-
Being chivalrous only to women
Imagine a male C-suite executive who’s known for being warm and friendly and polite to a fault. When entering the office in the morning, he rushes to open the door for his female colleague. In meetings, he pulls out a seat for her. And on the occasional walk outside, he offers her his coat if it’s cold.
While perfectly well-intentioned, this set of behaviours is out of date for the modern office. It is also likely he does not apply the same behaviours to his male counterparts. By treating women in the office differently than men, this executive is unwittingly and subtly disempowering them, playing into the age-old stereotype of men as protectors, and women as being in need of protection. When a senior executive does this, the effect is magnified.
As the demographics of the office change, with a historically large number of the working age population aged 50+ interacting with a new generation of workers under 35 with a very different understanding of gender roles, it’s good to be aware of shifting cultural norms and to even try to plan for a low-level culture clash so that everyone can deal with it empathetically and openly, and no one feels the need to grin and bear it.
-
Not calling out interruptions
Microaggressions (everyday sexism and racism) in the workplace are still all too common, and women are used to being interrupted: in meetings and in casual conversation. Not all men directly contribute to this behaviour, but the failure to call it out can be a tacit condonement.
If you’re not part of the solution, the saying goes, you’re part of the problem. Thankfully, this one’s easily sorted: by stepping in when a woman is interrupted, and having ground rules for meetings to ensure everyone is heard equally, senior management can send a powerful message about what behaviour is acceptable.
-
Not understanding privilege
“When you’re accustomed to privilege, equality feels like oppression”. This famous quote neatly sums up the resistance that is sometimes exhibited to even the most benign inclusion and diversity initiatives.
Recognising the benefit of privilege means understanding that women (or any minority groups) are generally not able to achieve the same level of opportunity, recognition, and material reward for the same amount of effort.
It is essential to have senior leaders who understand at a personal level what their privilege is, and do not view conversations about privilege as a personal attack. One way to start is by understanding privilege as relative, not absolute.
-
Saying “I don’t see gender/colour”
Again, this attitude normally comes from a well-intentioned place, but it speaks to an outdated view of equality. On the surface, it demonstrates the speaker’s belief in a level playing field. But the reality is that women, people of colour, and all minority groups face additional challenges in the workplace, whether their colleagues choose to see it or not. Microaggressions, sexism, unconscious bias, and unequal access to the networks and sponsorship that enable career progression are the tip of the iceberg. Refusing to acknowledge these challenges does nothing to redress inequality in the workplace and is tantamount to turning a blind eye.
-
Not splitting chores at home
According to decades of research, women perform waaay more than the lions share of chores at home even for dual-career households [3]. Indeed recent McKinsey & Co. research found that through the pandemic on average women completed five or more hours a day on chores and caregiving and this remains true even for dual-career families during the pandemic [4]. This often takes the form of domestic chores such as cooking, shopping, cleaning, children’s homework help, and planning. The women most likely to advance in the workplace are therefore the ones not burdened with an uneven share of physical and mental labour at home. Real change starts at home.
-
Not splitting chores in the office
This pattern is replicated in the office, with women often doing the lion’s share of non-revenue generating, low-reward work that entails a substantial time commitment. Making coffees for meetings, organising staff parties and internal events, and recording meeting actions are all prime examples. When taking on these tasks, women have less time to fully participate in visible, career-advancing activities. Leadership can help by paying attention to who is performing these ‘below the radar’ tasks, and actively working to ensure they are distributed evenly or on rotation.
-
Mentoring Women
I believe offering mentoring to women is a good thing. The problem, however, is that this often does not go far enough – sponsorship is a much more effective way to help womens’ careers.
Sponsorship is the act of public advocacy and support for a more junior employee and it plays an important role in how individuals advance within their organisations and even their industry. Research shows that men in general are 25% more likely than women to receive sponsorship. Additionally, senior-level men are 50% more likely to have a sponsor [5].
Without a sponsor’s advocacy in senior executive circles and closed-door succession discussions, women are not always equally considered for opportunities.
-
Not Taking Paternity Leave or Shared Parental Leave
When men neglect to take paternity leave or openly prioritise work over family life, they reinforce outdated gender roles, portraying themselves as the primary breadwinners and relegating women to being viewed as caretakers.
It is well documented that women frequently experience pushback when they take maternity leave. Or get ‘Pregnant and then Screwed’ i.e. upon return, they often have their competence questioned, or find themselves assigned to less senior tasks than they had done previously.
Take up of shared Parental leave is still exceptionally low with only 2% of eligible UK couples making use of it last year [6]. By taking their full paternity leave entitlement and encouraging a better take up of shared Parental leave, men can help advocate for and normalise a much-needed work-life balance that can benefit everyone.
It’s only with understanding and awareness that we can create a truly equal and inclusive workplace, so I encourage you to share this article to spark lively and open discussion – and if you would like HR Optimisation’s help to facilitate these workplace discussions, or support your female leaders with coaching and mentorship we would be delighted to help.
Hannah Powell
References
[1] https://www.mckinsey.com/featured-insights/diversity-and-inclusion/women-in-the-workplace
[2] Castilla, E. J., & Benard, S. (2010). The Paradox of Meritocracy in Organizations. Administrative Science Quarterly, 55(4), 543–676.
[4] American Time Use Survey, US Bureau of Labor Statistics, 2019, bls.gov; Arlie Hochschild, The Second Shift: Working Parents and the Revolution at Home, “Average hours per day parents spent caring for and helping household children as their main activity,” first edition, New York: Viking Press, 1989.
Categories
- Client story (1)
- Coaching (9)
- CSR (1)
- Culture (1)
- Culture & Engagement (34)
- Diversity and Inclusion (16)
- Employment law (41)
- Inspiration (12)
- Leadership (15)
- Learning & Development (7)
- Recruitment (12)
- Reward (9)
- Self-development (2)
- Tips & tricks (13)
- Uncategorized (18)
- Welfare and Wellbeing (26)