It can be difficult to conceptualise what people actually mean when they talk about a "masculine" workplace culture. Most obviously, it means the gender pay gap, maternity discrimination and sexual harassment, but that's not all. Women are often held back by more insidious behaviours – we may not even realise what's happening until it's too late – and it (literally) pays to know the actions we should be wary of, and how to respond when we're on the receiving end.
A new yearlong study from Cambridge University, involving 5,814 UK employees (54% men and 47% women), outlines seven ways in which women are blocked in their careers by men, and the findings aren't as obvious as you might predict. The study, "Collaborating with Men", by researchers at Cambridge's Murray Edwards College, found that workplace culture issues were a greater barrier to career advancement than the challenge of balancing work and family life, which is really saying something.
Three quarters of women reported they feel held back by their workplace culture, with half of senior women saying their workplace 'often' or 'always' presents career advancement challenges for women. Refinery29 asked the study's lead researcher, Dr Jill Armstrong, for some practicable tips for overcoming these hurdles.
Watch out for:
'Benevolent sexism' happens when well-intentioned men make decisions for women that may 'kill careers with kindness', and it's often protective and paternalistic in nature. Men may try to save women from difficult challenges, for instance, but in doing so hold them back from progression. "Many men told us that they had assumed that a woman returning from maternity leave won't want to go for a challenging assignment or one that involves travel," Dr Armstrong says. "This may be the case, but assuming rather than asking takes the control away from the woman in question."
What to do:
This may be something to raise with HR if you're not in a position of authority. Dr Armstrong says: "Benevolent sexism is hard to address yourself because, by definition, you are not being consulted. Female leaders can challenge this when it happens. Making men more aware of this behaviour also helps."
Watch out for:
Women are judged more negatively than men for the same behaviour, the research found, with 43% of female employees saying they had experienced this in the last 12 months. "One woman in our study gave the example of a conference call when the senior female from the other side was put on mute so the men on her side could criticise what she was saying, typecasting her as nitpicking, which is a common accusation. When her male colleague made the same point, he was taken seriously. Female bosses aren't immune from bias: 75% of women said they'd been treated differently by a woman than a man who exhibited the same behaviour.
What to do:
Get men on board, Dr Armstrong suggests. "It’s helpful when women and men work together to watch out for instances of gender bias and address them. There is a lot of power in men talking to other men and women too when they notice these issues because it’s more surprising."
Watch out for:
Men and women are evaluated differently due to stereotypes around certain workplace strengths, the study found. "Typically, leaders are thought to be extrovert, assertive, even loud and show ambition. We instinctively associate these qualities with the masculine. Women are often assumed to be better at soft skills like managing relationships, or having thorough attention to detail, which are important, but not necessarily valued in leaders," Dr Armstrong tells us.
"These stereotypical associations mean that female academics, for example, are more often asked to do pastoral care, organise timetables, do admin and teach. This leaves women with less time to do the research work that counts for career advancement."
What to do:
"Women faced with this should say no more often and suggest a male colleague picks up the tasks."
Watch out for:
Informal social networks that are important for decision-making are still male-dominated, researchers found. "Very few men are deliberately keeping women out of the 'boys' club'," Dr Armstrong insists, "but [some] women less often have the time or inclination to go to the pub after work, or play in sports teams. Many of us gravitate socially to people of the same gender, so the cycle continues."
What to do:
Dr Armstrong's recommendation is simple: "Suggest a broader range of social events at work held at different times."
Watch out for:
Men generally have better and more frequent access to – and contact with – senior employees. "There’s an obvious link between senior leaders getting to know you, your experience and your ambitions, and coming to the front of someone’s mind when an opportunity arises, so male-dominated social networks mean women have less access to sponsorship," says Dr Armstrong.
What to do:
This is an issue worth raising with HR. "Individuals can’t fight this one alone. Redressing the balance in access to sponsorship means getting your organisation to create sponsorship programmes that are formal and transparent, so managers can be held accountable."
Watch out for:
As well as regularly being interrupted by men, women don't always receive credit for their contribution in meetings, the research found. "Women in our study widely reported others taking credit for their work or ideas by talking more – or more loudly – than them," Dr Armstrong tells us.
What to do:
Enlist others to help fight your battles, she suggests. "Team up with a colleague who can watch your back. It’s much easier for someone else to pick up on the fact that someone else is getting credit for your work by saying something like, 'That’s interesting, that builds on a point Kate started to make earlier. This is Kate’s area, would you like to tell us more about...'"
Watch out for:
You're starting to make a well-thought-out point in a meeting when Mr Know-it-all cuts across you. Sound familiar? Being interrupted in meetings is a widespread affliction among women. "We’ve all encountered this," sympathises Dr Armstrong.
What to do:
It's worth suggesting a change of workplace culture to those in power. "Get your organisation to start every meeting by saying something like, 'We are going to ensure in this meeting that we act in an inclusive and respectful way'. Making people aware of fair play helps make it happen."
Like what you see? How about some more R29 goodness, right here?
The Pink Tax On Perfume Is Real – You Pay Up To £20 More Than Men
Clinic Ordered To Remove 'Irresponsible' Ad For Vaginal Rejuvenation
"Breast Ironing": A Secretive Form Of Abuse Happening In The UK Today