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7 Myths about Women and Work by Catherine Fox

By Catherine Fox

Being a girl, elevating childrens, succeeding in a management position and dwelling a whole existence continues to be a tall order in glossy Australia for those who do not take place to be awesome. Being a girl on a board, working an ASX most sensible –listed corporation, or working a central authority division continues to be an exception instead of the norm. regardless of the growth made in the direction of a fairer office, within the dialogue in regards to the loss of girls on forums or the scale of the distance among males and women's pay, drained excuses are recycled. Catherine Fox labels those the seven myths approximately girls and paintings.

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There has always been whingeing about special programs or paid maternity leave from blokes who see any moves to assist women as unfair because they tell themselves the workplace offers everyone the same opportunities and women are getting a special advantage. The meritocracy myth has also continued to hamper women’s representation on boards (see myth 5). Dianne Rodgers-Healey, from the Australian Centre for Leadership for Women, compiled a study called Women Getting into Boards , on board appointments.

The tipping point comes, she said, when only people who know how to manage in this area will be promoted and gender inclusion efforts are made an attractive management competency – without which your career will be compromised. Some of the educational effort to identify the pitfalls of relying on a mythical notion of merit would also be helped along by a clearer analysis of all the human resources talk about self-managed careers, personal branding and ‘Me Inc’ (an expression coined by management guru Tom Peters).

Obviously there are areas of overlap too, so I have tried to cross-reference my myths as much as possible and in the process realised that belief in the classic meritocracy, or even playing field myth (myth 1), has a lot to answer for, playing a part in just about every myth. I figured it was important to make those connections clear, to accentuate the harm from letting one set of misconceptions fuel another. Many of these themes have been tackled in ‘Corporate Woman’ and in the pages of the Financial Review, so I have incorporated a number of my columns and articles throughout the book, also using some of the case studies that caught my eye at the time or pertinent interviews.

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