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“...we need to let go of this idea that we’re good people, and really try to focus on understanding how our privilege creates challenges for people in the workplace.”
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“Organizations are set up by and large to support an ideal type of worker, what I call a prototype, to succeed.
And research consistently has shown even across geographies, and across different cultures, that this is by and large a man. So, this tends to be somebody, you know, when we think of a manager, we think of somebody that’s male, but not only that, but they tend to have sort of masculine attributes. So, white, middle class, heterosexual, sort of able-bodied male.
But importantly it’s also someone that’s willing to engage in sort of dominant, assertive, aggressive, competitive, exclusionary behaviors to get ahead. And they are willing also to make work the number one priority, so that means it’s also somebody that’s free from dependent care responsibilities.
The problem with prototypes is people who tend to succeed in organizations are people who best fit the prototype. You fit in almost by default, you walk in, and it’s easier for you to access networks, it’s easier for you to be sponsored, it’s easier for people to see you as a leader just simply because you match in their mind what good looks like when it comes to leadership.
But the reverse is also true. So, the more ways that you differ from this ideal standard, the more challenges you’re going to experience trying to advance at work. And this is true for both men and women, which is a really important point to make. The barriers are not just something that women experience, men also experience challenges to that.
And so, what the system has got wrong is that since the beginning of time, since organizations have been around, they’ve pretty much been hardwired with this ideal standard in mind. In many ways, what we’re rarely getting right, or rarely trying to fix around the system, is how we value difference. So, can we create an environment where different types of individuals can succeed.”
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And research consistently has shown even across geographies, and across different cultures, that this is by and large a man. So, this tends to be somebody, you know, when we think of a manager, we think of somebody that’s male, but not only that, but they tend to have sort of masculine attributes. So, white, middle class, heterosexual, sort of able-bodied male.
But importantly it’s also someone that’s willing to engage in sort of dominant, assertive, aggressive, competitive, exclusionary behaviors to get ahead. And they are willing also to make work the number one priority, so that means it’s also somebody that’s free from dependent care responsibilities.
The problem with prototypes is people who tend to succeed in organizations are people who best fit the prototype. You fit in almost by default, you walk in, and it’s easier for you to access networks, it’s easier for you to be sponsored, it’s easier for people to see you as a leader just simply because you match in their mind what good looks like when it comes to leadership.
But the reverse is also true. So, the more ways that you differ from this ideal standard, the more challenges you’re going to experience trying to advance at work. And this is true for both men and women, which is a really important point to make. The barriers are not just something that women experience, men also experience challenges to that.
And so, what the system has got wrong is that since the beginning of time, since organizations have been around, they’ve pretty much been hardwired with this ideal standard in mind. In many ways, what we’re rarely getting right, or rarely trying to fix around the system, is how we value difference. So, can we create an environment where different types of individuals can succeed.”
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“Tackling inequality is actually every leader's job, it is the definition of leadership. And it’s also the ultimate privilege. So, to be able to remove barriers that you yourself never have to experience is the ultimate form of privilege, and it’s actually a requirement of every leader. Because if you want to advance women in your workplace, you cannot do that without knowing what the barriers are, and taking steps to remove them. So, by and large leaders just simply haven’t been leading when it comes to equality in workplaces, so we need them to lead, it’s an imperative in terms of advancing women, and also advancing men and creating environments where men can show up differently.”
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