ENgAgiNg MEN iN gENdEr iNiTiATivEs - Catalyst

UNDERSTANDINGMASCULINENORMSinitiativesTO Eliminategender biassupportOBSTACLESFAIR PLAYbarriersgapinclusive,Men have acriticalrole to playHAVING WOMENbias-free workplacesinfluence their male counterpartspowerful ambassadorsMEN APATHY for changeMENTORSBEING A CHAMPIONFEARovercomeIGNORANCEEngaging Men in Gender Initiatives:What Change Agents Need To KnowWhat Change Agents Need To Know | 1

About CatalystFounded in 1962, Catalyst is the leading nonprofit membership organization working globallywith businesses and the professions to build inclusive workplaces and expand opportunities forwomen and business. With offices in the United States, Canada, and Europe, and more than 400preeminent corporations as members, Catalyst is the trusted resource for research, information,and advice about women at work. Catalyst annually honors exemplary organizational initiativesthat promote women’s advancement with the Catalyst Award.2 | Engaging Men in Gender Initiatives

Engaging Men in Gender Initiatives:What Change Agents Need To KnowJeanine PrimeCorinne A. Moss-RacusinExclusive Lead Sponsor: The Goldman Sachs Group, IncLead Sponsor: Ernst & Young LLPParticipating Sponsor: IBM CorporationContributing Sponsor: Shell International, B.V.© 2009 CatalystNEW YORK 120 Wall Street, 5th Floor, New York, NY 10005; (212) 514-7600; (212) 514-8470 faxSUNNYVALE 165 Gibraltar Court, Sunnyvale, CA 94089; (408) 400-0287; (408) 744-9084 faxTORONTO 8 King Street East, Suite 505, Toronto, Ontario M5C 1B5; (416) 815-7600; (416) 815-7601 faxZUG c/o KPMG AG, Landis+Gyr-Strasse 1, 6300 Zug, Switzerland; +41-(0)44-208-3152; +41-(0)44-208-3500 faxemail: info@catalyst.org; www.catalyst.orgUnauthorized reproduction of this publication or any part thereof is prohibited.Catalyst Publication Code D86 ISBN# 0-89584-290-4What Change Agents Need To Know | 3

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Table of ContentsAbout This Series 1The Way Forward: Engaging Men 2Understanding Masculine Norms 3The Price Men Pay for Conformity 4The Price Organizations Pay for Conformity 4How Men Come to Recognize Gender Bias 5Three Factors Predict Men’s Awareness of Gender Bias 6How Men Express Their Awareness of Gender Bias 9One Factor Predicts Being a Champion 11Can Organizations Change a Person’s Sense of Fair Play? 12Obstacles to Becoming a Champion 14Apathy 14Fear 14Ignorance 16Recommendations 17Strategies to Motivate Men to Support Gender Initiatives 17Strategies for Removing Barriers to Men’s Support 20Discussion Starters 23Appendix: Methodology and Respondent Profiles 24Interviews 24Survey 24Respondent Profiles 25Endnotes 31Acknowledgments 36Catalyst Board of Directors 37What Change Agents Need To Know | 5

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About this seriesEngaging Men in Gender Initiatives is a series about men. When it comes to diversity and inclusion efforts—especially initiatives to eliminate gender bias—Catalyst believes that men have a critical role to play. Yet toooften men are an untapped resource in such gender initiatives. To address this gap, this series offers adviceto change agents on effective ways to partner with men in ending gender inequalities.Engaging Men in Gender Initiatives: What Change Agents Need to Know provides readerswith:• Information about the cultural forces that can undermine efforts to engage men in genderinitiatives.• Insights about why some men support and others resist gender initiatives.• Recommendations backed by Catalyst research for how to work effectively with men to createinclusive, bias-free workplaces.Upcoming releases will:• Identify the most persuasive strategies for communicating with men about gender initiatives.• Assess the effectiveness and impact of learning and development programs designed to providemen with the information and skills they need to champion gender initiatives.Who should read this report• Diversity and inclusion (D&I) professionals.This report was written to help D&Ipractitioners with one of the most importantand difficult tasks they face: generating buy-inand support for D&I initiatives. With a specificemphasis on gender-focused initiatives, thereport offers practitioners strategic insightson how to win men’s support for change.• Individuals—especially men—who wantto champion change. Many people whoare not in formal D&I roles already championchange in their workplaces by personalexample. Such individuals, especially men,can be powerful ambassadors for change,particularly with other men who are not yetfully “on board” with organizational D&Igoals. This report offers these championsinsights about how to influence their malecounterparts to support gender initiatives.How you can use this report tomake change• If you are a D&I professional, consider sharingthis report with other D&I professionals inyour workplace. Use the findings to seeddiscussions with them about specificstrategies your organization can adopt toengage men in gender initiatives.• Invite men in your company to participate ina discussion about gender in the workplace.Use the discussion starters and thequotations provided in the report to generateconversation on the barriers to men’s supportfor gender initiatives. Use the discussion toassess whether men perceive that these orother barriers are at play in your organization,and solicit ideas about what your companycan do to help more men overcome thosebarriers.What Change Agents Need To Know | 1

The WAY FORWARD: Engaging menThe gender gap in leadership that is so commonin many organizations 1 represents a significantmissed opportunity for business. While in manyparts of the world women hold more than 50percent of professional and managerial jobs, theirrepresentation in corporate leadership falls farbelow 50 percent. 2 These trends tell us that women,a highly skilled source of leadership talent, arebeing overlooked to the detriment of business. Inthe face of intense, global competition for talent,the companies that can tap the best talent—bothwomen and men—will have an advantage overthose that continue to rely on only men to fill toppositions.The notion that women are good for business isone that more and more companies are acting on. 3Yet despite their best efforts to tap women, manyorganizations have fallen short of their goals. Evenamong those companies that have implementedslews of programs to attract, develop, andretain women employees, gender gaps in hiring,promotion, and retention rates often persist—withmen faring better than women on all counts.Why have so many programs missed the mark?One reason is that too many gender initiativesfocus solely on changing women—from the waythey network to the way they lead. Another reasonis that too many organizations look to women aloneto change the organizational practices that maintainthe status quo. As we have seen in recent decades,this approach has had limited success. Catalyst’sannual Censuses of the Fortune 500 show thatthe gender mix at the highest corporate ranks haschanged very little in recent years. 4To accelerate change, we need to stop treatinggender as if it were just a woman’s burden. Iforganizations want to minimize gender disparities,they need to enable women and men to makebehavioral changes. And perhaps most important,organizations must enlist both women and men towork together as allies in changing the organizationalnorms and structures that perpetuate gendergaps.Regrettably, in their exclusive focus on women,rather than engaging men, many companieshave unwittingly alienated them, inadvertentlyjeopardizing the success of their gender initiatives. 5Without the avid support of men, who are arguablythe most powerful stakeholder group in most largecorporations, significant progress toward endinggender disparities is unlikely. 6Engaging men is crucial to moving forward. Butjust what are the best ways to reach men? Basedon in-depth interviews and surveys of senior malemanagers in business, this study begins to explorethis question, providing insights about:• The experiences and beliefs that help increasemen’s awareness of gender bias and its costsin the workplace.• The motivations that lead men to championgender initiatives in the workplace.• The barriers that limit men’s support forinitiatives to promote gender equality.• Specific techniques and practices to enlistmen’s support for closing workplace gendergaps.2 | Engaging Men in Gender Initiatives

UNDERSTANDING Masculine norms“Take it like a man.” “Be a man about it.” Thesecommon expressions all point to the fact that inmany societies, men’s identities are largely definedby whether they follow a strict code of conduct 7referred to by psychologists as “masculinenorms.” 8 Since much of the discourse on genderhas focused on women’s experiences, relativelylittle attention has been paid either to definingmasculine norms or their impact in the workplace. 9This imbalance is regrettable, because how mennegotiate masculine norms is a key determinantof whether they support or resist efforts to closegender gaps in the workplace.Below are four common masculine norms that areemphasized to varying degrees in different NorthAmerican and Western European cultures. 101. “Avoid all things feminine.” Perhapsthe cardinal tenet of masculinity, thisrule mandates that men should never beseen or acknowledge conforming to anyfeminine norms. 11 If a man is judged ashaving acted in ways that are consistentwith any or all norms prescribed forwomen—that is, feminine norms 12 —hewill often experience criticism, ridicule,and rejection, and his status as a man maybe called into question. 13 This “policing”often occurs within male peer groupsbeginning at an early age and continuesinto adulthood. 14 Pejorative terms, suchas “sissy,” “wimp,” and “whipped” areregularly used to label males who arejudged as acting “feminine” and areoften an effective deterrent against futureviolations of the norm of avoiding thefeminine. 152. “Be a winner.” This principle concerns theattainment of status and thereby definesas manly any activity that increases men’swealth, social prestige, and power overothers. 16 Men gain the approval of otherswhen they make their careers a priorityand pursue occupational fields such ascorporate management and politics,which offer opportunities to increase theirsocial and economic status. Men whopursue fields that offer fewer opportunitiesfor such status enhancement are far lesslikely be admired, especially if those fieldsare judged to be better suited to women.This norm contributes to and reinforcescommon gender-segregation patterns inlabor markets all over the world where menare consistently over-represented in thejobs that command the highest salariesand greatest decision-making power. 173. “Show no chinks in the armor.” Menshould be tough in both body and in spirit.Physical toughness means never shrinkingfrom the threat of physical harm; whiledisplaying emotional toughness requiresthat men conceal such emotions as fear,sadness, nervousness, and uncertainty. 18Outward displays of anger, confidence,or stoicism are considered to be far moresocially acceptable for men. Notably,in many business settings, showingemotional toughness is often seen as akey leadership attribute. 194. “Be a man’s man.” Also known as being“one of the boys,” this rule of masculinitycalls for men to win the respect andadmiration of other men and to appear toenjoy a special sense of camaraderie withmale peers. Being a man’s man meansvisibly complying with all masculinenorms. Additionally, with few exceptions,a man’s man is required to demonstratethat he prefers the company of men overthe company of women. He must alsoparticipate in stereotypically masculineactivities or pastimes (which dependingon the culture may include watchingsports, drinking beer, or attending men’sclubs). These activities not only serve asWhat Change Agents Need To Know | 3

ituals that reinforce masculine norms butalso promote social ties and solidarity onthe basis of these norms. 20 Indeed, therewards for being a man’s man are great,particularly in male-dominated professionswhere being “one of the boys” is oftenparamount to gaining access to informalnetworks and other resources that arelinked to professional advancement. 21The Price Men pay for CONFORMITYIndividual men vary significantly as to how much theycomply with different masculine norms. 22 Moreover,the degree of compliance men exhibit with thesenorms is a key determinant of their well-being, withstrict compliance being highly detrimental. Why?Both women and men share many of the desiresand behaviors that are respectively prescribed formembers of the opposite gender. They are, after all,human qualities. 23 Thus, for both women and menalike, strict conformity to feminine and masculinenorms, respectively, means repressing an aspectof one’s personality. For men in particular, however,the price of compliance with gender norms can beespecially steep and can include poor psychologicaland physical health. Research shows that: 24• In trying to live up to masculine norms, manymen place a priority on career advancement,sacrificing relationships with family, spouses,and friends—relationships that not onlyimprove quality of life but that can also offeran important source of psychological supportin times of stress. 25• Conformity to masculine norms related toemotional control or toughness can limitmen’s ability to acknowledge and seek helpfor problems such as depression, anxiety,and illness. 26Even though the cost of conformity can be quitehigh, resistance is not for the faint-hearted. Researchshows that men experience social penaltiesincluding rejection and loss of status 27 —which areoften harsher than those women face 28 —when theydeviate from their assigned gender scripts.The Price OrganizationsPay for ConformityOrganizations can significantly affectwhether men conform to or resistcertain masculine norms. 29 Researchalso suggests that by rewardingstrict conformity to masculine norms,organizations may inadvertentlycompromise their performance.For example, working with a large oilcompany, researcher Robin Ely found thattraditional masculine norms emphasizingfearlessness and toughness—i.e.,showing no chinks in the armor—hada negative impact on the organization’ssafety record. By reinforcing these norms,the organization paid a significant price:high accident rates.To fix the safety problem, rather thanrewarding oil rig employees, who weremostly male, to live by these masculinenorms, the organization encouraged themto defy these norms and consequentlysaw an 84 percent decline in its accidentrate. What’s more, when employeesstopped being so concerned aboutprojecting a “tough guy” image, theyreported finding new, more fulfilling waysto express their identities as men in theworkplace. 304 | Engaging Men in Gender Initiatives

HOW MEN COME TO RECOGNIZEGENDER BIASBefore individuals can support a changeinitiative, they must first be convinced thatthere is something wrong with the status quo. 31Likewise, for men to get behind their organizations’gender initiatives they must first be persuaded thatthere is problematic gender bias in the workplace.This logic led us to explore what factors influencemen’s awareness of gender bias and ultimatelylead them to view such inequality as an issue thatwarrants attention.We began our investigation by conducting in-depthinterviews with 35 champions—men who wereactively working to decrease gender disparitiesin their organizations or communities. Seventyonepercent were from the for-profit sector andwere identified by D&I professionals within theircompanies. Other interviewees (22.9 percent) wereidentified based on their leadership of organizations(mostly nonprofits) dedicated to promoting genderequality. Several of these organizations focused oneducating and empowering men to become changeagents in their communities.Based on our champion interviews, we developedhypotheses about potential factors that couldincrease men’s awareness of gender bias. Givenour belief that such awareness is a prerequisitefor men’s support of gender initiatives, we nextsurveyed 178 businessmen (57.9 percent of whomself-identified as senior managers) 32 with the goalof testing our hypotheses and arriving at moredefinitive answers about what helps to make menmore aware of gender bias.We measured awareness by asking surveyrespondents a series of questions about the impactof gender in their own lives and the lives of women.Our interviews led us to hypothesize that severalfactors might predict men’s awareness of genderbias including, defiance of masculine norms, asense of fair play, spouse’s or partner’s employmentstatus, and having a daughter. Therefore, we alsoincluded survey items to measure these specificvariables. Lastly, we asked survey respondentsabout the personal significance of achieving genderequality.We found that the higher men’s awareness ofgender bias, the more likely they were to feel thatit was important to achieve gender equality. 33Ninety-seven percent of survey respondents whowere highly aware of gender bias also believedthat it was important to achieve gender equality.However, among men with low awareness of genderbias, only 74 percent held that belief. Additionally,almost one-quarter of the latter group were neutralregarding whether it was important to achievegender equality, while only 2 percent of men withhigh awareness held a similar position. Thesefindings suggest that men’s awareness of genderdisparities is an important indicator of whether ornot they will be inclined to support gender initiativesin their organizations.How Did We Identify Champions?Champions were selected based on whether they:• Engage in visible and “hands-on” leadership of organizational initiatives to reducegender disparities in the workplace.• Make continuous and substantive time investments in mentoring women.• Are easily recognizable by other women colleagues/peers as supporters of genderequality.What Change Agents Need To Know | 5

Figure 1Self-Reported Importance of Achieving Gender Equality, by Respondents’ Awareness of Gender Bias100%97%“Achieving genderequality for womenand men is animportant socialissue to me.”DisagreeNeutralAgreePercentage ofRespondents80%60%40%20%23%74%0%3% 2% 2%Low awarenessHigh awarenessTHREE FACTORS PREDICT MEN’S AWARENESS OF GENDER BIAS 34Defiance of Masculine NormsDefiance of somemasculine normsis linked toHigher awarenessof gender biasThe more men dared to defy some masculinenorms 35 the higher their awareness of genderbias. Specifically, men with high awareness ofbias tended to reject what is arguably the cardinalrule of masculinity—“avoid all things feminine”—inthat they were more likely than men with lowerawareness to express admiration for women coworkers.36 Men with higher awareness of bias werealso more likely to indicate a strong concern forand devotion to helping others. 37 Such values standin contrast to the masculine norm, “be a winner,”which emphasizes putting personal interests overthose of others. 38 Finally, the more men were awareof gender disparities, the less likely they were to feela strong sense of camaraderie with male peers atwork. 39 Given that male camaraderie is often rootedin the mutual observance of masculine norms, 40 thisfinding is also consistent with the notion that amongmen with high awareness of gender bias therewas a marked tendency to break from traditionalmasculine conventions.CATALYST VIEWPOINTWhen men experience gender norms as arestrictive barrier in their own lives, they mightbe more apt to view these norms as a barrier forwomen, too. Some interviewees described pivotalexperiences where they suffered unfair penalties forbreaking with masculine norms as turning pointsthat prompted them to become more engagedadvocates for change. In the following quotation,one interviewee describes such a turning point:I...had a small group that I was supervising, andwe had no childcare for our young kid. My wifeand I decided to work part-time both of us….6 | Engaging Men in Gender Initiatives

When I applied to [my company] for its parttimeworking [plan], I never got a reply….Thatwas a time when I ran into a lot of old-fashionedattitudes toward men taking care of and beingconcerned about work-life balance and beingin a situation where you also have a workingpartner….People made jokes about me. WhenI came back [full-time] a year or two after, theyasked whether I was still breastfeeding. So Igot a lot of coaching from my men colleaguesmainly saying that I had taken too high a risk inwhat I had done….Getting a personal relationship to diversity wasall about [being in] this situation…[where] I hadto deal with the dilemma of [a] working partner,small kids, and [the questions of], “What shouldI do as a man… what [were] the attitudes of mymain supervisors and main colleagues?” Thatmade me very interested in understanding howwe as men...can be contributors [to genderequality].—Norwegian ManHaving Women MentorsHaving womenmentorsis linked toHigher awarenessof gender biasMen who had been mentored by women weremore aware of gender bias than men who hadnot had this experience. 41 Among respondentswho had mentoring relationships with both womenand men, 65 percent showed a high awarenessof bias while only 35 percent demonstrated lowawareness. The pattern was decidedly differentamong respondents who had only been mentoredby men. Within this group of respondents, 42 percentshowed high awareness of gender bias, while 58percent had a relatively low level of awareness. 42CATALYST VIEWPOINTExposure to women mentors can provide menwith opportunities to learn about gender bias.This is one of the reasons we believe there is alink between having women mentors and men’sawareness of gender bias. 43Figure 2Respondents’ Awareness of Gender Bias, by Gender of Mentors100%80%Low awarenessHigh awarenessPercentage of SurveyRespondents60%40%20%58%42%35%65%0%Men OnlyWomen and MenWhat Change Agents Need To Know | 7

As illustrated by the quotations below, beingchallenged by women mentors to think criticallyabout gender was pivotal to awareness-raising forsome men.When I was working for [company X], I hadsome real strong, real assertive females...in my organization, in my direct team. I hadquite tough times with them. We were goodfriends...It was all very well-intentioned, butthey were honest with me….about my issues…about my behavior….[They were] really good...role models…..[There’s another] person….She’s excellent. She’s very good in this wholespace of [diversity and inclusion] and behavior.She’s...a mentor.—Dutch ManI have role models of very strong women….I’vebeen lucky in my life in terms of the womenwho have taught me how to treat women....The women that I’ve been exposed to are reallyquite extraordinary people in terms of how theyperform.— U.S. Man[I] was involved in political struggles here [in theUnited States] often in conjunction with womenand…workplace situations with women….Iwas part of a newspaper collective here wheremidway through the first Gulf War the womenkicked us out and said, “We’re kind of sickof working with a group of men who are notsharing decision-making, who are reinforcingall sorts of traditional gender norms”….I thinkthat gave me a sense of…the microdynamicsof power within small groups, within workplacesettings, between men and women.—South African ManStrong Sense of Fair PlayA strong senseof fair playis linked toHigher awarenessof gender biasMen with a strong sense of fair play were morelikely than those without this mindset to be awareof gender bias. 44 What exactly does it mean to havea strong sense of fair play? Survey respondentswho had a strong sense of fair play held widerangingconcerns about inequality in the manner inwhich resources are shared in society. For example,compared to men without this mindset, they weremore troubled by the fact that some people live inextreme poverty while others do not, and they weremore likely to admit that they felt burdened by thelack of fairness in the world.CATALYST VIEWPOINTOne can think of a sense of fair play as aperspective or lens that predisposes someindividuals to be more highly attuned torecognizing issues of fairness than others.Therefore, we would expect men with this fairnesslens in place to be more prone than men withoutthis perspective to perceive inequities of all kinds,including those based on gender. In the sectioncalled One Factor Predicts Being a Champion, wedescribe men’s sense of fair play in further detailand provide more evidence of just how important itis to men’s support for gender initiatives.8 | Engaging Men in Gender Initiatives

how men express Their awareness of gender biasSurvey respondents with high awareness ofgender bias identified its significant costs towomen, men, and organizations. For example,compared to respondents with lower awareness,those with high awareness of bias were:• More likely to recognize that women wereexcluded in the workplace and to viewthe exclusion of women as a competitivedisadvantage for corporations. 45• More likely than men with low awarenessto admit wishing that men were not alwaysexpected to take on the role of primarybreadwinner. 46Interview participants described the personalcosts men face as a result of pressure to conformto masculine norms and the biases those normscreate. As the quotations below illustrate, thesecosts ranged from self-defeating behaviors topressures to succeed.I think [I] also began to see the ways in whichtraditional notions of what it means to be aman are very restrictive for men….We seethat in terms of a broad range of public healthindicators where, particularly around helpseekingbehaviors, men are very disinclined toseek help for mental health issues, substanceabuse issues, take lots of risks that end upbeing very self-defeating….Then also at a verypersonal level, I was assaulted a number oftimes in the early 1990s and really struggledwith pretty intrusive [Post-traumatic StressDisorder], which I, like many men, did nothingabout….As I began to…become more andmore affected by that, I really had to do myown kind of introspection around what wasstopping me from seeking help.—South African Man“There's a script that many men have been fed,inculcated, reward[ed] by, around suck-it-up,act tough, don't let them see you sweat, showno chinks in the armor… I call [it] “acquiredmale answer syndrome"…[where] if asked adefinitive question, [I] give a definitive answer,whether I know what I'm talking about or not…Along the way, I lost myself—who I really am—because I think I was caught in this myth ofbeing male or acting male.—U.S. ManThe notions of masculinity that we'retaught to admire and that we're taughtto strive for….it's so pervasive that to gocounter to those things is harder than tojust go along indifferently through your lifeto them, right? Unless you really start tothink about it, or you've had some kindof incident to bring it close to you in yourlife, it's so much easier to go along andbe a part of it and not critically look at it,because it's not costing you anything onthe surface, right? You're a beneficiary ofit. [I] would argue that it is costing men onan emotional and psychological level….—Canadian Man”I think one of the disadvantages of being maleis that I have bought the myth that I can doanything, if I dream it. And, as a result, it'staking me continued work to have to ask forhelp and support from others, particularly othermen.... I sit there and struggle with stuff whenI really don't need to. I think that lowers my lifeexpectancy and other men's life expectancy.—U.S. ManHow Organizations Limit Men’s Awareness of Gender BiasOrganizations have a strong influence over whether men acknowledge the existence of genderdisparities. Many organizations tout the idea that they are wholly meritocratic and that their humanresource policies and practices are invulnerable to bias. By perpetuating this myth of meritocracy andfailing to institute checks and balances to limit bias, organizations can inadvertently decrease men’ssensitivity to gender inequalities. 47What Change Agents Need To Know | 9

A CHAMPIONFOR GENDER INCLUSIONDINO E. ROBUSTOExecutive Vice President and Chief Administrative OfficerThe Chubb CorporationExecutive Sponsor of Women’s Development CouncilWhy Dino Chooses to Be a Champion“personal satisfaction from helping them overcome these”“It has always been an objective of mine to help peoplesucceed. Having evidenced the greater obstacles andchallenges women face, I get a tremendous sense ofobstacles. Being a champion has been a rewardingexperience for me.”10 | Engaging Men in Gender Initiatives

One Factor Predicts Being aChampionIs awareness enough to inspire men to campaignfor a bias-free workplace? And if not, whatinspires some men to champion gender equality inthe workplace? To find out, we divided our surveyparticipants into two groups—a champion group,which comprised those who had been identifiedby D&I experts as champions of gender equality 48and a comparison group, which comprised thosewho had not been designated champions—andcontrasted them. Respondents from both groupswere similar in age, tenure with the organization,and functional background. 49Just as we had relied on interviews to gain insightsabout what increases men’s awareness of genderbias, we relied on those same interviews 50 to gatherclues about what characteristics differentiatedthe two groups (i.e., champion and comparisonrespondents) and how men could be motivated toactively support gender equality.Drawing on insights from these interviews, wecompared the groups on several characteristics,including awareness of gender bias, a sense offair play, defiance of masculine norms, job level,age, functional background, spouse’s employmentstatus, and whether or not the respondents hada daughter. 51 Of all these characteristics, a strongsense of fair play was the most significant predictorof whether or not men were viewed as champions.Strong Sense of Fair PlayA strong senseof fair playis linked toBeing identifiedas a championWith just a small jump in respondents’ senseof fair play, the likelihood of being identified asa champion increased more than three-fold. 52As noted earlier, men with a strong sense of fairplay tended to have broad concerns about issuesof fairness and the distribution of resources insociety. 53 In addition to having concerns about theextreme divide between the “haves” and the “havenots,” these men were more likely than others tohave participated in a public demonstration duringtheir lifetimes. Collectively, these findings suggestthat men with a strong sense of fair play were notonly committed to the ideal of fairness or equalitybut were also willing to stand up publicly for theseideals. 54 Lastly, we found that the stronger men’ssense of fair play, the more likely they were to haveexperienced the pain of marginalization or exclusionfirsthand, 55 suggesting that their commitment tofairness ideals was rooted in very personal andemotional experiences. The following quotationsdemonstrate the views of respondents with a strongsense of fair play.What Change Agents Need To Know | 11

I would also say I’m an advocate of…allforms of equity. My job right now is…genderspecific,but we’re also very concerned [about]cultural diversity and…economic equity…andthings like that. So definitely…a gender-equityadvocate, but also in a broader context.—Canadian ManThe greater goal for me—and this is really piein-the-sky—is,in a very small way, I’m in it tochange the way we, as a global community,look at one another, for whatever the difference,and see fear when we’re not looking at amirror image of ourselves. My sense is that thechallenges that we face…as a planet—be itglobal warming, be it population, be it hunger,clean water—we have all of the capabilities, asa species, to solve that stuff and to have thisworld…[be] equitable. So that the poor in theworld that wake up every day, trying to figureout what they’re going to eat and if they’re goingto have a dry place to sleep that night—whichis a majority of the world’s population…I havea sense of privilege in having grown up middleupperclass, white, and male in the UnitedStates…[and I want] to make a difference.—U.S. ManCATALYST VIEWPOINTAwareness of gender bias is important, but notenough to make a champion. More than havingan awareness of gender bias, men must have acommitment to the ideal of fairness—a strongpersonal conviction that bias is wrong and thatthe ideal of equality is one for which they shouldstand up. Our analyses revealed that it was men’ssense of fair play, not their awareness of genderbias that ultimately predicted whether they werevisible to others as champions of gender equity inthe workplace.can organizations Change aPerson’s Sense of Fair Play?By several accounts, the answer is, “Yes, theycan.” Researchers have found that educationcan increase individuals’ commitment to idealsof fairness. 57 D&I practitioners should considerthese content and format tips when designingtraining to help augment men’s commitment tofairness ideals:ContentAs you develop training content, rememberto set learning objectives that help menrecognize the personal costs they suffer dueto gender bias. Previous research suggeststhat people’s judgments about whethera situation is fair or not is influenced bywhether they or others are disadvantagedby it. 58 People are more likely to judge asituation as unfair if they are personallydisadvantaged by it. Conversely, they areless likely to make that judgment if someoneelse experiences the disadvantage. Whenmen recognize that gender disparities costmen—not just women—they will be moremotivated to correct them.FormatWhen developing the training format,remember to:• Provide adequate opportunities forself-reflection. Allow participants timeto re-examine their own beliefs. 59• Incorporate experiential teachingmethods. Allow participants topractice their newly learned skills ina real-world context. 60• Make the learning last. Successfultrainings are not one-time events.Rather, they occur over an extendedperiod of time. 61How Organizations Can Discourage Men’s Concerns About FairnessOrganizational practices can exert a meaningful influence on men’s concerns about issues of fairness.For example, practices that increase competition between employees—such as forced-rankingperformance appraisal processes—can cause employees to focus more on their individual interestsand outcomes and to be less concerned with the welfare of others. 6212 | Engaging Men in Gender Initiatives

A CHAMPIONFOR GENDER INCLUSIONRONALD C. PARKERSenior Vice PresidentPepsiCoChief Diversity and Inclusion OfficerChair of PepsiCo’s Global Diversity and InclusionGovernance Council and Ethnic Advisory Boards“Why Ron Chooses to Be a Champion“I have enjoyed having women as colleagues, andas an HR professional I continue to learn fromand benefit from their insights on diversity andinclusion. Diversity has made my professional life”richer and more interesting.”What Change Agents Need To Know | 13

three barrierSOBSTACLES TO BECOMING ACHAMPIONWhat opposing forces can undermine men’s support for gender initiatives? Interviewees mentioned threebarriers most often: 63 apathy, fear, and real or perceived ignorance. A detailed description of these barriers,along with illustrative quotations from our interviewees, is provided below.Table 1Prevalence of Barriers Discussed by IntervieweesBarrierPercentage of Interviewees Who Discussed Barrier (N=35)Apathy 74%Fear 74%Real and perceived ignorance 51%ApathySeventy-four percent of interviewees said thatmany men were unconcerned about issuesof gender equality, did not see a compellingreason for becoming actively involved in genderinitiatives, or both. Several interviewees judgedthat men are often unaware of what they might gainfrom championing gender equality. As previouslydiscussed, a higher degree of awareness of specificcosts associated with gender bias, such as thesignificant pressures men experience to fulfill therole of primary breadwinner, was associated withgreater support for and commitment to promotinggender equality. These findings, as well as thequotations below, suggest that men will remainindifferent and therefore unlikely to support genderequality unless they appreciate how they can gainpersonally from changing the status quo.[There are] three reactions [to championinggender equity]. There is apathy and [the]”That's nice,” kind of thing. There's backlash.And there's ”What's the point?” or even morevehement resistance….The bulk of them [are]located in that apathy center.—Canadian ManWhy do I think all men don't “get it”?…I think alot of them just don't have the experiences thattell them to be aware of…the possibilities thatcome with diversity.—U.S. ManFearSeventy-four percent of interviewees alsoidentified fear as a barrier to men’s supportfor gender equality. The fear they described wasrelated to three different concerns:Fears about loss of status. Thirty-four percent ofinterviewees believed that for some men, supportfor gender equality was diminished by fears of losingstatus and privilege. According to their accounts,many men perceived that although beneficial towomen, equality could only come at the expenseof men. Changing this zero-sum perspective wasjudged by several interviewees as critical to gainingmen’s support for gender initiatives.14 | Engaging Men in Gender Initiatives

Even though we and almost all corporationshave a huge majority of the management jobs,there's a concern for—there's a shrinkingnumber of managers, and if I really get onboard with this, it's threatening to my job, myfuture.—U.S. ManFears about making mistakes. Interviewees alsoreported that some men harbor concerns that whenthey work with women colleagues in particular—even in the context of working to end genderbias—they would inadvertently expose themselvesto criticism from women for the role men play increating gender disparities or for unknowinglycommitting an offensive act. As these intervieweesexplained, many men fear that no matter what theirintentions are, rather than being seen as part of thesolution, women colleagues would continue to seethem as part of the problem, scrutinizing their everymove.I think men, in this case around gender…say, “Idon't want to become like Don Imus.” 64 I've gotto keep my head down….I'm not going to sayanything, basically, because whatever I say isgoing to be wrong….And so there's a timidity,and, basically, men shrink back….Ultimately,I think it makes it harder for women, becausethey not only are the recipients of inequity; theyhave to then educate the whole workforce orcommunity.—U.S. ManThere's a lot of blame, there's a lot of shame.Sometimes [white men] don't really have avoice. Basically every diversity training they'veever experienced has been really negative, andthey just go away pissed off and frustratedand blamed and stuff. They're….fearful about,"When's the 2” x 4” going to come down andslam me in the head?"....There's…fear andanxiety.—U.S. ManIf I look at some of the events and initiativesthat I have attended, the ratio of women tomen is a bit intimidating, so you'll find 90 to95 percent of the participants are women. Alot of the themes that come up, if you're in aWestern conference, [are] that men are reallyputting up a lot of roadblocks for women inthe organization. I think if you're a man in thatenvironment it's pretty uncomfortable.—U.S. ManFears about other men’s disapproval. Severalinterviewees felt that men were not so muchinhibited by women’s judgments as by thejudgments of other men. They perceived that manymen feared that joining women in support of genderequality would elicit disapproval from male peers.Interviewees explained that many men look to othermen for affirmation of their masculinity; and that theacceptance of male peers is often valued by somemen as a measure of their masculinity. For thesereasons, taking action against gender bias is to risknot only the loss of acceptance from male peers“but also one’s sense of manhood.What are men who are identified with“women's issues" or men who are, publiclyor privately, seen as supporting….equalityand women's challenges to men's power—what are some of the words you've heardto describe those men? It's always—theirmanhood is undermined. They're not realmen. They're a wimp. They're …whipped.Their heterosexuality is questioned. Theseare all really powerful policing mechanismsthat keep men silent…If it was begun to beunderstood that men who are supportiveof women's efforts for equality are strongmen—by definition [that] it actually takesmore strength as a man—that changes theconversation.—Man, Unidentified NationalityThe other thing that is major that keeps us fromwandering into this topic is our fear of breakingrank, our fear of what's going to happen if Istand up and support this and start challengingmy white man[hood]. Well, first of all, somewhite men are afraid of being seen as gay. Ifyou're a white male you must be gay becauseyou're so actively adamant about diversity.That's one—and certainly any man that hashomophobia would be worried about that.And also just worried about losing their ownstatus and rank of belonging by stepping upand starting to challenge their colleagues onthis topic.—U.S. Man”What Change Agents Need To Know | 15

IgnoranceFifty–one percent of interviewees perceived thatsome men are reluctant to join in efforts to endgender bias because of ignorance—both realand perceived.Perceived ignorance. According to someinterviewees, what stands in many men’s wayis the belief that by virtue of being male they areuninformed about issues of gender and, therefore,lack the knowledge they need to be effectivechampions of gender equality. Certain intervieweesconsidered this belief to be ill-founded, a case ofmen not giving themselves enough credit.Men need to be a little more bold in assertingthe work that they need to do, rather than…always looking to women, saying, “Am I doingthe right work? Can you lead the effort? Andthen give me kudos, because I want to knowthat…it's being well received.”—U.S. ManReal ignorance. Interview participants also arguedthat a lack of awareness of gender bias was acritical barrier to men’s support for efforts to end it.This contention is consistent with the finding thatthe less aware men were of gender bias, the lesscommitted they were to issues of gender equality.Interviewees agreed that individuals must firstrecognize that a problem exists before they canbecome committed to solving it.When you're from the dominant group you alsodon't have that history of struggle and analysisthat comes from the nondominant group’sperspective. Almost universally, whether it'saround race, whether it's around gender, sexualorientation, ability…I find that a lot of men justdon't have the tools to really look at that bigpicture and make some of those connections.Very few men have that history or that analysisof those bigger pictures, the dynamics, unlessthey've been part of an oppressed group inone of those senses. It's not a natural, or it'snot something taught. It's not something that'sshared with us by our fathers.—Canadian Man16 | Engaging Men in Gender Initiatives

REcommendationsStrategies To motivate men to support gender initiativesOverall, our findings offer hope that practitioners can indeed be successful at engaging men in support ofgender initiatives. While there is little organizations can do to affect characteristics commonly thought toinfluence men’s attitudes to gender, such as having a daughter, many of the experiences that we found tobe pivotal to men’s support are ones that organizations can influence.Help Men Recognize That Gender Bias ExistsAn important first step in winning men’s supportis to increase their awareness that gender biasexists. One way to achieve that goal is to encouragemen to think more critically about masculine normsand their impact on men’s lives. This strategy isindicated by the fact that compared to men whomerely followed masculine norms, those whopaused and dared to challenge some of thesenorms were more aware of gender bias.Our findings as well as others’ consultingexperience 65 point to two effective ways ofprompting men to think critically about gender:• Providing men with opportunities to havedirected or facilitated discussions aboutissues of gender in the exclusive companyof other men.• Cross-gender mentoring.AB Volvo has leveraged both of these strategies inits Walk the Talk.“[Gender dialogue] is always led by women…. For a man to stand up and say, “I think the menneed to get together to talk about gender”—I think there's some courage that has to go on…Men being visible, at high levels of an organization, being able to be a little messy on this”topic.—U.S. ManWhat Change Agents Need To Know | 17

Increasing Men’s Awareness of Gender Bias Through Dialogue With Other Menand Cross-Gender MentoringDiversity & Inclusion PracticeAB Volvo—Walk the TalkFor nearly ten years, AB Volvo has been working to engage men more fully in the developmentand advancement of women through its Walk the Talk program. Implemented in 1998, the programseeks to promote greater awareness and understanding of gender and leadership issues and theirimpact on Volvo’s business development, managers, and the organization as a whole.Volvo focuses its training and development efforts in Walk the Talk on senior male managers. Thehead of each of Volvo’s 12 divisions selects a senior male manager and pays for him to participatein Walk the Talk. Selected managers gather at an offsite location about six times over the courseof one year. They assemble for a yearly total of 15 days, with a minimum of two full days at eachmeeting. As a result of these repeated interactions, participants become a tight-knit group. Theprogram itself is process-oriented and features:• Meetings and discussions with courageous male role modelsParticipants get exposed to alternate role models through a session called “Meeting Menwith Power,” in which powerful men are defined as those with power over themselves,which gives them the ability to go against the mainstream, demonstrate courage, andthink in unconventional ways.• Reverse mentoringEach participant selects a woman mentor who has received training on leadership andgender issues who will follow her mentee’s progress throughout the program.• Personal reflections and discussionsManagers keep journals over the course of the program to encourage self-examinationand to reflect on how their attitudes have changed over time. Discussions are also animportant aspect of the program, as are role plays designed to stimulate discussion.• Continuous training throughout the yearIn addition to the activities that occur while participants are gathered at the offsitemeetings, participants receive “homework.” One assignment might be to interviewwomen managers. Yet another may be to host a discussion on organizational values.These activities put senior managers’ new insights to use within their divisions andmanagement teams.After the conclusion of each Walk the Talk class, Volvo provides support to men in the form of aWalk the Talk network, which includes almost 50 graduates of the program who meet formallytwice a year. The network supports graduates by addressing gender-related issues on teams,educating managers and coworkers, and working actively to spread the knowledge acquired bythe group.18 | Engaging Men in Gender Initiatives

CATALYST VIEWPOINTWhy AB Volvo’s Approach Makes SenseThe value of men-only dialogues. In the exclusivecompany of other men, men are less likely to feelat risk of being blamed or accused of being sexist.As noted previously, such fears can inhibit men’sinclinations to partner with women in championingissues of gender equality. In many organizations,company-sponsored events and discussionsrelated to issues of gender are dominated both inattendance and leadership by women, and a fearof being judged by women can keep men fromparticipating in these activities. By offering men thechance to discuss gender issues with other men,organizations can increase men’s receptivity to andparticipation in opportunities to learn about gender.Finally, men-only dialogues can also help reducemen’s fears that other men will disapprove of themif they engage in critical discussions about gender.In the company of men who are also engaging in acritique of gender relations, men are more likely tobe reassured that they will not be rejected by othermen or judged as less manly for challenging gendernorms and biases.The value of cross-gender mentoring. We foundthat men who had women mentors were moreaware of gender bias than men who only had menmentors. This finding, in addition to the accounts ofmen we interviewed, suggest that respected womencolleagues can play an important role in educatingmen about gender bias by offering support whileat the same time challenging men to think morecritically about gender relations in the workplace.Motivate Men to Champion Gender EqualityAlthough awareness of gender bias is important,it was a sense of fair play—not awareness—thatultimately distinguished men who were championinggender equality from those who were not. On thebasis of this finding, as well as those from previousresearch, 66 we propose that heightening men’ssense of fair play and engaging them in solutionbuildingcan be powerful strategies for engagingmen as champions. Ernst & Young has incorporatedthese strategies in its practice, Cultivating Men asAllies.Motivating Men to Champion Gender Equality by Heightening Their Sense of FairPlay and Engaging Them in Solution-BuildingDiversity & Inclusion PracticeErnst & Young—Cultivating Men as AlliesAn Ernst & Young priority is the engagement of men as gender champions and allies. Historically,the firm has always integrated men into its strategy, but in 2006 it decided to make a moreconscious effort to engage men in conversations about gender equity. The Inclusiveness team,along with a male coach, conducted focus groups with about 300 men across the United Statesand Canada to better understand the perspectives of men in the firm. Based on insights fromthese focus groups, Ernst & Young began formulating a new strategy for engaging men in genderinitiatives. Two features of this effort include:• Firm-wide leadership workshops: As part of the firm’s Women’s Leadership Conferences,Ernst & Young engages women and men leaders in dialogue about what can be done—byindividuals and by the firm—to achieve gender equity. Important ground rules for thesediscussions include candor and an appreciation of the perspectives that both women andmen bring. Key areas of content addressed in these sessions include micro-inequities,unconscious biases, and the personal costs of gender inequity for both women and men.• Locally driven workshops and solution-building: Based on the model provided by thefirm-wide workshops, business units are encouraged and supported in implementing locallydriven, “straight-talk” gender dialogues. These dialogues have been critical in engagingpartners on key issues as well as in the development of locally owned solutions andstrategies. Key outcomes have included action plans for improving current performancemanagement processes.What Change Agents Need To Know | 19

CATALYST VIEWPOINTWhy Ernst & Young’s Approach Makes SenseThe value of exposing the costs men face dueto gender bias. When men recognize that genderdisparities hurt them as well as women, they will bemore apt to see these disparities as unfair 67 and bemore committed to acting to address them. This isone reason why Ernst & Young’s workshops focusmen’s attention on the negative impact of genderbias and what they can gain as individuals fromchanging the status quo. This strategy of exposingmen to the personal costs of gender bias can helpto increase men’s sense of fair play and also reduceapathy about gender issues.The value of engaging women and men insolution-building. This approach encourages mento “try on” the role of being a champion of genderinclusion, if only on a temporary basis. When placedin formal roles in which they are held accountablefor finding remedies for gender disparities, men willbe more likely to develop a personal stake and selfinterestin making change. 68 They will also be morelikely to champion change in their day-to-day worklives.Strategies for removing barriers to men’s supportIn addition to motivating men to support gender deter men from supporting these initiatives: apathy,initiatives, it is also important for organizations to fear, and real and perceived ignorance.adopt strategies to reduce the barriers that wouldTable 2Strategies for Breaking Barriers to Men’s EngagementBarrierApathyFearReal and perceivedignoranceStrategies• Raise awareness about what men can gain fromgender equality.• Raise awareness about the costs of genderinequality for men.• Discourage zero-sum thinking.• Invite men in.• Expose men to male role models who championgender inclusion and challenge the status quo.• Provide opportunities for dialogue both within andacross gender groups.20 | Engaging Men in Gender Initiatives

Fighting ApathyStudy interviewees, many of whom had experiencesteaching men about gender bias, advised us thatmen are often apathetic because it is unclear whatgender bias costs them personally and what theycan gain from supporting initiatives to reducegender disparities. In many organizations, thebenefits of supporting gender initiatives are primarilycommunicated in terms of what the organizationcan gain. The costs of bias are describedexclusively in organizational terms and there islittle communication about what individual menstand to lose if gender disparities persist. However,to be motivated to support change, our researchsuggests that organizations need to make a morepersonal case to men in addition to the businesscase. Table 3 outlines some of the personal coststhat result from gender bias or inequality as wellthe personal benefits men can gain from a moreequitable work environment. 69 Change agents canuse this cost-benefit analysis in a number of ways,including discussing it with men or using it to makethe case for gender equality.Table 3Costs of Gender Bias and Benefits of Gender Equity to MenCostsWhat Men Lose as a Result of Gender InequalityPressure to bear the primary financialresponsibility for one’s householdMore distant relationships withspouse or partnerMore distant relationships with childrenPressure to acquire status and competewith menPoor psychological and physical well-beingBenefitsWhat Men Gain From Gender EqualityFreedom to share financial responsibilitieswith one’s spouse or partnerMore rewarding and intimate relationships withspouse or partnerFreedom to parent more substantively; morerewarding relationships with childrenFreedom to define oneself according to one’sown values rather than traditional gendernormsBetter psychological and physical health“In answer to your question of what motivates men who [champion gender equality], I think itis a range of different things. In some instances it's a very personal investment in improvingthe lives of our daughters, making the world a freer and safer place for ourselves as men, forwomen we care about. I think there's something about creating models of masculinity thataren't as restrictive, that don't require that you only talk about sports.”—South African ManWhat Change Agents Need To Know | 21

“Fighting FearFears about losing status, fears about makingmistakes, and fears about other men’s disapprovalcan keep men from supporting gender initiatives.Interviewees suggested the following strategies forreducing these fears.Discourage zero-sum thinking. According tosome interviewees, men’s fears about losing statusstem from the perception that gains for womenwill necessarily mean losses for all men, includingloss of privilege and being passed over for jobs.Often, rather than discouraging this type of zerosumthinking, companies inadvertently encourageit, thereby exacerbating men’s fears. One practicethat likely has this unintended impact is the widedisplay and dissemination of diversity representationmetrics and goals. Research suggests that themere act of viewing evidence that the share ofjobs held by women in their organizations hasspiked could increase men’s tendency to viewtheir employers’ diversity initiatives from a zerosumperspective. 70 To avoid such consequences,I remember the first time someone suggested to me that work around gender was something mencould do. It came as quite a surprise, like, "What?!" I'd always thought that was simply the domainof women, and perhaps I've been even defensive. But once it became clear that, no, this is in factsomething that I can do and that I'm welcomed in doing, that was very helpful.”—South African Manorganizations might reconsider how widely suchmetrics should be disseminated. Organizations canconsider alternative ways to signal commitment andprogress, including a clearly stated policy regardinggender equality as well as regular status reportsabout related activities and initiatives.Invite men in. Providing men with opportunities todiscuss issues of gender in men-only groups mayreduce men’s concerns about making mistakesor being judged as sexist. In addition, someinterviewees suggested that it was important fororganizations and women to take more deliberatesteps to include men in gender-related initiatives orevents. Catalyst’s experience suggests that in manyorganizations it is mostly women who participatein and lead such activities. This pattern mayreinforce the view that men are judged by womenand their organizations as part of the problem.By encouraging broader male participation ininitiatives and programs to promote gender equality,organizations and individual women can signal thatmen are viewed as having a role in changing theworkplace.Expose men to male role models. We also learnedfrom interviewees that some men are reluctant totake a stand against gender bias because theyfear that they will elicit the disapproval of othermen. Interviewees advised that a powerful way toalleviate this fear is to expose men to respectedmale role models who are championing genderequality and challenging the status quo. AB Volvo’sMeeting Men with Power session does just this,providing men with opportunities to see respectedand powerful male executives at AB Volvo whodare to challenge the traditional roles women andmen play in the workplace. This sort of exposureto courageous role models provides men withimportant reassurance that they will not lose faceand be judged less manly for taking a stand againstgender bias.Fighting IgnoranceSome interviewees judged that men often have anunfounded belief that they are uneducated aboutissues of gender—by virtue of being male—whichcan inhibit their willingness to participate in effortsto remove gender disparities in the workplace. 71Our findings also indicate that real ignorance orlack of awareness of gender bias was linked to alower personal commitment among men to endinggender disparities. Whether men’s ignorance isreal or imagined, providing them with learningopportunities such as those being offered by ABVolvo both within men-only groups and with womencan help to boost men’s confidence and commandregarding gender issues in the workplace. Suchlearning opportunities can increase men’s inclinationto take an active role in initiatives to eliminate genderdisparities in the workplace.22 | Engaging Men in Gender Initiatives

Discussion Starters for MenSend a special invitation to men in your organization to participate in discussion forums aboutgender gaps in the workplace. Ask influential male champions to lead these discussion forums, andcommunicate the organization’s commitment to including men in its gender initiatives. Importantgoals for these forums include:• Signaling to men that their perspectives on issues of gender are valued.• Empowering and building men’s confidence in becoming more involved in the organization’sgender initiatives.• Identifying the specific barriers in the organization to men’s engagement as champions ofgender initiatives.Discussion StartersTo stimulate the discussion, share quotations from this report and ask participants whether theythink men in the organization can relate to them.For example, use this quotation:“What are men who are identified with “women’s issues” or men who are, publicly or privately,seen as supporting….equality and women’s challenges to men’s power—what are some ofthe words you’ve heard to describe those men? It’s always—their manhood is undermined.They’re not real men. They’re wimps. They’re…whipped. These are all really powerful policingmechanisms that keep men silent.”Start the discussion by asking:• Do you agree with the view this man has expressed?Other questions you could use to spark a dialogue include:• Increasingly, men are more actively involved in efforts to promote gender equality in theirworkplaces. However, some men are less inclined to do so. Some studies suggest that thereare a number of barriers to men’s engagement, including apathy or indifference about genderissues and fear.• Do you think that apathy is a barrier in this organization? If yes, why do you think men areindifferent about issues of gender equality in the workplace? If not, why do you think mencare?• Do you think that fear is a barrier in this organization? If so, what do you think men are afraidof?• What other barriers do you think prevent men from engaging in gender initiatives?• Do you perceive differences in men’s engagement with gender issues in the workplace basedon age?• What can this organization do to help alleviate men’s fears and encourage more men tobecome engaged as champions?What Change Agents Need To Know | 23

APPENDIX: METHODOLOGY ANDRESPONDENT PROFILESThis study was conducted using in-depth interviewsand an online survey. The interviews were conductedfirst to develop in-depth insights or hypothesesabout the factors that increase men’s awareness ofand advocacy for ending gender bias. Then an onlinesurvey was administered to test the hypothesesthat were developed based on the interviews. Bysurveying both men who were championing genderequality as well as a comparison group of menwho were not engaged in such activity, we wereable to examine what attitudes and experiencesdifferentiated the two groups. We describemethodological details associated with both theinterviews and survey below.InterviewsParticipant selection: Thirty-five intervieweeswere identified on the basis of the following criteria:1) engages in visible and “hands-on” leadershipof organizational initiatives to reduce genderdisparities in the workplace, 2) makes continuousand substantive time investments in mentoringwomen, and 3) is easily recognizable by womencolleagues/peers as a supporter of gender equality.Several interviewees were identified by D&Ileaders in their workplaces, often in consultationwith women’s resource groups and networks.Others were identified by program managers ofa mentoring consultancy (which was devotedexclusively to providing mentoring services towomen) for providing outstanding mentorship towomen mentees. The remaining interviewees wereselected on the basis of their leadership of variousadvocacy groups run both by and for men for thepurpose of promoting gender equality.Interview procedure: Interviews were semistructuredand covered a range of topic areasincluding participants’ motivations for championingwomen and issues of gender equality, their work andfamily histories, as well as their attitudes and beliefsabout gender. Interviews were conducted over thephone in English by three different interviewers,including one woman and two men. Each lasted aminimum of one hour.Interview analyses: Once the interviewee’sresponses were transcribed, the three researcherseach reviewed a different subsample of thetranscripts to independently identify the majorthemes. The researchers subsequently met todiscuss and reach agreement on the most commonthemes and to develop a coding scheme to capturethese themes. Using this coding scheme, fourdifferent researchers subsequently reviewed a setof assigned transcripts, identifying and recordingresponses that they judged to be representativeof the themes in the coding guideline. After eachresearcher had analyzed his or her assignedtranscripts he or she then reviewed his or hertranscripts with another researcher, resolving anydisagreements.SurveyParticipant selection: Two subsamples wererecruited for the survey. The first comprisedmale champions who were selected accordingto the same procedures we described in relationto the interviews. The second made up ourcomparison group—individuals who did notmeet the aforementioned champion criteria. Toselect participants for this group, we asked D&Iprofessionals who had previously nominated malechampions to also identify men who did not fit thechampion criteria but were similar to the championsthey had already identified in functional backgroundand rank.Survey procedure: Participants received a studyinvitation by email, which included a description of24 | Engaging Men in Gender Initiatives

the study. The study description was kept vague sothat participants did not know whether they had beenchosen to be part of our champion or comparisongroup samples. Participants were simply given adescription of the kinds of questions they wouldbe asked in the survey and other details such asthe length of time it would take to complete thesurvey. It was important to keep participants blindto certain details about the study, such as whetherthey were part of the champion or comparisongroup as that knowledge could have potentiallybiased their responses. Participants were told thatin exchange for their participation, the informationcollected from the study would be shared with themfollowing its completion. If participants agreed, theywere directed to a link to access the survey.Survey items: The survey consisted of 108questions. Several questions were taken frompre-existing surveys such as the Modern SexismScale, 72 the Moral Outrage Scale, 73 and theConformity to Masculine Norms Inventory. 74 Whenappropriate items were not available from preexistingsurveys, items were developed by Catalystresearchers. The survey also included personal andwork demographic items such as nationality andparental and marital status.Survey analyses: Participant responses to allexcept the demographic items were factor analyzedto identify key constructs that were measuredby the survey. This analysis revealed that threeessential constructs or factors best described thesurvey data: 75 1) defiance of masculine norms, 2)awareness of gender bias, and 3) sense of fair play.Linear regression techniques were then used todetermine whether awareness of gender bias couldbe predicted by the following variables: defiance ofmasculine norms, sense of fair play, having womenmentors, having a daughter, involvement in childcare,age, percentage of workgroup that is male, andspouse’s or partner’s employment status. Finally,we used logistic regression to determine whetherbeing identified as a champion or as a comparisongroup participant could be predicted by defianceof masculine norms, awareness of gender inequity,sense of fair play, having a daughter, sexism (asmeasured by the Modern Sexism Scale), age,functional background, hours worked per week,and job level.RESPONDENT PROFILESInterview Participants: Work-RelatedDemographicsMost interviewees held management positions(see Table 4). Of those who provided informationon their job status (N=32), 56.3 percent held topmanagement positions and 37.5 percent said theyheld a middle-management position. In contrast,only 6.3 percent held non-management roles. Theoccupational fields with the highest representationamong interviewees were human resources (31.3percent), corporate management and planning/legal(25 percent), and sales/marketing/communications/customer services (12.5 percent). More than 12percent of interviewees indicated an unspecified(i.e., “other”) occupational field. Lastly, a majorityof interviewees had significant work experience,with 87.5 percent reporting that they had workedfor more than 20 years. Slightly more than 6 percenthad 16 to 20 and 11 to 15 years of work experience,respectively. No interviewees had less than 11 yearsof work experience.What Change Agents Need To Know | 25

Table 4Interview Participants—Work-Related and Personal DemographicsManagement StatusTop Management 56.3% (18)Middle Management 37.5% (12)Lower Management 0.0% (0)Nonmanagement 6.3% (2)Occupational FieldHuman Resources 31.3% (10)Corporate Management and Planning/Legal 25.0% (8)Percentage (Number) of Interviewees (N=32)Percentage (Number) of Interviewees (N=22)Sales/Marketing/Communication/CustomerServices12.5% (4)Other 12.5% (4)Years of Work ExperiencePercentage (Number) of Interviewees (N=32)20 87.5% (28)AgePercentage (Number) of Interviewees (N=32)26-35 6.3% (2)36-45 9.4% (3)46-55 43.8% (14)56-65 37.5% (12)>65 3.1% (1)Marital StatusPercentage (Number) of Interviewees (N=32)Married 96.9% (31)Engaged or in a committed relationship 3.1% (1)Parental StatusPercentage (Number) of Interviewees (N=32)Have children 87.5% (28)Have no children 12.5% (4)Gender of childrenPercentage (Number) of Interviewees (N=28)Male only 17.9% (5)Female only 25.0% (7)Both male and female 57.1% (16)Sexual Orientation Percentage (Number) of Interviewees (N = 29)Straight 100% (29)Nationality by ContinentPercentage (Number) of Interviewees (N=17)African 5.9% (1)European 17.6% (3)North American76.5% (13) (12 U.S. and 1 Canadian)26 | Engaging Men in Gender Initiatives

Interview Participants: PersonalDemographicsMost interviewees were middle-aged or older,falling between 46 and 65 years of age (see Table4). Almost 44 percent of interviewees said they were46 to 55 years old, and 37.5 percent reported beingbetween the ages of 56 and 65. About 9 percentand 6 percent of interviewees were 36 to 45 yearsold and 26 to 35 years old, respectively. Only oneinterviewee was older than 65.Of the interviewees who provided the relevantinformation, all were married (96.9 percent) orin a committed relationship (3.1 percent). Onehundredpercent identified as being heterosexualor straight, and most (87.5 percent) reported havingchildren. Of those interviewees who had children,a majority indicated that they had both male andfemale children (57.1 percent), while 25 percentsaid they had only female children and an evensmaller percentage (17.9 percent) reported havingonly male children.Finally, among those interviewees who providedinformation about their nationalities (17), mostrespondents were North American (76.5 percent),with 17.6 percent and 5.9 percent identifying asEuropean and African, respectively.Survey Participants: Work-RelatedDemographicsAs shown in Table 5, a majority of participants inboth the champion (60.7 percent) and comparison(55.1 percent) groups were in top managementpositions. Notably, the representation ofparticipants from both groups was not statisticallydifferent in these senior roles or in most other joblevels. Approximately 32 percent and 22 percentof participants from the comparison and championgroup, respectively, were in middle management. 76The percentage of participants from both groupswas similarly low in non-management positions (4.5percent and 0.0 percent, respectively). 77 Notably,participants from the champion group were slightlybetter represented than those from the comparisongroup (16.9 percent compared to 7.9 percent) in thelower management roles. 78Table 5 also shows that champions (38.8 percent)were slightly more likely than participants from thecomparison group (23.0 percent) to be in a staff role,while both groups of participants were equally likelyto hold line roles. 79 Similar percentages of champion(18.8 percent) and comparison (19.5 percent) groupparticipants also held positions that they classifiedas both line and staff roles. 80The industries with the highest representationamong all survey participants were oil and gas,public accounting, chemical and energy. Morechampions (33.3 percent) were in oil and gas thancomparison participants (26.0 percent), 81 and morecomparison participants (29.2 percent) were in thepublic accounting industry than champions (9.1percent). Similar percentages of champions (8.1percent) and comparison participants (9.4 percent)were in the chemical and energy industry.What Change Agents Need To Know | 27

Table 5Survey Participants—Work-Related and Personal DemographicsManagement Status Champion Group (N=89) Comparison Group (N=89)Top Management 60.7% (54) 55.1% (49)Middle Management 22.5% (20) 32.6% (29)Lower Management 16.9% (15) 7.9% (7)Non-management 0.0% (0) 4.5% (4)Functional Experience Champion Group (N=85) Comparison Group (N=87)Line 42.4% (36) 57.5% (50)Staff 38.8% (33) 23.0% (20)Both line and staff 18.8% (16) 19.5% (17)Industries with highestrepresentation 82 Champion Group (N=99) Comparison Group (N=96)Chemical and energy 8.1% (8) 9.4% (9)Oil and gas 33.3% (33) 26.0% (25)Public accounting 9.1% (9) 29.2% (28)Age Champion Group (N=85) Comparison Group (N=79)26-35 4.7% (4) 1.3% (1)36-45 23.5% (20) 16.5% (13)46-55 42.4% (36) 59.5% (47)56-65 27.1% (23) 21.5% (17)>65 2.4% (2) 1.3% (1)Marital Status Champion Group (N=85) Comparison Group (N=79)Married 90.6% (77) 92.4% (73)Cohabitating 3.5% (3) 2.5% (2)Separated or divorced 3.5% (3) 1.3% (1)Single, never married 1.2% (1) 2.5% (2)Widowed 1.2% (1) 1.3% (1)Parental Status Champion Group (N=85) Comparison Group (N=79)Have children 94.1% (80) 89.9% (71)Have no children 5.9% (5) 10.1% (8)Gender of Children Champion Group (N=80) Comparison Group (N=70)Male only 17.5% (14) 24.3% (17)Female only 17.5% (14) 22.9% (16)Both male and female 65.0% (52) 52.9% (37)Nationality by Continent Champion Group (N=85) Comparison Group (N=75)Asian-Pacific 5.9% (5) 4.0% (3)European 22.4% (19) 14.7% (11)North American 67.1% (57) 81.3% (61)South American 4.7% (4) 0.0% (0)28 | Engaging Men in Gender Initiatives

Survey Participants: PersonalDemographicsOf champions, 42.4 percent were between theages of 46 and 55, while almost 60 percent of thecomparison group was between the ages of 46 and55. However, there was no significant differencein the proportion of champions and comparisonparticipants in the 36 to 45 age bracket (23.5 percentcompared to 16.5 percent), 83 the 56 to 65 agebracket (27.1 percent compared to 21.5 percent), 84or the 26 to 35 age bracket (4.7 percent comparedto 1.3 percent) 85 . Both groups of participants werealso similarly represented in the over-65 age group(champions at 2.4 percent and the comparisongroup at 1.3 percent). 86An overwhelming majority of both champion andcomparison group participants were married–90.6percent and 92.4 percent, respectively. Mostparticipants in each group were fathers (championsat 94.1 percent relative to the comparison group at89.9 percent), and more than half reported that theyhad both male and female children (champions at65 percent relative to the comparison group at 52.9percent).Lastly, a majority of participants were from NorthAmerica in both the champion and comparisongroups, with North American representationbeing highest among the comparison group atjust over 80 percent. Europeans had the secondhighest representation among both groups ofparticipants (champions at 22.4 percent comparedto the comparison group at 14.7 percent). Othernationality groups were represented in much smallerproportions including, Asian-Pacific (champions at5.9 percent compared to the comparison group at4.0 percent) and South American (champions at 4.7percent compared to the comparison group at 0.0percent).Instructional manipulation checks:Did experts apply the criteria given fornominating respondents as champions orcomparison group respondents?To examine what distinguishes men who championgender equality from those who do not, we reliedon diversity and inclusion experts to nominatepotential participants based on the criteriapreviously described. If these experts did notapply these criteria as instructed they would havecompromised our ability to draw conclusions aboutwhat differentiated men who had been championinggender initiatives from those who had not.Several points give us confidence that we were, infact, successful in selecting respondent samplesthat were differentiated based on the three statedcriteria. First, rather than relying on self-nomination,we asked third-party informants who werediversity and inclusion professionals to identifythe interview and survey respondents. Researchshows individuals are often not the best judgesof their own behavior and that assessments ofthird-party observers can be more accurate. Thisinaccuracy in self-evaluation is due to the fact thatindividuals’ judgments about their own behaviorare often influenced by motivations to portraythemselves in a positive light regardless of theiractual behavior or performance. 87 These findingssuggest that compared to a self-nominationprocess which would likely have compromised ourability to accurately designate participants to ourchampion and comparison respondent groups, ouruse of third-party informants was a more reliablemethod of selecting participants from our two targetpopulations.In addition, we found that champions were morelikely than men in the comparison group to beleading diversity and inclusion initiatives in theirorganizations. 88 Sixty-eight percent of championswere leading one or more initiatives, comparedto 54 percent of respondents in the comparisongroup. As shown in Figure 3, among respondentswho indicated that they were not leading anyinitiatives to promote diversity and inclusion, theWhat Change Agents Need To Know | 29

percentage of men from the comparison group was46 percent, higher than the 32 percent of men fromthe champion group. These findings suggest that,consistent with our champion criteria, men from thechampion group were more likely than those fromthe comparison group to be taking on the role ofa visible change agent in their organizations. It isworth noting from our experience with corporatepractices that in many organizations male leadersare often nominated to lead diversity initiatives,regardless of their own inclination to do so. Wereit not for this nomination practice, we might haveobserved even more stark differences betweenchampions and comparison group participants withrespect to the leadership of diversity and inclusioninitiatives.Figure 3Percentage of Participants Involved in Zero Initiatives and One or More Initiatives, by Champion Status100%80%68%60%46%54%Zero initiativesOne or more initiatives40%20%32%0%Comparison groupChampion groupChampion Status30 | Engaging Men in Gender Initiatives

Endnotes1 International Labour Office, Breaking Through theGlass Ceiling: Women in Management, Update 2004(2004); Catalyst, The Catalyst Pyramid: U.S. Womenin Business (2008).2 Catalyst, The Catalyst Pyramid: U.S. Women inBusiness (2008); International Labour Office, BreakingThrough the Glass Ceiling: Women in Management,Update 2004 (2004); European Commission, Database- Social and Economic Domain Decision-Making in theTop 50 Publicly Quoted Companies, http://ec.europa.eu/comm/employment_social/women_men_stats/out/measures_out438_en.htm (graph name “Decision-Making in the Top 50 Publicly Companies”).3 Heather Foust-Cummings and Emily Pomeroy, 2008Catalyst Member Benchmarking Report (Catalyst,2008).4 Catalyst, 2005 Catalyst Census of Women CorporateOfficers and Top Earners of the Fortune 500 (2006).5 Courtney L. Holladay, Jennifer L. Knight, Danielle L.Paige, and Miguel A. Quiñones, “The Influence ofFraming on Attitudes Toward Diversity Training” (paperpresented at the 17 th Annual Meeting of the Societyfor Industrial and Organizational Psychology, Toronto,Canada, April, 2002); Deborah L. Kidder, Melenie J.Lankau, Donna Chrobot-Mason, Kelly A. Mollica, andRaymond A. Friedman, “Backlash Toward DiversityInitiatives: Examining the Impact of Diversity ProgramJustification, Personal and Group Outcomes,” TheInternational Journal of Conflict Management, vol. 15,no. 1 (2004): p. 77-102; Ronald J. Burke and SusanBlack, “Save the Males: Backlash in Organizations,”Journal of Business Ethics, vol.16, no. 9 (June 1997):p. 933-942.6 Leonard D. Goodstein and W. Warner Burke, “CreatingSuccessful Organization Change,” OrganizationalDynamics, vol. 19, no. 4 (Spring 1991): p. 5-17.7 William Pollack, Real Boys (New York: Henry Holt andCompany, 1999).8 James R. Mahalik, Benjamin D. Locke, Larry H.Ludlow, Matthew A. Diemer, Ryan P.J. Scott, MichaelGottfried, and Gary Freitas, “Development of theConformity to Masculine Norms Inventory,” Psychologyof Men & Masculinity, vol. 4, no. 1 (January 2003):p. 3-25; Deborah A. Prentice and Erica Carranza,“What Women and Men Should Be, Shouldn’t Be, AreAllowed to Be, and Don’t Have to Be: The Contentsof Prescriptive Gender Stereotypes,” Psychology ofWomen Quarterly, vol. 26, no. 4 (Winter 2002): p. 269-281.9 Pollack, p. xxi.10 Ronald F. Levant and Katherine Richmond, “A Reviewof Research on Masculinity Ideologies Using the MaleRole Norms Inventory,” The Journal of Men’s Studies,vol. 15, no. 2 (March 2007): p. 130-146; Jeff Hearn,Keith Pringle, Ursula Muller, Elzbieta Oleksy, EmmiLattu, Janna Chernova, Harry Ferguson et al., “CriticalStudies on Men in Ten European Countries: The Stateof Academic Research,” Men and Masculinities, vol.4, no. 4 (April 2002): p. 380-408; David Tager andGlenn E. Good, “Italian and American Masculinities:A Comparison of Masculine Gender Role Norms,”Psychology of Men & Masculinity, vol. 6, no. 4 (October2005): p. 264-274.11 Prentice and Carranza.12 Diana Burgess and Eugene Borgida, “Who Women Are,Who Women Should Be: Descriptive and PrescriptiveGender Stereotyping in Sex Discrimination,”Psychology, Public Policy, and Law, vol. 5, no. 3(September 1999): p. 665-692.13 Jennifer K. Bosson, Jennifer L. Prewitt-Freilino, andJenel N. Taylor, “Role Rigidity: A Problem of IdentityMisclassification?” Journal of Personality and SocialPsychology, vol. 89, no. 4 (October 2005): p. 552-565.14 Beverly I. Fagot, Carie S. Rodgers, and MaryD. Leinback, “Theories of Gender Socialization”in Thomas Eckes and Hanns M. Trautner, eds.,The Developmental Social Psychology of Gender(Mahwah, NJ: Lawrence Erlbaum Associates, 2000):p. 65-89.15 Laurie A. Rudman and Kimberly Fairchild, “Reactionsto Counterstereotypic Behavior: The Role of Backlashin Cultural Stereotype Maintenance,” Journal ofPersonality and Social Psychology, vol. 87, no. 2(August 2004): p. 157-176.16 Michael Kimmel, The Gendered Society (New York:Oxford University Press, 2004); Burgess and Borgida;Julie E. Phelan, Corinne A. Moss-Racusin, and LaurieA. Rudman, “Beyond Warmth and Competence:Backlash for Gender Deviants’ Status Incongruity,”manuscript in preparation.17 Joan Williams, Unbending Gender: Why Family andWork Conflict and What to Do About It (New York:Oxford University Press, 2000).What Change Agents Need To Know | 31

18 Victoria L. Brescoll and Eric Luis Uhlmann, “Can anAngry Woman Get Ahead? Status Conferral, Gender,and Expression of Emotion in the Workplace,”Psychological Science, vol. 19, no. 3 (March 2008): p.268-275.19 David L. Collinson and Jeff Hearn, “Breaking theSilence: On Men, Masculinities and Managements,”in David L. Collinson and Jeff Hearn, eds., Men asManagers, Managers as Men: Critical Perspectives onMen, Masculinities and Managements (London: Sage,1996): p. 1-24.20 Pollack; Donald P. Levy, “Hegemonic Complicity,Friendship, and Comradeship: Validation and CausalProcesses Among White, Middle-Class, Middle-AgedMen,” The Journal of Men’s Studies, vol. 13, no. 2(January 2005): p. 199-224.21 Williams.22 Mahalik et al., “Development of the Conformity toMasculine Norms Inventory.”23 Prentice and Carranza.24 Mahalik et al., “Development of the Conformity toMasculine Norms Inventory”; Will H. Courtenay,“Constructions of Masculinity and Their Influence onMen’s Well-Being: A Theory of Gender and Health,”Social Science and Medicine, vol. 50, no. 10 (May2000): p. 1385-1401; Kimmel.25 Shawn Meghan Burn and A. Zachary Ward, “Men’sConformity to Traditional Masculinity and RelationshipSatisfaction,” Psychology of Men & Masculinity, vol. 6,no. 4 (October 2005): p. 254-263; James R. Mahalik,W. Tracy Talmadge, Benjamin D. Locke, and Ryan P.J. Scott, “Using the Conformity to Masculine NormsInventory to Work With Men in a Clinical Setting,”Journal of Clinical Psychology, vol. 61, no. 6 (June2005): p. 661-674.26 Abigail K. Mansfield, Michael E. Addis, and WillCourtenay, “Measurement of Men’s Help Seeking:Development and Evaluation of the Barriers to HelpSeeking Scale,” Psychology of Men & Masculinity, vol.6, no. 2 (April 2005): p. 95-108.27 Laurie A. Rudman and Peter Glick, “FeminizedManagement and Backlash Toward Agentic Women:The Hidden Costs to Women of a Kinder, GentlerImage of Middle Managers,” Journal of Personality andSocial Psychology, vol. 77, no. 5 (November 1999):p. 1004-1010; Mahalik et al., “Using the Conformityto Masculine Norms Inventory to Work with Men in aClinical Setting.”28 Bosson et al.; Mahalik et al., “Using the Conformityto Masculine Norms Inventory to Work with Men in aClinical Setting”; Selcuk R. Sirin, Donald R. McCreary,and James R. Mahalik, “Differential Reactions toMen and Women’s Gender Role Transgressions:Perceptions of Social Status, Sexual Orientation, andValue Dissimilarity,” Journal of Men’s Studies, vol. 12,no. 2 (Winter 2004): p. 119-132.29 Albert J. Mills, “Cockpits, Hangars, Boys and Galleys:Corporate Masculinities and the Development ofBritish Airways,” Gender, Work and Organization,vol. 5, no. 3 (July 1998): p. 172-188; Robin J. Ely andDebra Meyerson, “Unmasking Manly Men,” HarvardBusiness Review (July-August 2008).30 Ely and Meyerson.31 Frederick A. Miller, “Strategic Culture Change: TheDoor to Achieving High Performance and Inclusion,”Public Personnel Management, vol. 27, no. 2 (Summer1998): p. 151-160; Daniel T. Holt, Achilles A. Armenakis,Hubert S. Feild, and Stanley G. Harris, “Readiness forOrganizational Change: The Systematic Developmentof a Scale,” The Journal of Applied Behavioral Science,vol. 43, no. 2 (June 2007): p. 232-255; Molly Carnes,Jo Handelsman, and Jennifer Sheridan, ”Diversity inAcademic Medicine: The Stages of Change Model,”Journal of Women’s Health, vol. 14, no. 6 (July/August2005): p. 471-475.32 See appendix for detailed information on respondentsand the survey methodology.33 The findings were derived from the following procedure:We first ran a median split to distinguish betweenrespondents with high and low levels of awareness ofgender bias. We then conducted a chi-square test todetermine whether or not there were differences in theperceived importance of gender equality as a functionof awareness of gender bias. Results indicated thatthose who were highly aware of gender bias weremore likely to agree that achieving gender equalitywas an important social issue (χ 2 =13.99, p

of gender bias. We then conducted a chi-square testto determine whether or not there were differencesin awareness of gender bias as a function of mentorgender. Results indicated that those mentored byboth women and men were more likely to show a highawareness of gender bias than those mentored solelyby men (χ 2 =4.30, p

63 We conducted thematic analysis of these interviews toidentify these perceived barriers.64 In the Spring of 2007, popular radio personalityDon Imus was suspended and subsequently firedafter using racial and sexist slurs when referring tomembers of the successful and primarily African-American Rutgers women’s basketball team. For asummary of these events, see Bill Carter and JacquesSteinberg, “Off the Air: The Light Goes Out for DonImus,” The New York Times (April 13, 2007), http://www.nytimes.com/2007/04/13/business/13imus.html?_r=1&oref=slogin.65 Michael Welp, “Vanilla Voices: Researching WhiteMen’s Diversity Learning Journeys,” AmericanBehavioral Scientist, vol. 45, no. 8 (April 2002): p.1,288-1,296.66 Blader and Tyler.67 Ham and van den Bos.68 Bob Pease, “(Re)Constructing Men’s Interests,” Menand Masculinities, vol. 5, no. 2 (October 2002): p. 165-177.69 These costs and benefits are discussed in the followingreferences: Pease; R. W. Connell, “The Role of Men andBoys in Achieving Gender Equality” (paper presentedat the United Nations, Division for the Advancement ofWomen in collaboration with the International LabourOrganization, Brasilia, Brazil, October 21-24, 2003),http://www.un.org/womenwatch/daw/egm/menboys2003/Connell-bp.pdf.70 Richard P. Eibach and Thomas Keegan, “Free atLast? Social Dominance, Loss Aversion, and Whiteand Black Americans’ Differing Assessments ofRacial Progress,” Journal of Personality and SocialPsychology, vol. 90, no. 3 (March 2006): p. 453-467.71 See page 14.72 Janet K. Swim, Kathryn J. Aikin, Wayne S. Hall,and Barbara A. Hunter, “Sexism and Racism: Old-Fashioned and Modern Prejudices,” Journal ofPersonality and Social Psychology, vol. 68, no. 2(February 1995): p. 199-214.73 Leo Montada and Angela Schneider, “Justice andEmotional Reactions to the Disadvantaged,” SocialJustice Research, vol. 3, no. 4 (December 1989): p.313-344.74 Mahalik et al., “Development of the Conformity toMasculine Norms Inventory.”75 Survey responses were submitted to an exploratoryfactor analysis using a maximum likelihood extractionmethod and promax rotation. Examination of theresulting scree plot indicated that a 3-factor solutionfit the data. Goodness of fit statistics also indicatedthat a 3-factor solution was adequate (χ 2 =692.51, df=592, p.05.77 A chi-square statistic cannot be computed in this case,since the variable is a constant (i.e., the total numberof respondents in this category equals the numberfrom the comparison group).78 χ 2 =2.91, p.05.81 χ 2 =1.10, p>.05.82 The percentages do not add up to 100 percent sinceonly the industries with the highest representation areshown here.83 χ 2 =1.49, p>.05.84 χ 2 =.90, p>.05.85 χ 2 =1.80, p>.05.86 χ 2 =.33, p>.0587 David Dunning, Chip Heath, and Jerry M. Suls, “FlawedSelf-Assessment: Implications for Health, Education,and the Workplace,” Psychological Science in thePublic Interest, vol. 5, no. 3 (December 2004): p. 69-106.88 χ 2 =3.74, p=.0534 | Engaging Men in Gender Initiatives

What Change Agents Need To Know | 35

ACKNOWLEDGMENTSThis report is the result of the teamwork anddedication of many Catalyst staff. Catalyst President& Chief Executive Officer Ilene H. Lang providedleadership in the development of the researchproject and report. Nancy M. Carter, Ph.D., VicePresident, Research, oversaw the research andprovided considerable input and guidance thatwere instrumental in producing this report.Jeanine Prime, Ph.D., Senior Director, Research, ledthe project and co-authored the report with CorinneMoss-Racusin, Graduate Student Researcher,Research. Sarah Dinolfo, Senior Associate,Research, contributed to the survey design andanalyzed interview transcripts. We are grateful toother Catalyst experts and team members whoreviewed and contributed to the overall report,including Jan Combopiano, Heather Foust-Cummings, Ph.D., and Laura Sabattini, Ph.D.This report was produced and edited under theleadership of Deborah M. Soon, Vice President,Marketing & Executive Leadership Initiatives, and LizRoman Gallese, Vice President & Publisher. NancyHendryx, Associate Editor, and Joy Ohm, SeniorEditor, edited the report. Sonia Nikolic, GraphicDesigner, designed the report and illustratedthe cover. Emily Falk, Lois Joy, Ph.D., ElizabethSwinehart, and Emily Troiano fact-checked thereport.We thank Karsten Jonsen and Martha Maznevski,Ph.D., at the Institute for Management Developmentin Switzerland for the helpful comments andinsights they provided during the developmentof this project and for assistance with participantrecruitment and analysis of interview transcripts. Wealso thank Menttium Corporation for its importantcontributions in supporting this project.We are grateful to Michael Kimmel, Ph.D., renownedscholar and author on issues of men and masculinity,who served as an advisor on the project. Specialthanks are also due to Jackson Katz, MichaelWelp, and Bill Proudman, who also provided issueexpertise on masculinity.Finally, this project would not have been possiblewithout the generous support of The GoldmanSachs Group, Inc., exclusive lead sponsor; Ernst& Young LLP, lead sponsor; IBM Corporation,participating sponsor; and Shell International, B.V.,contributing sponsor.36 | Engaging Men in Gender Initiatives

ChairJames S. TurleyChairman & CEOErnst & Young LLPDavid B. DillonChairman & CEOThe Kroger Co.Karen KatenRetired Vice ChairmanPfizer IncKendall J. PowellChairman & CEOGeneral Mills, Inc.SecretaryAnne M. MulcahyChairman & CEOXerox CorporationTreasurerSusan ArnoldSpecial Assignment to theCEOThe Procter & GambleCompanySharon AllenChairman of the BoardDeloitte LLPBrenda C. BarnesChairman & CEOSara Lee CorporationLloyd C. BlankfeinChairman & CEOThe Goldman SachsGroup, Inc.Ian M. CookChairman, President& CEOColgate-PalmoliveCompanyMary B. Cranston, Esq.Firm Senior PartnerPillsbury Winthrop ShawPittman LLPJamie DimonChairman & CEOJPMorgan Chase & Co.William A. DownePresident & CEOBMO Financial GroupThomas FalkChairman & CEOKimberly-ClarkCorporationMary Beth Hogan, Esq.Partner & ManagementCommittee MemberDebevoise & PlimptonLLPCharles O. Holliday, Jr.ChairmanDuPontJeffrey R. ImmeltChairman & CEOGeneral ElectricCompanyAnn Dibble JordanConsultantAndrea JungChairman & CEOAvon Products, Inc.Muhtar KentPresident & CEOThe Coca-ColaCompanyJeffrey B. KindlerChairman & CEOPfizer IncIlene H. LangPresident & CEOCatalystMurray MartinChairman, President &CEOPitney Bowes Inc.Renetta E. McCannFormer CEOStarcom MediaVestGroupMarilyn Carlson NelsonChairmanCarlson Companies, Inc.Joseph NeubauerChairman & CEOARAMARKIndra K. NooyiChairman & CEOPepsiCo, Inc.James H. QuigleyCEODeloitte ToucheTohmatsuStephanie A. StreeterActing CEOUnited States OlympicCommitteeRichard K. TempletonChairman, President &CEOTexas InstrumentsIncorporatedG. Richard Wagoner, Jr.Chairman & CEOGeneral MotorsCorporationRick WaughPresident & CEOScotiabankMaggie WilderotterChairman & CEOFrontier CommunicationsCorporationThomas J. WilsonChairman, President &CEOAllstate InsuranceCompanyChairs EmeritiHonorary DirectorsJohn H. BryanRetired Chairman & CEOSara Lee CorporationJ. Michael CookRetired Chairman & CEODeloitte & Touche LLPThomas J. EngibousRetired Chairman & CEOTexas InstrumentsCorporationCharles O. Holliday, Jr.ChairmanDuPontReuben MarkRetired Chairman & CEOColgate-PalmoliveCompanyJohn F. Smith, Jr.Retired Chairman & CEOGeneral MotorsCorporationTony ComperRetired President & CEOBMO Financial GroupMichael J. CritelliRetired Chairman & CEOPitney Bowes Inc.Thomas J. EngibousRetired Chairman & CEOTexas InstrumentsCorporationAnn M. FudgeRetired Chairman & CEOYoung & RubicamBrandsReuben MarkRetired Chairman & CEOColgate-PalmoliveCompanyBarbara Paul Robinson,Esq.PartnerDebevoise & PlimptonLLPWhat Change Agents Need To Know | 37

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