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女性成功學(xué):要坦誠(chéng)不要攻擊

女性成功學(xué):要坦誠(chéng)不要攻擊

Amanda Pouchot 2012年07月09日
女性能否同時(shí)兼顧事業(yè)和家庭的爭(zhēng)論仍在繼續(xù)。年輕一代職場(chǎng)女性的代表認(rèn)為,沒(méi)有一種放之四海而皆準(zhǔn)的方法可以幫助所有女性,也不該有這樣的方法。人們應(yīng)該允許不同的觀點(diǎn)和聲音存在,而不應(yīng)該相互攻擊。

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????這個(gè)話題到現(xiàn)在這已經(jīng)是老生常談了:科技公司的董事會(huì)(或者任何公司董事會(huì))中難覓女性影蹤;財(cái)富500強(qiáng)的首席執(zhí)行官中女性比例低于3%;女性收入只有男性的77%。沒(méi)錯(cuò),這些我們都聽(tīng)說(shuō)過(guò)了。職場(chǎng)一直都存在“女性問(wèn)題”最近幾個(gè)月愈演愈烈。我們知道這樣一個(gè)鮮為人知的研究:有遠(yuǎn)見(jiàn)的公司會(huì)吸收女性加入決策層,而這些公司往往擁有更好的盈利、更快樂(lè)的員工、更具社會(huì)責(zé)任意識(shí)。那很好,但在其它公司的女性狀況如何?你知道,并不是所有公司都會(huì)看重領(lǐng)導(dǎo)團(tuán)隊(duì)的多元化。

????2008年我第一次作為分析師參加麥肯錫(McKinsey)的會(huì)議卻沒(méi)有發(fā)言。我保持沉默的原因是怕說(shuō)錯(cuò)話。我覺(jué)得自己沒(méi)什么可說(shuō)的,我甚至不確定他人是否在意我的觀點(diǎn)。這種不安全感從何而來(lái)?

????女性在向權(quán)力頂峰攀登的過(guò)程中阻礙重重,而且這種阻礙不僅僅存在于最后幾級(jí)。希拉里?克林頓的前顧問(wèn)安妮-瑪麗?斯勞特的文章《為何女人依舊無(wú)法內(nèi)外兼顧》(Why Women Still Can't Have it All)所關(guān)注的女性覺(jué)得她們?yōu)榱顺杉抑挥袪奚殬I(yè)。當(dāng)然,我目前只有26歲,不會(huì)假裝明白兼顧職業(yè)和下一代是什么感覺(jué),但身為一個(gè)單親身業(yè)女性(更不用說(shuō)她還是位社會(huì)學(xué)家)的女兒,我還是可以說(shuō)我了解將來(lái)所要面臨的艱難選擇。最重要的是我明白,不要輕易評(píng)判其她女性的人生決定。斯勞特的文章和“女性空間”里的很多其她聲音也給出了補(bǔ)救措施,例如廣泛的社會(huì)變革,共同分擔(dān)養(yǎng)育子女的責(zé)任和靈活的時(shí)間安排等。

????這些建議把責(zé)任推給體制。如果這是個(gè)完美的世界,做到這一點(diǎn)就足夠了。但社會(huì)文化的改變其實(shí)就像冰川移動(dòng)般緩慢。我們不能再自我欺騙,以為憑借幾位女性的大聲疾呼和猛烈攻擊就能迫使公司就范,就能讓更多女性獲得頂級(jí)職位。確實(shí),看看我們?nèi)绾胃淖冏约核诘墓?,這是往正確方向邁出的一步,但我們需要更多地與各行各業(yè)的職業(yè)女性展開(kāi)合作性的對(duì)話。我們需要更專(zhuān)注于可行的方案和容易獲得的技能,如此,才能對(duì)抗阻礙女性向上爬升的制度偏見(jiàn)。

????泛泛而談事業(yè)和家庭的平衡當(dāng)然是有益的,但它將一大批女性排除在了外面:?jiǎn)斡H母親、沒(méi)有子女的女性和剛剛開(kāi)始職業(yè)生涯的女性(下一代還遠(yuǎn)未提上議事日程)。我們應(yīng)該更多地注重向女性提供全過(guò)程的職業(yè)戰(zhàn)略建議,這樣她們就能為成功做好準(zhǔn)備。而它包括坦誠(chéng)地探討成功和失敗的例子,拋開(kāi)通常的虛偽外表,勇敢面對(duì)失敗。(沒(méi)有人十全十美。)

????It's a broken record at this point: the dearth of women on boards of tech companies (or on any boards for that matter); that less than 3% of Fortune 500 CEOs are women; that women make 77 cents to a man's dollar. Yes, we've heard. There are "Women's Issues" in the workplace, and they have taken a new turn in recent months. While less publicized, we know the research: Companies that are forward-thinking enough to include women in decision-making tend to flaunt better bottom lines, happier employees, and more socially-conscious businesses. That's all great, but what about women at the other companies? You know, the companies that aren't as focused on creating diverse leadership teams.

????In my first meeting as an analyst at McKinsey in 2008, I didn't speak. Afraid that I would sound stupid, I sat there quietly. I didn't believe that I had anything worthy to say, and I didn't know if anyone would care about my point of view. Where did this insecurity come from?

????Women face barriers when climbing to the top, but it's not always on those last few rungs. Former Hillary Clinton aide Anne-Marie Slaughter's article "Why Women Still Can't Have it All" focused on women who feel like they must bow out of their careers to start a family. While at 26 I can't pretend to know what it will be like to have a child and a career, I can say as the daughter of a working single mother (a sociologist to boot) I know I will face tough choices down the line. And most importantly I know the importance of not judging other women's life decisions. Slaughter's article and many other voices in this "women's space" suggest remedies like broad-based social change, 50/50 parenting, and flexible hours.

????All of those things place the responsibility on the institutions. In a perfect world, that would be enough. But cultural change often runs at a glacial pace. We need to stop pretending that getting more women to the top is going to magically happen by relying on several women asking for change and launching fiery attacks at companies that don't. Sure, it's a step in the right direction to look at how we change the institutions that employ us, but we need to shift toward collaborative conversations with businesswomen of all types. And we need to focus more on actionable solutions and skills that we can build to combat the institutional biases towards women's ascent to the top.

????The typical work-life conversations are helpful, but they exclude huge numbers of women: single mothers, those without children, and those just starting out their careers (with babies not even a blip on their radar). Focusing more on providing career strategies to women throughout their careers will set them up for success. That involves honestly discussing the approaches that work and those that fail -- beyond the usual veneer -- and without being ashamed of failure. (Nobody's perfect.)

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