Business Sense

Work with Other Women, Not Against Them

Ready to get ahead? Then you need to start working with other women, not against them. We’re all on the same team, working toward the same goals, so why on earth do we sometimes forget that and treat each other badly, sabotage one another’s work, or hold another woman down? The aggression women can display towards one another can derail a job, or even a career, and works against women’s progress as a whole. This aggression doesn’t necessarily have to be obvious through bullying or other direct behaviors, it can be indirect and still quite devastating.

As we write in the new book, In This Together, sometimes women will sabotage one another and intentionally lie or destroy the work of others to discredit them, they may engage in backstabbing, or even take credit for the work of others. Whether it’s called bullying, bitchiness, relational or indirect aggression, or something else, women who hold each other back set us all back, which pushes gender equality even further away.  We can’t allow ourselves, or our progress, to be derailed by the bad behaviors of others, but instead must focus on ways we can work together, cooperate and collaborate to achieve our common goals.

In the workplace, women managers sometimes seek to protect their status in a hierarchy dominated by men by being overly tough on their female employees. This is what University of Arizona management professor Allison Gabriel calls the “Queen Bee Syndrome.” Gabriel conducted a large study and found that women, especially those who display traditionally masculine traits, such as dominance, are especially targeted. Women of color are also targeted more often.

However, aggression among women isn’t limited to those in power positions. Generally, women are meaner to each other than men are to women. Through her research, Gabriel concludes that women are more likely to suffer from what she calls “female-instigated incivility” than men are, and fall victim to low-intensity deviant behavior, like ignoring, interrupting, mocking, and other disrespectful treatments, used to put women back in their place.

What Not To Do

Some women can be disruptive for what appears to be nothing more than for the sake of disrupting. Here’s an example of a woman most of us have probably encountered at least once in our professional lives, and her actions are perfect examples of indirect aggression:

“Brittney” was hired to do a job with a specific deadline, but she didn’t do it. She also did not take responsibility for her failure to perform. In fact, not only did she fail to deliver, she manipulated her employer and other people around her. She took other people’s ideas and appropriated them as her own, without giving credit to anyone else. She doesn’t know what she’s supposed to do, and she’s not good at following directions. Whether her actions are merely thoughtless or intentional, she HAS demonstrated that you can’t trust her.

Brittney’s behavior has the potential to be detrimental to any woman – or man – involved in the project. Her lack of responsibility, follow through, and performance destroys relationships and kills friendships. Chances are Brittney can’t be rehabilitated, at least in her current position. Don’t allow yourself to get angry. While anger can be a great motivator, we weaken our ability to make change if we get derailed by our differences or spend too much time stressing over bad behavior. When you meet someone like this, your best bet is to say thanks but no thanks and move forward without her. Don’t try to be a shero and “fix her.” If you’re stuck in a workplace with her, find ways to work around her or cover for potential lack of follow-through. We discuss many options for working with this kind of person in Dr. Nancy’s new book, In This Together.

What’s important to keep in mind is that Brittney is the exception, not the rule. So is the bully in your office, and the snarky woman running the committee. It is our job to remain focused on being positive, helping others, and supporting one another. If we get sidetracked into attacking another woman, we’re less likely to organize and fight for equality for all. We need to actively look for ways to help one another, and put aside judgment and criticisms, and focus on what we share in common – our experiences, hopes, and dreams—and how we can help each other. Let’s stop working against one another and instead work together to make gender equality happen.

Order Dr. Nancy’s New Book Today!

Looking at what makes women mean and dealing with bullies are just a couple of the issues covered in Dr. Nancy’s new book, In This Together: How Successful Women Support Each Other In Work and Life, along with thoughts, inspiration, and stories from 40 successful women.

Order your copy – and gifts for your friends today!

Is Overwork Creating the Gender Pay Gap?

Today in the United States, the gender lens is focusing on new reasons for the continued gender pay gap, especially as women in the workplace continue to face the biggest gaps in leadership and pay, while being more educated than ever before. As we report in the new book, In This Together, the US gender wage gap is below 20 percent for women overall, although that doesn’t apply equally to women of color. In general, Latina women still have the biggest wage gap compared to white men (nearly 38 percent), then African-American women (32 percent), then white women (18 percent), and Asian women have the smallest gap (7 percent). Although companies say they realize they need to change and claim that their commitment to gender diversity is high, the gender wage gap and number of women in leadership has barely budged in decades.

While we could look at the varied causes of the gap and examine things like gender bias or a lack of family-friendly policies, two articles recently came out that point to something else entirely.

The New York Times reported on mounting evidence that has led economists and sociologists to look at the wage gap in a way that has nothing to do with gender and identify a major driver – the return to working long, inflexible hours. “The return to seemingly endless work weeks has increased dramatically and is a side effect of the nation’s embrace of a winner-take-all economy. This is especially true in what social scientists call ’greedy professions’ like managerial work, law, finance and consulting. The impact of this shift is so powerful, it has canceled the effect of women’s educational gains.”

It is important to note that there is no gender gap in the financial rewards for working long hours, and for the most part, women who work an extreme schedule get paid as much as men do. But far fewer women do it, particularly mothers. Youngjoo Cha at Indiana University, Kim Weeden at Cornel find that twenty percent of fathers now work at least 50 hours a week, whereas just six percent of mothers do.

The Atlantic also looked at overwork and further reported on the recently published research by Youngjoo Cha, who finds that the pressure to work more than 50 hours a week pushes working mothers out of what we think of as male-dominated professions. Using the Census’ longitudinal Survey of Income and Program Participation, Cha found a significant correlation between male-dominated professions and their tendency to have average working hours of more than 50 hours a week.

Cha blames gender biases about work that haven’t evolved much in the last few decades. “When people are really expected to dive into the workplace and have a complete devotion to work, that was probably possible because there was someone else who can do other things for that person,” Cha says. “This overwork norm is basically built upon those assumptions.”

A recent report published by the Center for American Progress says that, “Even the most fortunate—the better-educated and better-off professionals who tend to have access to paid leave, flexibility, sick days, and decent child care—find balancing the necessary demands of work and home an increasingly fraught and anxious-making endeavor in our era of “extreme jobs” and 24/7 availability.”

The report also finds that nearly three-quarters of Americans now say that they, their neighbors, and their friends experience hardship in balancing work, family, and professional responsibilities at least somewhat often, and nearly 40 percent say that they experience such conflict “all the time” or “very often.”

This tendency towards overwork, and the status that comes with it indicates that the gap is not just about women opting out to take care of family responsibilities, this is also about a fundamental shift in the nature of work. However, simply recognizing the problem is not enough, researchers say that workers have to demand change. As it sits right now, companies are reaping the rewards of having always-on workers and won’t make the needed changes just to be kind. They have to run the risk of losing top talent if they don’t – and that includes men.

When women are the only ones who switch to jobs with predictable hours or take advantage of flexibility, it hurts their careers. We need to change the status quo and work for policies that work for women and families, not against them. Millennial men aren’t buying in to this “always-on” approach and researchers find that they want more equal partnerships, and more involvement in family life. We need to engage them, and their older counterparts, to come together and work with us for gender-neutral policies that benefit everyone equally. We can change this overwork trend and close the gap if we address the problem together.

 

Order Dr. Nancy’s New Book Today!

Cultivating men as allies and working with them to achieve equality are just some of the topics covered in Dr. Nancy’s new book, In This Together: How Successful Women Support Each Other In Work and Life, along with thoughts, inspiration, and stories from 40 successful women.

Order your copy – and gifts for your friends today!

When It Comes to Networks, Women Need Quality Connections

Networks are key to anyone’s career advancement, but this is especially true for women, who are underrepresented at all levels of business, from first tier managers to the C-Suite. That means peers and colleagues aren’t readily available in the workplace, and a woman must step outside of her daily professional connections to find the support and quality networks that she needs.

Even though women are strong collaborators and communicators, we tend to have fewer business-related connections than our male counterparts. We also tend to divide the connections we do have into personal and professional groups, with less evident overlap than men. This presents some challenges when it comes to building or advancing our careers.

New research in Harvard Business Review by Brian Uzzi, a professor at Northwestern’s Kellogg School of Management, finds that when looking at groups of MBAs—analyzing both the makeup of the subjects’ networks and the types of jobs they found after graduation – men benefit not so much from size of network but from being central in a network, or connected to multiple “hubs,” or people who have a lot of contacts across different groups. Women also benefit from being central in a network, “but to achieve the executive positions with the highest levels of authority and pay they also had to have an inner circle of close female contacts, despite having similar qualifications to men including education and work experience.”

Uzzi concludes, “Because women seeking positions of executive leadership often face cultural and political hurdles that men typically do not, they benefit from an inner circle of close female contacts that can share private information about things like an organization’s attitudes toward female leaders, which helps strengthen women’s job search, interviewing, and negotiation strategies.”

For women it isn’t the size of the network that matters, it’s the type of connections that make a difference. Thankfully, a woman’s most formidable strength is her ability to build relationships. This is what networking is really about, not just connecting on LinkedIn, trading cards, or getting business leads. True networks are built on commonalities and trust. You can’t predict when someone you know might make a connection to help you in your career or your life, or when you might help someone else with a referral. The depth and breadth of your network also build a personal and professional safety net, and the connections themselves can bring great joy and satisfaction.

Small Networks Can Make a Big Difference

A strong network doesn’t have to be big to be effective. This is a topic addressed in the book, In This Together, where we discuss a time in Dr. Nancy’s life where she struggled with feeling a lack of support and decided to build a community of like-minded women who would support each other, and realized that when we help one another, anything is possible. “I found that community with the women I call my Psyche Sisters,” she said. “All eight of us were seasoned therapists working on our doctorates in clinical psychology. We gave each other moral, physical, and emotional support, and all eight of us received our doctorates and became licensed psychologists. We have continued for more than twenty years to meet, reflect, encourage, and celebrate who we are as women and psychologists.”

A Strong Network of Women Can Change a Community

We also share the story of Paige Oxendine and Rachel Anderson in the book, In This Together, who were united in a determination to make a difference and show what women can do. They noticed that the leadership of almost everything in their Springfield, Missouri, community could be characterized as overwhelmingly “male, pale, and stale,” and they asked, “Where are all the young women and minorities?

With a grant from the Women’s Foundation in Kansas City, they set up a women’s network, which they named Rosie, and held their launch party the week after the November 2016 presidential election. The realized they’d struck a nerve when more than 200 women showed up. Today, Rosie provides a support and advocacy system, as well as a referral pipeline for female speakers and board members. Their mission is to help connect, partner, collaborate and continue to increase the support and access to resources for women as it relates to professional development, business assistance and leadership, and they support, assist and serve as an advocate network for current and prospective female founders, business owners and leaders in the Springfield region.

Network with Purpose

To build a network that will help you through the good days and bad, and help you continue to advance, think quality over quantity. It’s less about how many people you know, and more about who those people are. Uzzi also recommends that you embrace randomness and diversify your network and inner circle.

Ultimately, you have to put your skills to work and build a network with purpose and focus on connections that can be mutually beneficial. We’re in this together, and we, as women, have a lot of momentum. As we intentionally continue to connect and support one another, we can reach our professional goals, and build a workplace that works for women and men.

Order Dr. Nancy’s new book today!

Ms. Career Girl says that, “Just as with getting clear on your goals and resolutions, you don’t have to imagine all this from scratch. Check out In This Together to see how you can develop a community of like-minded allies…there’s a ton of actionable insights from 40 successful women that will help you harness the collective power of that community.”

In This Together: How Successful Women Support Each Other In Work and Life, is filled with thoughts, advice, and stories from 40 successful women across a variety of careers—from authors to actresses, CEOs and professors—encouraging women to support each other in the workplace and in life.

Ready to learn about action plans on how all women can work together to break free from the binds of gender inequality? Order your copy – and gifts for your friends today!

Mean Boss or Misunderstood Leader?

It wasn’t long after Senator Amy Klobuchar announced that she was running for president that reports from former staffers depicted her as a brutal mean boss. According to a piece in Politico, former aides, all speaking anonymously, describe a toxic work environment that included everything from demeaning emails to thrown office supplies and requests for staff to perform personal chores.

Klobuchar has defenders too, including former staffers who have gone on the record to push back against the stories, and, “suggest that the critique is grounded in sexism against a woman who demands excellence from her employees.” Forbes reports that many of Klobuchar’s supporters also argue that, “she was being targeted due to her gender and that a man in her position would be considered ‘tough’ instead of toxic.”

Is Klobuchar tough? Is she a bully? The victim of a smear campaign? Or maybe just misunderstood? We will probably never know, but can definitely sympathize with those who feel victimized, and remind them that they are not alone. Studies show that while 60–70 percent of bullies at work are men, 30–40 percent are women, and according to a 2017 survey conducted by the Workplace Bullying Institute (WBI), they all target women two-thirds of the time.  As we write in In This Together, workplace bullying is so common in various forms that almost three-fourths of employees have been affected by bullying, either as a target or a witness, according to research from Dr. Judith Lynn Fisher-Blando with the University of Phoenix. In fact, WBI has reported that bullying on the job is four times more common than either sexual harassment or racial discrimination.

While it’s true that assertive women are much more likely to be viewed as bossy or even as bullies than their male counterparts, we can’t assume just because someone is a woman her behaviors are being mislabeled or misinterpreted when charges are made. So how do you know when your boss is being tough, and when they’ve crossed the line? Start by checking your bias. Take a searching and honest look at yourself and the situation:

  • Is there any way you might be misinterpreting what’s going on?
  • Are you the victim of a bullying campaign, or just upset by someone’s manner or tone?
    Does this person treat everyone that way or just you?
  • Are you treating everyone with the same courtesy and respect, or are you being high-handed and demanding to some?
  • Are you performing your job as well as you can, or are you making life difficult for others?

If this isn’t a bullying situation, what can you learn from it? How can you adjust your behavior? And if this is a bullying situation, what do you want to do about it? By finding ways to support the humanity of workplace bullies while working to eliminate their toxic behaviors, you may be able to develop more productive, supportive relationships. However, if you are in a hopelessly toxic situation, focus your efforts on finding your next job ASAP. Picture how great you will feel when this is behind you and new prospects are opening up with a new, better employer and a work group in which you can develop supportive relationships.

In This Together shares a number of ways you can work through workplace bullying issues, eliminate toxic behaviors, salvage your position and move forward. Learning to deal with conflict in positive ways, practicing good communication skills with everyone at work, and exhibiting understanding and compassion will help transform the company into a productive, positive place where you and your coworkers can build your careers together. A tough boss can be a learning experience and challenge you to reach professional excellence. Remember that we all have a shared goal at work to do our best work and make our organization successful. When you focus on that goal and support one another, it becomes much more fun and reduces misunderstandings and perceived slights among leaders and fellow employees.

Guiding Women from College to Career

Susan Kellogg points out that when she began her career in fashion 30 years ago, only 15 percent of the CEO positions at Fortune 500 companies were filled by women. When she left her job as group president of VF Corporation, the needle hadn’t moved—still only 15 percent. In spite of the fact that women are over half the population and are earning more college degrees than men, they still lag behind in positions of top corporate leadership. So Susan decided to help by filling in the mentoring gap between college and career.
As a graduate of UCLA, Susan joined that university’s board for the sociology department and also serves on board for the Cal Poly Pomona Apparel Merchandising & Management and Agriculture Departments. She notes that we’re doing a great job of educating women to prepare them for leadership careers, but there is little follow-through after that. Now, as a consultant pursuing her mission to give back, Susan guides women in their senior year to make choices that puts them on the path toward successful leadership careers.

Choosing That First Job after School

Susan says that people get paralyzed by that first job, but it doesn’t have to be the perfect job. It doesn’t even have to be the right job and it certainly doesn’t have to be what you’re going to do for the rest of your life. She urges women to ask themselves:

  • Is it interesting?
  • Is this something I can dedicate myself to?
  • Do I find it inspiring?
  • Do I have talent in this area?

If in the first year, it’s not right for you, move on. She says to treat every job experience as adding to your tool box. Even if you realize that you made a mistake, sign up for a year, then figure out your next step and redirect your path.
She also advises that you don’t have to move up every time or even make more money. She moved sideways, accepted a less prestigious title, even less money if it would take her to a company she wanted to work for and where she wanted to live. She always had to feel that she was learning something new and there was opportunity to advance.

“Women Can Have It All, Just Not All at the Same Time.”

Susan reflects that people often ask her if she has any regrets and she answers “no.” She did miss a lot of weddings and funerals, but while on her corporate path, she did all she wanted to do. And she helped other women along the way. A point of pride is that she prioritized racial and gender diversity in her new hires, although qualified women weren’t always available in the technical areas of production and finance.
Also, she notes how sad she would feel if she never had her daughter and believes women need more than a career to feel fulfilled. However, because women’s partners often do not do an equal share of domestic chores, they fall behind in networking and other activities that would advance them into senior positions at work.
Listen to this interview for more insights from a woman who has been in the top ranks of the corporate world, been the only woman in the board room, and continues to work toward helping women achieve a greater percentage of top leadership positions. Learn about what women need to do to achieve their fair and equal share of CEO positions. Whether you’re just starting out, making a transition or looking for a way to give back yourself, this conversation will help inspire your next move.

Harness the Power of Women Helping Women

Women Helping WomenThe power that is unleashed when women help other women is becoming abundantly clear to everyone through the initiatives like #MeToo and #TimesUp. Women, speaking out in unison, are amplifying the voices of victims, who were once blamed for the crimes against them. Nearly every day, we witness the power shift as the once-powerful perpetrators are being removed from their places of authority. However, in other settings, women continue to remain distant and unsupportive of other women, maintaining the limitations of the glass ceiling for possibly brilliant women leaders, who struggle to get to the first rung of the ladder and advance their careers.

Ann Welsh McNulty, co-founder and managing partner of JBK Partners, recently wrote in Harvard Business Review that some senior-level women distance themselves from junior women in the workplace in response to inequality at the top, and cited a study published in The Leadership Quarterly that found that the inclination to, “Separate oneself from a marginalized group is, sadly, a strategy that’s frequently employed. It’s easy to believe that there’s limited space for people who look like you at the top when you can see it with your own eyes.” She also reports that whereas many women are navigating alone, men are 46% more likely to have a higher-ranking advocate in the office.

McNulty writes that the antidote to being penalized for sponsoring women may just be to do it more — and to do it vocally, loudly, and proudly — until we’re able to change perceptions. That is a perfect approach. Times have changed and today there is room on top to make space for all of us. With that in mind, our upcoming book, In This Together, looks at the phrase “Not enough pie” which was used in the past to define women’s lack of support for other women. However, today Gloria Feldt sees women’s leadership not as a competitive win-lose situation, but instead as an infinite pie, and says, “The more there is the more there is. The pie just keeps getting bigger.”

Advancing women into leadership positions is not only the right thing to do, for a number of reasons, it is important to a company’s bottom line. For example:

  • A recent Catalyst report found Fortune 500 companies with the highest representation of women board directors attained significantly higher financial performance in three important measures:
    • Return on Equity: 53 percent higher.
    • Return on Sales: 42 percent higher.
    • Return on Invested Capital: 66 percent higher.
  • A recently published study from the Peterson Institute reports that companies with at least 30% female leaders—specifically in senior management—had net profit margins up to 6 points higher than companies with no women in senior management. That is a 15% increase in profitability.
  • In 2015, McKinsey & Co found that companies in the top quartile of gender diversity are 15% more likely to financially outperform their counterparts in the lower quartile.
  • McKinsey also found that companies with more balanced leadership do a better job recruiting and retaining talented workers, leading to cost reductions associated with replacing top executives.

Women have a lot of momentum right now, and we can use that to work towards equality and advancement at all levels. There is more than enough room at the top, and as we climb the ladder we need to reach out to other women, and help them along. Just as #MeToo and #TimesUp are proving, when women connect and collaborate we can do anything. We prove it every day and we need to take note in these times, that the more we focus our efforts and support one another, the more of everything we can create, especially “pie.” Let’s focus on creating opportunities for all women. If we work together, we can change the workplace, and in turn, change the world.

More Reasons to Create Gender Equality in the Workplace

Gender Equality in the WorkplaceFor decades, in order to make our voices heard, women in business strove to become members of the boys’ club. We mimicked how men thought, communicated, and even dressed. But now, for many of us trying too hard to tap into our “masculine side” has gone the way of severely tailored 1980s power wear (complete with giant shoulder pads), and a new study shows that we can and will continue to utilize our feminine strengths as gender equality in the workplace becomes more the norm.

As women, we know that we think and communicate differently—which means that we also lead differently. A researcher at the University of Salzburg in Austria agrees and suggests in his recent study that men and women not only have particular personality differences, but those differences grow in nations that have the greatest gender equality.

In addition to looking at personality traits, the study squared its findings against “gender equality” measured by the Global Gender Gap Index. The results showed that greater gender equality is associated with stronger expressions of gender difference. While the study’s author, Tim Kaiser says that it could be a “case of the personality adapting to changing societal conditions.” It could also be a situation where women are empowered to lead authentically as themselves.

Gender Equality in the Workplace Starts by Removing Bias

As it stands today, moving up the ladder is a competitive process, regardless of gender. However, to truly level the playing field, we need to create an environment where gender equality in the workplace is a given and ensure that advancements, promotions, and the entire workplace is free of discrimination and bias. Unconscious biases have a critical effect on our judgment and can stand in the way of women working their way into the C-suite.

Gender bias stereotypes – surrounding men and women – can lead to unfair decision making. To eliminate that from the workplace and advancement process, we need to educate employees about how stereotypes work. Mary Lorenz writes in Career Builder that since we are not always aware of our biases, we do not realize when they are influencing our decision-making; therefore, education and awareness are key to moving forward.

We also need to establish clear criteria before making decisions about hiring, promotion, etc. so that bias gets removed from the decision-making process.Research has shown the more formal the criteria are, the more women and underrepresented minorities will be hired. It’s also important to scrutinize that criteria on a regular basis and adjust and refine as needed.

It’s also important to set diversity goals, as agrowing body of research suggests that diversity in the workforce results in “significant business advantages.” Francesca Gino, professor at Harvard Business School says that at the end of every hiring process, leaders should track how well they’ve done against the diversity goals they set out to achieve.” This also encourages those involved in the hiring and in other parts of the company “to keep diversity and equality top of mind.”

And more than anything, be transparent. With education, clear criteria, and diversity goals, it should be a no-brainer to post numbers. As Lorenz writes, keeping, “track of our progress in terms of how we’re doing in terms of gender diversity in our workplaces really causes people to be more thoughtful in how they’re making decisions.” Transparency and accountability are essential tools in creating a gender equal workplace.

Because our natural skill set is increasingly valued in the global economy, we’re perfectly positioned to become today’s and tomorrow’s leaders. But in order for that to happen, and for women to have the opportunity to lead authentically, we have to level the playing field and work together to create a bias-free environment where women can use their unique skills and strengths to lead a more balanced and diverse workforce.

Equally Distributing the Office Housework

Who makes the coffee in the morning at the office? Orders box lunches for a team meeting? Takes notes at said meeting? Collects money for a co-worker’s birthday party or signatures for a “Get Well” card? Is it you? Or another woman in your office? If you, or a female coworker, find yourselves doing a lot of thankless, busy tasks around the office because no one else will, it’s time to stop.

Too many women who get stuck taking the responsibility of covering household duties at home, take these self-imposed responsibilities right into the office. It’s important to point out that taking these tasks on will not necessarily ingratiate you to upper management. In fact, Sheryl Sandberg and Adam Grant wrote in a New York Times essay that when a woman takes on these chores, she is not seen as a better employee. However, an NYU study found that when men performed some of the same work-related tasks, they were rated 14% more favorably than their female counterparts.
Sandberg and Grant point out that without “housekeeping” at the office, the machine of a company doesn’t run as well. They write, “When a woman declines to help a colleague, people like her less and her career suffers. But when a man says no, he faces no backlash. A man who doesn’t help is ‘busy’; a woman is ‘selfish.’”

Yes, it’s a fact. Becoming the office homemaker can keep you stuck right where you are. Researchers Linda Babcock, Maria P. Recalde, Lise Vesterlund, and Laurie Weingart, recently reported in the Harvard Business Review that while women tend to volunteer for “non-promotable” tasks more often than men, they are also more frequently asked to take such tasks on. Their findings were based on their recent study, exploring how men and women accepted or volunteered for jobs with “low promotability.”

The simple definition of low promotability is any piece of work that won’t generate anything for you, but which still needs to be done by someone. These include tasks like organizing the office holiday party, agreeing to train new employees, or helping to clean out the supply closet. There’s obviously a wide array of what these sorts of things could be depending on your industry, but a task with low promotability is basically anything that improves your work environment without necessarily leading to more money or a better work review.

This can have serious consequences when it comes to promotion and advancement, and negatively impact gender balanced leadership. If women are disproportionately stuck with menial tasks that have little visibility or impact, they’re much less likely to gain the attention or responsibilities they need to advance. Even if you’re better at a task or more willing to do it, stop and think, are you allowing your biases about yourself and others keep you from advancing as you’d like. Educate yourself about what your industry and your company values as promotable qualities and choose to develop and show your capabilities at doing those instead.

Studies of industry and academia have also shown systematic gender differences in how work is allocated, continuing to show how women spend more time than men on non-promotable tasks. These differences may explain why, despite the advancements that women continue to make, we find vastly different trajectories to leadership positions.

Changing this dynamic and the division of non-promotable tasks has to become a top priority for organizations of all sizes. With most of these tasks automatically falling to women it serves as an example of both external and internalized sexism. Sure, a woman can just say “No” or call out the bias as it occurs. However, it might be more effective to shed some light on the big picture for the department or companywide. By doing so, suggestions on how to address the issue can come from women and men in all positions, and hopefully, move the organization towards change. Whether putting tasks on rotation, setting up a sign-up board with no repercussions, or fully engaging men in the company, once a system is in place, the tasks will not continue to be so disproportionately distributed.

When we identify things that are broken in the workplace and work together to fix them, we get closer to parity. Study after study has proven that today’s businesses gain when women join the top levels of the organization. Let’s commit to doing everything we can to help them get there. And let’s start today.

5 Ways Men Can Help Women Advance

With so few women in the C-suite and upper management, many women say their best mentors and allies have been men. New research shows that their mentorship can help, and the prospects for female CEOs are greatly improved by an assist from the outgoing CEO. The authors of the research studied every large company CEO succession between 1989 and 2009 in which a woman was named to the top spot and found that women CEOs do well when they are promoted from within, following a long period of grooming by their predecessors, who are mostly male.

Leigh Buchanan writes in Inc. Magazine that the actions of the predecessor CEO have an impact on women leaders for two reasons, “First, the predecessor has an unmatched opportunity to mentor and sponsor female high-potentials. Second, the predecessor sets the context for a woman’s elevation.” This grooming and support is the ultimate vote of confidence and not only serves to downplay concerns, but also demonstrates the company’s willingness to embrace an inclusive culture.

Actions like that aren’t limited to the top levels. In fact, a recent Catalyst report, Engaging Men in Gender Initiatives: What Change Agents Need to Know, states, “Men are a great and necessary resource in advancing leadership opportunities for women in the workplace. From potential business success to growth for both women and men, everyone benefits when men are brought in as partners in creating a gender-inclusive workplace.”

Why should men want to step up and help us succeed? Well, today men have a bigger stake in women’s equality than in the past. They count on the financial contribution their wives make to the family economy, and they were likely raised by women who worked. They also want their daughters to succeed and will express outrage when the women in their lives encounter discrimination or barriers at work.

The actions that men can take to help women advance at every level start with looking at how women are treated, and help them better be seen, heard and recognized. Men can help women:

Be Heard – if a woman is interrupted, interject, ask them to finish, and further contribute to the conversation.
Lead – give them chances to lead projects or manage others.
Take Credit – make sure credit is given where credit is due, and don’t let women push their accomplishments to the side, or let someone else claim it.
Combat Bias – whether it’s blatant sexism or unintentional bias, when you notice an injustice, call it out.
Advance – recognize the competence, legitimacy, and status of female colleagues, look for ways to mentor or sponsor them, and help them advance.

Women have a lot of momentum right now, and we can use that in our work towards equality and advancement at all levels, especially when we have the help of our male counterparts. And men do not have to give something up for women to gain visibility at work. In fact, many of them will benefit. We all know that the data is showing that today’s businesses gain when women join the top levels of the organization. It’s in all our best interests to make our companies as productive and profitable as we can. That’s why we all need to work together to change the status quo and make a real, daily commitment to a more balanced diverse management and workforce.

The Pay Gap Matters, and Affects Us All

I want to be paid fairly for the work that I’m doing. That’s what every single woman around the world wants. We want to be paid on parity with a man in a similar position—Felicity Jones
Equal Pay Day highlights the wage discrepancies that exist between men and women in the workforce. This year, the event was observed on April 10, and marked how far into the current year women had to work to earn what their male counterparts made in 2017. The National Committee on Pay Equity, which established the event in 1996, notes that Equal Pay Day is always observed on a Tuesday, to represent how far into the next work week women must work to earn what men earned the previous week.
Overall, women still earn just 82 percent of what their male counterparts take home, according to calculations by the Pew Research Center. That number is even less for minority women. For African-American women, Equal Pay Day won’t be observed until August 7th, and for Native American and Latina women, Equal Pay Day won’t be observed until September 7th and November 1st, respectively.
This disparity points up the need for all women to support our sisters of diverse ethnicities. We can gain strengths by working together and supporting each other’s advancement. Currently, gender disparities receive more attention (and lip service) than race. “More companies prioritize gender diversity than racial diversity, perhaps hoping that focusing on gender alone will be sufficient to support all women,” Sheryl Sandberg wrote in an op-ed for The Wall Street Journal. “But women of color face bias both for being women and for being people of color, and this double discrimination leads to a complex set of constraints and barriers.” We need to band together to eliminate this injustice to women of color.
For a few years it seemed that Millennial women were encountering less wage disparity than older women. However, data from the Bureau of Labor Statistics shows that today women between 25 and 34 are losing ground when it comes to pay equality. Women in that age group made just under 89 cents on a man’s dollar in 2016, down from a high of 92 cents in 2011. That means their gender gap in median weekly earnings is the widest in seven years.
This inequality is unexpected, especially since female Millennials are highly educated and encounter far fewer barriers to the workforce than in any prior generation. According to a Bloomberg report, Heidi Shierholz, senior economist at the Economic Policy Institute in Washington and a former Labor Department chief economist during Barack Obama’s administration says that this group’s temporary rise might have resulted from decreases in men’s wages in those years. “Men just had been losing ground” Shierholz notes, “and instead are doing better now.”
Whether Millennial, Gen X, or Boomer, woman or man, the pay gap matters, and reducing it should be a top priority for anyone interested in the well-being of women, families and communities. The Institute for Women’s Policy Research (IWPR) projects that the U.S. economy would generate additional income of more than $512 billion if women received equal pay. And if that doesn’t get your attention, a recent McKinsey study showed that stricter workplace gender equity practices could add $12 trillion the global GDP by 2025 (seven short years from now) with stronger workplace gender equity practices.
At this point, no female demographic is exempt from this wage gap, and few, if any fields are immune. That means we all need to work together to change the status quo. We, yes women andmen, need to recognize and acknowledge the problem so that we can work together to correct it. Equal pay for equal work is a unifying goal everyone can support.
Below are three organizations working to educate us about the disparities so we can eradicate them. Please check out their resources and use them in your work to eliminate your gender pay gap.
Take the Lead– recently released a resource guide to help you step up your Equal Pay Day Game.
AAUW Work Smart– recently joined forces with LUNA to provide salary negotiation workshops across the country.
National Women’s Law Center– has a tremendous resource available for download, “The Wage Gap: The Who, How, Why, and What To Do.”
Bottom line, women have generated a lot of momentum right now, and we can use that in our work towards equality in all sectors. Equal pay for all women of every ethnicity needs to be a top priority. Equal Pay Day is a reminder that we have work to do and we need to point out the injustices, ask for what we want, make our case for why women and men of all races deserve equal pay, and settle for nothing less!
 
 
 
 

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