It may seem misplaced to focus on the needs of men in an article (written by a man) for a readership comprised mainly of women. It may seem even more incongruous to encourage women to help empower men in the workplace.
But I will regardless.
Please don’t misunderstand my perspective. Having been a diversity practitioner for many years, I am acutely aware of the ‘playing field’ gradient, and in which direction it runs. As a senior female leader once commented to me, “Men just don’t get it – because they don’t experience it”.
The “it” she was referring to, of course, refers to the barriers that inhibit the career progression of women rather than men.
I didn’t argue with this female practitioner. Research, both organisation-specific and external, absolutely confirms “it”.
Best practice in gender diversity involves engaging men in solutions, rather than allowing the agenda to be seen only as women helping other women — thereby negating any sense of accountability for action amongst men. This premise provides the rationale for the Male Champions of Change initiative.
So why should women seek to empower men in their workplaces, when men already occupy the majority of decision-making positions within Australian businesses? The answer lies in our progressively enhanced understanding of unconscious bias (and an associated phenomenon called ‘stereotype threat’).
Both men and women are unconsciously biased
Unconscious bias is a human trait. Perhaps, if the senior leadership levels of organisations were already gender-balanced, the net effect of both genders hiring, developing and promoting ‘in their own image’ might be neutral in the long-term. But they’re not.
‘Stereotype threat’ can undermine an individual’s performance when the individual experiences anxiety associated with potentially confirming a negative stereotype about the social group he or she is perceived to sit in.
The impact reflects how close the identification is, and how negatively the stereotype is perceived. Research suggests both these variables can be influenced, thus improving performance. That means the scientific basis of theses like, “Why Men Don’t Listen” and “Women Can’t Read Maps” are now being challenged. It’s some progress.
Back in the workplace, women (not unfairly) may feel they have more to lose from the impact of unconscious bias and stereotype threat, when both are allowed to occur unaddressed. Fortunately, there are now interventions which can minimise the effect.
How men are disempowered
Deep-seated assumptions still persist in Australian society (and elsewhere) in relation to domestic and social roles – parenting and family in particular. Men are bread-winners; women are care-givers. Research indicates that both genders can subscribe to these stereotypes.
Attitudes may be shifting – slowly. More men are now adopting the role of primary carer for a family member – at least for a period. ABS data shows that women still make up the vast majority of primary carers across the Australian economy. Women also represent the majority of part-time employees.
When fathers choose to be a primary carer, a female partner is often enabled to be a bread-winner (part or full-time) should they wish. The more men who are more empowered to be care-givers, the more women are empowered to focus on their careers, achieve and be visible.
Unconscious bias and stereotype threat inhibit this positive outcome. Flexible (particularly part-time) workers – whether male or female – are typically perceived as less committed, less valuable and may be overlooked when it comes to work allocation and career advancement.
Importantly, some men particularly fear peer backlash or ridicule and lack the confidence to take on a carer role that may be seen (by either gender) as counter-cultural, and to which they are made to feel less well-suited, or less capable of performing (i.e. stereotype threat).
Everyone wins when interchangeable roles become ‘normal’
The more men are supported and encouraged to become primary carers and/or to work flexibly without detriment, the more normalised this becomes for ALL employees. Female colleagues (and clients) can make a critical difference to this process and the prevailing culture. Subtle, informal, viral sharing and promotion of male success stories taking on primary carer roles can help normalise and support them.
Challenging stereotypes, assumptions and related behaviours is essential to the development of an inclusive, flexible culture. It may be a paradox (they’re common in diversity endeavours), but the more women help men to approach work and care-giving differently, the more they stand to gain.