gender

Our Discomfort with Powerful Women: What We Can Do

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I recently met a woman from India while we both waited for a train. The first question she asked me was, “Why have you never elected a woman leader in the United States, as we have done in India?” All I could say was, “That’s a good question.” She went on to ask, “Do you think Hillary Clinton will win the election this time? Is the United States ready yet for a woman leader?” I truthfully answered, “I really don’t feel confident that we are ready. The facts are not very encouraging—and I hope I’m wrong.” In a recent article in the New York Times, Bryce Covert cited these discouraging facts:

  • There has not yet been a woman elected to the White House.
  • The US Congress is less than 20 percent female.
  • In 2009, the year after Hillary Clinton conceded the nomination for president to Barack Obama, 13.5 percent of the top jobs in Fortune 500 companies were occupied by women. By 2013, that number rose to only 14.6 percent.
Covert goes on to note two troubling trends:
  • Women and minorities usually make it to corporate leadership in times of crisis.
  • They face backlash and added challenges once they get there that men don’t face.
Covert cited one study of large companies on the London Stock Exchange, which found that those companies who had put women on their boards “had just experienced consistently bad stock performance, while companies were generally stable before they appointed men.” Covert also cited a large study of all the promotions to chief executive at Fortune 500 companies over a fifteen-year period. The study found that “a company’s return on equity was consistently and significantly negative just before a woman or a minority got the job.” Because companies are commonly in crisis when women get the chance to take a senior leadership role, it is harder for women to succeed and more likely that they will be forced out and blamed for the problems. The second trend shows that once hired, women and minorities face challenges and forms of backlash that make success more difficult. Covert cited polling that shows both women and men prefer to have men in senior executive positions. (I have written in a previous article about the preference for male bosses.) In addition, Covert reported research on backlash against women when they act assertively at work. He noted that “female leaders are more likely to be called abrasive, strident, aggressive and even emotional.”  Women of color are also more likely to be called angry and militant when they act assertively. (Read more about this dynamic in another of my previous articles.)

What We Can Do to Help Pave the Way for Women Leaders

Because all change has to start with ourselves, we can take steps to fix these problems:
  1. Support women’s leadership in general. Remember, studies show that both women and men prefer having men as leaders, so we can reverse this trend by starting to be more supportive, in general, of women leaders at all levels and positions.
  2. Notice your own reflex reactions to quickly judge or feel uncomfortable with women leaders. I recently caught myself starting to be critical of a book by a well-known woman. I challenged myself to look for the value in the book, and I found plenty of value. Challenge yourself to ask, “What else could be true?” when you find yourself with an urge to negatively judge a woman.
  3. Whatever your political persuasion, challenge others when they judge a woman candidate as too aggressive, too ambitious, strident, or angry. These were many of the negative adjectives, often expressed by women, that were used to describe Hillary Clinton when she ran in 2008. Challenge people to speak about qualifications, facts, and issues, instead of personal characteristics.
Yes, we have work to do as a country to be ready to elect a female president, but by pushing through our unconscious bias and making conscious choices based on awareness, facts, and issues we can get ready to support women leaders. We can challenge ourselves and others to become aware of unconscious bias that stacks the deck against women leaders. Think about how important it is for girls to have more role models so that they are encouraged to aspire to be all they can be. Your decisions today will impact their future.   Image credit: Photo courtesy of Ralf Roletschek, Wikimedia Commons  ]]>

Vision Statements and Codes of Conduct

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Sample vision statement and code of conduct

Vision statement The women of [this organization] are a community of high-performing women who support each other to realize our own potential and the potential of our teams and to provide exceptional service to our clients. Code of conduct To realize our vision, we

• Surface our friendship rules—we talk about our expectations • Stay present and engaged with each other, even in the face of disappointment • Give each other feedback about the impact of our behaviors • Are trustworthy—we transknit, but we do not gossip • Maintain confidences when asked to do so or else say we cannot • Celebrate and acknowledge each other’s achievements • Compete for rewards and resources while affirming our relationships • Engage in meaningful disagreement and listen to each other • Challenge ideas, not people • Help each other feel heard in meetings • Self-disclose to the degree we are each comfortable • Are authentic—we share where we are directly to each other • Ask ourselves, “What else could be true?” when we feel judgmental of another woman

  An excerpt from my book, New Rules for Women, available at Amazon (http://www.amazon.com/dp/0982056982/).]]>

Next Steps for Dealing with Negative Stereotypes

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  • Discounted or doubted yourself?
  • Apologized before presenting your ideas in a group or meeting, such as saying, “I may be wrong” or “This is probably a stupid question”?
  • Felt like an imposter or fraud when you got a promotion or opportunity?
  • Looked in the mirror and really disliked what you saw?
  • Tied your self-image to your appearance or clothes?
    • Level II—Have you ever
    • Said something negative about another woman and denied it when she asked?
    • Talked negatively about a woman behind her back and smiled to her face?
    • Made a commitment to support another woman and didn’t do it when the time came?
    • Said to someone, “She’s such a bitch”?
    • Made fun of another woman’s appearance behind her back?
    • Said or thought, “You can’t trust women”?
    • Spread a rumor that you had heard that cast doubt on another woman’s competence?
    • Seen another woman’s ideas attacked or ignored in a meeting, whether you agreed with them or not, while you sat back and watched in silence?
    Use the following scoring guide to reflect upon your answers:

    1–3 checks = You exhibit low internalization of negative stereotypes about women.

    4–6 checks = You exhibit moderate internalization of negative stereotypes about women.

    7+ checks = You exhibit strong internalization of negative stereotypes about women.

    2. Think about your vision for how you would like women to behave toward each other at work. Create a personal code of conduct for how you want to behave. Post it and look at it daily to remind yourself of how you want to be.   An excerpt from my book, New Rules for Women, available at Amazon (http://www.amazon.com/dp/0982056982/).]]>

    The Gender Wage Gap for Teachers and Nurses

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    CNN recently reported that, among full-time workers, women earn about 78 cents to a man’s dollar, according to the latest numbers from the Bureau of Labor Statistics. This gap is more pronounced for black women (64 cents) and Latinas (56 cents) compared to every dollar earned by a white man. One of the most surprising findings for me is that this gender pay gap persists, even in female-dominated professions like teaching and nursing. For example, women hold 70 percent of elementary and middle school teaching jobs, yet men still earn more for the same role. The CNN report goes on to explain that “male teachers earn a median of $1,096 a week, whereas women earn $956—about 87 cents to the man’s dollar.” The most shocking news about the gap for me, reported in the New York Times by Catherine Saint Louis, is that the pay gap for nurses did not narrow from 1988 to 2013—twenty-five years! I was surprised that any gender pay gap exists for nurses considering that between 90 percent and 93 percent of nurses are women. I thought that surely this was one profession where there would not be a gap. But this is not the case. Here are some facts from a study of 290,000 registered nurses:

    • Overall, male nurses make $5,100 more on average per year than female colleagues in similar positions.
    • Male cardiology nurses are paid on average $6,000 more per year.
    • Male chronic care nurses make roughly $3,800 more than women.
    • Male nurse anesthetists are paid $17,290 more per year on average.
    The researchers reporting these pay gaps for nurses could only speculate about the reasons for these persistent gaps:
    • Men may be better negotiators.
    • Women may have a tougher time getting promoted.
    • Only about 20 percent of nurses who work in hospitals are unionized, which may be a factor.
    • A lingering bias may persist that a man is more of an expert because he is a man.
    We need to be aware of the persistent gender gap in almost all professions in the United States. As explained by Terry O’Neill in Ms. Magazine, the gender and gender/race wage gap undermines women’s economic security, and lawmakers continue to dismiss this harsh reality. She noted that, according to the Institute for Women’s Policy Research, the gap is closing so slowly that “if we keep going at the current pace, it will be the year 2058 before women have wage parity.” If you agree with me that 2058 is too long to wait, then it’s time that we get together and demand that our lawmakers take this issue seriously and legislate for pay equity.]]>

    Career Sabotage – Part 3

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    When I worked in the emergency department, I was in charge every night—and the people who worked with me enjoyed me being in charge, or at least that was what was said to me. I had beautiful reviews and had some great pals, many of whom were at my wedding. Fast-forward about five years, and I have now decided to leave my management position to go back to the emergency department. So I talked to the emergency department manager, who has been a friend of mine for twenty-five years. About three weeks into the process, when I hadn’t heard anything, I went back to my friend who was the manager of the emergency department and said, “So what’s going on?” She got this really awful look on her face and she twitched—and she was tripping all over herself and said, “You’d better talk to your boss.” So I sit down with my boss, who says to me, “There is a problem. They don’t want you there.” You could have knocked me over with a feather. She went on to say this one, this one, and this one—my friends, people who had been at my wedding—had gone to their bosses and said, “We don’t want her.” I was shocked. We would go out after work together; we would talk to each other on days off. Sometimes I would help them out with babysitting or they would help me. If I had any kind of a party or get-together, they were first on my list to invite. They were the people I laughed with at work; they were the people I cried with at work. They were there through my divorce, through a terribly tough time in my life. Why would my friends turn on me like that? That they would stab a friend in the back for no apparent reason for their own selfish gain? Well the bottom line was, they were afraid that I was going to usurp their perceived position. Keri’s story is an example of the impact of mixing friendship expectations with the hierarchical norms of masculine work environments, which can trigger horizontal violence. In such cases, acts of covert career aggression can leave the recipient feeling not only bewildered but shocked when it happens. Career aggression can also damage a woman’s self-confidence. Angella, a diplomatic services manager in Mexico, explained that “When someone is saying bad things about you, after a while you start to feel that maybe the bad things are true.”   An excerpt from my book, New Rules for Women, available at Amazon (http://www.amazon.com/dp/0982056982/).]]>

    Women Worry More than Men about Family Chores: Why This Matters

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  • Is he lazy, or not really committed to equality?
  • Is she doing it all so well that he doesn’t feel a need to do more?
  • Are her standards so high that she doesn’t trust him to “do it right” regarding child care?
  • Is she really unwilling to let go of control?
    • What is clear to her is that she is becoming resentful and exhausted. Why is this important? There is the obvious potential damage to her relationship if her resentment continues to grow. There is also a potentially negative impact on her career. In an article in the New York Times, Judith Shulevitz noted that it takes “large reserves of emotional energy to stay on top of” all the details in the management of family life. Shulevitz cited research on heterosexual couples (she noted gay couples as being more egalitarian) from all strata of society that confirms that my friend’s experience is not unusual—women do the larger share of “worry work” about the details of family management. Tracking all these details can actually be a significant distraction for women at work and can scatter our focus, potentially disrupting our careers. Shulevitz speculated that these distractions “may be one of the least movable obstacles to women’s equality in the workplace.” Wow! Think about the possible significance of this statement. What, then, could be our part in keeping this inequality in place? Shulevitz related a story about young women in a recent undergraduate course on women and work who were making presentations at the end of the course. Many of them slipped in their language and talked about the importance of men “helping out” with household tasks and “babysitting” the children. Helping out and babysitting are not the same as sharing responsibility. These slips in language probably reflect traditional societal stereotypes that create pressure for women to be the right kind of mother. These pressures seem to be alive and well in our society, and even young women seem, to some extent, to be internalizing them. I think my friend may be asking the right questions. As women, have we internalized the traditional role expectations for us as women and mothers? If so, are we acting out these expectations by
    • Sending a mixed message to the men in our lives about whether we really want them to do an equal share?
    • Feeling we “should” do more of the household/child-care tasks to be the right kind of mother?
    • Keeping control of the lists because we really like being in control?
    • Being inflexible about our standards for doing family management?
    What is the truth of the matter for you on the questions above? What can you let go of? What has worked for you to equalize the load with your partner?]]>

    Career Sabotage – Part 2

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    This group of three women who had been there a long time, who were all friends, began to really try to sabotage me. They’d give me hate mail in my in-box. This was before e-mail. They would steal my mail and throw it away. They would put a key to the side of my car on both sides. They would talk about me incessantly to other people and say I wasn’t really very good. They would gossip about me to anybody and they’d tell stories about me, like I was sleeping with the boss, which wasn’t true, and they would just try to sabotage me. Kendra reported that she did not even know who was doing these things to her until considerable time had elapsed. The hate mail and property damage were upsetting, but stealing and destroying her mail had a negative impact on her ability to perform her job when she did not receive information or documents that others thought she had. Her reputation and credibility were also impugned. Once again, Kendra did not know these women. The key to this dynamic is in Kendra’s statement that the women “had been there a long time.” She went on to explain that she eventually learned that they did not feel valued and had not been promoted and that she had been hired in above them, even though they were more experienced and had equivalent levels of education—another setup for horizontal violence to be triggered.   An excerpt from my book, New Rules for Women, available at Amazon (http://www.amazon.com/dp/0982056982/).]]>

    Career Sabotage

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    A new woman had started at the company, and I had been with the company for about two years. I had a very strong relationship with my boss and his boss, and we had been working together for a while. This new woman came in and felt threatened, I think, by the relationship that I had with my bosses and the team and probably with my peers as well. She falsely reported me to HR for having a romantic relationship with one of the bosses. I’d define that as sabotage. This story is an example of career sabotage, as opposed to simply indirect aggression, because the intention seemed to be to damage Tammy’s standing in the organization. Tammy described hearing at the “water cooler” that someone was circulating rumors about her. But she was surprised and very embarrassed to be called by the Human Resources Department (HR) and asked very probing questions about her personal life based on rumors started by a person as yet unidentified to Tammy. The tactics of the HR representatives indicated to Tammy that they believed the rumors and that her credibility had been damaged. While Tammy eventually found out who had circulated the rumors, she did not know the woman involved. In the absence of any type of relationship between Tammy and her saboteur, this story of career aggression represents a clear example of horizontal violence—oppressed group members taking their frustration out on other members of their group, in this case woman to woman. It couldn’t have been a personal vendetta when Tammy didn’t even know the other woman.   An excerpt from my book, New Rules for Women, available at Amazon (http://www.amazon.com/dp/0982056982/).]]>

    Career Aggression

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    Characteristics of indirect and career aggression Indirect aggression  Career Aggression  • Consists of purposefully hurtful behaviors that are denied when the aggressor is confronted • Includes verbal and nonverbal covert behaviors, including – Eye-rolling ––Subtle comments, such as “I see you didn’t take your smart pill today.” – Silence as a weapon – Spreading negative rumors • Includes indirect behaviors but moves beyond them to actions intended to damage or sabotage the career of another woman • May be perpetrated by a friend, an acquaintance, or a complete stranger in the workplace   An excerpt from my book, New Rules for Women, available at Amazon (http://www.amazon.com/dp/0982056982/).]]>