Thriving in the Downturn

by Sima Matthes (New York City)

Gender matters. It matters to all of us, no matter what we believe we think. It matters when we react to the associate at the bank, or the customer service representative on the phone. It matters when we mentally note that our child’s teacher is (atypically) male, or that our construction engineer is (atypically) female. It shouldn’t matter but it does.

This issue is at the core of a recent article on the news page of the UK-based Management Issues site discussed the “thickening” of the glass ceiling in response to the global economic downturn. The article highlights the findings of a 2008 study by the UK management consulting firm Hudson, which concluded that many women may be held back from the top of companies because of their tendency to be “altruistic, people-oriented, co-operative and open” even as it acknowledges that these traits are helpful in leading modern corporations. In troubled economic times, the report states, corporations tend to fall back on the “traditionally ‘male” traits of decisiveness, persuasiveness and leadership in order to survive” leaving women struggling to reach the highest levels yet again.

Karen Scott, managing director of Hudson UK expressed concern “that companies might adopt a short-term view that reinforces the hierarchy of men over women in their efforts to succeed during a recession.” She added “Our study suggests that women could actually make better leaders than men, when not forced to adopt a traditionally ‘male’ style. We urge organizations to look at which business attitudes are more critical for their current and future leaders in relation to their business context and strategy, before deciding which men or women are best suited for the roles.”

The study’s author, Etienne Van Keer, suggests that “the demographic evolution of the population and the changing nature of business will force organizations to pay more attention to what women have to offer.” Yet, according to the Bureau for Labor Statistics, the percentage of women in the workplace is declining. A congressional report released by the Joint Economic Committee earlier this year revealed that women are leaving the workforce at the same rate as men, pushed out by the multi-headed hydra of outsourcing, downsizing, layoffs and lack of opportunity.

Andrea King Collier, author of The Black Woman’s Guide to Black Men’s Health writes, “I’ve been out of the glass ceiling horserace for quite some time, as I went out solo. But one of the things I did remember is that in tough times, senior management would look at saving the guys who had families, over women who either didn’t have a family, or who had a husband who had a job. A friend recently told me that she sits on a senior management teams that are having to make some tough decisions about who goes and who stays. She said that she was shocked to find them having this same conversation in 2008. Her take is that the older the men, the more likely that this will happen.”

It appears that, ultimately, it’s less about “maleness” and “femaleness” than it is about being male or female. And if that’s true, then women are still getting the short end of the stick when the economy tanks. However, a recent editorial on the European Professional Women’s Network (EPWN) site points out that this is a time of opportunity for women, if we play it right. Mirella Visser , the President of EPWN says:

Let’s be realistic: in general women have a weaker position on the labor market, for a number of reasons: they have often less than average tenure, do more than the average share of part time work, are paid less than the average male colleague, have fewer promotion opportunities, are less part of the informal network structures which count for promotion, and are still structurally overrepresented in those departments and functions that are considered as ‘overhead’ (that is: not directly contributing to the bottom line). Research has shown that up to three times more women than men leave the company in those situations, voluntarily and involuntarily. So what can each of us do to make sure that this crisis will not impact us in a negative way but even boost our careers?

She suggests that women learn how to play politics, working their informal networks and finding out which areas tend to be “safe-havens”, then calculating their next moves into those areas. Learn how to delegate, she says, allowing yourself to put “25% of your time and energy to activities that will increase your chances to make this crisis into a positive experience.”

Visser says that it’s time to ask for that promotion, build your network of people who thrive in a crisis, and, if you’re experienced in crisis management, mentor someone who needs help. Look to the next big thing—move into a new area or a start up industry—and become a social entrepreneur as well. “What better time than the present to start building your venture,” Visser asks, “because the world will be ready for it.”

“Don’t let [your next career change “happen” to you, but make it happen for yourself,” says Visser. She urges women to strategize. “It will be difficult enough to get through with a plan, let alone without one. Planning ensures that you become aware of the possibilities and the threats; it places you into a state of alertness needed to overcome any crisis of any nature and duration. Remember that success happens when opportunity meets preparation.” She also encourages women to use their creativity to build new tools and structures to fix the economic crisis, and to change the system.