It’s easy to see why men are reluctant to engage in gender equity conversations. Why would they want to join a movement routinely framed as a women’s issue, with men identified as the problem? Why would they participate if they believe it will come at the expense of their professional stature?
But we need to engage men if we want to make progress toward gender equity. Based on our research, one of the best ways to bring more men into diversity, equity and inclusion initiatives starts with busting the zero-sum bias that disincentivizes male participation.
By definition, zero-sum situations create winners and losers whose goals are at odds with each other. For zero-sum thinkers, the world is binary: Either I win and you lose, or you win and I lose. Mutually beneficial outcomes are never considered. This thinking leads to unnecessary division and tension.
Without men (the leaders of 82% of all firms globally), DEI efforts will fall short. From 2019 to 2020 we moved backward, adding 55 years to the estimated time needed to close the gender gap in economic equality. Businesses that commit to closing their gender equity gaps across all races and ethnicities enjoy increased profitability and returns on equity, productivity and innovation; a greater ability to attract and retain top talent; and revenue gains.
Here’s how to help organizations move the needle forward:
1. QUANTIFY GENDER EQUITY IN TERMS OF ECONOMIC GAINS. Bring evidence to show how men benefit when women and people of color are fully and equitably included at all levels of leadership. Research shows that organizations with equitable representation are more successful, profitable and innovative, which benefits men. These desirable outcomes are facilitated by the increased access to information, greater diversity of networks and enhanced interpersonal skills that men reap.
2. HOLD LEADERS ACCOUNTABLE BY TYING DEI METRICS TO PERFORMANCE REVIEWS. Implementing a standard DEI scorecard will play a critical role. The scorecard needs to track metrics at every stage of the employee lifecycle and on every step of the corporate ladder. It also needs to disaggregate data by gender and race, so that leaders can understand the breadth of intersectional employee experiences. Leaders should publish quarterly progress checks and annual diversity reports.
Read Also: How bitcoin met the genuine world in Africa?
3. OFFER DEVELOPMENT OPPORTUNITIES TO INCREASE GENDER INTELLIGENCE. Interventions and trainings such as Pennsylvania State University’s Workshop Activity for Gender Equity Simulation and Leanin’s 50 Ways to Fight Bias create a setting where managers and employees can discuss topics such as sexism and gender bias.
4. PULL BACK THE CURTAIN ON MISPERCEIVED SOCIAL NORMS. Research shows that men think that other men have a high level of acceptance of sexism — but in reality, most men don’t explicitly endorse sexism. This misconception creates a group dynamic whereby men reinforce sexist behavior and zero-sum thinking through conformity. Often it takes just one man speaking up to change the dynamic. Leadership training can change sexist attitudes tied to zero-sum perspectives.
5. ESTABLISH CROSS-GENDER PROFESSIONAL RELATIONSHIPS. Positive social interactions in a professional setting that emphasize learning, self-awareness, personal growth and collaboration break down stereotypes, prejudice and zerosum bias. Mentoring relationships can be especially powerful bridges to positive interaction.
6. FOCUS AND INTEGRATE INTERVENTIONS INTO CORE BUSINESS OUTCOMES. Focus on what all employees have in common as members of your organization. Then, focus on inclusive behaviors and values that improve business outcomes.
Kati ca roy is a gender economist and ceoandfo under of pipeline. davidg. smith is a professor of sociology in the college of leadership and ethics at the United states naval war college. W. brad johnson is a professor of psychology at the united states Naval academy and a faculty associate in the graduate school of education at johns hopkins University .;( art note: a photo andanillustr ationaccompany thisarticle.)
