Leveraging the collective impact of everyone is the most effective way to attain long-lasting impact, says Francke. We need to ensure that men understand gender balance benefits everybody-including them. But these leaders will struggle when it comes to retaining talent and making good business decisions. They don't need diversity to cope with future challenges. "We found that 62% of senior male leaders believe it's not important for them to have gender-balanced management teams at a senior level. As she explains, organizations that don't address gender equity will struggle to stay competitive in the future. By inviting all employees to share their DEI challenges and concerns Francke says companies can better engage and enroll everyone to take action.įrancke believes there has been too little effort devoted to communicating the benefits of greater equity for organizations and employees. But if you don't include men, you are not going to be as successful in your endeavors because you're making men think DEI is just something women do."įrancke believes creating a psychologically safe workplace where everyone can voice their concerns, including male leaders, is essential. Too many gender endeavors have focused on fixing women and encouraged women to get together and 'fix themselves'. "It's about coming together, supporting each other, and talking about the need to make progress. Research has shown the marked difference in progress reported by organizations where men are engaged in gender diversity initiatives compared to where they're not, and Francke reiterates that getting men involved is key. In particular, she says that men calling other men and holding each other accountable can be a powerful catalyst for change.Ĭreating true gender parity requires participation from all individuals regardless of their level or position in a company. If a male colleague is talking over a woman or taking her ideas, we need to take that person aside and say, 'Hey, did you think about the impact of that remark?' Tolerating it and saying nothing is making you complicit in the problem."įrancke says senior leaders must consistently role-model inclusive behaviors and challenge bad behavior. It's also the empathy case, which is the emotional case of understanding the barriers and microaggressions that are often unconscious and serve to hold women back. "Engage in conversations so that it isn't just the factual case.
She believes that male leaders need to be aware of how women experience gender bias at work to understand how their behavior may contribute to women's experiences of discrimination. Instead, they make positive assumptions when the true picture is bleaker, says Francke. The Chartered Management Institute's research reveals that many leaders do not fully acknowledge their organization's gender equity issue.
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