Guest contributed by Beth Leslie
When critiquing the feminist credentials of a film, a good place to start is the Bechdel Test. To pass, a movie must fulfil three simple criteria: It has two named female characters, who talk to each other about something other than a man. Just under half of all films fail.
For comparison, when IMD compiled a list of films that botched the “Reverse-Bechdel Test” they managed to think of four.
Of course, blatant sexism in any aspect of life is distressing in and of itself. But media is influential. How much of an impact does a lack of female investment bankers, superheroes and whip-wielding archaeologists have on the career aspirations of real-life women?
Movies Influence Us
Movies matter. Study after study shows how the film industry can shape and influence politics, constructions of cultural identity and social change. How on-screen women are portrayed, therefore, affects real-life ideas about real-life women.
The Bechdel Test highlights the industry’s shortcomings in this regard: on-screen, women appear half as much as men and speak significantly less than them. They are rarely the lead or even co-lead, and they are over-sexualised and disproportionately young.
Over and over again, therefore, we watch men being dominant and women being marginalised. The idea becomes cemented in our mind, so that when we actually experience men disproportionately directing discussions or taking on positions of responsibility we accept it the norm.
We learn to associate masculinity with leadership and women with “sexy lamps”. When it comes to hiring and promotion decisions, we are already primed to see men as influencers, winners and go-getters. We want our high-fliers to be heroes, so we compare candidates against our established notions of what a hero looks like.
We see quintessential ‘good guys’ – the James Bonds, the Tony Starks – repeatedly sexualise the women they work with and think that such behaviour is acceptable. We search for examples of heroines who are over thirty-five or intellectually superior and, finding none, disparage experience and intellect as valid indicators of a women’s worth.
Women Don’t Work in Films
Work and the workplace is often represented in films, and it is usually depicted as an unrealistically masculine space. Male characters are notably more likely to have an identifiable job than female characters. They are also substantially more likely to occupy senior roles – women make up just 3% of fictional C-Suite executives. Of the 129 influential family films identified by the above study, not one showed a female character at the top of the financial, legal, journalism or political sector. (In contrast, there were 45 depictions of powerful male politicians alone.)
Gender stereotypes are endemic in film. In the hospital wards of Hollywood, 89% of nurses are women but only 10% of doctors are. The number of female engineers, soldiers, and officials is so low as to almost be negligible. The suggestion is therefore that women aren’t workers, and they certainly aren’t successful workers. By associating career progression so strongly with men, the movie industry depicts working itself is a “masculine” trait. Considering we learn about the world through media, this is disturbing.
Of course, women are underrepresented in senior positions and masculine professions, but not to the extent they are on-screen. This suggests that Hollywood is not so much reflecting reality as reflecting a conception of reality where different genders conform to markedly different life paths. By exaggerating existing stereotypes, it amplifies the pressure to conform to said stereotypes.
We Are Limited by Our Expectations
We grow up watching TV, and it influences our dreams and ambitions. Little girls seem particularly susceptible to emulating the actresses they see on screen – one study found that admiring a star whose characters’ smoke vastly increases the risk of becoming a smoker. Such admiration is particularly problematic if many of the characters we identify with are deficient in ambition and career success.
We cannot be what we cannot see, and the lack of professional representations of women, particularly in the boardroom or STEM industries, makes it harder for young women to conceptualise themselves as such figures. Movies show girls a version of happiness which involves playing the sidekick of a successful man, so women who want to be happy learn to copy this formula. Movies show young girls visions of themselves as pretty PAs or charming caregivers, and suggest that this is what women should be.
There is a solution: put more women in the film industry. When women create films, they invariably pass the Bechdel Test (and other measures of gender equality) with flying colours. Unfortunately, sexism has worked its wrecking hand here too: just 7% of directors, 20% of writers and 23% of producers are women.
Beth Leslie writes graduate careers advice for Inspiring Interns, a recruitment agency which specialises in matching candidates to their dream internship. Check out their graduate jobs London listings for roles, or if you’re looking to hire an intern, have a look at their innovative Video CVs.
Disclaimer: The opinions and views of Guest contributors are not necessarily those of theglasshammer.com
Voice of Experience: Suzzanne Yao, Managing Director and Associate General Counsel, Goldman Sachs
Asian American Heritage Month, Voices of ExperienceMany people talk about the importance of being a good mentor, but Goldman Sachs’ Suzzanne Yao knows you also have to be a good mentee: “You have to be open to sharing your goals, asking for honest feedback and listening to those who are providing constructive advice. Tough love is just as important as words of encouragement, and you have to be willing to give consideration to the advice of those who have gone through what you’re going through,” she says.
Yao understands that some junior employees may shy away from soliciting such constructive criticism because it’s natural to seek out a pat on the back. “In some ways you’re afraid of hearing what you can improve on, but looking back I can see that the progress I’ve made has been the result of candid feedback from my mentors.”
She recommends that young women consider a mentor who will give “homework assignments” and help them proactively identify career goals.
An Exciting Time To Be An ERISA Lawyer
Yao started her career in private practice at a major New York law firm, specializing in employee benefits and ERISA (Employee Retirement Income Security Act of 1974), a federal statute that covers every aspect of employee benefits, from how to set up an employee benefit plan to how to manage its assets and pay out benefits.
After four years, she jumped at the opportunity to work at Goldman Sachs after having positive experiences advising the firm while working as a law firm associate. As an ERISA attorney at Goldman, Yao works with both internal and external stakeholders, whether it’s supporting the team that covers Goldman’s benefit plans, helping clients understand the services Goldman provides to benefit plan investors or advising on the rules that govern plan investments.
Currently, she’s focused on new regulatory initiatives in the space, including potentially evolving fiduciary rules that could fundamentally change the way products and services are provided to retirement savers.
“It’s an exciting time to be an ERISA lawyer,” she says, highlighting the interesting intersection of law and politics. “It’s rare to have the opportunity to work on something so large and important to the industry and to people saving for retirement. While most people agree on the importance of Americans saving and investing for retirement, the conversations about the fiduciary rules show how incredibly complex it is to facilitate that goal, particularly since decisions about these rules could affect people across the spectrum.”
Don’t Be Your Own Worst Critic
Yao cautions against women feeling they have to fundamentally change aspects of their personality to succeed in their careers. She says that while being self-aware is important and making adjustments to your presentation or communication styles can be very helpful, fundamentally altering your personality isn’t necessary or healthy.
She also advises against judging yourself too harshly. “We tend to be our own worst critic and sometimes we need to give ourselves a break,” she says. “Realize that even if you didn’t have a week that went as you would have hoped, the following week is your opportunity to start with a clean slate.”
Serving As a Mentor To Others
Yao has been involved in the Firmwide Asian Professionals Network for several years and currently serves as co-head of the Network. She has also served on the mentoring sub-committee of the firm’s Legal, Compliance, Internal Audit and Executive Office Women’s Network and says she met many of her mentors through these affinity networks.
“There is a good deal of overlap on issues women and Asian professionals face in terms of countering stereotypes and maximizing leadership opportunities. Over the years I’ve been able to take my experiences in the Women’s Network and apply them to the Asian Professionals Network, and vice versa,” she says.
Yao also enjoys spending time with those just beginning their career as part of the Sponsors for Educational Opportunity program, which helps underrepresented students maximize opportunities for career success. As an alumna of the program, she considers it a way to pay it forward after interning at a law firm through the program prior to starting law school. Reflecting upon the experience, Yao recognizes that this initial exposure to the legal world gave her a huge boost of confidence as she entered law school, and connected her with mentors who supported her while she was earning her law degree. “Advising junior people involved in the program gives me energy and serves as a reminder of what it’s like to be just starting out.”
Yao notes that it takes resilience and focus to achieve a long-term career and continue to feel engaged and curious after hitting the 10-year mark with the same company. “Looking back at my career thus far is rewarding because I can see all the great relationships I made along the way and how much I’ve learned and matured as a professional. People invest in you and it’s important to recognize that and do the same for others.”
Voice of Experience: Jitania Kandhari, Head of Global Macroeconomic Research and Portfolio Manager, Morgan Stanley
Voices of ExperienceIn the male-dominated world of finance, Morgan Stanley’s Jitania Kandhari finds that women’s voices can often get muffled in their constant quest for perfection. “Women tend to speak up less as they search for the ideal solution or just the right words, but it’s something they can and should overcome,” she says. “It’s important to have faith in yourself — just join the conversation and own what you say.” An encouraging environment with the right leadership and colleagues can be a big factor in the success of women, and in her case, she says that she is very fortunate to be part of a wonderful team at Morgan Stanley that has a strong culture of open expression.
Carving Out a Valuable Role
Jitania hit the ground running, beginning her career as a trainee at the peak of the Asian crisis at Morgan Stanley in India. With jobs in short supply, she moved to another firm that covered Indian equities and subsequently became a private wealth manager for ultra-high net worth individuals, where the seed of her interest in global economics — the linkages between global macro and asset classes — was sown. She worked at another firm in the United States, consulting on Latin American markets, and then came back to Morgan Stanley where the person with whom she’d done her first-year rotation was head of a team.
She joined them as the sole analyst in an emerging market fund and has since carved out a role and built a team doing what she is most passionate about — heading global macro-economic research and recently co-managing the Breakout Nations fund, which is a highly active country allocation fund that invests in both emerging and frontier markets
“Being named as head of macro-economic research for the team was a huge lift in my career and has produced a steep learning curve, which I love,” she says. “I have learned more than I have ever learned in any role in my career.” For her, one of the most important lessons has been the value of good leadership which goes hand-in-hand with building a high-quality team, along with the more strategic functions of her position.
While active management versus passive management is currently getting a lot of attention, Jitania is confident that active management will reassert its importance. “In my group, we pay a lot of attention to country allocation, as well as stock allocation,” she says, adding that their philosophy is that in the developing world, getting the country call right matters as much as the stocks. “We first identify the best countries and then the portfolio managers buy stocks to reflect that country view,” she explains.
While she has a mentor, Jitania wishes she had had the benefit of one from the start of her career, having seen the valuable role it has played in shaping her career and helping her identify strengths and weaknesses. She also advises women to keep an eye out for a sponsor, noting that women are adept at working horizontally but shouldn’t overlook the need for someone higher up to be guiding and watching out for them.
Advice That Resonates
Jitania has three pieces of advice that ring true at any career stage.
The first is to be a voracious reader, which she says will help you connect the dots in your investment career and better understand the world as one macro environment.
Second, she advises others further along in their career to keep reinventing themselves, as the only constant is change.
And finally she says, “I tell my kids to work harder than anyone else around you, and the rest will follow.”
Through internal workshops and networking, she continues seeking advice on her own career, including a recent series on communication training, which has further bolstered her interactions with clients and peers, as well as her own team.
Threading Her Global Interests To All Areas of her Life
Complementing her work with global and emerging markets at Morgan Stanley, Jitania extends that focus throughout the other facets of her life. In her spare time, she enjoys Indian classical singing and dancing, activities she has pursued since she was a child.
Her husband is on the board of the Afya Foundation, a medical supply recovery organization that collects supplies that would otherwise be wasted in the U.S., and ships them to less-developed countries that are experiencing calamities. She would like to take her children, ages 7 and 5, to their warehouse to participate, as a way to bridge her work and philanthropic interests. “I want to make a difference and extend my knowledge and reach to these countries and help a bigger cause,” she says.
And the thread continues in her travel with her family, whom she takes to one emerging market each year. They started with India and will visit Egypt next. She is gratified that her kids have inherited her interest in thinking globally. Recently her daughter’s class completed a New York neighborhood study, and Jitania was delighted that her daughter selected Greenpoint specifically because it was a Polish neighborhood, where her daughter knew she invested and visited.
“My goal is to give them those experiences that I live and breathe,” she says.
Does Hollywood’s failure to pass the Bechdel test have a negative effect on the workplace?
Career Advice, Guest ContributionWhen critiquing the feminist credentials of a film, a good place to start is the Bechdel Test. To pass, a movie must fulfil three simple criteria: It has two named female characters, who talk to each other about something other than a man. Just under half of all films fail.
For comparison, when IMD compiled a list of films that botched the “Reverse-Bechdel Test” they managed to think of four.
Of course, blatant sexism in any aspect of life is distressing in and of itself. But media is influential. How much of an impact does a lack of female investment bankers, superheroes and whip-wielding archaeologists have on the career aspirations of real-life women?
Movies Influence Us
Movies matter. Study after study shows how the film industry can shape and influence politics, constructions of cultural identity and social change. How on-screen women are portrayed, therefore, affects real-life ideas about real-life women.
The Bechdel Test highlights the industry’s shortcomings in this regard: on-screen, women appear half as much as men and speak significantly less than them. They are rarely the lead or even co-lead, and they are over-sexualised and disproportionately young.
Over and over again, therefore, we watch men being dominant and women being marginalised. The idea becomes cemented in our mind, so that when we actually experience men disproportionately directing discussions or taking on positions of responsibility we accept it the norm.
We learn to associate masculinity with leadership and women with “sexy lamps”. When it comes to hiring and promotion decisions, we are already primed to see men as influencers, winners and go-getters. We want our high-fliers to be heroes, so we compare candidates against our established notions of what a hero looks like.
We see quintessential ‘good guys’ – the James Bonds, the Tony Starks – repeatedly sexualise the women they work with and think that such behaviour is acceptable. We search for examples of heroines who are over thirty-five or intellectually superior and, finding none, disparage experience and intellect as valid indicators of a women’s worth.
Women Don’t Work in Films
Work and the workplace is often represented in films, and it is usually depicted as an unrealistically masculine space. Male characters are notably more likely to have an identifiable job than female characters. They are also substantially more likely to occupy senior roles – women make up just 3% of fictional C-Suite executives. Of the 129 influential family films identified by the above study, not one showed a female character at the top of the financial, legal, journalism or political sector. (In contrast, there were 45 depictions of powerful male politicians alone.)
Gender stereotypes are endemic in film. In the hospital wards of Hollywood, 89% of nurses are women but only 10% of doctors are. The number of female engineers, soldiers, and officials is so low as to almost be negligible. The suggestion is therefore that women aren’t workers, and they certainly aren’t successful workers. By associating career progression so strongly with men, the movie industry depicts working itself is a “masculine” trait. Considering we learn about the world through media, this is disturbing.
Of course, women are underrepresented in senior positions and masculine professions, but not to the extent they are on-screen. This suggests that Hollywood is not so much reflecting reality as reflecting a conception of reality where different genders conform to markedly different life paths. By exaggerating existing stereotypes, it amplifies the pressure to conform to said stereotypes.
We Are Limited by Our Expectations
We grow up watching TV, and it influences our dreams and ambitions. Little girls seem particularly susceptible to emulating the actresses they see on screen – one study found that admiring a star whose characters’ smoke vastly increases the risk of becoming a smoker. Such admiration is particularly problematic if many of the characters we identify with are deficient in ambition and career success.
We cannot be what we cannot see, and the lack of professional representations of women, particularly in the boardroom or STEM industries, makes it harder for young women to conceptualise themselves as such figures. Movies show girls a version of happiness which involves playing the sidekick of a successful man, so women who want to be happy learn to copy this formula. Movies show young girls visions of themselves as pretty PAs or charming caregivers, and suggest that this is what women should be.
There is a solution: put more women in the film industry. When women create films, they invariably pass the Bechdel Test (and other measures of gender equality) with flying colours. Unfortunately, sexism has worked its wrecking hand here too: just 7% of directors, 20% of writers and 23% of producers are women.
Beth Leslie writes graduate careers advice for Inspiring Interns, a recruitment agency which specialises in matching candidates to their dream internship. Check out their graduate jobs London listings for roles, or if you’re looking to hire an intern, have a look at their innovative Video CVs.
Disclaimer: The opinions and views of Guest contributors are not necessarily those of theglasshammer.com
Being a Role Model Isn’t Enough, Stop Being Sexist!
Career Advice, Career Tip of the Week!My consistent discovery in my ten years of this work is that women are often serious perpetrators when it comes to sexism against women, albeit quite unconsciously by buying into stereotypes and deferring all authority to any male on most subjects.
Bell Hooks says it best in her excerpt of a book called The Will to Change about why the system of patriarchy is an ugly one that if reinforced by whoever, we will never make progress.
She makes the point which escapes most people which is until we stop denying that we live in an underlying system that stacks the cards against gentle boys in favor of endorsing a tougher, rougher version which as its worst is ‘toxic masculinity’ then we can do whatever we want, but it will be a lose/lose for all concerned.
So what are 3 things you can do today to walk the talk of “Being the change that you want to see in the world?”
What are 3 things that you have to stop doing?
Not everyone has the same appetite to be a change agent and that’s ok. But, please know that if you are colluding then you are part of the problem. Something to think about today!
Voice of Experience: Shaiza Rizavi, Partner, Gilder, Gagnon, Howe, & Co.
Voices of Experience“If you’re open and don’t construct borders and boundaries between different parts of your life, you can discover learning everywhere,” says Shaiza Rizavi, partner at Gilder, Gagnon, Howe, & Co. This philosophy allows Rizavi to blend the different aspects of her life.
Early in her career, Rizavi worked as an investigator in the public defender service and as a legal assistant before moving to Thailand where she worked on child development projects. Upon her return, she entered Columbia Business School where her life took a new trajectory thanks to her securities analysis professor. As part of the class, students researched a stock to pitch to Wall Street professionals who would come to Columbia’s campus and grill the students on the particulars. Rizavi met the founder of Gilder, Gagnon, Howe, & Co. during the class and directly after graduation joined the firm, where she has worked for over two decades.
Identify a Firm’s Culture to Find a Great Fit
She appreciates that the firm centers on giving small investors who possess long-term patience and fortitude the opportunity to create wealth. The firm’s founder had been working in the institutional investment business when he realized that working professionals, such as teachers, doctors and lawyers, would benefit from actively managed accounts in order to compound their capital. The firm focuses on high-growth opportunities rather than capital conservation. Rizavi uses the research skills developed at business school and through her early work experiences to identify companies engaged in transformational change to help investors reap the potential benefits of high-risk, high-return opportunities.
When interviewing with Gilder, Gagnon, Howe & Co., Rizavi was struck by the stories she heard that articulated the firm’s legends and values. She was particularly drawn to the firm’s orientation toward serving and partnering with clients, as well as its commitment to taking risk based on well-researched, well-thought out ideas. The firm is interested in human creativity and innovation and invests in companies looking to change people’s lives while building capital – an approach Rizavi finds as appealing today as she did over twenty years ago. The legends of achievement within the firm also convinced Rizavi of its uniqueness, especially the story of one woman who began as a typist and rose to become a portfolio manager based on her excellent ideas. “I could tell that this firm judged people on merit, allowing anyone to rise if they deserve it,” she says.
Rizavi advises women to take the time to reflect and look for a role where they can shine. “See how people march through their daily lives within the places you are most attracted to and make sure that that march coincides with values you respect,” she says, adding that analysis must be part of the job search process.
“You might not think you have the luxury of considering all these components because you need to take what is offered, but it will serve you better to take your time and be sure about your potential opportunity.”
She says that it is vital to trust instincts and listen to see if it is a place you want to be, not just for the next year or two but for the long term. “You may not want to stay in one place forever, but it is nice to know there is alignment and therefore staying for the long term is an option,” she points out.
Incorporating Life Holistically
Over the years, Rizavi has learned that it is a myth to believe there is a perfect balance between all aspects of your life.
“You have to give yourself permission to be the best you can be in a certain moment,” she says. “There are phases and seasons where you have the opportunity to focus on different priorities. You may rise in certain areas but you cannot expect all aspects to rise at the same time.”
Rizavi says she has served and learned from many incredible leaders. Chief among them arethe founding members of her firm and the individuals who steward the organizations she respects most including Columbia Business School’s Tamer Center for Social Enterprise, the American Museum of Natural History, Acumen, the Gilder Lehrman Institute and The Calhoun School.
Rizavi now hopes to prolong the benefits of mentoring and apprenticeship by working with entrepreneurs and students at Columbia Business School and other places to share the skills and lessons learned.
She recently returned from Acumen’s global gathering in Kenya where she met 400 of Acumen’s entrepreneurs, fellows and partners from 28 countries and six continents, and learned about initiatives as wide ranging as advancing agricultural practices for small holder farmers to lighting previously unlit regions of the world with solar power. “In working with these entrepreneurs, I gained knowledge of trends, technologies and emerging products and services around the world that I can bring back to my life in New York City,” she says.
Voice of Experience: Marwa Elborai, Partner in the Capital Markets Group, London, Shearman & Sterling
Voices of Experience“Be confident in your own skills and experience and don’t be shy about speaking up,” Shearman & Sterling’s Marwa Elborai advises.
She notes that it’s a skill that comes with experience and adds that to advance your career it’s important not to be intimidated, but rather to share your views on a matter in order to become the advisor that a client wants to turn to.
Proud of Her Tenure at Shearman
Elborai is what they call a “lifer,” having started as a summer associate at Shearman and progressed up the ladder to become partner in January 2016 – an achievement she regards as a “pinnacle moment,” given her tenure with the firm.
She began her career in New York in the capital markets practice and moved to the London office in 2011, where she took on a more specialized role in high yield debt and restructuring.
Elborai appreciated the challenge of adapting to something new and expanding her practice to become more involved with complex restructuring, working closely with clients who were doing capital market work for the first time as well as various internal teams, including finance.
Given that Shearman is one of the leading high yield practices in London, she is proud of being part of a team that’s highly regarded in the industry and has touch points on most of the deals in the market. To that end, Elborai says it’s vital to stay ahead of the latest developments in covenants as it allows her to offer clients the benefit of the most recent thinking and up-to-date best practices.
Mentors Can Help Ease the Path
In this demanding career, Elborai says that those who succeed definitely make investments with their time, but it’s not specific to women. However, in a field still heavily dominated by men, it can be more challenging for women to stay true to the path because they don’t have as many mentors who have previously reached the top goal of partner.
She says that while it’s still common for women to walk into a room and find themselves in the minority, that dynamic is changing with time.
“If you can identify someone you can look up to as a female that’s helpful, but don’t limit yourself to female mentors,” she notes.
One way that mentors helped Elborai along the way was in seeing the big picture: As a young lawyer, she finds you tend to be detail-oriented and don’t always take a step back. “You have to realize that your role is not just to pore over documents, but to facilitate an objective and reach a conclusion to achieve a common goal,” she says. “Working closely with mentors helped me develop the skills to look at and focus on the overall transaction and the main material issues.”
Active in Shearman’s WISER (Women’s Initiative for Success, Excellence and Retention) program, she has appreciated the opportunities to mentor female associates, as well as acting as a mentor in a robust cross-mentorship program with a client company.
Finding Balance to Perform Better
Given the demands of the job, Elborai notes that it’s vital to carve out time for yourself to be with friends and family, and find a diversion that appeals to you. For Elborai, a recent passion has become horseback riding, “It’s a peaceful way to enjoy the outdoors, untethered from email,” she says.
Don’t Let Stereotype Threat Hold You Back
Career Advice, Guest ContributionGuest contributed by Andrea S. Kramer and Alton B. Harris
Image via Shutterstock
The belief that certain activities are “appropriate” for women and certain careers are not is the result of stereotype threat, pure and simple. If a woman believes women are good at psychology but not computer science, she is more likely to major in psychology than computer science. If she believes women are good at personal relationships but not finance, she is more likely to take a job in human resources than the treasury department. And if she believes women are not good at negotiating but are good at administrative organization, she is more unlikely to volunteer for a major merger or acquisition and more likely to offer to organize a new filing system.
We recognize that the entire subject of gender-appropriate activities is a highly sensitive one. Pointing out the gender segregation in college majors—85 percent of health service majors are women but only 19 percent of engineering majors are—and occupations—80 percent of social workers are women but only 15 percent of computer programmers are—can quickly be interpreted as a form of “blaming the victim.” Pointing out gender segregation in careers can be taken as an attempt to hold women responsible for having lower status and lower-paying jobs than do men.
We want to make clear that we don’t think some college majors are better than others, that some occupations are better than others, or that some career roles are better than others. There are multiple factors affecting women’s decisions with respect to all of these areas, and we have no interest in making judgments about anyone’s actual choices. What we do have an interest in, however, is making you aware of the segregation by gender that pervades America’s college majors, occupations, and career responsibilities. We believe that if you are sensitive to this segregation, you will be less likely to place limitations and restraints on your own work-related attitudes, choices, and behavior simply because you are a woman. We don’t want women to be more like men, but we do want women to believe and behave as though they can do anything in their careers that men can do—and do it just as well, if not better.
Forty percent of college-educated women and men would need to change their occupations to achieve gender parity across all United States occupations. This occupational gender segregation is most often attributed to “demand-side” influences, that is, employers’ decisions about who they will hire and who they will make feel welcome. There is some evidence that “supply-side” factors also play a role. This means that women’s and men’s personal decisions about where (and at what) they want to work contribute to this segregation. Researchers from McGill University and the Wharton School of the University of Pennsylvania looked at the jobs comparably qualified woman and men applied for after having attended an elite, one-year international MBA program.
Their study focused on three factors influencing a person’s choice of a job: how the applicant values the specific rewards offered by the job, whether the applicant identifies with the job, and whether the applicant expects an application for that job will result in a job offer. The study examined how each of these factors affected women’s and men’s applications to work in the fields of finance, consulting, and general management.
The researchers found no differences in the monetary and other values women and men assigned to these jobs. Nevertheless, women were far less likely to apply for jobs in finance and consulting and far more likely to apply for general management positions than were men. The researchers found this gender disparity in applications was due almost entirely to women not “identifying” with finance jobs because of the strong masculine stereotypes associated with them or with consulting jobs because of anticipated difficulties with “work–life balance.” The researchers concluded that the low number of women in the fields of finance and consulting is largely the result of women’s “gender role socialization,” that is, the stereotypes they held about themselves and particular careers. They also concluded, however, that when a woman can overcome exceptionally high barriers to female participation early in her career, this may actually reduce her “gendered behavior” in subsequent stages of her career.
Gendered behavior is behavior that is shaped or caused by internalized gender stereotypes. Take one well-documented phenomenon: men typically apply for jobs when they meet 60 percent of the job criteria, but women typically don’t apply until they feel they meet 100 percent of the criteria. This is gendered behavior, pure and simple, and it is due in all likelihood to stereotype threat: women’s belief that they are just not as good at particular tasks as men and, therefore, their fear that if they are not fully qualified for the jobs for which they are applying, they are likely to fail. This same fear too frequently causes some women to choose assignments and positions that involve less risk, lower visibility, fewer challenges, less responsibility and less external pressure than those chosen by their male colleagues. If you are in a traditionally male work environment, there are lots of people and situations at work that will hold you back simply because you are a woman. You are as talented, prepared, and capable as the men, so be your own best fan and avoid thinking negatively about yourself or what you are capable of.
This article is adapted with permission from Breaking Through Bias: Communication Techniques for Women to Succeed at Work by Andrea S. Kramer and Alton B. Harris, Copyright © 2016 by Andrea S. Kramer and Alton B. Harris. Published by Bibliomotion, Inc.
Disclaimer: The opinions and views of Guest contributors are not necessarily those of theglasshammer.com
Pivoting to a New Career
Career Advice, Career Tip of the Week!Dust off your resume and update it for a pivot to a new career.
When was the last time that you looked at your resume? Do you even have one? People often do not think about their resume or CV until they are actively applying for jobs and even then there is usually only one version.
Would it be terrible to have more than one version depending on which direction you want to go. Chances are you had a multitude of experiences that you can shape into categories. If you didnt strictly work in operations, can you sit and think about tasks and projects that were operations based? How would that translate into a narrative? If there is in all honesty very little there, then you can make a call about whether you truly want to pivot into that area and decide what you can do to increase your experience, pick up skills and apply at appropriate levels for jobs.
Success is the end goal. Do not forget that! And, you only have one life so just because you spend many years in one function doesn’t mean you have to do it forever.
Thought Leader: Barbara Reinhard, Head of Asset Allocation and Senior Portfolio Manager for Voya Investment Management’s Multi Asset Strategy and Solutions team
Voices of ExperienceThis is the philosophy that weaves its way through Barbara’s work, in both the day-to-day and long-term activities of focus. Currently enmeshed in the firm’s annual update to its strategic asset portfolios, Barbara appreciates her work at Voya because the firm is not a “traditional” asset manager. “Very few asset managers focus exclusively on retirement investing,” she notes. “Most want to be everything to everybody.”
Voya’s work with retirement plans means that the long-term demographic trend for the investment business is very positive. “The need for adequate retirement savings affects all Americans” notes Barbara.
One challenge in today’s environment is the uncertainty surrounding business regulation, but there are endless opportunities as investors seek value-added advice.
Analytics will continue to be one of the biggest tools Voya has at its disposal, which helps drive innovation. “We are increasingly mining big data to help inform our investment analysis and further our understanding of trends,” says Barbara. “This information is exceedingly valuable as we strive to meet our clients’ needs.”
The best advice she can offer other women in the industry? “Early on, identify a good mentor who can give you sage advice throughout your career.”
Mover and Shaker: Renata Caine, Vice President, Virtual Payments, WEX
Movers and Shakers“I used to think that showing weakness was a sign of inexperience, but by focusing on my confidence I can see that failure is a part of every professional,” says WEX’s Renata Caine. “I know that imperfection is authentic, and that helps me promote an environment that allows failure when it’s used as a learning experience.”
Highlighting a Team Dynamic Internally and Externally
Although WEX is not technically her first job, Caine says it’s where she feels that she grew up professionally. “The virtual payments line of business is very entrepreneurial and fast paced, which gives people the opportunity to do things they haven’t before. I have learned a lot in a short period of time,” she says.
Her career progression began as an individual contributor, and she knew she loved building relationships; she now manages a sales and marketing team responsible for the acquisition and support of external customers. “To me, building an internal team is not so different to supporting external customers.” I feel that I’ve found exactly what makes me happy.”
One of the best parts of her current team dynamic is the respect they have for one another. The relationships between the team members allows for some good-natured fun: They never miss an opportunity to laugh with one another.
And that is the professional achievement she is most proud of: Working alongside her team and bringing value, building mutual respect and watching them grow, surrounded by people who have the same goals and sense of purpose. “Right now I’m leading a team that’s at full capacity and building them out to know their role in continuing to create a high-achieving cohort. Together we’re all working toward motivating each other and fostering success working together.”
When she first entered the corporate world, she thought there might be a culture of “every man for themselves,” and while that might be the case in some places, she finds that people at WEX are always happy to help one another. “Relationships are the core of our business and I see that played out within WEX and across customers as well,” she says. “Every aspect of building a team and working with customers and prospects has been relationship-oriented.”
In fact, over the years, she has appreciated the transparency that her clients have shared about their business and what they can accomplish together. This has allowed her to get glimpses into the inner workings of other companies, creating a better combined strategy.
Finding Success Through Modeling Others
Caine has had unofficial mentors throughout her career; some began organically and helped all along the way, while others came along during certain parts of her career and helped her grow in a specific situations or roles. “I’ve taken bits and pieces from so many people and that has molded me into what I’ve become,” she says.
By participating in WEX’s Integrated Leadership Development Program in May 2015, she allowed herself to admit where she struggled as a leader and see where others saw her strengths and weaknesses. “It was a valuable experience because as a group, we would celebrate what we did well,” Caine says. “I learned that my perception of myself doesn’t always match others’ perceptions of me, which forced me to be more self-aware. This, over time, empowered my development.”
But she hearkens back to her mother as her original role model. “Growing up and watching her work every single day, she seemed to have achieved balance with career, managing a household and raising two successful kids, never complaining, and always getting it done,” she says.
That ethic is mirrored in her work today, where Caine says that her success has come from hard work, combined with focus and commitment and letting others know she’s dependable and available to them.
Seeking Balance With Family
Caine finds comfort in a balance that supports work and home life — sometimes one gets more attention than the other, which is always a work in progress.
“As passionate as I am for my contribution to WEX, my passion for family exceeds it,” she says, of her son and daughter, ages seven and six. “I want them both to know equally that they can achieve whatever they set out to,” she says, adding that the times she’s away from home are opportunities to share the wonders of the world and diversities of culture. “I want them to appreciate all there is to find, and I hope it propels them to seek adventures in their own lives.”