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The Harvard Business Review reports that women benefit professionally when they downplay their gender, as opposed to trying to focus on their “differences” as professional strength.
The article includes a lot of interesting concepts underneath its click-bait-y title. According to the study by Professors Ashley Martin and Katherine Phillips, women felt increasingly confident when they pivoted from focusing on highlighting potential differences in their perceived abilities based on their gender and instead gave their attention to cultivating qualities that are traditionally coded as male*.
Does this really mean that women need to “downplay” their gender? Does it really mean women who attempt this get ahead in this world faster?
I don’t think so.
The article seems to imply that “celebrating diversity” in workers is akin to giving femme-identified employees a hot pink briefcase – it actually calls attention to stereotyped behaviors. I would argue that this is not the case (and, for the record, rock a hot pink briefcase if you want to, that sounds pretty badass).
I believe that we should instead highlight the fact that this study shows the benefits that come when everyone expands preconceived notions of gender.
Dr. Martin and her interviewer touch on this when they discuss the difference between gender “awareness” and “blindness.” As Dr. Martin explains, “Gender blindness doesn’t mean that women should act more like men; it diminishes the idea that certain qualities are associated with men and women.”
It is the paradox of studies like this one that, in order to interrogate how noxious gendered beliefs are, researchers must create categories to place otherwise gender-neutral qualities and actions in, thus emphasizing the sort of stereotypes being investigated. Regardless, there is a silver lining here as said by Dr. Martin herself:
“[People] are not naturally better suited to different roles, and [people] aren’t better or worse at certain things.”
Regardless of a worker’s gender identity, they are capable of excelling at whatever their skills and talent help them to.
*Though the HBR article and study perpetuate a binary gender structure, for the purposes of our discussion in this article, I expand its “diversity” to include femme-identified individuals, nonbinary and trans workers, and anybody else that does not benefit from traditional notions of power that place cisgendered men at the top of the social totem pole.
