Male allies: their role in gender diversity
A surprise awaited Aviva CEO Amanda Blanc last month, during Aviva’s AGM – and it wasn’t the fact that shares have gone up 47 per cent since she took on the job two years ago. During the Q&A session, a number of shareholders launched a torrent of derogatory, sexist comments in her direction.
One investor commented she was “not the man for the job”; another shareholder asked whether she should be “wearing trousers”, and another investor poured petrol on the flames while apparently expressing his appreciation for the diversity of the Aviva board, where half the top directors are female. “They are so good at basic housekeeping activities,” he said. Was this supposed to be taken as a compliment?
That Blanc, the first woman to lead a major British insurer, became a subject of sexism at work in 2022 is depressing enough. But just as concerning is the fact that there were so few male voices prepared to speak up for her – with a noted exception: Aviva’s chair, George Culmer.
“I’m not going to say thank you to everyone for your comments, because I think there were some comments in that session that were simply inappropriate and I do not expect and would [not] want to hear at any future AGM,” he said, adding, “I’m flabbergasted, to be honest.”
For anyone paying attention, the stats, of course, are horrendous. Sexism and misogyny in the workplace remains widespread. According to a 2018 Women in the Workplace report published by McKinsey & Company and LeanIn.Org, 64% of women have reported facing micro-aggressions at work, compared with half of men. While 35% of women in full-time corporate sector jobs have experienced sexual harassment. Women are also more likely to see their gender as an obstacle to advancement.
Last March, Lloyd’s of London issued a £1m fine – the largest in its 336-year history – over bullying and an inappropriate annual ‘boys’ night out’ by a member firm, Atrium, during which a pair of senior executives made discriminatory sexual comments about female colleagues. And, as we’ve seen, this issue goes right to the top – to Westminster (or ‘Pestminster’), resulting in suspensions and prison sentence for sexual misconduct and sexual abuse. It’s even led to calls for compulsory MP training to tackle Parliament’s sexist culture. As Chris Bryant told the Guardian, parliament was “no different from any other workplace” and should do more to tackle sexism and harassment, in a space in which MPs are reportedly warning new female staff to “have their wits about them”.
In such an era, Culmer shouldn’t have to be a lone male ally. Men holding powerful positions are supremely placed to help address the kind of biases working women face; whether it’s conversations around unequal pay or sexual harassment. Research indicates that when women, or any marginalised group, have workplace allies it leads to increased job satisfaction, lowered anxiety and more enthusiasm for their role. Studies also tell us that when men speak up on behalf of their female colleagues, they’re usually taken seriously by other men. All they have to show is their commitment.
And men can do this in several ways. Declaring themselves allies is a good start, although performative allyship is easy, and props up an existing system. Actions are infinitely more priceless. Men need to be asking women: what can we do to help? As with Culmer, men have a responsibility to call out those who are abusing their powers – exercising their voices, and stepping in where needed. Men should be encouraged to show their vulnerable side, to embrace a culture that sees emotion as strength and build communities based on accountability and trust. They should be encouraged to play a direct role in gender parity, through a sense of justice and fair play. And this sense of allyship needs to be embedded in office culture. Allies listen and pay attention. They educate themselves. We need to celebrate male allies, and build positivity around the need for male advocates, sponsors – and mentors.
One of the most useful and immediate ways men can become allies is by mentoring – it can help men understand women’s lived experiences, and build their confidence. Moving Ahead’s own Mission Gender Equity programme, for example, does just this: by helping men and women walk in one another’s shoes. As one of our mentors, Ben Reeve from Oliver Wyman says, “Helping high-achieving females is a task that often falls on the shoulders of other high-achieving females, and I think it's crucial that males and females play an equally strong role in mentoring.”
Reverse mentoring, in which, for example, a younger female colleague can offer insights and guidance to a senior male leader, can also be a very effective way to build awareness of barriers, and foster understanding; the latter taking the knowledge gleaned back to their networks. (Our Mission Gender Equality’s sister programme, Mission Include, also supports mentees who identify from being from under-represented groups.)
Empathy, as always, is key. And with some understanding and insight, we might begin to see a few more male voices raised in support. Because ultimately, it benefits all of us.
If you would like more information about our Mission Gender Equity and Mission Include programmes, please contact rebecca.davies@moving-ahead.org