Which are you: Gender blind or gender brave?

I have been listening, reading, observing and talking with others about the current gender crisis that has unfolded in recent times in our organisations of highest office in Australia. The sexual harassment cases, the toxic cultures that continue to absorb and ignore behaviours and the frustration by many women in our workplaces that change is not occurring fast enough has been weighing on my mind. I want to add to this conversation, not just as a women, and a women with a leadership role in gender equality but as a person who believes in human rights for all. My point of view on matters of gender equity and equality is that too many leaders and organisational cultures are gender blind. The blindness is often unintentional, but lack of intention is not an excuse. To quote Professor, Sarah Kaplan from the Gender and Economy Institute "to be gender-neutral does not mean we are being gender inclusive". This means that leaders and teams need to step into the territory of 'gender' and equity and build their competency to truly realise the gender equitable organisations and societies that we crave and frankly must achieve.

Why are we gender blind?

We continue as a society, and leaders in organisations to be gender blind because of three reasons, which are based on my observations and research:

1. Lack of understanding. In my conversations with leaders, organisational team members, the most common response is that 'gender' and its concepts are big and we increasingly find it challenging to know what words to use, how to address people, and what in fact is the 'norm' when we talk about gender. The navigation of this pathway at an individual level, at a collective level and at a leadership level is a challenge. We only know if we have a blindness if someone stands to show us what we cannot see. What does it mean to be gender brave in our understanding?
2. Fear of our own bias. In dialogues about gender bias, I commonly hear reference to 'unconscious bias', and according to the Oxford dictionary, unconscious bias means 'Any distortion of experience by an observer of which they themselves are not aware. It also includes the influence of sociocultural frameworks on an observer or reporter, the cultural familiarity of which renders them transparent to them'. These bias can play out unfairly and bias is very subtle. The process of uncovering bias requires conscious effort. What may hold us back is that we fear what bias we may in fact hold. This gives no excuse, but it does mean we need to ask ourselves how can we be brave and directly look at the bias' we hold?
3. Inadequate environment settings. The context in which we work everyday is the sum total of the rules, patterns of behaviours, attitudes, processes and ways of operating that permeate overtime that inadvertently (or overtly) drive gender inequities and non-inclusive cultures. All cultures have sub-cultures and most organisations have a dominate logic that pervades the way things are done. The gender blindness comes from the failed attempt to look at the current culture by genuinely creating psychologically safe environments to listen to all people. The path of the gender brave is to ask "how do we change the context to increase our inclusivity and gender equitable norms?"

How can we be gender brave?

The pathway for gender brave leaders and organisations is to think about three important socio-cultural layers: self, the limits we place on others, and the collective will to build inclusive workplaces.

Strategy 1: Courageous leaders model the way by understanding their own bias'

Leaders in organisations must learn their own bias' and build their gender competency so they can model the behaviours for others. The vulnerability of leaders to be able to say that they understand they have some way to go in their own learning, models the attitude that gender equitable workplaces is a process of learning. There are tools available for leaders to 'test' their own implicit bias, such as Harvard Implicit Association Bias tests. Uncovering bias, helps us self-identify what we need to pay attention to in our daily lives. There are also emerging tools that help leaders assess their own competency in gender language, terms, and concepts, such as the Gender Competency Analysis Test, developed by the Gender and Economy Institute. The encouraging aspect for leaders is that there are practical ways to better understand bias and look at what this means in terms of learning journey of building gender equitable leadership behaviours. Be brave and build the competency to lead with literacy and self-awareness.

Strategy 2: Break stereotypes, starting with women

Gender stereotypes are learnt throughout our lives, and often do not reflect reality for society. Stereotypes are constructed mental models that have been set by norms that each of us have experienced. Smashing sterotypes is about liberating us from what we should expect from others, that in fact limit them, rather than see them as people. One stereotype that I have heard is that women leaders can be emotional, and I have been told that to be a good leader I need to keep emotions in check. I have been reflecting on this, and in a small rebellious way I challenge this stereotype, and when the occasion calls for it I make it clear that I am bringing emotion to the table, which is not being emotional. The idea of woman leaders is a stereotype, and it's critical that we start there, and reframe what it means for women to lead. And extending this point, what models of leadership do we expect as we increase diversity and be far more inclusive in our conversations and decisions? Be brave and embrace more ideas of what is 'normal' and then move past these, and engage people.

Strategy 3: Co-create the culture through conversations

Brave new frontiers are constructed through dialogue, and this is essential if we want organisations to be places that live and operate with trust, respect, inclusivity and equity for all. The gender brave context is one which leaders are not afraid to create spaces that allow for openness and conversation across their teams. If you cannot see the problems, then you can't solve them. For the past year I have been leading a monthly conversation about our commitment to gender equality and inclusion. As a leader I have been awakened to our own teams needs, and challenges that they experience which need to be addressed. It has also been a safe place for all people to state their own comfort and confidence to address issues of gender, gender equity, safe and inclusive workplaces, as well as leadership in making change. The responses that I have received from colleagues and includes male colleagues, is that now they have become more aware of gender, they 'cant take off the gender-lens' and they see gender-inequities everywhere. The brave leader opens up the conversations, and holds attention to the process of learning, and openness. The very nature of gender is a journey of discovery, so should our collective understandings.

So are you gender blind or gender brave? The chances are you are both. To be brave, we must be prepared to take off the blindfold and be conscious in our commitment to make the changes we expect to see in the places we live, work and play.

Dr Nina Terrey, is the Chief for Gender Equality at ThinkPlace Global. Nina is committed to the movement of realising a more gender equitable society and empowering leaders and organisations on that journey. If you have a challenge in gender equality please reach out: [email protected]