Men & Gender Equity: Creating Better Workplaces for Everyone
By Helena Wacko, Equity, Diversity & Inclusion Researcher at Shape Talent
The idea that gender equity only concerns women is one of the most pervasive myths regarding creating gender equitable workplaces. This framing excludes the important role men play in driving change and ignores the far-reaching benefits gender equity brings to everyone. Gender equity is about collective growth and inclusion – it’s not a zero-sum game. Or, put differently: patriarchy and gender inequality does not always serve men’s best interests either.[i]
Let’s unpack the evidence.
The hidden costs of male privilege
Following the limited framing of gender equity above, a common misconception that gender equity has little to offer men remains. This view stems from a reductive narrative that pits men against women, portraying gender equity as a women-only issue, where the gain of women will come at the cost of men – as if rights were limited or a trade-off. However, gender is a complex experience, with each person navigating it differently – some with more privilege than others.
Everyone has a gender identity which is shaped by gender norms and role expectations, including harmful gender stereotypes – whether one conforms or transgresses these expectations. For example: men, too, face specific challenges that must be addressed equally, such as “higher suicide rates, lower educational achievement, and limited engagement in caregiving and household responsibilities” – all of which are in some way influenced by socially stringent ideas of masculinity.[ii] A simple, yet illustrative example of stringent gender norms is how men are more likely to develop skin cancer, not just because they are more represented in outdoor, so-called “masculine” work, but also because societal masculine expectations discourage them from seeking medical help for early diagnosis.[iii] These challenges deserve attention and can be addressed through gender equity.
Here, our language and discourse play a critical role in framing gender equity, and terms like “women’s issues” or “women’s rights” limit the scope of the conversation. They inadvertently reinforce the idea that gender equity only matters for women, leaving men and gender-diverse individuals out of the equation. Narratives like “men have lost out” are also harmful ways of framing gender equity efforts. Yet, they prevail, and – as documented by recent research – they shape how men think about gender equity, as men are “more likely to be sceptical about the benefits of feminism and to question the existence of gender inequality”.
It is crucial to recognise that the conversation about gender equity will impact all men, and that while all men stand to gain from gender equity, men are not a monolithic group. Racialised, disabled, queer, gay and/or transmen, are penalised for not conforming to certain masculine and patriarchal workplace expectations in different ways. We need to???? ?consider the intersectional experiences of marginalised men in the workplace, acknowledging how the interplay of power and privilege shapes their experience in ways that differ from those of their cis, straight and white male colleagues.
For example, BME men in the UK are more likely to be in insecure work, compared to their white peers[iv], while the employment rate for disabled men in the UK in 2023/24 was at just 55.2%, compared to over 75% for abled-bodied men.[v] In other words, gender equity cannot be siloed from other structures of oppression, and when adopting an intersectional approach to gender equity in the workplace, all men can gain .
In short; gender equity can positively impact men’s lives and careers. Not only do men in more gender equal societies experience less depression and better health, but by challenging restrictive, socially constructed notions of gender, such as masculinity – including leadership expectations – men can thrive better in the workplace.[vi] In The Authority Gap, Sieghart suggests that gender equality enables men to adopt more authentic leadership styles, free from societal expectations. Challenging traditional gender norms helps men build stronger relationships and improve wellbeing by reducing pressures like the breadwinner role and fatherhood penalties, leading to more balanced dual-career households and personal growth. [vii]
Gender equity opens the door for men to explore a broader range of identities and ways of being in the workplace, at home and in society. It frees them from the restrictive boundaries of traditional, and even toxic, masculinity, enabling them to embrace more authentic, flexible roles in both their professional and personal lives. Creating space for diverse expressions of masculinity and fostering more inclusive leadership styles.
Traditional leadership development programmes often fail to achieve true gender equity because they focus primarily on women only, overlook systemic barriers, and reinforce outdated leadership norms. By not engaging all genders or addressing the root causes of gendered career obstacles, these initiatives risk sending the message that success requires individuals to conform rather than challenging the system itself. This approach not only places the burden of change on women and marginalised genders but also excludes men from playing an active role in fostering gender equity. As a result, organisations miss opportunities to create truly inclusive leadership and work environments.
Our group coaching intervention takes a systemic and inclusive approach to work-life performance by helping individuals understand the impact of gender stereotypes, dismantle career barriers, and navigate workplace dynamics effectively. Designed for small cohorts of six, the programme consists of three three-hour group coaching sessions, led by two highly qualified coaches over a 12-week period. Participants complete a short survey to identify key organisational and personal challenges and engage in pre-work to maximise the sessions’ impact. By equipping individuals with the tools to challenge gendered expectations at work and home, we empower organisations to create lasting change and build cultures where all genders thrive.
How to leverage male privilege to?foster gender equity for all
While gendered power structures affect men not always in advantageous ways (as outlined above), it is nonetheless important to address how male privilege, and dominant masculine cultures undeniably shape workplace dynamics and the lived experiences of women and gender-diverse employees. Patriarchy and sexism continue to structure and influence the workplace, in subtle or overt ways, and women and marginalised groups still face systemic barriers in a range of ways men do not[iv]?.
Men have the ability to leverage their position to ensure that gender equity is not just a concept discussed in boardrooms, but something actively embedded in organisational culture. It is through this active involvement that real transformation happens. Men can become powerful allies not just by acknowledging gender inequality, but by actively challenging the systems that perpetuate it. Several male CEOs are leading efforts to promote gender equity. Marc Benioff, CEO of Salesforce, is known for conducting regular pay audits to address gender pay gaps and advocating for inclusive hiring practices. Brian Chesky, CEO of Airbnb, has prioritised gender balance in leadership, implementing policies that ensure equal opportunities for women and gender-diverse employees. Similarly, Paul Polman, former CEO of Unilever, made gender equity a cornerstone of Unilever’s corporate strategy, achieving notable progress in gender representation across all levels.
Only when men engage fully with gender equity – and do so in a way that recognises the intersectionality of the issue – can we create truly equitable workplaces where all individuals, regardless of gender, race, or background, can thrive.
Male Allyship: moving beyond a gender binary approach
When we discuss male allyship, the conversation often centres on men as allies to women. However, true allyship encompasses all gender identities. Male CEOs, for instance, can serve as inclusive leaders who advocate for gender-diverse employees. This requires taking proactive steps to understand and address the specific challenges faced by transgender and non-binary individuals in the workplace.
The term “male ally” can inadvertently suggest, and is perhaps commonly misunderstood, as men that act solely for the benefit of women – in turn implying that gender equity serves only one group. However, male allyship and inclusive leadership, must ensure that all employees – regardless of gender identity – are considered when addressing gender equity. Relying on terms like “male ally” risks reinforcing biological essentialism and binary notions of gender. As Shelley Zalis points out in Forbes, the concept of “leadership allies” can offer a more inclusive approach in certain contexts.[viii]
Seeing the bigger picture and taking action
To conclude, gender inequality is not just about personal behaviour or a battle between men and women – it is about understanding the systems that disproportionately benefit some while disadvantaging others.
Being an ally is also not about guilt; it is about recognising where privilege exists and using that awareness to create a more equitable workplace. But it also requires recognising the intersections of privilege – how race, class, disability, and other identities further compound or alleviate the challenges faced by different people. Male privilege, for example, may seem to offer benefits, but it also comes with hidden costs: the societal pressure to be the primary breadwinner, or stringent expectations of how to present masculinity in the workplace, that may affect male wellbeing. To foster meaningful change, men must engage in reshaping the system, not just for women and marginalised genders, but also for themselves.
Shape Talent is an award-winning gender equity consultancy who partner with complex multinational organisations who are serious about gender equality. We help you make the sustainable change that leads to diverse and inclusive cultures where people and business can thrive. To learn more, get in touch today.
References
[vii] Sieghart, R. (2021). The Authority Gap: Why women are still taken less seriously than men and what we can do about it. London: Bantam Press