Flipping the script:
Working men disrupt gender constructs
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“Challenging the gender norms which men, women, and nonbinary individuals are routinely measured against can lead to greater productivity, increased commitment, and the enhanced belonging and psychological safety of all workers.”
The status quo
Work cultures often reinforce masculine defaults—gender biases that favor stereotypical traits and behaviors associated with men, such as equating being more vocal or visible with confidence or competence. These biases can create barriers for women's advancement, and research shows that men who deviate from these norms can also be penalized, discouraging beneficial behaviors.
Challenging limiting gender constructs is important for fostering authentic expression, effective leadership, and addressing barriers to success for all workers, which can ultimately lead to a more motivated workforce, equitable organization, and as a result—successful business.
The shift
Unlike women—whose reported needs and desires for success were relatively consistent across generations—a number of men's definitions of success at work indicate a shift among younger generations (Figure 3). Working men are calling for more supportive organizational cultures and are, as a result, reconceptualizing what success at work looks like for men more generally.
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Working men's definitions of success defy traditional gender stereotypes.
For example, “work/life integration” is often positioned as a goal for women, yet it's a top three success definition for nearly every cohort across gender and generation. Similarly, in contrast to common misconceptions of what women want at work, data shows that 88% of women define success as achieving financial rewards and recognition (compared to 86% of men). -
Men are just as or even less likely than women to report having accomplished most of the success criteria they both value.
Among men who rate achieving an “organizational culture that fosters belonging” as “very” or “extremely” important to them, only 32% of those surveyed perceive having accomplished it. Similarly, for “supportive relationships”—only 43% of men report having achieved these at work. While it is easy to assume work cultures are designed to support men's overall success, gender bias can keep organizations from recognizing where intervention is most needed. -
The barriers and desired supports men identify also reveal a need to disrupt assumptions of men at work.
For example, while 51% of women, 43% of men and 22% of nonbinary workers say that they have supportive relationships at work, baby boomer men are the only cohort across all genders to indicate "lack of supportive relationships“ as a top barrier to their success at work.
“[The] stigma around mental health can discourage individuals from seeking help when needed, impacting job performance and career prospects.”
“Excessive competition among colleagues can create a hostile work environment and hinder collaboration.”
“[The support needed] to be treated as human beings. Have respect for the people you manage. Work is not the only thing in their lives. They have personal issues and lives outside of work.”
The solution
Workers, regardless of gender, are questioning the gendered frameworks to which most ascribe value and can become embedded in organizations and organizational culture. Doing so can allow for the possibilities for the workforce to be re-envisioned. Organizations can; Reactivate men's investment in equity, reconceptualize masculinity at work and role model conscious leadership, and debias processes, policies, and programs to root out masculine defaults.
