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| • | Why we say ‘yes.’ Saying “no” to work requests can be difficult for myriad reasons. People are social creatures, for one. There is also reciprocity bias and fear of reputational costs—and of damaging a work relationship. Plus, remote work can impede saying “no,” since colleagues miss the relational connection that comes from being in the same physical space. But there are just as many reasons to say “no,” including avoiding becoming overwhelmed and even burned out. Setting career goals can make it easier to say “no” to the tasks that aren’t in line with your vision. [Fast Company] | | | | • | Won’t you be my ally? Women continue to face serious barriers in career advancement, including structural roadblocks that prevent access to equal opportunities, confidence hurdles, “boys’ clubs” that exclude women from professional and social networking, sexual harassment, and racial violence. This is why allyship for women is all the more crucial. Women seeking male allies can begin by identifying growth opportunities in their workplaces and then finding individuals who embody allyship—both in words and actions. [HBR] | | | | • | Collective expectations. When it comes to nonpromotable tasks (NPTs), women are asked to do them more, say “yes” to them more, and even volunteer for them more. But NPTs are exactly that: non-revenue-generating work—such as putting together slides for someone else’s presentation—that doesn’t advance careers and is often done behind the scenes. All these requests and yeses, says The No Club: Putting a Stop to Women’s Dead-End Work author Lise Vesterlund, mean that women lack the time to do the promotable work. That’s why women struggle to compete for promotions and thus continue to fall behind men when it comes to career advancement. | | | | • | It’s up to organizations. The solution isn’t to “fix the women,” Vesterlund says in McKinsey’s latest edition of Author Talks. Instead, organizations can bring awareness to the problem and understand and document who is doing what. Awareness is crucial because it highlights why gender equality in the workplace has been so stagnant for decades, she explains, “despite the fact that we’ve been working so, so hard to try to really equalize the playing field and give people equal opportunity.” Organizations can also eliminate practices that increase the amount of NPTs that may automatically go to women, such as taking notes. | | | | — Edited by Justine Jablonska | | This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. | | You received this email because you subscribed to the On Point newsletter. | | | | Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007 | | | |
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