DISCOVERING A MASSIVE TRANSFORMATIVE PURPOSE IN DIVERSITY

As the conversation on diversity evolves, and personal perceptions polarize the workplace and society it’s never been more important to cut through the clutter and discern how best to drive measurable impact.

At Yugrow, as a behavior tech platform for women that enables growth through personalised micro actions, we wanted to explore the myths preventing women from closing the economic gender gap. Through our research we discovered 6 main myths in the workplace which widen the gap for women, making it harder for us to reach gender diversity objectives.

In identifying these myths and truths we also considered our Massive Transformative Purpose (MTP). That is, our aspiration for change and core purpose for existence. We also recognise that it will not be accomplished in the short term.

We hold these under a banner of hard beautiful truths. And what’s exciting, is that they can be surfaced, challenged and addressed to help women thrive in leadership.

MYTH 1: ONLY WOMEN EXPERIENCE IMPOSTER SYNDROME

TRUTH: 33% of men vs 42% of women report feeling “not good at their jobs”. Both men and women tend to experience feeling like an imposter when they enter and operate in new levels where they haven’t been before. We see it as a stretch and it’s wonderful for growth. Women in leadership may face unique pressures and expectations that contribute to feelings of self-doubt. However, many women leaders have overcome imposter syndrome to achieve success.

Women leaders often face stereotypes and double standards that question their competence and authority, leading to feelings of insecurity and self-doubt. Additionally, women may internalise these messages and perceive themselves as less deserving or capable of their achievements, contributing to imposter syndrome. The limited representation of women in leadership positions further reinforces the belief that women do not belong in these roles, exacerbating imposter feelings among those who do break through.

MYTH BUSTING ACTION: Champion women in business who are growing in confidence. Ensure

women are represented in leadership teams and strive for equal share of voice

in decision making to represent a wider working demographic.

MYTH 2: WOMEN ARE LESS WILLING TO TAKE ON CHALLENGING ASSIGNMENTS OR ROLES

TRUTH: Women often seek out opportunities for growth and challenge, but they may face barriers such as bias and limited access to high-profile assignments. The willingness for women to take on challenging roles should not be underestimated.

Society still assigns traditional gender roles that discourage women from pursuing ambitious career paths or taking on high-pressure roles. Additionally, systemic barriers such as bias, discrimination, and limited access to opportunities may discourage women from seeking out challenging assignments. These biases can lead to the perception that women are less willing or able to handle demanding roles, despite evidence to the contrary.

MYTH BUSTING ACTION: Ensure women are being assigned challenging tasks and are adequately challenged to grow, this will increase capacity for high-pressure roles historically only given to men. Also consider adequately supporting women through these challenging tasks.

MYTH 3: WOMEN IN LEADERSHIP ARE BOSSY

TRUTH: While women may face backlash for the same assertive behavior as men in some contexts, stereotypes about gender, influence perceptions of assertiveness differently for men and women. 

Societal norms and expectations often penalise women for displaying assertive behavior, particularly in leadership roles. Assertiveness is traditionally associated with masculinity, while women are expected to be nurturing and accommodating. When women exhibit assertive leadership styles, they may be perceived as aggressive or bossy, facing backlash and criticism for behaviors that would be praised in male counterparts. This double standard contributes to the belief that assertive women are less effective or likable as leaders, reinforcing gender stereotypes and inhibiting women's leadership opportunities.

MYTH BUSTING ACTION: Champion women who are assertive and fair, hold boundaries and challenge the status quo. Positively validate and recognise women who demonstrate a balance of masculine and feminine traits, ultimately creating a more gender-balanced leadership structure with an equal representation of both.

MYTH 4: WOMEN DEVELOPMENT PROGRAMMES HELP TO FIX WOMEN IN THE SYSTEM

TRUTH: Women development programmes support women to navigate and fix systems riddled with bias. 

Societal norms and expectations often penalise women for displaying assertive behavior, particularly in leadership roles. Assertiveness is traditionally associated with masculinity, while women are expected to be nurturing and accommodating. When women exhibit assertive leadership styles, they may be perceived as aggressive or bossy, facing backlash and criticism for behaviors that would be praised in male counterparts. This double standard contributes to the belief that assertive women are less effective or likable as leaders, reinforcing gender stereotypes and inhibiting women's leadership opportunities.

Due to a misunderstanding of the systemic nature of gender inequalities in leadership some individuals may perceive initiatives aimed at women's leadership development as attempts to address gender disparities by solely focusing on empowering individual women rather than challenging and changing systemic barriers and biases within organisations. This misconception fails to recognise the multifaceted approach needed to achieve gender equality in leadership, which includes both individual empowerment and systemic change. However, leadership development programs for women play a crucial role in equipping them with the skills, networks, and resources needed to navigate and overcome structural biases and systemic barriers effectively. These programs complement broader organisational efforts to create inclusive cultures and dismantle gender stereotypes, ultimately contributing to greater gender diversity and equity in leadership positions.

MYTH BUSTING ACTION: Driving gender equality in the workplace should be considered a two-pronged approach to address both individual development and systemic change required.

MYTH 5: DIVERSITY, EQUITY, AND INCLUSION CAN ONLY BE SOLVED BY FIXING ORGANISATIONAL CULTURE

TRUTH: Enabling women by providing support can be a powerful approach to improve culture, with more women empowered to challenge the status quo.

There is often an overemphasis on organisational culture as the primary driver of diversity, equity, and inclusion (DEI) initiatives. While organisational culture is undoubtedly important, focusing solely on cultural change overlooks the significant impact that individual empowerment and support can have on DEI efforts. By providing women with the resources, opportunities, and support they need to thrive and succeed, organizations can create a more inclusive and equitable environment where women feel empowered to challenge existing norms and advocate for change, where reality and culture collide. This holistic approach addresses both cultural and structural barriers to DEI, leading to more meaningful and sustainable progress toward gender equality.

MYTH BUSTING ACTION: Enable and provide women with development opportunities and support to empower them to challenge existing norms and advocate for change thus creating a more inclusive and equitable environment.

MYTH 6: WOMAN REQUIRE MORE WORKING FLEXIBILITY THAN MEN TO ACCOUNT FOR UNIQUELY FEMALE/FAMILY RESPONSIBILITIES

TRUTH: Both woman and men should be brought into a more flexible working environment to account for unique individual responsibilities.

Culturally, there is an overemphasis that woman play a more important role in the family childcare responsibilities which require flexibility. In addition, maternity leave, “menstrual mandates” and other uniquely female monthly rhythms don’t only have to apply to women looking to ebb and flow with life’s requirements. By providing both woman and men with greater working flexibility greater equality can be achieved in working environments, family dynamics and society at large. Men and women see flexibility as one of the ‘top 3’ employee benefits critical to company success.

MYTH BUSTING ACTION: Offering work flexibility to both men and woman allows for a more balanced working environment which contributes towards sustainable progress more broadly.

While systemically, society and culture play a significant role in the ongoing evolution of gender equality in the workplace, change must also be driven by supportive leaders who recognise the value of greater equality and diversity in business. Appreciating the proven business case of a gender diverse workforce, getting this right is what will keep businesses sustainable into the future as we explore massive transformative purpose in the long run. For Yugrow this means bending history backwards to close the economic gap by leveraging technology.

But the pendulum need not swing only in one direction, indeed it must swing for both the masculine and feminine of gender attributions to allow for diversity to be harmoniously integrated. To continue this work, industry leaders must continue to focus on measuring what is meaningful.

Yugrow offers an important contribution for women, as part of a holistic approach which addresses both cultural and structural barriers, leading to more meaningful and sustainable progress towards closing the economic gender gap.

Written by Yugrow.

Contributing sources of information: https://hbr.org/2019/02/research-when-gender-diversity-makes-firms-more-productive

https://www.mckinsey.com/featured-insights/diversity-and-inclusion/women-in-the-workplace