Inequality is closely linked to the social, economic and political systems in which we operate. For example, women hoping to reach higher positions often face a vicious circle of gender-based self-sabotage despite a number of well-meaning HR policies and diversity goals.
However, precisely gender diversity in management can offer valuable approaches to and new perspectives on leading people. Thus, women do not necessarily have to try to adapt to the male majority in the company; their authentic way of behaving will completely suffice.
Sometimes social factors may hinder inclusion, as shown in a 2003 study by Frank Flynn, a professor at Columbia Business School, and Cameron Anderson, a professor at New York University. The researchers provided half of a class of MBA students with a biography of Heidi Roizen, a successful venture capitalist from Silicon Valley. The other half was given the same biography, but "Heidi" was renamed "Howard".
Students found Heidi to be selfish, as well as more ambitious and self-promoting than Howard. This led to the conclusion that people assume women will be gentle and more family-oriented, so if they have stereotypically "masculine" characteristics, people may "dislike" it.
Ambitious women are thus unconsciously penalised, as evidenced by the language used to describe women's work performance. Women are frequently described (by both men and women) in more emotional than professional terms, such as"irrational", "emotional" or "domineering", while "assertive" and "ambitious" becomes "aggressive" and "intrusive."
At the same time, women often doubt their abilities in a way men do not address. During interviews, they are more open about attributes that could affect their ability to perform a role. They may also be less assertive in their approach. Men, on the other hand, focus more on their strengths. Recognition of this gender difference is valuable and should be considered if, for example, you are dealing with a promotion issue. Sometimes well-meaning but misdirected "protection" from direct managers can hamper employee development.
Fair opportunity and reward are not only a moral right, but also a benefit. The Boston Consulting Group and the Technical University of Munich have even published research showing that inclusive businesses are more innovative.
How to anchor change
Managers - both men and women - must make an effort to understand the effects of their language and actions on their business. It is not about guilt, but rather about observing, asking questions and changing culture over time.
Diversity and inclusion is a complex area, especially when sexual orientation, race, religion and disability are introduced into the mix.
It is necessary to try proactively to understand the problems in your own organisation and have the courage actively to help other employees in order to prevent distortions as much as possible.
Armed with knowledge, managers can work to remove obstacles and prejudices at work and create an environment that helps employees remove their own personal obstacles to progress.
For genuine change to happen, it is necessary to face the challenges and think about what a change in the current situation would really mean for personal lives, businesses and the economy. And how it could work meaningfully in practice.
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