Nancy Folbre, economics professor at University of Massachusetts Amherst, recently posted an article in the New York Times titled "The Declining Demand for Men". I just know there were a few women who smiled when they saw that title.
The article reflected on the fact that we are seeing a downturn in traditional male jobs and an increase in jobs traditionally held by women. Manufacturing jobs are declining and health and education jobs are increasing. Dr. Folbre calls it "the feminization of employment.
Further, she raises the question, why don't men simply move into women's jobs?
Conventional gender roles influence employers, consumers and men themselves. She references the book "Occupational Ghettos" that identifies "gender segregation as remarkably persistent and complex phenomenon shaped by deep cultural beliefs."
Also, Dr. Folbre points out, the fact that traditional women's jobs typically pay less for the same credentials discourages men from entering those professions.
The big question is - is employment a competition between men and women? Should we celebrate one gender's benefit over the other's? Or should our goal be full employment for everyone who needs and wants to work?
For one thing this makes a compelling case for men to work for equal pay for women. If these jobs are our future then don't we want them to have pay equity with the jobs we have traditionally had?
Will we change deep cultural beliefs about "women's jobs" that have been held for generations. Definitely not overnight. But when change comes it will come through respect and recognition that individuals, not men and not women, bring unique gifts to the work they do. It is valuing those unique, individual gifts that will ensure a brighter future for us all.
Wednesday, December 15, 2010
Thursday, October 14, 2010
How Could I Not Believe
I read a good post this morning on Jane Perdue’s Blog, “The Both/and Dance of Leadership.” The main point is “ rarely is life and/or leadership an either/or end game.” More typically it is a both/and end game. Jane didn’t focus on the time wasted trying to identify differences between male and female leaders… but she could have. It would have fit.
I started my life in the mid-20th Century when the saying “Behind every successful man there is a strong, supportive woman” really meant “Men lead, women follow.” In general, men had the paying job, women were homemakers. Men had social clubs, women had auxiliary. Men were deacons, city councilmen, senators, and presidents. My dad was no different.
When I look back I can’t help but think that growing up in this environment was the foundation for the changes that have resulted in women now assuming leadership at every level. Men had all the leadership but in return they gave up all the time. My dad, like many, was never home when I was growing up. So just about everything I learned from my parents came from my mother. How could I not believe that the woman who taught me how to be a leader wasn’t capable of being a leader herself.
It was mom who helped me realize that it’s not necessary to tear another person down in order to build yourself up. I can be recognized and so can you. I can learn and there is plenty left for you to learn.
It was mom who dealt with the everyday problems at home and helped me realize that solving the problem was the goal… not winning a competition. If my sister had the solution we could celebrate that just as much as if I did. The solution wasn’t gender-based. Men and women both bring their gifts to the table.
Watching my mom submit to men with unfair power advantages was one of the hardest things I had to do. It has stayed with me throughout my life.
Leadership then was definitely an either/or end game.
Over the years the changes have been phenomenal, although for many still too slow. Now Hanna Rosin in “The End of Men” tells us “earlier this year, women became the majority of the workforce for the first time in U.S. history. Most managers are now women too. And for every two men who get a college degree this year, three women will do the same.” The one area where there is still the need and opportunity for growth is at the top.
It will come. Leadership will join other parts of life in the “both/and end game.” How do I know?
1. The world has become too complex and the problems too big to waste even one minute worrying about the gender of the person with a solution.
2. New media is so quick to expose old traditions for the fallacies they are. In an instant we can see that there is nothing male about leadership.
3. More and more women are recognizing the value of supporting each other but they are not alone. Men who recognize leadership as a both/and effort are also sharing their knowledge and supporting the growth of women.
4. As posted by Susan Gunelius in “Women Making Economic Strides and Not Slowing Down” women control 60% of the wealth in the US. Almost all income growth in the US for the past 15 – 20 years came from women. That will translate into more power and more leadership positions.
5. In "When the Glass Ceiling Helps" by Andrew O’Connell a team at Duke reports that women who break through the “glass ceiling” into leadership positions are perceived to have a significant leadership advantage over men – because of what they overcame to get there. That will position women better to move into more and more positions.
So, when my life ends it will be in an environment where leaders can be women and/or men without effort or energy being used up in the struggle to be leaders. That way the energy will be available for use by leaders, both male and female, in creating a better world.
I started my life in the mid-20th Century when the saying “Behind every successful man there is a strong, supportive woman” really meant “Men lead, women follow.” In general, men had the paying job, women were homemakers. Men had social clubs, women had auxiliary. Men were deacons, city councilmen, senators, and presidents. My dad was no different.
When I look back I can’t help but think that growing up in this environment was the foundation for the changes that have resulted in women now assuming leadership at every level. Men had all the leadership but in return they gave up all the time. My dad, like many, was never home when I was growing up. So just about everything I learned from my parents came from my mother. How could I not believe that the woman who taught me how to be a leader wasn’t capable of being a leader herself.
It was mom who helped me realize that it’s not necessary to tear another person down in order to build yourself up. I can be recognized and so can you. I can learn and there is plenty left for you to learn.
It was mom who dealt with the everyday problems at home and helped me realize that solving the problem was the goal… not winning a competition. If my sister had the solution we could celebrate that just as much as if I did. The solution wasn’t gender-based. Men and women both bring their gifts to the table.
Watching my mom submit to men with unfair power advantages was one of the hardest things I had to do. It has stayed with me throughout my life.
Leadership then was definitely an either/or end game.
Over the years the changes have been phenomenal, although for many still too slow. Now Hanna Rosin in “The End of Men” tells us “earlier this year, women became the majority of the workforce for the first time in U.S. history. Most managers are now women too. And for every two men who get a college degree this year, three women will do the same.” The one area where there is still the need and opportunity for growth is at the top.
It will come. Leadership will join other parts of life in the “both/and end game.” How do I know?
1. The world has become too complex and the problems too big to waste even one minute worrying about the gender of the person with a solution.
2. New media is so quick to expose old traditions for the fallacies they are. In an instant we can see that there is nothing male about leadership.
3. More and more women are recognizing the value of supporting each other but they are not alone. Men who recognize leadership as a both/and effort are also sharing their knowledge and supporting the growth of women.
4. As posted by Susan Gunelius in “Women Making Economic Strides and Not Slowing Down” women control 60% of the wealth in the US. Almost all income growth in the US for the past 15 – 20 years came from women. That will translate into more power and more leadership positions.
5. In "When the Glass Ceiling Helps" by Andrew O’Connell a team at Duke reports that women who break through the “glass ceiling” into leadership positions are perceived to have a significant leadership advantage over men – because of what they overcame to get there. That will position women better to move into more and more positions.
So, when my life ends it will be in an environment where leaders can be women and/or men without effort or energy being used up in the struggle to be leaders. That way the energy will be available for use by leaders, both male and female, in creating a better world.
Wednesday, March 31, 2010
Interview with a Manager
One of my employees is taking an MA class and was asked to interview a manager of her choice. She picked me. Because of logistics I had to do it by email so I had the answers written down. Since I did, I thought I post them.
1.Identify the person you have chosen to interview and why you selected this person.
That would be me: Paul McConaughy, Program Leader, Michigan Nutrition Network
2. What is the manager's style of managing? [participatory, delegative, authoritarian, a blend]
Definitely not authoritarian…I’d call my management style “permissive expectation”. I’ve always been strongly influenced by the expectation of success. My parents and then several managers operated on the assumption “You can" do this”. That has framed my life because that is my way of treating others. I actually have a very hard time believing that anyone “can’t” do things. The second influence in my life came more from working with volunteers than employees – although I have since brought it to my management – that is the realization that while most people “can do” they don’t because they don’t think they have permission. Hence the second part of my style – giving people permission. I try to be observant of the times when people are hesitating because they are concerned about the risk of not having permission. Then I give them permission. Permissive expectation…just thought that up. Let’s trademark it for our book.
On the negative side…this style only works with motivated employees who understand that work is what you make it. People who need policing tend to fall deeper and deeper into their abyss because I tend to ignore and work around them. In a just world I’d be able to “help those people find other employment.”
5.What does the manager feel is the toughest part of the job? And why?
No question the toughest part of any job is accommodating superiors who have no vision and excitement in their jobs, who focus on rules and pick the wrong people to support.
Why…it steals your time and spirit and results in oh so much waste.
6.Similarly, what is the best part of the job and why?
A tie…1) when I see a great idea of mine come to pass 2)when I see an employee succeed with a great idea of theirs. Happy dance time!
7.What tips does the manager have for someone, such as you, being prepared to be a manager?
Step up – get every experience you can working with others – you learn this by doing it.
Reach out – put yourself in new situations, new people, new demands – stretch
Be connected – mentoring may be too formal for every situation but you can be connected to people you can ask questions to, people who will be bluntly honest with you.
Engage the people you manage – by being honest, open, forthright you will be in a position to get honest, open and forthright responses from your people about how you could be helping them perform better (that’s your job).
8.What should you concentrate on in getting yourself prepared?
Read…Everything
9.Do they feel that previous experience is a necessity?
Everyone gets better with time but everyone starts somewhere. Everyone starts without experience.
10.What do they know now that s/he wished they would have known when they started the position as a manager?
That all every high school girl wants to do is dance. If you are willing to risk stepping on the dance floor you’ll have lots of girl friends. Oh wait…wrong wish I’d known…
That the only way to manage is to “manage up” – you can’t make people do much – especially not for very long.
12.What does s/he feel is the most important or urgent issue that family community service managers need to be aware of, proactive about, or planning for the future?
How to deal with the ignorance of the Baby Boomers in leaving so much debt to children and grandchildren.
13.Any pearls of wisdom the manager can offer to you?
My favorite Winston Churchill quote: “Sometimes it’s not enough to do your best, you have to do what is required."
14.What is of most importance to you as a manager?
Learning and growing and helping my crew learn and grow….
1.Identify the person you have chosen to interview and why you selected this person.
That would be me: Paul McConaughy, Program Leader, Michigan Nutrition Network
2. What is the manager's style of managing? [participatory, delegative, authoritarian, a blend]
Definitely not authoritarian…I’d call my management style “permissive expectation”. I’ve always been strongly influenced by the expectation of success. My parents and then several managers operated on the assumption “You can" do this”. That has framed my life because that is my way of treating others. I actually have a very hard time believing that anyone “can’t” do things. The second influence in my life came more from working with volunteers than employees – although I have since brought it to my management – that is the realization that while most people “can do” they don’t because they don’t think they have permission. Hence the second part of my style – giving people permission. I try to be observant of the times when people are hesitating because they are concerned about the risk of not having permission. Then I give them permission. Permissive expectation…just thought that up. Let’s trademark it for our book.
On the negative side…this style only works with motivated employees who understand that work is what you make it. People who need policing tend to fall deeper and deeper into their abyss because I tend to ignore and work around them. In a just world I’d be able to “help those people find other employment.”
5.What does the manager feel is the toughest part of the job? And why?
No question the toughest part of any job is accommodating superiors who have no vision and excitement in their jobs, who focus on rules and pick the wrong people to support.
Why…it steals your time and spirit and results in oh so much waste.
6.Similarly, what is the best part of the job and why?
A tie…1) when I see a great idea of mine come to pass 2)when I see an employee succeed with a great idea of theirs. Happy dance time!
7.What tips does the manager have for someone, such as you, being prepared to be a manager?
Step up – get every experience you can working with others – you learn this by doing it.
Reach out – put yourself in new situations, new people, new demands – stretch
Be connected – mentoring may be too formal for every situation but you can be connected to people you can ask questions to, people who will be bluntly honest with you.
Engage the people you manage – by being honest, open, forthright you will be in a position to get honest, open and forthright responses from your people about how you could be helping them perform better (that’s your job).
8.What should you concentrate on in getting yourself prepared?
Read…Everything
9.Do they feel that previous experience is a necessity?
Everyone gets better with time but everyone starts somewhere. Everyone starts without experience.
10.What do they know now that s/he wished they would have known when they started the position as a manager?
That all every high school girl wants to do is dance. If you are willing to risk stepping on the dance floor you’ll have lots of girl friends. Oh wait…wrong wish I’d known…
That the only way to manage is to “manage up” – you can’t make people do much – especially not for very long.
12.What does s/he feel is the most important or urgent issue that family community service managers need to be aware of, proactive about, or planning for the future?
How to deal with the ignorance of the Baby Boomers in leaving so much debt to children and grandchildren.
13.Any pearls of wisdom the manager can offer to you?
My favorite Winston Churchill quote: “Sometimes it’s not enough to do your best, you have to do what is required."
14.What is of most importance to you as a manager?
Learning and growing and helping my crew learn and grow….
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