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How to Be a Workplace Ally

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Women can be powerful allies for each other ​at work​​. Find ways to advance your female coworkers and push back against gender bias. Together, ​we can go further faster.

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How to Be a Workplace Ally

  1. 1. #LeanInTogether | LeanInTogether.Org #LeanInTogether TIPS FOR WOMEN: HOW TO BE A WORKPLACE ALLY Get the complete tips at leanin.org/tips/workplace-ally Getty Images
  2. 2. #LeanInTogether | LeanInTogether.Org You often hear that women don’t support each other—but it’s not true. Women do help other woman, and we can be powerful allies at work. There are simple things we can do every day to celebrate and advocate for our female coworkers. Together, we can level the playing field and go further faster. #LEANINTOGETHER HOW TO BE A WORKPLACE ALLY
  3. 3. #LeanInTogether | LeanInTogether.Org#LeanInTogether | LeanInTogether.Org When women stay quiet, our status suffers: women who speak less in group discussion are seen as having less influence.1
  4. 4. #LeanInTogether | LeanInTogether.Org 1SITUATION Women get less airtime in group discussions.2. We are interrupted more—by both men and women3 —and given less credit for our ideas.4 Look for ways to shape the conversation. When a woman is interrupted, interject and say you’d like to hear her finish. If you see a woman struggling to break into the conversation, say you’d like to hear other points of view. When you advocate for your female coworkers, they benefit—and you’re seen as a leader. Moreover, meetings are most effective when everyone’s best thinking is heard. SOLUTION 1 MAKE SURE WOMEN’S IDEAS ARE HEARD
  5. 5. #LeanInTogether | LeanInTogether.Org#LeanInTogether | LeanInTogether.Org In a recent study, 66 percent of women received negative feedback on their personal style such as “You can sometimes be abrasive,” compared to less than 1 percent of men.5
  6. 6. #LeanInTogether | LeanInTogether.Org 2 CHALLENGE THE LIKEABILITY PENALTY SITUATION Men are expected to be assertive, so coworkers welcome their leadership. In contrast, women are expected to be nurturing and collaborative, so when we lead, we go against expectations—and often face pushback from men and women. 6 This “likeability penalty” often surfaces in the way women are described. SOLUTION Listen for the language of this likeability penalty. When you hear a woman called “bossy” or “shrill,” ask, “Would you have the same reaction if a man did the same thing?” In many cases, the answer will be no.
  7. 7. #LeanInTogether | LeanInTogether.Org#LeanInTogether | LeanInTogether.Org Women are often given less credit for successful outcomes and blamed more for failure.7
  8. 8. #LeanInTogether | LeanInTogether.Org SITUATION SOLUTION 3 CELEBRATE WOMEN'S ACCOMPLISHMENTS Women are often given less credit for successful outcomes and blamed more for failure. 8 Conversely, when women celebrate our own accomplishments, we are often penalized for self-promotion. 9 As a result of these dynamics, women’s contributions can go unnoticed. Look for opportunities to celebrate women’s accomplishments, and point out when women are being blamed unfairly for mistakes. Better yet, get together with a group of women and agree to celebrate one another’s successes whenever possible. Although women are often penalized for promoting ourselves, you can lift up other women and they can do the same for you.
  9. 9. #LeanInTogether | LeanInTogether.Org#LeanInTogether | LeanInTogether.Org Women negotiate less frequently and ask for a third less money when we do.10
  10. 10. #LeanInTogether | LeanInTogether.Org SOLUTION 4 ENCOURAGE WOMEN TO GO FOR IT SITUATION Because female performance is frequently underestimated, women need to work harder to prove we’re just as capable. 11 Because the workplace is harder on women—and we are harder on ourselves—our confidence often erodes. As a result, many women are less likely to put themselves forward for promotions or negotiate. Look for opportunities to boost your female coworkers’ confidence and encourage them to go for it. If a woman says she’s not ready for a new project or position, remind her of what she’s already accomplished. When it’s time to negotiate, encourage her to ask for more and role-play with her to prepare for the discussion.
  11. 11. #LeanInTogether | LeanInTogether.Org#LeanInTogether | LeanInTogether.Org Women often receive less—and less helpful— feedback.
  12. 12. #LeanInTogether | LeanInTogether.Org SOLUTION 5 GIVE WOMEN DIRECT FEEDBACK While men get specific recommendations for improving their performance, women hear more generic feedback that’s harder to act on, such as “Good job” or “You need more presence in meetings.” 12 Unfortunately, this lack of input slows women down; it’s hard to build skills and advance if you don’t know what to do. Find opportunities to give your female coworkers specific input for improving their performance. Whenever possible, share your feedback live and in the moment, when it’s most effective. Treat feedback from others as a gift and solicit it often—not only will you benefit from the input, you’ll set a great example to the women around you. SITUATION
  13. 13. #LeanInTogether | LeanInTogether.Org#LeanInTogether | LeanInTogether.Org Women who are mentored by women feel more supported and are often more satisfied with their careers.13
  14. 14. #LeanInTogether | LeanInTogether.Org SOLUTION 6 MENTOR AND SPONSOR OTHER WOMEN Mentorship and sponsorship are key drivers of success, but unfortunately women often miss out. Women are less likely to have mentors who advocate for and promote them, and this type of sponsorship is ultimately what opens doors and creates opportunities. 14 Commit the time and energy to mentor another woman. If you’re early in your career, don’t underestimate the value of your input— you may have just been through what a woman starting out is experiencing. If you’re more senior, go beyond offering advice and use your influence to advocate for your mentee. SITUATION
  15. 15. #LeanInTogether | LeanInTogether.Org ENDNOTES 1 ChristopherKarpowitz, Tali Mendelberg, and LeeShaker, “GenderInequalityin DeliberativeParticipation,”American Political ScienceReview 106, no. 3 (2012): 533–47,http://journals.cambridge.org/abstract_S0003055412000329 2 Karpowitz, Mendelberg, and Shaker, “GenderInequalityin DeliberativeParticipation,”Kieran Snyder, “Howto Get Ahead as a Woman in Tech: Interrupt Men,” Slate, July23, 2014, http://www.slate.com/blogs/lexicon_valley/2014/07/23/study_men_interrupt_women_more_in_tech_workplaces_ but_high_ranking_women.html;Joan C. Williamsand Rachel Dempsey, WhatWorksfor Women at Work: Four Patterns Working Women Need to Know(NewYork: NYUPress, 2014). 3 Snyder, “Howto Get Ahead as a Woman in Tech: Interrupt Men.” 4 AdrienneB. Hancock and Benjamin J. Rubin,“Influenceof Communication Partner’sGenderon Language,” Journal of Languageand Social Psychology 34, no.1 (2015):46–64, http://jls.sagepub.com/content/34/1/46.full.pdf+html. 5 Kieran Snyder, “TheAbrasivenessTrap: High-Achieving Menand Women AreDescribed Differentlyin Reviews,” Fortune, August26, 2014, http://fortune.com/2014/08/26/performance-review-gender-bias/. 6 MadelineE. Heilman, “GenderStereotypesand WorkplaceBias,” Research in Organizational Behavior 32(2012): 113– 15. 7 MadelineE. Heilman and MichelleC. Hayes, “No CreditWhere Credit Is Due: Attributional Rationalization of Women’sSuccess in Male-FemaleTeams,” Journal of Applied Psychology 90, no. 5 (2005): 905–26;MichelleC. Hayes and Jason S. Lawrence, “Who’sto Blame? Attributionsof Blamein Unsuccessful Mixed-Sex Work Teams,” Basic and Applied Social Psychology 34, no. 6 (2012): 558–64. 8 Ibid.
  16. 16. #LeanInTogether | LeanInTogether.Org 9. For a review of research see LaurieA. Rudman et al., “Reactionsto Vanguards: Advancesin Backlash Theory,” in Advances in Experimental Social Psychology, ed. Patricia Devineand AshbyPlant(San Diego: Academic Press, 2012), 167; LaurieA. Rudman, “Self-Promotion asa Risk Factor for Women: TheCosts and Benefits of Counterstereotypical Impression Management,” Journal of Personality and Social Psychology 74, no. 3 (1998): 629– 45. 10. Research cited by Katty Kay and Claire Shipman, “TheConfidenceGap,” Atlantic,May2014, http://www.theatlantic.com/features/archive/2014/04/the-confidence-gap/359815/. Seealso Lydia Frank, “How the GenderPay Gap Widensas Women Get Promoted,” Harvard BusinessReview, November5, 2015, https://hbr.org/2015/11/how-the-gender-pay-gap-widens-as-women-get-promoted. 11. Joan C. Williamsand Rachel Dempsey, WhatWorksfor Women at Work: FourPatterns Working Women Need to Know (NewYork: NYUPress, 2014). 12. ShelleyCorrell and CarolineSimard, “Research: VagueFeedback Is Holding Women Back,” Harvard Business Review, April 29, 2016, https://hbr.org/2016/04/research-vague-feedback-is-holding-women-back. 13. For a review of research see Carol T. Kulik, Isabel Metz, and Jill A. Gould, “IntheCompanyof Women: TheWell- Being Consequencesof Working with (and for) Women,” in Handbook on Well-Being of Working Women,ed. Mary L. Connerleyand Jiyun Wu (NewYork: Springer, 2016), 189; Sarah Dinolfo, ChristineSilva, and NancyM. Carter, High-Potentialsin thePipeline: LeadersPay It Forward, Catalyst (2012); K. E. O’Brien, A. Biga,S. R. Kessler, and T. D. Allen, “A Meta-Analytic Investigation of GenderDifferencesin Mentoring,” Journal of Management36, no. 2 (2010): 537–54, http://jom.sagepub.com/content/36/2/537.short. 14. Herminia Ibarra, NancyM. Carter, and ChristineSilva, “WhyMen Still GetMorePromotionsThan Women,” Harvard BusinessReview, September 2010, https://hbr.org/2010/09/why-men-still-get-more-promotions-than-women ENDNOTES