Well-intention is not enough to fight sexism at the office
Well-intention is not enough to fight sexism at the workplace. “Even well-intentioned men are likely to respond to sexist workplace comments with “benevolent sexism”: attitudes, practices, and actions that seem positive (such as aid, flattery, and rewards) but that undercut their goal of of supporting women at work, often under the pretense of providing them with help, protection, compliments, and affection.”
Four researchers at global non-profit Catalyst present their results in Harvard Business Review and they provide a checklist for men, especially senior leaders, to make sure they contribute to a better workplace for women. Catalyst, founded 1962, says its mission is to accelerate progress for women through workplace inclusion.
”With so many men already committed to combatting sexism, there is momentum for change. Course correcting to eliminate benevolent sexism from men’s responses to sexism at work is a vital step toward making that change a reality”, the four write.
Based on their survey of 7 210 men working in 13 countries they have advice:
Increase your awareness
Learn more about benevolent sexism, how it plays out in the workplace, what its effects are, and how it’s often tied to hostile sexism. Reflect on how benevolently sexist ideas fortify rigid expectations for people of all genders. Check your assumptions about how people should or shouldn’t act and live based on their gender.
Deepen your reflection
Visualize how you can interrupt sexist comments without falling into the benevolent sexism trap. What are the assumptions behind your words? What impact will your actions have? Are you implying that women can’t or shouldn’t do a project or task themselves?
Apply your knowledge
If you hear others making benevolently sexist comments, challenge them. For example, if a colleague wants to “save” a woman from a complex project, help him zoom out by asking, “What are the consequences of not involving her in this project? Wouldn’t it be better to ask her directly instead of assuming she won’t want it?”
Praise others who interrupt benevolent sexism
Acknowledge colleagues who interrupt benevolently sexist behavior. For example, reach out to a team member to say, “What you did made a positive impact on the team.”
Model equitable behaviour
Focus on women employees’ competencies rather than on traits such as style or appearance. Give feedback related to work results and objective goals instead of characteristics stereotypically associated with women, such as warmth or likeability.
Start conversations
Dedicate time at team meetings to discuss the different forms of sexism and how they might appear in your workplace. Ask colleagues to share their stories if they’re comfortable doing so. Approach these conversations with curiosity and humility; don’t blame yourself or others, but aim for education.
The four researchers are Negin Sattari, director of research at Catalyst; Sarah H. DiMuccio, senior associate for MARC (Men Advocating Real Change) at Catalyst; Joy Ohm, vice president, science writer & advisor at Catalyst; Jose M. Romero, global director of MARC Alumni Learning an Engagement at Catalyst.
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