7 Myths about Women and Work by Catherine Fox

By Catherine Fox

Being a lady, elevating young ones, succeeding in a management position and residing a whole existence continues to be a tall order in smooth Australia for those who do not take place to be remarkable. Being a girl on a board, working an ASX most sensible –listed corporation, or working a central authority division continues to be an exception instead of the norm. regardless of the growth made in the direction of a fairer office, within the dialogue concerning the loss of ladies on forums or the scale of the space among males and women's pay, drained excuses are recycled. Catherine Fox labels those the seven myths approximately ladies and paintings.

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Unconscious bias, for example, appeals to the business world because it is not overtly about gender and thus avoids a more tricky conversation. Understanding how and why the myths evolved and persist raises some of these difficult kinds of questions that are more likely to deliver useful answers. If there’s one thing we know now after years of inaction it’s that a circuit breaker is needed to avoid more time and effort being wasted in reinforcing the status quo. That’s what the readers of ‘Corporate Woman’ tell me they are ready for – and they are good enough to get in touch to let me know what they think of the column, both positive and negative.

Catalyst also highlighted familiar assumptions about demographics and life choices: that women leave to start families (myth 4) and don’t aspire to upper management (myth 3), and that regional differences skew results. They concluded, ‘These have become handy excuses for gender inequity in the management ranks, even putting the onus on female employees for the discrepancies. But our results suggest they’re red herrings that don’t account for why women continue to lag’. The conclusion that women’s careers simply don’t progress like men’s is corroborated by another large 2009 study, Holding Women Back; the deck is stacked against women from the earliest days of their careers.

A few years ago, as the Halifax Bank of Scotland (HBOS) was teetering on the brink of collapse, Heffernan was running a panel discussion about board governance in London that included the HBOS chair, Dennis Stevenson. Not only did he show up for the panel, which surprised many, given the chaos, but he then waxed lyrical about the unanimity of the board in the face of the crisis. The concept that this very unity may have been one of the causes of the problem did not seem to have occurred to Stevenson, according to Heffernan.

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