More meaning at work for all thanks to more equality between women and men.
In our companies, public administrations and associations, gender diversity is a sign that we have succeeded in creating the conditions for all men and women to flourish, develop their talents and contribute to performance. Progress is often difficult because the subject is not well known and is hampered by complex cultural barriers: stereotypes, sexism, implicit workplace standards, and so on.
Becoming aware of these obstacles allows us to understand to what extent they are destructive of meaning at work for women AND men. Salaried work is in fact marked by the same standard, for both men and women, of professional success, which is exercised to the detriment of personal, family or social commitments. This norm makes it very complicated to “make a career” when one has to take on family responsibilities, which is the case for many women. But at the same time, this same norm distances those who have responsibilities from a balanced access to their family and private sphere: this is what we call the glass floor and it concerns mostly men.
The real challenge is to build an organization that allows everyone, men and women, to be professionally committed while meeting the essential needs of their private lives. What is at stake is to instill more flexibility and confidence in our work to allow everyone more freedom in the articulation between professional and personal life.
Every fortnight, Happy Men Share More offers you a personal question and a concrete commitment to decipher and contribute to the fight against the glass floor.
I subscribe to the newsletter
A soft revolution that passes through each one of us.
The logic of Happy Men is not, directly, to generate new collective rules: it is to rely on the change of each individual, and that is what is revolutionary. We bring each person to identify their own space of freedom and action so that their company works better, the management is more qualitative and the life of all employees, and first of all their own, is more fulfilled. We make them want to be actors of change, at their level, through the matter of professional equality. We lead them to no longer rely solely on others, management and the law, but first and foremost on themselves to make change effective. It is the individual or team micro-success stories that gradually generate general change in organizations.