First published on Monday, 6 June 2016 in Gender Dynamics©.
by Dr Pauline Crawford
THE NEW BLUEPRINT HAS ARRIVED…
The Time Is Now …
The much discussed and fabled playing field that so many of my gender seem so committed to changing, is the one that we all walk out onto as we prepare to challenge the men of the world to another round of “He Said … She Said!” There is one word that I would like to define before we start to choose up sides, appoint referees and crouch down into that menacing stance as we prepare to go head-to-head. That word is procrastinate. According to the highly vaunted Oxford Unabridged, it is as follows: pro·cras·ti·nate (prō-krăs′tə-nāt′, prə-) – v.intr. To put off doing something, especially out of habitual carelessness or laziness. v.tr. To postpone or delay needlessly.
Okay, let’s get down to business. Wait a second … that’s the game we play that is so badly in need of changing, right? I think we can agree that, while the list ofmale-female inequities is not be growing at an alarming rate at this minute, nothing much has been done to reduce it over the past few years. We know, for example, that the pay gap issue remains, the opportunities continue to narrow for women as they move up the corporate ladder, and that life and work are uncomfortable playmates when women choose to have a family and work outside of the home. In that regard it’s interesting to note that in the US many companies do not offer employer-sponsored maternity plans while Nordic countries both dads and mums are given paid time off around the birth of their child. Such policies are there to help women succeed but they vary widely across the world if they are offered at all. It feels very piecemeal as it applies to core issues.
Religious and cultural pressures often defuse the female’s ability to be more independent. Everybody does something so that they can say, “We did something.” Large corporations hire token numbers of female applicants, governments, true to their heritage, establish “reasonable” quotas then throw money at the problem, while the companies, businesses and individuals that are left provide a few of the right sound-bites after which they will procrastinate in the hope that, by just leaving it alone, the problem it will go away. I mean … remember the advice your mum gave you when you found your first pimple … “If you pick it, it may become a boil … just leave it alone and it will go away.”
So why, given good evidence to support changing the playing field by changing the rules of the game, do so many traditional corporations choose to follow the same path they have always followed? Why, when virtually everything around you has changed so fundamentally over the last 200+ years do they choose to cling so tenaciously to rules and policies and a paradigm that no longer works? Simple! The corporate world is run by men who lack common sense and the energy to re-engage life and change. The education system that led them there is unchanged and un-level when it comes to boys and girls. Yet girls are now in the lead both in numbers and qualifications in so many subject areas. Maybe men have lost the entrepreneurial spirit that created ‘business’ in the first place 200 years ago. Many have got caught up in ‘doing things right’ (i.e. to the rules of yesterday) and not paid attention to ‘doing the right things’ (i.e. acknowledging women are making the same or even greater contribution to current profitable markets as men do).
Common sense must rule the changes and an intelligent mutually beneficial blueprint put into action. Procrastination can no longer be tolerated. The time to rethink and rewrite the rules it TODAY … not tomorrow!
Missed the first 2 parts? No worries! Just click the links below.
Gender Dynamics©: Changing The Playing Field – Part 1 of 3
Gender Dynamics©: Changing The Playing Field – Part 2 of 3
First published on Sunday, 5 June 2016 in Gender Dynamics©.
by Dr Pauline Crawford
CHANGING THE RULES OF THE GAME
Okay … so you’ve been in a boardroom or two and you’re struck by how similar they are one to another. There is the imposing table that dominates the room with a dozen or so comfortable looking chairs surrounding it … whatever its shape. You also notice that the most comfortable looking of those chairs is located at one end of the table of the other. Now that we have a mental picture of the playing field that so many seem obsessed with changing, let me refer to my previous blog and reiterate the point that I made therein … the playing field is not the issue. More to the point, the goal must be – and the sooner the better – to consider, assess and change policy, procedure and dogma as warranted … in short … to change the rules of the game!
What or who determines how one must play the corporate game? Is it a policy manual gathering dust on an office shelf somewhere? If so, who compiled, composed, created, authored, inscribed, transcribed, engraved, penned, carved in stone, scripted, entered, and/or recorded that document? More than that, how are existing laws, rules, guidelines, dogmata, and accepted courses of action amended, edited, corrected, revised, modified, and/or rewritten? How does a qualified candidate/employee make it to that coveted prize … the top rung of the ladder of success? Is it truly policy or are things more controlled by a vote or two from what is – generally speaking, of course – a predominately male group of voters? What are the rules of the game that determines just who gets to pull his or her chair up to that majestic table and be one of those who decide the direction of the organization … the strategies and the big picture? Whether or not it’s a boardroom or an office that sits on the top floor with the great view, we need to know that this part of building is not built upon a glass floor.
Men and women around the table making the future grow in innovative ways
It is imperative that we work to change the rules of the game. In order to initiate the process, we can no longer buy into those old arguments that continue to crop up every time one of us has the temerity to broach the subject of changing the rules? Those “same-old, same-old” conversations have been designed to drain our resolve in challenging the status quo. “Why fix what clearly is not broken,” is an expression that has absolutely no traction given the mountain of evidence to the contrary. The system that was implemented more than 200 years ago IS broken, and it is far beyond ‘fixing’ at this point in time. It must – and it will – be changed and replaced. This journey to our future is about MEN and WOMEN succeeding and thriving together. That degree of change mandates a new blueprint, a “We are in this together blueprint,” where the old last is thrown away rather than using it to repair a worn out shoe or to cobble a new one that simply duplicates it. A shoe that fits exactly as the old one did is simply a reiteration of that ‘same-old, same-old’ argument that we’ve been hearing for decades if not centuries. And just when should we anticipate the needed change be implemented? Well … in my opinion … The Time Is Now!
Stay tuned for Part 3!
First published on Wednesday, 1 June 2016 in Gender Dynamics©.
by Dr Pauline Crawford
CHANGING THE PLAYING FIELD
Are we misled by a lack of common sense?
As I watch the morning news on television, what I see is a world falling further into chaos with each passing day. It causes me to reflect on the basic nature of men and women and the hope that something intrinsic and infinitely perfect will produce future generations of happy well-adjusted males and females who are truly counterparts. Still, my experience has been that men and women grow more contentious and antagonistic every day.
Today’s technology and the increasing exposure to global commerce can be very enabling. This digital equity – for lack of a better term – makes it possible for virtually everybody to access the global marketplace, regardless of ethnicity, culture or gender type. One would think that this, in and of itself, changes the playing field. Interestingly – and in my opinion – it does. One can actually see that the playing field has been changing all along. It’s kind of like when we were all kids … you could play your games in the house, in the garden, in the street or on a local playing field. The playing fields of our memories and those that exist today have changed right along with us.
Now let me ask you a question: are we all the same? In obvious ways, no we are not all the same. In other ways, however, we are. One of the key components we are apparently born with – and studies bear me out on this – is our innate desire to achieve. Animals do not necessarily have this particular desire. Animals eat, sleep, hunt, procreate and die. We, on the other hand, have an inborn instinct to achieve, and when that desire goes unfulfilled, frustration and depression set in. This, in turn, can lead the male ego to engender anger, dissatisfaction and violence. These are all consequences of male depression. The sad reality is, if the male ego is blunted, females will, all too often, bear the brunt of the situation by being subjugated and disallowed the opportunity to explore their potential beyond the domestic setting to which they are consigned.
In our current and supposedly liberated and connected, world where globalization and social media often brings us news faster than we can cope with it, there are, in my considered opinion, too many women stuck in places and thrust into situations where men simply fail to value the resource that women are. Such situations will and do occur at home, in relationships, in a team environment and at work. The impact is always negative and always inhibitive.
Okay, so let’s say that we can accept the fact that the playing field – any playing field – is adequate for the larger purposes of our discourse on commerce and the myriad inequities and inequalities exposed therein. Let’s also agree not to pursue the argument that we need a level playing field or a better playing field or a new playing field. Consensus here is key to moving on to the more important issues. What – I’m sure some of you are thinking – is more important than a level playing field? How about … changing the rules of the game?
Stay tuned for Part 2!
by Dr. James Omps
Last evening, in the main ballroom of the Empire Hotel, in Subang Jaya, an assembled group of more than 300 adults representing some of the best known companies and agencies in the public and private sectors of the Malaysian economy, spent a few hours learning a lot about the deepest meanings of life, achievement and success from a few very young people who know, all too well, the meaning of the words challenge and success. It was an event - as most are - filled with food, music, motivating speeches and musical performances. It was … far more … than a simple charity dinner as those performances came mostly from those children and young adults impacted by this rare disease. It was an evening filled with inspiration, stories of courage and love, and in-person displays of triumph over adversity … the depth of which few ever know.
It was an event to raise money for the Malaysian Lyosomal Diseases Association (MLDA) held at the Empire Hotel. The Empire hosted the event without cost to the MLDA, and as the evening progressed, a story of giving back and CSR unfolded seamlessly with tens of thousands of ringgits donated to supporting this worthy cause. The government of Malaysia made a multi-year pledge of ten million ringgits per year much to the pleasure of the audience.
Rajan Singham, CEO of Brickfields Asia College and Founder of the Make It Right Movement (MIRM) associated with BAC, gave a moving speech in which he committed to donating MYR 50,000 per year for the next 5 years calling upon the representatives of some well-known Malaysian companies who were in attendance to match his 5-year pledge in order to allow MLDA to pursue fund-raising activities without having to start from scratch every year. His call-to-arms was well received as was the concept of and the invitation to join the Make It Right Movement going forward. Rajan is working tirelessly to realize the dream promised by the conceptual foundation of MIRM … that of creating an alliance of such vision and strength as to “do the right things instinctively and enthusiastically.” The Make It Right Movement is and will always be proactive with regard to identifying, assisting and fulfilling the needs of the poor disadvantaged of our society.
by Dr. James Omps
It is well known that the value and the eventual success of any worthwhile project, program or movement depends entirely upon two key elements:
The major misconception many businesses and organizations face when implementing change is, they inadvertently mistake successful installation of a new project with the realization of the intent of the project, e.g. New and important initiatives are properly installed but the returns expected never seem to actually manifest themselves.
It’s not difficult to see how inadequate application, lack of follow-through and ineffective oversight carries with it a high potential to damage the reputation of an organization both fiscally and culturally. It is safe to say that initiatives having the highest potential for failure are those only partially implemented or those never serving as intended. The primary reasons for such failure are:
It is the human component that gives rise to interdependencies and that, in turn, exposes them to the extent that they can be dealt with. If all facets of the total system that are affected by the change initiative in question are not taken into full consideration, then the initiative will always be partially installed at best and will fail to produce anticipated results. In all of this, the executive’s moment of truth comes after the project has been installed using the right course of action. It is then that he/she learns whether or not the intended outcome has been realized. That being said, there are four possible outcomes:
by Dr. Pauline Crawford
Business today - and in the near and distant future - requires people to open up to new possibilities and many unknowns. To build successful workplace models we need to look at current trends and also, as Captain James T. Kirk of the Federation Starship Enterprise used to say – “Boldly go where no man has gone before!” Translation for my purposes in this paper: explore bold new ideas, implement sweeping changes, imagine new worlds and civilizations and - YES - do what has never been done before! Rather than continuing to take such great pride in the fact that we are doing things right, now might be the right time to actually think about doing the right things.
For the most part, we have access to the resources we need and we have access to all of the talent we need. Statistics prove that the current pool of suitable potential employees is laden with skills and talents never before available in the quantities we now see. It is obvious that the current talent pool of employable men and women has changed dimensions not just in size but in character as well. Sadly – and on a global basis – virtually all cultures appear to have an enormousblind spot with regard to seeing the obvious. Large and growing industries and corporations in the United States, the United Kingdom, Australia, European and Asian countries continue chanting the mantra of the prevailing corporate culture – “We simply cannot find the talent needed to fill upper and executive management‟s potential vacancies ... what are we to do?” Well, for starters, they might want to ponder the fact that approximately 50% (and this percentage is growing with each convocation held in the world‟s most prestigious and popular colleges and universities) of the employable and unemployed work force consists of women!
Apart from observing and applauding any new models for conducting business over the last decade or two, we must start to address the rising numbers of women in business and the rapidly changing needs of both male and female workers to include male and female consumers. We need to factor in the diverse qualities and talents of men and women across the world in terms of how they impact commerce, consumer power and lifestyle demands. The world is changing quickly with women creating a growing influence on a world that needs to embrace or, at the very least, implement a growing sensitivity toward providing for their needs.
Many men in the top echelons of business wonder where the untapped potential is – look no further. Women bring a whole range of new talents that are not only desirable but necessary for commercial success today. This paper proposes the need for a new understanding of a Gender Intelligence Leadership© talent – an approach that empowers both women and men to value how women add their unique outlook, talents and leadership skills to middle and increasingly to top management. We need to recognise that to adapt to such an intelligence requires a new or – at the very least – a highly modified framework. The implementation of a Gender Intelligence Leadership© help us identify and define desirable and necessary intrinsic capacities and behaviours in the rising talent needed for organizational success. based approach to business created using a solid Gender Dynamics©
by Poonam Balan
Say 'pink' and we think breast cancer, say 'ice bucket' and we think of all the daring souls we saw soaking themselves for ALS care and research - a cause we all need to be more aware of! This global phenomenon of what is really a freezing shotgun-dump-to-the-head, raised USD $115 million in 2014 alone. What was meant to be a one-time awareness campaign, has now turned into an annual trending of #EveryAugustUntilACure.
The 'Think Pink' slogan has been re-purposed and evolved into a slew of locally relevant efforts. From its largely American-led breast cancer awareness catchphrase roots, it has even become the name of an Australian based foundation which promotes a healthy list of much needed services to aid - not just patients, but the family members of those battling breast cancer. Despite the popularity of the catchphrase, the Think Pink Foundation in Australia is clearly trying to differentiate itself from the sea of cause marketing efforts, which comes to mind at the utterance of these two words. This is just another example of the global hold - a simple awareness campaign can have. Like the Think Pink Foundation in Australia, there are many more localized versions of organizations riding on these already trending keywords. It makes perfect SEO sense!
In the eyes of a non-marketer, these re-purposed call-to-action campaigns may not seem to be the most clearly positioned efforts, but the marketing community will beg to differ. In this day and age, its all about the business of implanting a thought into your minds, which will either provoke a stream of conscious add on by yourself - heightening what has already been said with another perspective, or it moves you just enough to pull your credit card out and make that contribution, or purchase.
Marketers on the other hand live in a world that can be as isolating and misleading as the truth-seeking field of science. In marketing speak, your time spent on a site (Average Time Spent on Site), your clicks (Click Through Rates), your actions (Conversions), and your return (Return Visit Rate) are some the most basic yet earth-shattering pieces of quantified data - that could make or break a career.
Similar to these somewhat antagonistic perspectives, the world of for-profit and not-for-profit hasn't seen enough opportunities for convergence. It does take all sides to make something whole, but somewhere along the way we may have just lost sight of the reasons why we first embarked on more conscious and progressive efforts, irregardless of which side of the fence we represent.
The danger in cause marketing taking such popularized hold in certain situations is that the audience may not be able to clearly differentiate between an entity driven by sales or actual sustained impact. The mission statement of a for-profit differs vastly from a not-for-profit, and awards like the Golden Halo may be given to entities that are not in fact quite comparable. The impact an organization can have largely differs based on its resources. It is simply not fair or comparable to pit a corporate giant against a social good entity.
This year, cause sponsorship is predicted to reach USD $2.00 billion, a projected increase of 3.7 percent over last year. Over 90 percent of consumers are willing to switch brands on assumed good will by for-profit companies, according to a recent study by the Cone Communications/Echo Global CSR. The study also said that 70 percent of consumers are confused by the content used by for-profit entities to promote their corporate social responsibility.
Many cause marketing campaigns have turned into global cautionary tales, and locally these become conversation topics about the very policies in place protecting the public. The only way forward as I was once told by a Cambodian monk who had just stolen the light out of my face, as he described how I was just cheated by another man cloaked in a similar robe as his - "always check thoroughly into what you're giving to!"
by Brian Lariche
Malaysia has been an exponent and promoter of Corporate Social Responsibility (CSR) for a number of years with the start of the Silver Book introduced in 2005 as part of the GLC transformation process. Over the years, this has been further developed to include the Public Listed Companies (PLCs) and the CSR related work. Yet, despite this ground work, we continue to confuse CSR, charity and philanthropy and sadly, we still flounder in a sea of puerile activities.
As a multi-ethnic country, Malaysia is blessed with an abundance of festivals and with that a multitude of holidays. It is common practice that these festivals have become the catalyst for ‘CSR’ Activities. The local media is filled with people holding a giant mock cheque with a select group of kids (usually) standing near or around the cheque that usually is filled with as many numbers as possible that don’t really reflect the true value of the actual contribution. Sadly, this is still the ’face’ of CSR- a picture in the newspaper and this is frequently the measure of success of a CSR program - its PR value.
It is almost like charities don’t work or need support during the non-festive months and for some reason society in general does not question this. Where have the mock cheques gone during the non-festive periods? It is almost like the charities only eat during the festive seasons.
Unfortunately, despite the very strong efforts by the Malaysian Government to promote CSR, it is still viewed as ‘charity’ and not as a true business model for long term win-win for all parties concerned. Many a time, CSR in a company is parked at the Corporate Communication Department resulting in a focus on the PR aspects of CSR with success measured in square inches on the page (aka PR gambits) without the real benefits of the beneficiaries in mind.
Sometimes, the Corporate Communication Department of a company that handles CSR is blessed with well-intentioned staff, but we know that the road to hell is often paved with good intentions. They focus on the principle of ‘kasihan’ or sympathy and again don’t focus on the sustainability of project but rather the settling of a battle rather than winning the war.
Sometimes, it is worse when the company exploits the lack of understanding of their NGO partner (intentionally or otherwise) and gets a much bigger and unfair return for their minimal involvement in a CSR project. Other times it will mean that huge amounts of money are poured into a project and activities that do not reflect a real Social Return On Investment (SROI) and essentially means money down the drain.
So what is CSR 2.0 (or corporate citizenship, corporate responsibility as called variously)? It is something that goes beyond superficial one-off events and is strategic and profitable. The new mindset means creating value for all stakeholders rather than focusing on profits only for shareholders. It is about doing business better via how you make money for the company and not how you spend your money on CSR linked projects. It means it involves looking at your upstream and downstream of your business and identifying your business partners properly.
Ultimately, CSR is about sustainability of the business by improving competitiveness and the bottom line. In any business environment, especially in countries with many government contracts given out, CSR becomes the differentiator- the defining activity that highlights the ‘sincerity’ of a company in nation building. Furthermore, many of the top corporate bodies in the world define themselves via their brand and coming across as a real CSR practitioner means more satisfied customers, happier employees, sustainable access to resources and good relations with the neighbourhood that the company operates in. In the long run, it reduces costs and mitigates exposure to risks.
Corporate Social Responsibility first gained momentum in Malaysia when the 5th Prime Minister, Abdullah Badawi made it part of his leadership with numerous incentives and inducements for companies to practice CSR. This included the tax breaks by the government to the guidelines provided by the national investment company, Khazanah.
Unfortunately, this ‘gentle’ push has resulted in a plethora of CSR awards, conferences, workshops and seminars. Many seem to repeat the same platitudes and don’t focus on the innovation and the forward thinking of the concept of CSR. The term CSR has become trendy and everyone seems to want to find their niche with some even suggesting that the letter ‘S’ be dropped from CSR and be just CR. In the end, the companies who spend the most on their CSR reports get more attention than the companies who actually do good work but don’t invest in the proper reporting processes.
So, what does the future hold for CSR in Malaysia? The future is unclear.
There seems to be an emerging group of companies that realise that CSR is the way forward in Malaysia truly being a global player. Some already do excellent work nationally and some already have an impact globally.
The country clearly needs more professionals in this field who have a deeper understanding of CSR to help make it part of the DNA of companies and not just a tick on some checklist for PR activities. The issue is getting the right talents who understand the community landscape in Malaysia and have the ability to design and implement viable community projects with the powers that be within their companies allow the CSR projects to work within a strategy and push aside personal bias and ambitions. When this is done, we can finally see clear a win on the horizons for the rakyat of Malaysia.
by Dr James Opms
“We need red blood cells to live the same way a business needs profits to live, but the purpose of life is more than to make red blood cells, the same way the purpose of business is more than simply to generate profits.”
– Ed Freeman, Professor, Darden School of Business, University of Virginia
Throughout our history as a global community, our progress is often designated by the creation of new buzz words, the latest phrases, and of course new industries. For example, it used to be that people in the work force were referred to simply as that – people. As we continued to grow and move forward we began to refer to them as human resources. Today, it is not uncommon to hear the term human capital when referring to those men and women working as employees for one company or another.
This labeling tendency has extended to numerous areas whenever things begin to change, and change is, as everybody knows, the only thing we can truly count on. The problem arises, however, from the fact that, more often than not, the actual element we are trying to label or re-label by creating newer and more trendy buzz words and phrases ends up getting lost in translation.
Let me take a little time at this point to ask you a question. What do companies such as Southwest Airlines, Amazon.com, Starbucks, UPS and Costco have in common? Well, according to a review of the book titled Conscious Capitalism: Liberating the Heroic Spirit of Business, each of these world class businesses practice what could be titled social entrepreneurship or corporate social responsibility or simply giving back!
At the core of each of these phrases is the idea that the economic success of one business or another carries with it the responsibility to return something of value to those responsible for creating that success … and that it is incumbent upon those businesses to look outside of the company’s structure itself when determining what forms repayment should take and how they should be implemented. With regard to the companies listed above, they choose to call what they are doing “Conscious Capitalism.”
To go into a little detail, I would like to quote that book review once again. “Conscious capitalism is an evolving paradigm for business that simultaneously creates multiple kinds of value and well-being for all stakeholders: financial, intellectual, physical, ecological, social, cultural, emotional, ethical and even spiritual. This new operating system for business is in far greater harmony with the ethos of our times and the essence of our evolving beings.” That, in my opinion, encapsulates the term pretty comprehensively. In case you were wondering, the term conscious capitalism originated with John Mackey and Raj Sisodia, co-authors of the book mentioned above. They are also co-CEOs of Whole Foods Market, a highly successful grocery retailer in the United States. One addition side-note – Raj Sisodia is also a marketing professor at Bently University.
The purpose of this initial piece is introductory in nature. It is not my intent, at this point, to go in to any depth regarding conscious capitalism. We will have ample time to do that as we go forward. At this point it is enough that you get a basic understanding of the term and that you let it roll off your tongue a few times while you digest the meaning that I have introduced you to.
Conscious capitalism – in my considered opinion – is the essence of social entrepreneurship, CSR and adds depth, height and breadth to the phrase ‘giving back.’ Those things will be explained next time we meet.
by Dr. Pauline Crawford
Building authentic 21st century living, we need to consider how men and women share the social, domestic and economic space together. In corporate organisations, philanthropic and charity enterprises, men and women more equally share the workload than ever before but not always in equal ways such as position, pay and respect. Much focus on gender equality – or rather inequality – has potentially hampered the progress of gender inclusivity in many arenas, quote rightly seeking parity yet often creating conflict. There is now a shift occurring naturally that will potentially enable gender inclusivity to be a key strategy for sustainable growth.
In the charity arena, many organisations have been run by men for centuries and as an example ten years ago in the UK very few women were CEO’s. Now the glass ceiling has been shattered and four of the five top charities are headed by women as published by the guardian recently.
Observing the world_ more comprehensively, in the latest research quoted by The Athena Doctrine’s authors The Athena Doctrine: How Women (and the Men Who Think Like Them) Will Rule the Future by John Gerzema and Michael D’Antonio shows that there is evidence of a major shift towards a more gender inclusive and gender balanced leadership across the world. This shift embraces a feminine style for men and women alike and this is proving not just successful but more sustainable than the past. This shift is occurring in all sectors across charitable, social enterprise and even serious corporate emporiums where men have been in charge for decades.
In Malaysia, the drive to alleviate issues of poverty, homelessness, disability and the like, may do well to attract this new style leadership, one of collaboration, compassion, genuine caring and sharing. This must embrace both men and women as the leaders and volunteer workforce in these charitable organisations that seek to serve humanity and embrace a new way of working in terms of communication, team building and service. In this arena of charitable and volunteering work, gender inclusivity becomes an essential element of the work culture to ensure long term success.
So, what does it mean in reality and what are the potential obstacles that occur when mis-understandings affect the service to the end users?
Adjusting to this shift for current daily awareness, maybe men and women can create a gender dynamic that works for all types of men and women, of all generations, cultures and creeds? This could embrace a natural inclusive blueprint for how men and women can understand each other with more clarity, authentic engagement and healthy collaboration. Yet given diverse backgrounds, ages, cultures, ethnic groups and sexual orientation, men and women are often influenced by stereotypes and prejudices against each other. Rather than valuing natural gender attributes and talents, bias can block progress and hinder the good intentions charities are set up to help. When gender prejudices are put under pressure from well-established stereotypes and learned gender bias, even well-meaning people can be tested to their limits. These prejudices can block the growth of enterprises across the world in every sector.
A new lens is required that provides a real-world, real-time, understanding about our ‘male-female’ biological differences and much more; it assesses the impact those ‘born’ biological characteristics have on our natural behaviour and communication styles and allows us to understand each other more easily.
Our gender biology is merely a starting point. There is far more depth to the gender challenge and that is within each gender as we overlay onto the biological impact those traits that come from our natural internal preferences. These are named here as descriptive terms of ‘masculine’ and ‘feminine’ appropriately within every sexual orientation. These traits that can be observed and recognized in words, behaviours and actions which differentiate how we relate and work together.
As more and more women enter the charity arena to both work alongside men and/or lead organisations, the influence of gender awareness and unbiased gender inclusive cultures is essential to improve results all round. In the charitable sector, this can prove to be significant to co-create a more collaborative and sustainable future for that service which their staff and volunteers wish to deliver.
Find out more about Dr. Pauline's important work in heightening our appreciation of gender dynamics at genderdynamicsdna.com