ENgAgiNg MEN iN gENdEr iNiTiATivEs - Catalyst

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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
Page 1 and 2: UNDERSTANDINGMASCULINENORMSinitiati
Page 3 and 4: Engaging Men in Gender Initiatives:
Page 5 and 6: Table of ContentsAbout This Series
Page 7 and 8: About this seriesEngaging Men in Ge
Page 9 and 10: UNDERSTANDING Masculine norms“Tak
Page 11 and 12: HOW MEN COME TO RECOGNIZEGENDER BIA
Page 13 and 14: When I applied to [my company] for
Page 15: how men express Their awareness of
Page 19 and 20: A CHAMPIONFOR GENDER INCLUSIONRONAL
Page 21 and 22: Even though we and almost all corpo
Page 23 and 24: REcommendationsStrategies To motiva
Page 25 and 26: CATALYST VIEWPOINTWhy AB Volvo’s
Page 27 and 28: Fighting ApathyStudy interviewees,
Page 29 and 30: Discussion Starters for MenSend a s
Page 31 and 32: the study. The study description wa
Page 33 and 34: Interview Participants: PersonalDem
Page 35 and 36: Survey Participants: PersonalDemogr
Page 37 and 38: Endnotes1 International Labour Offi
Page 39 and 40: of gender bias. We then conducted a
Page 41 and 42: What Change Agents Need To Know | 3
Page 43 and 44: ChairJames S. TurleyChairman & CEOE

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