By Catherine Fox
Being a girl, elevating childrens, succeeding in a management position and residing an entire lifestyles is still a tall order in sleek Australia for those who do not take place to be awesome. Being a lady on a board, working an ASX most sensible –listed corporation, or working a central authority division continues to be an exception instead of the norm. regardless of the growth made in the direction of a fairer office, within the dialogue concerning the loss of girls on forums or the scale of the space among males and women's pay, drained excuses are recycled. Catherine Fox labels those the seven myths approximately girls and paintings.
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Extra resources for 7 Myths about Women and Work
On every occasion I found the discussion yielded even more evidence that the myths needed dismantling. These ideas were obviously remarkably tenacious, and not just among men, with many women telling me they had absorbed some of the generalisations about their gender and never really stopped to analyse or test them against actual experience. Most of the myths have survived in the face of strong evidence to the contrary, as we shall see. As I pursued my myth-busting mission it was apparent there was a consciousness-raising element to this exercise that I had never thought would prove so potent and gratifying.
5 per cent directors and 8 per cent executive managers, according to the Australian Census of Women in Leadership? If that’s a meritocracy then it’s about a very particular kind of merit that must reside in a narrow cohort of the population, sometimes called the pale, male and stale. A few years ago I heard the then Deputy Prime Minister Julia Gillard tell a forum on women and work in Sydney that she is a firm believer in the principle that merit is spread throughout the population. In this country it would be reasonable to assume that many of us theoretically agree with this proposition.
They use the merit myth to convince themselves that they got where they are today because they – and, strangely enough, a lot of people who look just like them – are simply better equipped than anybody else for the top jobs, and that they received no particular favours along the way. So those who failed to get ahead simply have themselves to blame. As with all the myths, it is also a highly subjective assessment, often based on assumptions and fed by stereotypes, and therefore particularly tricky to pin down and challenge.