Americans largely agree that women have made huge gains in the workplace over the past two decades. But what about men? Although many Americans believe women are thriving, more than half believe that men's progress has stagnated or even reversed.
To make things more complicated, recent research reveals a huge gap along the gender and partisan boundaries. Most Republican men believe that all gender equality in the United States has been achieved, while most Democratic women believe that there is still work to be done.
As researchers at the Rutgers Center for Women in Women’s Business, we believe this disagreement is important. For business leaders, this gap is not only a social or political issue. This is a leadership challenge that has a direct impact on team cohesion and morale. If some employees view gender equality efforts as losses rather than collective gains, leaders will inadvertently get stuck.
When equity feels like loss
Efforts to promote gender equality often bring about equality assurance that equality is not a zero-sum game – women’s progress does not have to come at the expense of men. Data can support this, for example, executive teams with gender diversity can increase company profits by up to 21%.
However, workers’ perceptions of gender equality efforts tell another story.
For example, 61% of Americans believe that changing gender norms makes it easier for women to succeed at work, but for men, only 36% say the same. More importantly, 61% of men believe that women have equal job opportunities, but only 33% of women believe in the same thing.
These differences reveal an important fact: perception, rather than policy alone, shapes how fair efforts are accepted.
Let men participate in fair conversations
Research shows that men and women associate power with different psychological outcomes. Men are more likely to associate power with control, while for women, power is more often associated with a sense of freedom. As a result, efforts to share power may be more free for women, but stable for men, especially for those who already have power.
But that doesn't mean that one person's gains need to be paid at the cost of another - it's just that people understand change through their own identity and experience.
Resistance increases even when men see women's progress as a threat to their status or opportunities. This cycle becomes particularly difficult because it requires challenging one's own beliefs, which is not always easy.
This is why it is so useful to understand other people’s experiences. For example, men and women may be equally ambitious and capable, but perhaps only one of these experiences is often interrupted in meetings. These differences and life experiences in individual history shape how the work environment is interpreted and therefore navigated.
Understanding the diversity of this perspective and discussing life experiences can help gender equity efforts become more effective. Building a truly equitable future requires acknowledging that feeling about the effort required to reach that future can vary greatly.
With that in mind, here are some of the best practices leaders consider when they are constantly changing landscapes.
Prepare for the difference
Avoid zero-sum thinking. If people think that gender equality efforts will weaken their opportunities or weaken their own power, they will be disengaged. Leaders should make equity a stake that is critical to the success of the team and business – and a ground-to-face conversation of metrics to show how inclusion drives outcomes.
Know that the bets may vary. Women may view gender equality as a matter of justice or even survival, and compromise can be difficult when equity exists in shares. At the same time, they may experience organizational progress in terms of gender equity, as individual victories. Promoting these changes and their mutually beneficial benefits can help build a more cohesive team that everyone can thrive.
Please note that different clocks are ticking. Some people may think that changes occur too quickly, destroying the stability of established norms. On the other hand, women may feel that progress is too slow in view of centuries of systemic inequality. It takes teamwork to see both of these views as respectable points. Encourage dialogue goals to be mutual understanding rather than solidarity.
Build a coalition around shared experiences
Promote policies that benefit all. By promoting policies such as mixed work and parental leave that benefit all, the workplace will attract and retain a more diverse workforce, leading to greater innovation. Men are encouraged to take advantage of these policies and make sure your company culture makes doing so acceptable. This allows men to actually experience the benefits of these moves. Efforts around shared values (such as a desire for healthy families, better education or stronger economies).
Use/and think. Supporting support for people with loss of identity Men can open up space for conversations. Provide this space. Meanwhile, acknowledging that women’s ongoing struggles continue to face, their fear of the workplace returns to “who they used to be.” One view does not need to negate the other.
Prioritize life experience. Rather than insisting that everyone sees gender equality the same way, finding ways for men to experience mutually beneficial programs. Then, conversations are encouraged about experience rather than ideas.
Bridge split and dialogue
Mixed guidance is important. Pairing employees with mentors of different backgrounds (transgender, race, age, department or qualification level) can help them develop curiosity and learn from each other.
Activate the resource group. Groups focused on cross-cultural engagement provide employees with a platform to discuss challenges, share experiences and collaborate on inclusive programs. In addition, allies are encouraged to participate in employee resource groups and business resource groups, promoting openness and understanding. Leaders can support groups by providing resources, visibility, and executive sponsorship.
Hug discomfort. Often, people try to avoid feeling uncomfortable. However, discomfort is a necessary condition for growth. Starting with this premise and inspiring, thoughtful, open and honest discussions about sensitive topics and potential fears can help promote transparency and build trust. Leaders can facilitate these conversations through town halls, round table discussions or specialized dialogue meetings.
Progress depends not only on indicators and policies, but also on trust, communication and humility. People are more likely to participate when they feel seen and heard (whether they feel capable or uncertain).
In other words, the real opportunity is not to win the debate about whether gender equality is “complete”, but to build an organization where everyone can see their future in the workplace and feel as if they are playing a role in shaping it.