Saying Goodbye to Toxic Masculinity

Lately, I’ve been thinking quite a lot about my relationships with women. Firstly, as son, husband, father, and friend; secondarily, as peer, manager, leader, and inclusion champion. I’m fortunate to have been and to be surrounded by wise, strong, resilient women from all walks of life (not quite the Dora Milajie or Amazons, but equally formidable I assure). I attest that I am the man that I am largely because of their influences. Yet, it is not lost on me the challenges that they (and women as a whole) persist to overcome; existing in a society in which a significant number of men consistently, pervasively, and intrusively tout dominance over them. One can only imagine how unfettered women would be if they were free of toxic masculinity and the hindrances that accompany it.

Toxic masculinity -- the psychosocial theory describing hypermasculinity -- has been embedded in American culture for centuries. The seemingly benign “boys will be boys”, “locker room”, “boys club” socializations of childhood (reminiscent of the Our Gang/Little Rascals’ He-Man Woman-Haters Club) pale in comparison to the normalized, often celebrated behaviors of male supremacy, hyper-competitiveness, over-aggression, hypersexualization, and bullying. On wide display in many homes, workplaces, places of worship, political circles, industries, and entertainment, toxic masculinity levies a high emotional tax that devalues the very worth of women; robbing them of the respect they both deserve and have long earned (see #MeToo Movement). This is particularly true in fields such as healthcare.

According to the U.S. Bureau of Labor Statistics, 78% of the healthcare workforce is comprised of women. Still, 

• 37% of women comprise all physicians and surgeons (Center for American Progress)
• 26% of women hold hospital CEO positions (Modern Health Care)
• 21% of women represent executives and board members at Fortune 500 healthcare companies (Rock Health)
• 16% of women comprise permanent medical school deans (Center for American Progress)

These statistics indicate that even when women are overrepresented, underrepresentation among leadership is still prevalent. Further, underrepresentation among women of color in leadership is even greater. The Institute for Diversity in Health Management and the Health Research & Educational Trust, and the American Hospital Association found that only 7% of hospital CEOs were Black, Hispanic/Latinx, and Native American; while 0.7% were Asian (includes both men and women of color). The numbers at the medical school department chair level were more abysmal with Asian and Hispanic/Latinx women each holding 1% of chair positions, while 0.4% were held by Black women.

There are a myriad of contributing factors for the marked disparities. However, the most consistent across all research points to these:

• A workplace culture of exclusion
• Gender stereotypes and perceptions
• Lack of sponsorship and coaching
• Inability to access informal networks

Each, a result of unchecked toxic masculinity wielded at the highest levels. Together, a manifestation of bias systemically enacted to protect the progenitors of the same. As a professional in the healthcare industry, husband to a physician, father to a future STEM/STEAM leader, and as a man, I am keenly aware that I have a responsibility to denounce these taxing behaviors. Moreover, I recognize that I hold a level of accountability to ensure that women have opportunities to succeed, thrive, grow, and fully actualize within their careers. My male peers have and hold the same.

Here are three ways that we (inside and outside of the healthcare industry) can do our part to support, endorse, and promote women.

Create emotionally intelligent work cultures -- As shared in my article, 5 Ways to Be More Inclusive, “To build an inclusive work environment means to promote mutual respect of individual differences...” But, to do this effectively, we must first alter our own attitudes, behaviors, and actions (you know, “be the change”). Admittedly, attitudes and their resulting behaviors and actions are complicated, deeply embedded, and occasionally beyond our control. However, fellas, that’s no excuse to continue upholding the mantle of hypermasculinity. Bully tactics have never worked favorably. We cannot expect respect if we aren’t first respectful. We must let go of egotism and practice emotional intelligence. Being aware of the importance of eliminating our own unconscious bias allows for and creates a culture of connectedness, curiosity and collaboration. Furthermore, embracing vulnerability cultivates an organizational climate of growth, sustainability, and innovation and fosters genuine support for the women working within in it.

Take an active role in advocacy -- Men, we frequently purport ourselves to be allies, standing side-by-side with women in commiseration of their causes. While it is commendable, it has been my experience that women are not well-served by our co-railing against systemic obstruction alone (see #TimesUp). Action from us, access through us, and advocacy by us should be prerequisites for supporting our female counterparts. Speaking truth to existing power is one thing; creating a more inclusive power dynamic is another. This area is where sponsorship comes into play.

If mentorships are pivotal determinants in the rise of career success then, sponsorships are accelerating forces catapulting its speed. The New York Times explains, “Mentors act as a sounding board or a shoulder to cry on, offering advice as needed and support and guidance as requested...Sponsors, in contrast, are much more vested...offering guidance and critical feedback (to the sponsored) because they believe in them…” If we truly believe in women’s equality and inclusion then, we must mindfully forge the same paths to leadership that we naturally do for each other.

The Balance and Catalyst offer these suggestions to start:

• Build reputational capital by championing women’s skills, abilities, expertise, and performance in closed-door settings with other leaders and decision-makers
• Actively seek out high-visibility opportunities, stretch assignments, and advancement openings and nominate women for consideration
• Foster face-to-face networking; make connections between the women and various influencers who can help drive progress, and prepare them for next-level actualization
• Create sponsorship circles; pair promising women with senior female and male leaders to launch long-term development programs that build vertical talent pipelines
• Remember, ‘no woman left behind’. Every implemented and executed effort must be wholly inclusive of women of color, of varying faiths and beliefs, of abilities, and of sexual orientation

Promote gender equality -- Initiate gender equality conversations at work. Engage male peers in both dialogue and action around the encouragement, enablement, and empowerment of women as leaders. Women’s History Month (beginning March 1) and International Women’s Day (March 8) are the perfect times to band together and to take part in listening tours and reverse mentoring sessions with women. Establishing an ongoing forum for women to openly share their capabilities, skill sets, strengths, and unique challenges to paths to leadership gives them the voice and support they desire and warrant. Simultaneously, it helps us men:

• Become more emotionally intelligent and deliberate with regards to considering women as individuals and equals, rather than objects and subordinates
• Alter preconceived stereotypes and biases of what is thought (instead of what is actually known) women can do and/or achieve when afforded opportunity
• Reduce the perpetuation of toxic masculinity and limit the infliction of emotional taxation

Guys, promoting, advocating, empowering, and sponsoring women takes nothing away from us. Writer David French penned, "Boys will be boys, but they won’t all become men." Only those who are insecure are threatened by women. Helping women -- whether they are our mothers, sisters, wives, daughters, neighbors, friends, coworkers or, strangers -- helps us all (‘a rising tide lifts all boats’). Secure men are inspired and motivated by, seamlessly work alongside with, and are readily led by women. It’s high time we say farewell and goodbye to the ‘He-Man, Woman-Haters Club’ and do our part to shape the world to be inclusive, equitable, and balanced for all.

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About the Author: Todd Corley is the Chief Diversity & Inclusion Officer at OhioHealth (ranks as a "100 Best Companies to Work For" by FORTUNE magazine) and Chief Catalyst of The TAPO Institute, a strategic workforce engagement think tank. With two books (Fitch Path: A Cautionary Tale About A Moose, Millennials, Leadership & Transparency and The Great Global Check Out: Millennials, iGens, and the Growing Epidemic of Disengagement) and nearly twenty years of diversity and inclusion leadership experience, he is considered a key voice for inclusive leadership in the global arena.