WOMEN IN TECH THE FACTS

For example, many women report that assertive communication styles are rewarded, rather than
truly rewarding employee performance. As a female interviewee in one study observed, “You have to
be able to blow your own horn. You have to be convinced that you’re smarter than everybody else and
everybody should listen to you. This is a certain ego trait that I don’t think is rewarded in women. It is
certainly not seen as feminine...Whereas those same personality traits in men are somewhat admired”
(Simard et al., 2008). These dynamics create a significant “double-bind” for many women, where they
are penalized whether they exhibit less-aggressive styles or more-aggressive styles. The former
clash with the culture and the latter are (often implicitly) seen as inappropriate or inconsistent with
stereotypical or “appropriate” feminine characteristics (Simard et al., 2008).
Challenging gendered norms benefits all talented employees, including
men, with less-“aggressive” styles.
Research suggests that many of the characteristics valued by both technical
men and women as important for success are not rewarded or seen as
criteria for promotion by companies. In one study, both mid-level men
and women strongly valued teamwork and collaboration as important
for success. The majority of interviewees, however, also described highly
competitive evaluation processes, where they were judged “on a curve” or
placed on rank-lists. These processes force managers to fight it out if they
wish to receive higher rewards for their employees (Simard et al., 2008).
Revising these processes and revisiting the implicit or explicit criteria for advancement
will benefit all employees and help the organization capitalize on a wider variety of strengths
and abilities.
Executive Presence: A Word of Caution
Executive Presence is an increasingly popular area for professional
development in tech workplaces. Senior leaders surveyed in one study
report that “Executive Presence”—or that “aura of authority, expertise, and
confidence that marks you as someone who is, or deserves to be, in charge”
—accounts for 26 percent of what it takes to get promoted (Hewlett et
al., 2014). However, what counts as that “aura of authority” often contains
hidden biases that are based on traditionally masculine leadership styles. As a result, these
types of programs run the risk of taking a “fix the individual” approach. As one former project
manager at a tech giant from Hewlett et al.’s (2014) study noted, “What does it take to be
considered leadership material? “I think you have to be a man.”
Unless implemented very carefully, these programs are likely to reproduce biases rather than challenge
them unless they simultaneously implement a “fix the system” approach that focuses on expanding
the definition of what counts as executive presence.
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