Despite earning more college degrees than men for thirty years and counting, the 2017 Women in the Workplace report published by McKinsey & Company and LeanIn.Org shows that there is a pressing need to do more to ensure equitable representation of women in corporate America.
Most organizations realize this and company commitment to gender diversity is at an all-time high for the third year in a row.
Despite this commitment, however, progress continues to be too slow—and may even be stalling. One of the most powerful reasons for this is a simple one: we have blind spots when it comes to diversity, and we can’t solve problems that we don’t see or understand clearly.
Comfortable with the status quo
Many employees think women are well represented in leadership when they see only a few. Because they’ve become comfortable with the status quo, they don’t feel any urgency for change. Further, many men don’t fully grasp the state of women in the workplace, and some worry that gender diversity efforts disadvantage them. As a result, men are less committed to the issue, and we can’t get to equality without them.
Men think women are doing better than they really are
When it comes to how women and men see the state of women and gender diversity efforts, there are striking differences. Men are more likely to think the workplace is equitable; women see a workplace that is less fair and offers less support. Men think their companies are doing a pretty good job supporting diversity; women see more room for improvement. Given the persistent lag in women’s advancement, women have the more accurate view.
The bar for gender equality is too low
Nearly 50 percent of men think women are well represented in leadership in companies where only one in ten senior leaders is a woman. A much smaller but still significant number of women agree: a third think women are well represented when they see one in ten in leadership.
Women hit the glass ceiling early
At the first critical step up to manager, women are 18 percent less likely to be promoted than their male peers. This gender disparity has a dramatic effect on the representation of women: if entry-level women were promoted at the same rate as their male peers, the number of women at the SVP and C-suite levels would more than double.
Men are more likely to say they get what they want without having to ask
Women of all races and ethnicities negotiate for raises and promotions at rates comparable to their male counterparts. However, men are more likely to say they have not asked for a raise because they are already well compensated or a promotion because they are already in the right role.
Women get less of the support that advances careers
Women are less likely to receive advice from managers and senior leaders on how to advance, and employees who do are more likely to say they’ve been promoted in the last two years. Similarly, women are less likely to interact regularly with senior leaders, yet employees who do are more likely to aspire to be top executives.
Men are less committed to gender diversity efforts
Men are less likely to say gender diversity is a top personal priority and point to concern over de-emphasizing individual performance as the primary reason. Some men even feel that gender diversity efforts disadvantage them: 15 percent of men think their gender will make it harder for them to advance.
Many women still work a double shift
On average, 54 percent of women do all or most of the household work, compared to 22 percent of men. This gap grows when couples have children. Women with a partner and children are 5.5 times more likely than their male counterparts to do all or most of the household work. Even when women are primary breadwinners, they do more work at home.