Gary Barker, PhD’s Post

What is "Masculine Energy", and why do we need all types of energy at work? Recently, Mark Zuckerberg’s comments about fostering more “masculine energy” at Meta have sparked a lively discussion. So what exactly is masculine energy? If we're talking traditional gender roles, masculine energy often embodies traits like decisiveness, competitiveness, and a focus on action and results. These qualities can drive bold decisions and push boundaries - a necessary force in any organization. However, we should recognize that this is only one piece of a much larger puzzle. Equally vital is feminine energy, which often emphasizes collaboration, empathy, and creativity. These qualities foster deeper connections, innovation, and long -term vision. And let’s not forget the diverse spectrum of energy that lies in between and beyond these two traditional concepts. But here’s the key: Masculine and feminine energy aren’t tied to gender. Men can display collaborative, empathetic qualities often associated with feminine energy, just as women can embody decisiveness and boldness linked to masculine energy. These energies reflect traits and behaviours, not rigid definitions of identity. At Redbrick, we don’t limit ourselves to outdated binaries of masculine and feminine energy. Instead, we embrace all types of energy - those that encourage collaboration, bold innovation, empathy, and excellence. Our goal is to create an environment where every individual feels seen, valued, and empowered to bring their unique strengths to the table. Why does this matter? Workplaces thrive when they harness a balance of energies, perspectives and experiences. Too much focus on a single type of energy, whether “masculine” or “feminine,” risks creating a culture that feels unbalanced, exclusive, or one-dimensional. To build sustainable success, we need to celebrate the interplay of drive and empathy, competition and collaboration, action and reflection. We have made it a priority to foster an inclusive workplace where diverse strengths complement one another. We believe that the best ideas emerge from a harmonious blend of perspectives, and we actively work to create space for that balance to flourish. So, as the conversation about workplace energy continues, let’s ask ourselves: What energies are missing in our organizations? Are we creating a culture that allows all types of energy to thrive? Let’s aim for workplaces that value people as their whole selves - where innovation, collaboration, and growth happen naturally because all types of energy are welcomed, not forced. #Inclusion #WorkplaceCulture #Leadership #Innovation

Why Zuckerberg’s Call for a 'Masculine' Workplace Misses the Mark in Today’s Corporate World In light of the recent commentary on Meta's CEO Mark Zuckerberg's call for a more "masculine" workplace culture, I find myself reflecting on the value of diverse leadership styles in the corporate world. Having worked in organizations led by both male and female bosses, I've witnessed firsthand how the nurturing and empathetic qualities often associated with female leadership can significantly enhance a company's success. These qualities foster collaborative environments, encourage open communication, and create a sense of belonging—elements crucial for innovation and sustained growth. Hofstede's cultural dimensions highlight how masculinity and femininity are culturally learned behaviors. In a society like the United States, where deep-rooted cultural norms often skew towards masculinity, it is no surprise that corporate cultures may reflect these tendencies. Yet, the rise of 'woke' culture has promoted greater equality and diversity, challenging traditional masculine norms and inviting a broader spectrum of leadership styles into the fold. While some may see this shift as a weakening of corporate fortitude, I believe it is a necessary evolution. The 'masculinity contest culture,' characterized by aggression and competition, often leads to burnout and high turnover—hardly the markers of long-term success. Instead, a balanced approach, embracing both masculine and feminine traits, can cultivate a more resilient and innovative workforce. In my experience, the strength of a company lies not in its adherence to rigid gender norms but in its ability to adapt, nurture talent, and foster a culture of inclusivity. As we continue to navigate these cultural shifts, let's embrace a leadership style that values both empathy and assertiveness, collaboration and competition. After all, true leadership transcends gender—it thrives on diversity of thought and the collective strength of all its members. source: Commentary: Mark Zuckerberg thinks workplaces need to man up − here’s why that’s bad for all employees - CNA https://lnkd.in/gywhSxdP

Why are women more likely to say in-office work improves visibility to leadership for their career? 1. Structural Barriers: Women often face structural barriers in the workplace, such as the glass ceiling and gender bias, which can make it harder for them to advance in their careers. As a result, women may feel the need to work harder to prove themselves and gain visibility to leadership, viewing in-office presence as one way to do so. 2. Work-Life Balance: Women are more likely to take on caregiving responsibilities, such as childcare or eldercare, which can make remote work options more appealing. However, remote work may also lead to concerns about being "out of sight, out of mind" when it comes to career advancement. Therefore, women may perceive in-office work as a means to ensure that their contributions are recognized and valued by leadership. 3. Perception of Commitment: There may be a perception, whether accurate or not, that employees who are physically present in the office are more committed and dedicated to their jobs. Women may feel pressure to conform to this perception in order to dispel any doubts about their commitment to their careers, especially in male-dominated industries or workplaces. 4. Networking Opportunities: In-office work provides more opportunities for informal networking and relationship-building with colleagues and leaders, which can be crucial for career advancement. Women may recognize the importance of these connections and feel that in-office work is necessary to establish and maintain them. 5. Visibility Bias: Research has shown that women are often subject to visibility bias, where their contributions and achievements are less likely to be recognized and remembered compared to those of their male counterparts. In-office work may be seen as a way to counteract this bias by ensuring that women are physically present and visible to leadership. Overall, women's emphasis on the importance of in-office work for visibility to leadership may stem from a combination of structural barriers, societal expectations, and concerns about work-life balance and career advancement. Addressing these factors requires not only individual efforts but also systemic changes within organizations to promote gender equality and create inclusive work environments. When you actually need that "5 Star Help" finding the right people for your workforce that matter for your company's reputation and bottomline. Reach out for your free First Search Inc. consultation by contacting Al, right now our Chief Employment Officer at alkatz@firstsearch.com or 847-612-4676 #leadership #future #growth #bias #workplace #women #careers #advancement

Women are less likely to return to the office. How can companies promoting those working from the office still claim to be committed to diversity? Nationwide Building Society CEO Debbie Crossbie said they've found women less likely to return to the office, and that those not in the office risk missing out on career progress. I hope I'm reading this wrong. I hope the true meaning of what Debbie C. meant was that it's easier for ambitious women to build support networks of peers and mentors if they are in the same office. Not that those working remotely are less likely to be promoted. The worry that those present to decision makers are more likely to be promoted is backed by research. Even when they underperform compared to their remote-working peers. I hope Nationwide is taking action to support women to be true to themselves, and build an inclusive culture where everyone thrives. They realize there isn't one, simple way to handle inclusion. Being committed to gender equality and helping women grow I assume they act accordingly based on how they've realized women are less likely to work from the office, and set up networking channels for remote workers (such as ReSocialize). Because it's important to learn from how others work. Seeing others do their work is a part of that learning process, especially for those looking to progress in their career. Thing is, when set up properly, that can happen remotely as well (once again my company: ReSocialize). Because otherwise, I don't see how these are compatible. If Nationwide aren't taking action on what they've seen (women are less likely to return to the office) their entire commitment to diversity and inclusion rings hollow. Will Nationwide continue to do the right thing in the right way?

A Call for Reflection: What Does "Masculine Energy" in the Workplace Really Mean? Mark Zuckerberg's recent comments about fostering "more masculine energy" and celebrating "aggression" in company culture raise important questions about the workplace dynamics we are shaping. When juxtaposed with data on the experiences of women in tech, this rhetoric becomes even more concerning: :) 42% of women in tech report harassment :) 40% of women of color in tech experience harassment in their organizations :) 52% of harassment cases involve another employee :) 37% of cases involve harassment by a supervisor :) 35% cite harassment by senior leadership :) 26% of harassment cases involve propositions for sex :) 20% were propositioned for sex in exchange for a promotion These figures, reported by Women Who Tech, paint a stark picture of the challenges women especially women of color face in tech. Calls for "aggression" risk exacerbating these issues by fostering cultures that may marginalize or intimidate underrepresented groups. True innovation thrives in environments that are inclusive, equitable, and empowering not in cultures that prioritize unchecked aggression or dominance. As leaders, we must ask ourselves: :) Are we building workplaces that encourage collaboration and respect? :) How do we ensure our cultures promote psychological safety and equity? :) Can we innovate without alienating the very talent that drives progress? "Leadership is not about being in charge. It is about taking care of those in your charge." Simon Sinek What’s your take on this? Is there room for "aggression" in workplace culture, or should we focus on fostering environments that truly empower all voices? Repost this to help drive meaningful change in your LinkedIn network. #WorkplaceCulture #DiversityAndInclusion #WomenInTech #LeadershipMatters #PsychologicalSafety #InnovationThroughDiversity #EmpowermentAtWork #FutureOfWork #WorkplaceEquity #GenderEquityInTech #BreakingBarriers #InclusiveLeadership #TechIndustryChallenges #DiversityDrivesInnovation #RedefiningLeadership #WorkplaceHarassment #EqualityInTech #LeadershipInsights #CreatingSafeSpaces

Why does job security, work-life balance remain the biggest challenges for women in revenue-generating roles in today's workforce? Check out these six reasons: 1. Gender Bias and Stereotypes: Women in revenue-generating roles may face gender bias and stereotypes that undermine their perceived competence, authority, and commitment to their careers. These biases can manifest in hiring decisions, performance evaluations, promotion opportunities, and access to resources and support. 2. Lack of Representation in Leadership Positions: Women are underrepresented in leadership positions within revenue-generating functions, such as sales, business development, and finance. The lack of female role models and mentors at senior levels can limit women's career advancement opportunities and perpetuate gender disparities in compensation, recognition, and decision-making authority. 3. Workplace Culture and Norms: Revenue-generating roles often require long hours, high-pressure environments, and frequent travel, which can pose challenges for maintaining work-life balance, particularly for women with caregiving responsibilities. Workplace cultures that prioritize availability and visibility over results and outcomes may disadvantage women who seek flexibility and autonomy in managing their work and personal lives. 4. Unequal Distribution of Household and Caregiving Responsibilities: Women are more likely than men to bear primary responsibility for household and caregiving duties, including childcare, eldercare, and domestic chores. Balancing these responsibilities with the demands of a revenue-generating role can be challenging and may require additional support, flexibility, and accommodations from employers. 5. Limited Access to Flexible Work Arrangements: Women in revenue-generating roles may have limited access to flexible work arrangements, such as remote work, flexible hours, or part-time schedules, which can help accommodate their work-life balance needs. Employers may be hesitant to offer flexibility to employees in revenue-generating roles due to concerns about productivity, client interactions, and performance expectations. 6. Implicit Bias in Performance Evaluation and Promotion: Women in revenue-generating roles may experience implicit bias in performance evaluation and promotion processes, where their contributions and achievements are undervalued or overlooked compared to their male counterparts. This can contribute to feelings of insecurity, frustration, and disengagement among women in revenue-generating roles. #women #work #balance #flexible #revenue #bias #gender #life

𝗗𝗶𝘃𝗲𝗿𝘀𝗶𝘁𝘆 𝗺𝗮𝘁𝘁𝗲𝗿𝘀! I recently read an article published in the NL Times highlighting how Dutch tech companies are often less diverse and inclusive than expected. Many employees from 𝘂𝗻𝗱𝗲𝗿𝗿𝗲𝗽𝗿𝗲𝘀𝗲𝗻𝘁𝗲𝗱 𝗴𝗿𝗼𝘂𝗽𝘀, including women and those with non-Dutch backgrounds, often feel out of place. This didn’t surprise me. Women still make up only 𝟮𝟴% of the global tech workforce (Statista), with even fewer in leadership roles. Similarly, people from 𝗿𝗮𝗰𝗶𝗮𝗹 and 𝗲𝘁𝗵𝗻𝗶𝗰 𝗺𝗶𝗻𝗼𝗿𝗶𝘁𝗶𝗲𝘀 remain 𝘂𝗻𝗱𝗲𝗿𝗿𝗲𝗽𝗿𝗲𝘀𝗲𝗻𝘁𝗲𝗱 across the industry. This scarcity 𝗹𝗶𝗺𝗶𝘁𝘀 𝗱𝗶𝘃𝗲𝗿𝘀𝗲 𝗽𝗲𝗿𝘀𝗽𝗲𝗰𝘁𝗶𝘃𝗲𝘀 and 𝗶𝗻𝗻𝗼𝘃𝗮𝘁𝗶𝗼𝗻, leaving many feeling 𝗲𝘅𝗰𝗹𝘂𝗱𝗲𝗱 or 𝘂𝗻𝗱𝗲𝗿𝘃𝗮𝗹𝘂𝗲𝗱. This issue needs immediate attention. Diverse teams are 𝟴𝟳% better at 𝗱𝗲𝗰𝗶𝘀𝗶𝗼𝗻-𝗺𝗮𝗸𝗶𝗻𝗴 (Forbes), and companies in the top quartile for 𝗴𝗲𝗻𝗱𝗲𝗿 𝗱𝗶𝘃𝗲𝗿𝘀𝗶𝘁𝘆 are 𝟮𝟭% more likely to experience 𝗮𝗯𝗼𝘃𝗲-𝗮𝘃𝗲𝗿𝗮𝗴𝗲 𝗽𝗿𝗼𝗳𝗶𝘁𝗮𝗯𝗶𝗹𝗶𝘁𝘆 (McKinsey). Yet, the tech industry still struggles to achieve 𝗱𝗶𝘃𝗲𝗿𝘀𝗶𝘁𝘆, especially in terms of 𝗴𝗲𝗻𝗱𝗲𝗿 and 𝗿𝗮𝗰𝗲. 𝗪𝗵𝘆 𝗮𝗿𝗲 𝗱𝗶𝘃𝗲𝗿𝘀𝗶𝘁𝘆 𝗴𝗼𝗮𝗹𝘀 𝗲𝘀𝘀𝗲𝗻𝘁𝗶𝗮𝗹? They reduce 𝘂𝗻𝗰𝗼𝗻𝘀𝗰𝗶𝗼𝘂𝘀 𝗯𝗶𝗮𝘀 in hiring. Practices like 𝘀𝘁𝗿𝘂𝗰𝘁𝘂𝗿𝗲𝗱 𝗶𝗻𝘁𝗲𝗿𝘃𝗶𝗲𝘄𝘀 and 𝗱𝗶𝘃𝗲𝗿𝘀𝗲 𝗽𝗮𝗻𝗲𝗹𝘀 ensure candidates are judged on their 𝘀𝗸𝗶𝗹𝗹𝘀, not 𝘀𝘁𝗲𝗿𝗲𝗼𝘁𝘆𝗽𝗲𝘀. Plus, 𝟲𝟳% of job seekers consider 𝗱𝗶𝘃𝗲𝗿𝘀𝗶𝘁𝘆 when choosing where to work (Glassdoor). Achieving diversity goals 𝗶𝗺𝗽𝗿𝗼𝘃𝗲𝘀 𝗲𝗺𝗽𝗹𝗼𝘆𝗲𝗿 𝗯𝗿𝗮𝗻𝗱𝗶𝗻𝗴 and 𝗮𝘁𝘁𝗿𝗮𝗰𝘁𝘀 𝘁𝗼𝗽 𝘁𝗮𝗹𝗲𝗻𝘁 from 𝘂𝗻𝗱𝗲𝗿𝗿𝗲𝗽𝗿𝗲𝘀𝗲𝗻𝘁𝗲𝗱 𝗴𝗿𝗼𝘂𝗽𝘀. 𝗛𝗼𝘄 𝗰𝗮𝗻 𝘄𝗲 𝗳𝗶𝘅 𝘁𝗵𝗶𝘀? Building 𝗱𝗶𝘃𝗲𝗿𝘀𝗲 𝘁𝗲𝗮𝗺𝘀 requires 𝗶𝗻𝘁𝗲𝗻𝘁𝗶𝗼𝗻𝗮𝗹 𝗲𝗳𝗳𝗼𝗿𝘁 and 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝘀𝘂𝗽𝗽𝗼𝗿𝘁. Diversity must be a 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗽𝗿𝗶𝗼𝗿𝗶𝘁𝘆. Setting clear goals holds 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗮𝗰𝗰𝗼𝘂𝗻𝘁𝗮𝗯𝗹𝗲 and ensures the recruitment of underrepresented groups. Without such goals, diversity efforts often lose momentum. 𝗠𝘆 𝘁𝗵𝗼𝘂𝗴𝗵𝘁𝘀: Diversity isn’t about quotas; it’s about 𝗹𝗼𝗻𝗴-𝘁𝗲𝗿𝗺 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝘀𝘂𝗰𝗰𝗲𝘀𝘀. Diverse teams are 𝟳𝟬% more likely to capture new markets (Harvard Business Review), bringing 𝗶𝗻𝗻𝗼𝘃𝗮𝘁𝗶𝗼𝗻 and 𝗮𝗱𝗮𝗽𝘁𝗮𝗯𝗶𝗹𝗶𝘁𝘆, qualities critical for 𝘁𝗼𝗱𝗮𝘆’𝘀 𝗳𝗮𝘀𝘁-𝗽𝗮𝗰𝗲𝗱 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝘄𝗼𝗿𝗹𝗱. 𝗦𝗼, 𝘄𝗵𝗮𝘁 𝗮𝗿𝗲 𝘆𝗼𝘂 𝗱𝗼𝗶𝗻𝗴 𝘁𝗼 𝗺𝗮𝗸𝗲 𝗱𝗶𝘃𝗲𝗿𝘀𝗶𝘁𝘆 𝗮 𝗽𝗿𝗶𝗼𝗿𝗶𝘁𝘆 𝗮𝘁 𝘆𝗼𝘂𝗿 𝗰𝗼𝗺𝗽𝗮𝗻𝘆?

Want to build a more inclusive workplace? Focus on equity over equality. A lot of people have the wrong idea as they are building and scaling their teams and hiring for C-Suite. Building an inclusive team isn't: - Ignoring systemic barriers - Treating everyone the same - Checking a compliance box - Hiring for diversity without inclusion - Celebrating diversity without support - Assuming inclusion happens naturally - Prioritizing short-term gains - Overlooking bias in processes Building an inclusive Team is: - Recognizing individual needs - Ensuring diverse voices are heard - Creating supportive environments - Embedding equity in every decision - Fostering long-term cultural change - Continuously challenging biases - Addressing systemic inequities - Providing tailored resources If you're a leader, welcome to the challenge. You have a chance to make a real impact. As long as you're willing to: ➟ Prioritize equity in your DEI strategy. ➟ Create an inclusive environment for all. ➟ Commit to long-term cultural change. ➟ Address biases in hiring and development. ➟ Support diverse talent with tailored resources. ➟ Listen to and amplify underrepresented voices. ➟ Continuously learn and adapt your approach. It isn't about being perfect. It's about being intentional, committed, and proactive. You won't always get it right. That's okay. Learn from it, adjust, and do better. Embrace the challenge and make a lasting impact. Your efforts are more important than you know. —— Janine Vanessa Heinrich and I are sharing our thoughts on this and more at Startup-Woche Düsseldorf next week. If you are: 👉🏽Building a team 👉🏽Hiring a C Suite team 👉🏽Scaling a team We would love to have you there. 📌 You can reserve your spot here: https://lnkd.in/dATchDfU

Mark Zuckerberg’s Misguided Take on Feminism and Office Culture In a recent podcast with Joe Rogan, Mark Zuckerberg argued that modern office culture lacks "masculine energy" and is dominated by "feminine energy." While he did not define these terms, his comments implied that feminism has created an imbalance in workplaces. This perspective oversimplifies gender dynamics and misrepresents feminism’s role in fostering equality. Flawed Ideas of “Masculine” and “Feminine” Energy Zuckerberg’s framing of workplace traits as "masculine" or "feminine" perpetuates outdated stereotypes. Traits like assertiveness and competitiveness, often labeled as “masculine,” are not inherently male, nor are empathy and collaboration, deemed “feminine,” exclusive to women. Effective leadership is about a balance of these qualities, independent of gender. Viewing workplace dynamics through this binary lens risks alienating individuals who don’t fit these categories while undervaluing diverse contributions. Businesses succeed by fostering environments that embrace a wide range of traits, not by clinging to stereotypes. Feminism Brings Balance, Not Imbalance Feminism doesn’t aim to replace "masculine" attributes with "feminine" ones but to dismantle barriers and create opportunities for everyone. The increasing emphasis on collaboration and inclusivity — traits Zuckerberg seems to dismiss as "feminine" — reflects a growing recognition of their importance in driving innovation and success. This shift doesn’t undermine gender equality; it enhances it by valuing diverse perspectives. Feminism isn’t about diminishing men’s roles but about ensuring that all voices are heard and valued in the workplace. The Real Issue: Toxic Masculinity Zuckerberg’s longing for more “masculine energy” overlooks how toxic masculinity harms workplaces. Environments that emphasize hyper-competitiveness, emotional detachment, and workaholism often alienate employees and stifle creativity. These toxic norms hurt not only women but also men, who feel pressured to conform to rigid expectations. The solution isn’t a return to outdated notions of "masculine energy" but creating balanced, inclusive cultures where emotional intelligence and assertiveness coexist. Building Inclusive Workplaces Progress in workplace culture lies in moving beyond gendered labels. Effective leadership isn’t tied to "masculine" or "feminine" traits but to fostering environments where everyone can thrive. Zuckerberg’s remarks fail to grasp feminism’s role in promoting equality. Businesses that embrace inclusivity and reject stereotypes are better positioned for innovation and success. Instead of looking backward, we should focus on creating workplaces that thrive on collaboration, respect, and diversity. Nubi Achebo writes as a Gender Equality Advocate. #GenderEquality #Feminism #WorkplaceCulture