7 Myths about Women and Work by Catherine Fox

By Catherine Fox

Being a girl, elevating young ones, succeeding in a management function and residing a whole existence continues to be a tall order in glossy Australia for those who do not take place to be remarkable. Being a girl on a board, operating an ASX most sensible –listed corporation, or working a central authority division is still 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 girls 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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I do a lot of work in professional services firms and they think their business model is the only way they can function, in an aggressive alpha male profile, and they think women just can’t do it. The tipping point comes, she said, when only people who know how to manage in this area will be promoted and gender inclusion efforts are made an attractive management competency – without which your career will be compromised. Some of the educational effort to identify the pitfalls of relying on a mythical notion of merit would also be helped along by a clearer analysis of all the human resources talk about self-managed careers, personal branding and ‘Me Inc’ (an expression coined by management guru Tom Peters).

Either you are a good mother or a good worker, a professional on the job or a nice person, grateful for a decent job or a selfish, privileged complainer. The myths have been a handy way of perpetuating this trade-off in roles that hamper all women and help keep alive the notion that women in white-collar jobs are just never satisfied. I think the fact that women with these advantages are finding it difficult to be treated fairly means we have a real problem, not a reason to be ashamed and give up.

The problems women face are more complex, and even those who get to the stage of identifying and applying for a board role may run up against indirect barriers. ’ Insidious and persistent as the concept of merit can be, there is some good news; bald statements that ‘our business is a meritocracy’ are finally starting to wear thin. The gap between rhetoric and reality is turning into a chasm that is so wide it’s getting hard to ignore, particularly with today’s employees, who are much more savvy about organisational spin.

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