Shortlist: 3 ways to help managers become ‘gender smart’

Managers need to be made aware of gender differences when it comes to leadership, writes diversity and inclusion trainer Inge Woudstra-Van Grondelle.

Leaders and managers are key to improving the gender balance and progression of women within organisations. But how do we engage them in this inclusive agenda? The first step is to address mindset and to break down barriers to change.

Equal is not the same

In modern society, and especially at work, people are taught that men and women are equal. This is true, in terms of their inherent value, but it doesn’t necessarily mean that they are the same. Men and women can do the same jobs and achieve the same results, but they may have different motivators, needs and working styles.

Unfortunately, many people have an aversion to acknowledging differences between men and women.

A fear of lawsuits

First, organisations may worry that they will be sued if they acknowledge gender differences. Men and women certainly need to be given equal opportunities, but that doesn’t mean these need to be presented in the same way.

Explain that this is about achieving equity rather than equality. Equality means that each individual or group of people is given the same resources or opportunities, but equity recognises that each person has different circumstances and allocates the exact resources and opportunities needed to reach an equal outcome.

It’s simply good management to flex management style to what works for each unique individual; personalisation is a growing trend. 

Do “women need to adapt to business”?

Managers often tell me that it’s women who need to adapt to the way ‘things work in business’. Why should they have to make all kinds of extra allowances for women when men don’t get ‘extra help’?

However, traditionally, organisations have been designed around men (from the temperature in offices to the 9-5 working week; even the PPE given to NHS workers during the COVID-19 pandemic was made to fit men).

It’s only equitable to find ways of working that meet the needs women too; doing so is also good for companies who have access to a much wider talent pool.

Teaching gender-smart tools and strategies

Once managers understand that it’s not just acceptable – but actually vital – to be aware of gender differences, they need the tools to be gender-smart leaders. Here are a few things they should do.

1. Examine motivators

It’s not a universal truth, but men are often motivated by being ‘the best’, while women are more often motivated by helping others. Therefore, competitions and challenges often work well to spur men. Showing the impact of the work on others can be a good way to inspire women. 

2. Support self-promotion

Even now, women tend to be brought up to be ‘modest’ and are encouraged – by society – to be ‘nice’ in their relationships. As a result, they can find it harder to be assertive and forthright about their achievements (or may face criticism for speaking up in this way).

Thus, women’s contributions are often undervalued or unseen. Managers can help to make their contributions clear by asking female employees explicitly about their achievements and amplifying good results.

3. Encourage women to apply for promotions

Women may also be less likely to request promotions or pay rises as they have been conditioned not to push themselves forward. It’s often reported (though sometimes questioned) that men apply for a job when they meet only 60% of the qualifications, but women apply only if they meet 100% of them.

Managers may believe that women are less keen to advance or lack the initiative and confidence to take a step up. Managers could address this in one-to-ones, highlighting appropriate roles and opportunities.

Start with open conversations

Engaging managers in diversity and inclusion starts with having open conversations around perceived barriers for women and talking openly about how to address these. It requires psychological safety and a culture of adaptability.

Change may not happen overnight, but without support from leaders and managers throughout an organisation, progress simply stalls.