Are men more likely to apply for jobs for which they lack requisite skills because they were encouraged to climb trees in childhood and do the asking out in adolescence? As the nature/nurture debate rumbles on, our Gender Intelligence
(or GQ) webinar series examines whether such lines of questioning are anchored in fact – and how they can impede the quest for gender parity in the workplace.
It is time that we all see gender as a spectrum instead of two sets of opposing ideals.
UN Ambassador, Emma Watson
In Understanding the gender dynamic in workplace culture and
Understanding the gender dynamic in motivation and ambition, GQ expert Fiona Morden explores the steps you can take to
increase your gender intelligence, and – wherever you sit in the pipeline – enable others to do the same.
MYTH: WOMEN DON’T GET TO THE TOP BECAUSE THEY LACK CONFIDENCE
You’ve probably come across the oft-quoted research showing that women resist applying for jobs unless they can check off every single one of the essential skills required, while men forge ahead with around just 60% of the requisite
experience.
The conclusion commonly drawn is that men are more professionally confident than their female counterparts – an argument sometimes backed up by statements about men being encouraged to “go for it” from a young age, whether that’s
climbing trees or being the one to do the asking out.
As entrenched as the notion of low female confidence in business might be, it’s possible, says Fiona Morden, to tackle this limiting idea that only serves to hold us back. “Separate the ‘what?’ from the ‘why?’” she encourages. “[Where
female confidence is concerned] it’s hard to disprove without appearing confrontational.
But what is the research reality? [What if the female reluctance in this scenario] is simply a different behaviour that just happens to not fit the [male] norm and has been incorrectly interpreted, stereotypically, in a way that leads
us to believe that confidence is the issue?”
TAKE ACTION: Use curiosity to challenge assumptions and labelling around confidence. If you hear someone being discussed in terms of having low confidence, think about creating a learning experience rather than an
impassioned or defensive debate: Ask, “I’m just curious, if it were John not going for the promotion rather than Janet, would you use a different label or would you look for other reasons for the decision? Help me understand why you’ve
arrived at that particular conclusion.” Using this kind of softer language is more likely to enable the sort of thinking that will result in someone seeing that they are unconsciously drawing on gender stereotypes, rather than
evidence-based facts.
MYTH: WOMEN DON’T REACH THE TOP BECAUSE THEY DON’T HAVE THE RIGHT NETWORKS IN PLACE
Be the culture. Speak up and talk about why GQ matters to you. We can all speak up authentically [so] use your voice.
everywomanExpert, Fiona Morden
This common belief is packed with assumptions about both men and women’s ability to successfully build and grow networks. The fact that some women may find it harder to find their place in what are sometimes male-dominated networks,
does not necessarily mean that women lack joining skills or that men deliberately keep the door closed.
One reason women may struggle is affinity bias, which encourages likeminded individuals (“people like me”) to stick together. “It’s not a deliberate act of exclusion,” says Fiona. “It’s just the subtle way that networks work.
“I know a woman who found that after meetings, the men were continuing the conversation in the gents’ urinals. One day she followed them in and said ‘Look, I need to be part of this conversation’. Unsurprisingly, that changed the
behaviour.”
TAKE ACTION: Change is entirely possible, and, thankfully, networking in the men’s loos isn’t the only way to bring it about. Different networks work in different ways, so when you’ve successfully made your mark in one
and understand its structure, ensure that you support others to follow you through the door. “I know a woman who…” is a great opening line for ensuring networks remain elastic and welcoming. “If that becomes part of your lexicon,” says
Fiona, “you can start to enable others.”
MYTH: Becoming A mother stops women reaching the top in business
Of all the many myths surrounding men and women, this is perhaps the most pervasive. In fact, 69% of delegates on our gender intelligence webinars said that this, more than any other belief, is the one that’s either impacted them
personally, or they are guilty of unintentionally reinforcing.
“But what if rather than child-rearing itself, it’s the attitude towards child-rearing that stops women getting to the top?” asks Fiona. Benevolence bias is prevalent, and can see a line manager block a recently returning mother from
inclusion in an overseas business trip because ‘it’s the last thing she needs right now’. Though he or she may not realise it, this exclusion could negatively impact career prospects.
TAKE ACTION: “We need more dialogue around shared parenting and how we recognise the impact of child-rearing on the careers of both men and women,” says Fiona. As a line manager, never make assumptions about someone’s
career choices or aspirations based on their parental status. Recognise too that agile working and flexibility – something millennials of both sexes value more than high salaries – should be seen as something that should enable, rather
than divide, both men and women.
