Introduction from Julie Kratz’s upcoming book:

Lead Like An Ally

Why Fixing Women is Not Working

If you Google “women’s leadership books” you will likely find titles that tout confidence, risk-taking, influencing, and negotiation.  In my first book, Pivot Point, I too, identified authenticity, confidence, having a plan, connecting with purpose, influence, and negotiation skills as critical gap-areas for women that are necessary to propel us forward.  Sadly, since it was written in 2015, progress has been stagnant. Since the early 2000’s we have been subtly telling women to forget that they are women, and to act more like men at work. As if years of gender socialized behaviors, ingrained in us, can be forgotten.  Impossible!

In fact, gender is not binary. We are not simply a man or a woman based on our given sex at birth. There is a gender spectrum.  Increasingly, people are identifying themselves as gender neutral or non-binary, meaning that they do not identify with being exclusively a man or a woman.  We have been socialized to behave in a way that aligns with our given sex, yet that is not the only option. For women, this is problematic because as a society, we favor masculine over feminine traits in the workplace. This explains why it is impressed upon women to set aside their feminine tendencies and to present a masculine front to advance their careers.  

On the gender spectrum, femininity brings tremendous value to workplaces, especially when mingled with masculine traits.  The feminine traits of collaboration, emotional intelligence, tempered risk-taking lead to better business results. Asking women to be more like men is counter-intuitive. Our natural traits that we offer as women compliment those of men; truly creating the ideal balance or the yin-yang effect we are after.  Masculine traits balanced with feminine traits result in better leadership, higher employee engagement, and better business results.

The Workplace is Built for Men to Succeed

The workplace rules have been defined by men.  Today’s workplace still somewhat resembles the Mad Men 1950’s era plagued with sexual harassment, women toiling behind the scenes in low-paying positions, socially mandated, after-hour activities and rigid in-office hour requirements.  

At the time of writing this book, women only accounted for 5% of CEOs at Fortune 500 companies and 20% of C-Suite positions.  As I referenced in my second book, ONE, this statistic is dormant and presents no signs of improvement. In fact, McKinsey’s latest Women Matter report claims it is receding.  Recent female CEO departures signal a retreat from the once coveted leadership helm. Often, women in these positions feel constrained, constantly battling the gender tightrope bias of having to be feminine with the right dose of masculinity.  It is exhausting day in and day out. That is the real reason women leave.

Conversely, when the rules are co-defined by women, we all thrive.  Education is an area where women have outpaced their male counterparts for years.  So why does that success not translate into the workplace? More women graduate than men from college, achieve higher GPAs and obtain advanced degrees;  yet the key leadership positions in law firms and medical institutions are held by men. It feels opposite somehow. Why? What if the rules could be defined equally across genders?  Taking this into consideration, the solution that presents itself for us to lead together as allies.

I believe we are stronger together.

What is Necessary for Positive Change

Instead of encouraging women to be more like men, we need organizations to meet women where they are at, and build a culture that values gender equality, inclusion, and a genuine sense of belonging for everyone.

Critical mass is achieved when women make up at least 30% of a group.  This is important, because as the name suggests, organizations are at this critical mass where underrepresented groups make up at least 30% of the group.  The term itself emphasizes the critical nature of this. This is when underrepresented groups feel a sense of belonging and do not feel alienated being the “only” in the room. This theory suggests that one or two token women are not enough to make a difference.  While 50% is lofty for many leadership teams hovering around 20%, 30% is much more achievable. The chances of women speaking up, being heard, and having influence maximize when this is achieved.

This is why I recommend these ideas to organizations looking to advance gender equality:

1. Clean up the culture.  
   
2. Stretch talent equally.  
3. Establish ally networks.  
4. Manage meeting behavior. 
5. Promote belonging.  
6. Measure success.  

I believe we learn best from our own ideas.  To help you formulate your own ideas, I am going to tell you a story.  The story of a woman who works in today’s workplace, detailing her experiences, with insights and ideas on how an ally could have made it better for her.  It is based on the treasure trove of stories I have personally collected in my 15 year career of speaking, consulting, and training leaders on equality and inclusive leadership.  It is personal for me because I am telling it through the eyes of my daughter Jane. I hope this story remains a fable, one that she never has to live. Without further ado, meet Jane.