Gender and the Economy

Category: Lessons from Practice

Translating Insights into Impact: Using Gender-Based Analysis to Create Transformational Innovation

This report, which is a collaboration between GATE and the Criterion Institute, highlights the power of gender-based analysis to uncover novel insights derived from addressing the needs of previously overlooked and marginalized groups. This approachoffers substantial benefits to organizations, industries, and sectors. The Institute for Gender and the Economy coined the term “Gender Analytics” to capture the qualitative and quantitative analytical and design processes required to do gender-based analysis.

The Criterion Institute has been at the forefront of gender-lens investing, which is the integration of gender analysis into investment systems. In doing so, they have focused on the systems of power that underlie marginalization, and ways to build capacity to analyze patterns of power dynamics, which they call a “translation” capability.

This report shows how gender-based analysis and the “translation” function enabled 4 organizations to uncover opportunities that organizations operating in traditional ways have not been able to address or even identify. We hope this report and the accompanying full case studies in the appendix spark ideas and conversations on how organizations can leverage the numerous benefits of intersectional gender-based insights. 

Read ‘Translating Insights into Impact: Using Gender-Based Analysis to Create Transformational Innovation’ Report

February 20, 2024
Increasing gender diversity in capital markets
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Introduction

Women’s representation in capital markets has increased over the past few decades, but there has not been much change in leadership: these roles remain overwhelmingly filled by men. What contributes to this underrepresentation of women, and what can the industry do to improve it? The Institute for Gender and the Economy, in conjunction with Women in Capital Markets, hosted a panel discussion at Rotman School of Management in September 2018 to talk about these challenges.

Moderated by Sarah Kaplan, Professor at Rotman and Director of the Institute for Gender and the Economy, the panel of four included Amber Choudhry, Managing Director, Debt Capital Markets at CIBC Capital Markets; Deland Kamanga, Head of Global Fixed Income Currencies and Commodities (FICC) within BMO Capital Markets; Loretta Marcoccia, SVP & Chief Administrative Officer, Global Capital Markets, Scotiabank; and Camilla Sutton, President and CEO of Women in Capital Markets. The panel discussed the progress the industry has made on gender equality, barriers that still exist, and the various initiatives that have been implemented in their workplaces to make them more inclusive. Below are key takeaways from the discussion.

Family responsibilities are only one factor in women’s underrepresentation

A lack of gender diversity in leadership is often attributed to the difficulties women face in continuing their careers after they take time off to have a family. Indeed, many workplaces do not accommodate employees who need flexibility for care responsibilities, which disproportionately affects women and their ability to progress at work. However, the panelists emphasized that this is just one cause of a lack of diversity. Diverse candidates face numerous other barriers, including discrimination, unconscious bias in hiring and promoting, and a lack of networks in the “Old Boys Clubs” that are common in male-dominated industries like capital markets.

Managers do not take enough risks on women candidates

Women tend to be stereotyped as risk-averse, and this stereotype is used to justify why they do not get ahead at work. It is important to reframe this conversation and consider how managers don’t take risks on women. That is, managers may be willing to promote men even if their qualifications aren’t a perfect match for a position, but won’t do the same for women. This bias should be recognized, rather than placing blame on women for not making the right career decisions.

Women tend to be stereotyped as risk-averse, and this stereotype is used to justify why they do not get ahead at work.

Diversity and inclusion should not stop with gender

In general, diversity initiatives have been shown to solely benefit white women. When asked how capital markets are making room for other underrepresented groups, like racialized women, panelists acknowledged that the primary focus for diversity tends to be on gender alone. There may be a gap in addressing underrepresentation of other minority groups, and moving forward, working to include these groups needs to be a priority.

Diversity and inclusion initiatives in capital markets can be more innovative

The panelists’ workplaces have implemented several different diversity initiatives, such as ensuring that every position has at least one minority candidate, and that interviewer panels include at least one woman. However, they also noted that these have not resulted in as much change as they would like, and discussed what they are doing to be more impactful. Ideas included:
- Including diversity on leader scorecards: Increasing diversity is part of all leaders’ performance evaluations. For instance, leaders are required to expand the diversity of their personal networks. If they don’t perform well in this area, they face a financial penalty.
- Conducting skills inventories: Managers decide on the necessary skills for every position, and do not stray from this framework of skills when hiring. This makes it less likely that candidates will be chosen based on biased criteria, like being a “good fit”.
- Creating a position for a senior diversity and inclusion leader: A diversity and inclusion leader who is a respected senior member of the organization, and who is situated on the trading floor with other leaders, signals to employees that diversity and inclusion is highly valued.
- Actively involving men: Workplace groups that aim to involve men in advancing gender equality, for example through formalized training, peer coaching, and online communities or discussion forums, can be strong tools for education.
For women and other minority groups to find successful careers in this industry, there needs to be a shift in both the structure and culture.

Conclusions

Numerous factors contribute to the pronounced lack of diversity in capital markets, particularly in leadership. For women and other minority groups to find successful careers in this industry, there needs to be a shift in both the structure and culture of banks and financial service organizations. Potentially, this shift may come from more inventive and coordinated diversity and inclusion strategies, as well as a stronger emphasis on holding managers and leaders accountable for change.

For more information about the “Women in Capital Markets” panel event, click here.

To see a case study on this issue, click here.

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Published

August 2019

Prepared by

Carmina Ravanera

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July 31, 2019
What it means to create a “feminist city”
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Introduction

Nearly 40 years on from Dolores Hayden’s famous envisioning of a feminist city in her 1980 article “What Would a Non-Sexist City Be Like?” the city remains deeply inequitable. Many cities in Canada and around the world are struggling with systemic inequity. For instance, in the Greater Toronto Area (GTA) Indigenous peoples, as well as visible minorities and immigrants, are disproportionately represented in low-income brackets. Further, over the last few decades, income inequality has increased. Since 1980, the average income of racialized groups has stagnated, while the average income has increased for non-racialized groups. Additionally, the average income for young people has decreased–in some regions by over 20%. At the same time, the costs of renting and homeownership in cities like Toronto are steadily becoming more unaffordable as precarious employment becomes more common. Between 2016 and 2017, for example, the monthly cost of living for a single young person in Toronto increased by an average of $400 (due primarily to the exponential increase in rental prices).

Thus, it is crucial that urban planners, policy makers, architects, and activists design and build cities that are accessible to their inhabitants, particularly those experiencing poverty, financial insecurity, and other dire circumstances. To discuss the barriers and the possibilities to build more equitable cities, the Institute for Gender and the Economy (GATE) and the School of Cities co-hosted the event, “What could a feminist city look like?” on March 27, 2019. This discussion featured:
- Kofi Hope, Senior Policy Advisor, Wellesley Institute; Bousfield Distinguished Visitor, Department of Geography and Planning, University of Toronto
- Olivia Nuamah, Executive Director, Pride Toronto
- Rosemarie Powell, Executive Director, Toronto Community Benefits Network
- Brigitte Shim, Professor, John H. Daniels Faculty of Architecture, Landscape, and Design, University of Toronto; Principal, Shim-Sutcliffe Architects
This panel was moderated by Sarah Kaplan, Director of GATE and Professor at the Rotman School of Management, and Matti Siemiatycki, Director and Professor at the School of Cities in the University of Toronto.

How can we create a “feminist city”?

Prioritize community benefits in infrastructure development

Urban infrastructure development should not disadvantage the communities that have invested and lived in their neighbourhoods for generations. Rather, development projects can prioritize community benefits by integrating the community’s broader goals, which may include poverty reduction, environmental sustainability, and local economic development, among others. For instance, community members can benefit from job creation during and after infrastructure development projects. This could occur through employment on construction sites, or through the creation of prospects for local suppliers. Prioritizing community benefits also means ensuring hiring opportunities for these jobs are equitable, and that proper job training is provided to workers so they can learn and implement new skills. To understand exactly what communities need, developers and city planners can form partnerships with organizations like the Toronto Community Benefits Network.

Urban spaces can be embedded with certain values, influencing how inclusive it is to the community it serves.

Embed inclusivity into urban spaces

Urban spaces can be embedded with certain values, influencing how inclusive it is to the community it serves. This starts with how spaces are designed, and who designs them. For example, in order to win a contract, construction companies could be required to agree to inclusive behaviours on their worksite, ensuring that community members and other workers do not feel unsafe or vulnerable during development projects.

Embedding inclusivity can also be done once a space is designed and built, through posted rules and signage. For example, during the Pride Toronto Festival, rules are posted to ensure Pride creates a safe space for the LGBTQ2+ community. This embeds the city streets with inclusivity and instructs how people should treat each other.

In 2001, the United Kingdom reinstated free admission to all national museums in order to impart the value of accessibility to arts and culture. Despite this move by the UK government, however, barriers still remain for some individuals to access these spaces. This indicates that in order to make spaces truly inclusive for everyone, more nuanced solutions are often needed.

Pair inclusive program delivery with urban development

To fully benefit diverse populations, urban development needs to be inclusive in both its physical design and service delivery. For example, the Regent Park Aquatic Centre in Toronto was created with the area’s substantial immigrant population in mind. To serve the Muslim community, for example, mechanized screens were installed in front of the pool’s glass walls, providing space for Muslim women to swim in a private area if they wish to do so. Further, in order to ensure the centre is accessible to the entire community, all programming is free. The centre also holds instructional sessions for members who have not been previously exposed to swimming culture and protocols, offering information on pool rules and appropriate swimwear.

To fully benefit diverse populations, urban development needs to be inclusive in both its physical design and service delivery.

Without such considerations, the pool would remain inaccessible to many in the local community. Equitable urban design requires a comprehensive understanding of local communities and their unique socio-economic or cultural barriers and priorities, as well as a focus on programming rather than just the built environment.

Conclusions

As the global population ages, income inequality increases, and the world rapidly urbanizes, prioritizing equity and accessibility in cities is becoming more crucial. The panellists at “What could a feminist city look like?” agreed that a feminist city is based on human-centred design: it prioritizes the needs of the most marginalized communities and aims to reduce their barriers to services like transit and recreation. Further, rather than pushing communities out of developing neighbourhoods, a feminist city would recognize and invest in them by creating accessible spaces and promoting local economic, social, and cultural development.

To learn more about this panel, check out the event summary and video clips.

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Published

July 2019

Prepared by

Carmina Ravanera

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July 5, 2019
Closing the gender gap in STEM

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Introduction

From education to workplace hiring and retention, the barriers that prevent women from successful careers in STEM are well-documented. For example, only 39% of STEM university graduates in Canada are women, and unfortunately, those graduates still struggle to find work in the field. In fact, women with STEM degrees are more likely to be unemployed and have lower median salaries than men with STEM degrees. In order to address these barriers and promote diversity in STEM, the Institute for Gender and the Economy (GATE) hosted the event, “Women in STEM: A Panel Discussion,” in March 2018.

The panel was moderated by Sonia Kang, Associate Professor of Organizational Behaviour and Human Resource Management at Rotman. The four panelists were Huda Idrees, Founder and CEO of Dot Health; Andrea Stairs, CEO of eBay Canada; Marisa Sterling, Assistant Dean, Inclusivity and Diversity at the Lassonde School of Engineering, York University; and Jessica Yamoah, Founder of Innovate Inclusion.

How to help close the gender gap in STEM

There are several ways companies, organizations, and academic programs can help close the gender gap in STEM. The items listed below were outlined by the panelists during our “Women in STEM” event.

Create more innovative, inclusive messaging

The panelists explained that a career in STEM is more than just programming the next mobile application or building new algorithms, it’s also about human impact. Particularly the impact on groups underrepresented in STEM, such as women and visible minorities. Thus, in order to become more appealing to these groups, it may be beneficial for STEM companies to focus on the human impact of technology. Further, STEM can involve and influence fields as varied as the arts, sports, and politics, however STEM organizations and university programs do not always demonstrate this when they are recruiting. STEM can also appear elitist and unwelcoming for many underprivileged communities. As one panelist stated, tech companies are often founded by people who have a lot of privilege and/or money. Therefore, to increase inclusiveness and accessibility, STEM companies should take concrete steps to engage with these communities through local organizations and leaders.

STEM companies are often founded by people who have a lot of privilege and money, and the messaging often reflects that.

Place a higher value on “soft” skills

Recruiting by STEM companies tend to focus on technical skill requirements (e.g., coding, machine learning, etc.), therefore their employees often lack important soft skills (e.g., teamwork, flexibility, communication, empathy, etc.). These companies should diversify their talent-pool by recruiting for a broader set of skills that may not have been deemed “valuable” in the past. For example, even though someone may be able to use computer programming to create a successful product, this does not mean they can effectively lead or manage a team. Therefore, more diverse and inclusive recruiting might result in attracting candidates who are mid-career managers with work and education experience outside of STEM.

Further, panelists recommended that “soft” skills be called “transferable” skills instead, as the skills often regarded as “soft” are historically gendered: women are associated with having soft skills, while men are viewed as having more valuable technical skills. This difference in terminology and thus, value, exacerbates the gender gap that already exists within STEM.

Actively cultivate a more inclusive workplace culture

Many believe that there is a lack of women in STEM because there aren’t enough women in the pipeline. However, research shows that there are other, more significant, factors at play. In particular, workplace socialization in many of these fields, such as engineering, perpetuate sex-segregation and ultimately, lead many women to exit due to discrimination and bias. Therefore, even though women graduate with STEM degrees, women are not retained in STEM careers. Many people describe this as a ‘leaky pipeline,’ but evidence would suggest that diverse people do not ‘leak’ out, they are pushed out by the culture and practices of organizations. One panelist noted that because tech companies tend to be dominated by men, it is common for them to have a “frat house” culture. If workplaces do not become more inclusive, then people from all genders and backgrounds, including women and minorities, may not want to work there.

Workplaces should be aware of microaggressions and how they impact retention.

Workplaces should also be aware of how microaggressions impact retention. Microaggressions are seemingly small acts of hostility or prejudice that make women or other minority groups feel like outsiders, and over time, these microaggressions can force workers to leave. An example of a microaggression is if someone mistakes a woman engineer for a receptionist because of the gendering of these roles. Education and training on systemic bias and discrimination coupled with accountability for progress could help address this issue.

Encourage allyship in leadership and on boards to help move the dial

It is crucial to have leaders in STEM who are champions for diversity. When executive teams are all white, heterosexual men, it can be more difficult for women and minorities to breach a discussion about diversity. Therefore, leaders should take the responsibility to identify who is not at the table, make space for them, and amplify their perspectives. Another way leadership can help move the dial is by refusing to participate in situations where there is a clear bias or lack of representation. For example, one panelist stated that she will not be on a corporate board unless other women are also on the board or up for board appointments, indicating that the company takes diversity and inclusion seriously. Ultimately, these types of actions will push companies to think more critically and holistically about what qualifications they are looking for in their board members and leaders.

Conclusions

While there has been some progress made in diversifying STEM over the last few decades, STEM companies still have work to do in order to become more accessible to women and other minority groups. As one panelist noted, STEM companies are just like every other business: they need people who can communicate well, be convincing, sell, and lead. Yet STEM hasn’t made itself appealing to everyone, and often appears exclusionary or elitist. As a result, many people are not aware that they could succeed in STEM. Therefore, it is important that STEM companies change how they represent themselves, look beyond narrow qualifications or educational backgrounds, and be proactive in shifting their cultures to be more inclusive.

For more information about the “Women in STEM” panel event, including videos, click here.

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Published

May 2019

Prepared by

Carmina Ravanera

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May 8, 2019
Preventing technology-facilitated violence, abuse, and harassment
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Introduction

Due to the advancement of technology, we are rapidly transforming how we communicate, interact, and shape society. This transformation is particularly critical for vulnerable groups, such as women of colour and members of the LGBTQ2+ community. It is these groups who have historically suffered the most from stigma and violence in the context of structural inequality and discrimination, and technology has amplified this suffering.

To coincide with the 16 Days of Activism Against Gender-based Violence in 2018, GATE brought together five panelists to discuss online violence, technically known as “technology-facilitated violence, abuse and harassment.” These panelists included: Nasma Ahmed, Director of the Digital Justice Lab; Irene Poetranto, Senior Researcher at The Citizen Lab; Kate Robertson, Associate at Markson Law; Takara Small, Host and Producer of The Globe and Mail podcast, “I’ll Go First” and Founder of VentureKids Canada; and Molly Thomas, a reporter for CTV News, YesTV and CPAC.

This panel not only explored the impact of technology-facilitated violence, abuse and harassment, but also why our legal and political structures are failing to effectively address it–and what we, as individuals and as a society, can do about it. Some key insights and terminology from this panel, are summarized below.

Key terms to know:
- ICT–Information and Communication Technology
- Sextortion–private images or video that are used to blackmail a victim
- Doxing–making private information public (like home addresses, email addresses, phone numbers, etc.)
- Trolling–targeting a victim with a barrage of messages to enact violence against them
- Revenge porn–the non-consensual release of private video or images
- IoT–the Internet of Things (this includes anything that can be connected to the Internet, such as smart refrigerators, home-security systems, wearable devices, etc.)
Because technology is so ubiquitous, and thanks to the borderless nature of the Internet, abusers are using digital tools and platforms to harass, intimidate, and surveil.

Due to the fact that technology is so ubiquitous, and thanks to the borderless nature of the Internet, abusers are increasingly using digital tools and platforms to harass, intimidate, and surveil their victims. It is also common for abusers to use multiple technologies in combination with non-technological tactics to harass or perpetrate violence against their victims. In domestic abuse cases for example, abusers often exert “coercive control,” meaning they demand access to the emails, texts, messages, etc. of their victims. In some cases, they use IoT devices like smart home-security systems to physically control their victims’ movements. Unfortunately, it has become more difficult for vulnerable groups to find safety both online and offline.

How to protect yourself online

Given that Internet trolls continue to target women with violent and threatening content and many social platforms have done little to protect the targets from this abuse, women and other vulnerable populations are forced to act to protect themselves.
- Limit the information you make public, and do not expose detailed information about your personal life (like your home address).
- Do not post your location.
- Do not post photos of others without their consent.
- Carve out a safe space on social media (e.g., a private Instagram account).
- Trust your instincts–if someone’s comment makes you feel unsafe; report it and get support.
- Express to the perpetrator that you do not want to be communicated with, and state that you feel harassed by their comments or actions. This will make it easier to take legal action.
- Document incidents, either by email, taking screenshots, or writing notes. Be sure to ask a friend to support you as you go through the process of documenting.
- Do not share your passwords.
- If you suspect that one of your IoT devices, such as your home-security system, has been hacked or is being controlled by someone other than yourself, report it immediately and change any passwords or login information.
If you receive a comment that you feel is threatening, report it.

It is important to note that just because a platform’s policy may allow a user to post harmful content, does not mean that it is a law-free zone. In other words, if you receive a comment that you feel is harassment and/or is threatening, you should report it to the authorities even if the platform itself does not take any action. It is important to always be proactive and diligent in order to protect yourself.

The role of companies and governments

In response to the increased use of their platforms or tools for abuse, many companies like Facebook and Twitter are looking at their practices and procedures in order to prevent this type of harassment. National governments and international governmental bodies, such as the European Union (EU), are also moving forward with legislation that will require these companies to act. For example in France, Germany, and the United Kingdom, there are proposed requirements for “social networks to take measures to remove or block online hate speech, harassment, and so-called ‘fake news.’”

It is a delicate balance between protecting free speech online and preventing harassment.

However, it is a delicate balance between protecting free speech online and preventing harassment. In particular, there are concerns regarding the amount of responsibility and control given to platforms to police themselves when they have failed to do so in the past. Therefore, digital rights advocates and researchers argue that these companies should be required to be more transparent about their policies, practices, and procedures for taking down content, and also create an appeal process for users.

Conclusions

Ultimately, in order to stop technology-facilitated violence, abuse, and harassment, a myriad of policies and legislation by governments and companies need to be implemented. It is also important for users, and society-at-large, to advocate for these policies and contribute to the larger conversation regarding acceptable norms and activities online.

For more information on how to keep yourself safe online, we also encourage you to check out the Security Planner created by the Citizen Lab at the University of Toronto, which includes a series of recommendations on online safety and security, as well as an anonymous chat system to receive advice from an expert.

For more information about the “Nowhere to Hide” panel event, including videos, click here.

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Published

May 2019

Prepared by

Victoria Heath

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May 1, 2019
The challenges and opportunities of being out and a leader at work

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For a video and description of the panel event, click here.
For an infographic of the event, click here

Even in the second decade of the 21st century, we have yet to create a culture where LGBTQ employees consistently feel safe being out at work. Although advances have been made for LGBTQ rights over time, the public sphere of work remains a gray area for being out and being visible. To talk about these challenges and opportunities of being out at work, four leaders of top organizations gathered in a panel hosted by The Letters, a student group home to the LGBTQ community and allies at the Rotman School of Management.

In an engaging panel discussion moderated by Professor Sarah Kaplan, Director of Rotman’s Institute for Gender + the Economy, the panelists discussed the various challenges of being out and a leader at work, and also the opportunities and benefits that come as a result of being out. The panelists included Christopher Walker, Chief Compliance Officer at Manulife Asset Management and Executive Advisor to Proud, which is Manulife’s LGBTQ network; Pia Schmidt-Hansen, Manager of Fraud Risk Oversight at BMO Financial Group and Chair of BMO Pride, their LGBTQ Employee Resource Group; Tim Thompson, Chief Operating Officer of TD Asset Management and Chair of TD’s Lesbian, Gay, Bisexual, Transgender and Allies Diversity Committee; and, Connie Bonello, Associate Partner at IBM Canada and chair of the Advisory Board at the Bonham Center for Sexual Diversity Studies at the University of Toronto. As a whole, the panelists agreed that, although being out and being visible can be difficult at times, ultimately, it is worth it for the abundance of personal and organizational benefits. The points below summarize the main themes and takeaways from the discussion.

1. Where to come out?

One major theme that surfaced again and again in the discussion was the importance of the workplace environment. Whether or not the environment at work or in a work group feels safe and comfortable plays a large role in whether an LGBTQ employee will decide to come out or not. For example, many panelists shared the same experience of choosing to remain in the closet when they perceived the culture to be less safe or less welcoming.
Many panelists shared the same experience of choosing to remain in the closet when they perceived the culture to be less safe

Once they sensed the workplace was more inclusive and open to discussions around LGBTQ issues, they became more open to considering coming out at work.
An important implication for organizations who advocate for LGBTQ rights is to create an environment where employees feel safe and comfortable expressing their identity. As leaders of organizations, one way to create safety is to have employee resource groups where workers can feel comfortable discussing being their authentic selves. The benefits of employee resource groups are numerous, including the establishment of a safe space for discussion with like-minded people who can offer social support and the opportunity to be out without the fear of being judged. By creating these resources and groups, organizations signal to individuals that the leaders and top management care about these issues and these rights.

2. How to come out?

While in movies and the media “coming out” is typically portrayed one big “reveal,” coming out at work is not just a one-time event. As LGBTQ employees encounter new work groups, clients, colleagues, or new situations, they must face the decision to come out over and over again to different audiences. As one can imagine, making the decision of whether to come out is difficult enough, but the accumulation of these decisions is even more stressful and challenging. The panelists described this continuous coming out as mental gymnastics, where LGBTQ workers must constantly juggle decisions and consequences such as who to come out to, what those people will think of them, and how to come out to different people. Thus, coming out is challenging each time and cumulatively over time.

The way that panelists described coming out at work was also not as grandiose as the stories portrayed in the media. The panelists tended to first assess whether it is appropriate to come out or be out. It may be easier to come out in indirect or subtle ways by giving colleagues cues. The panelists shared their various experiences such as putting up a photo of themselves with their partner to initiate conversations, or starting by dropping the term “partner” to a conversation and then slipping in some pronouns. The decision of how to come out at work is complex because one must take into account the appropriateness of disclosure of any kind of personal information at work.

3. When to come out?

Ideally, everyone would feel free to be out at work. Many panelists voiced the same experience of choosing to come out later on in their careers once they had established their place in the organization. After ascending the ranks, it may feel safer to come out because even though coming out still poses a personal risk, it is less of a financial or career-related risk. Thus, young professionals or workers who are starting in entry-level positions have to face the challenge of deciding when to come out in their career timeline. This decision, however, can be made easier if companies create a culture of inclusion and acceptance. Deciding when or how or where to come out ultimately comes down to what environment top leaders and management instill and maintain.

4. Personal authenticity

Despite the risks associated with coming out at work, the payoff can be substantial.

One benefit that the panelists discussed was personal authenticity. They described all of the energy that can be devoted to being in the closet – something like a 10 percent tax on one’s attention and energy. Being safely out at work allows people to be their authentic selves, and operate at their maximum effectiveness and engagement. For leaders, being able to express one’s authentic self enables them to lead and connect with colleagues and subordinates in a more meaningful way that is ultimately critical for leadership effectiveness. Authentic leadership also has positive spillover effects: when leaders are authentic and truthful, this promotes a culture of openness and acceptance for other LGBTQ workers.

5. Employee engagement and performance

Creating a culture of inclusion and having more employees who are comfortable coming out and being out ultimately translates to organizational performance. Research shows that where people feel comfortable coming out, there is higher employee engagement, such that employees connect with the organization in a meaningful way and have a sense of purpose and belonging at work. This boost in employee engagement can trigger a cascade of positive outcomes that include, higher job satisfaction, higher retention rates, more prosocial behaviour, and better performance.

Conclusions

The challenges and difficulties of coming out at work are complex and nuanced. Like any important choice, there are various factors to take into account when making the choice to come out at work. LGBTQ employees take into account where, when, and how they should come out when they make this decision, and the decision is not always easy. However, both research and anecdotal evidence show that the benefits of being out at work are numerous and important for the LGBTQ employees, customers and clients, and organizations themselves. At the end of the day, it is up to the organizations and their leaders to instill an inclusive culture where employees feel comfortable expression their identity, no matter what letter of the alphabet.

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Published

August 2017

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August 26, 2017
Allyship is leadership

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For a video and description of the panel event, click here.
For an infographic of the event, click here

LGBTQ workers often struggle with coming out and feeling safe in the workplace. For many people, the decision to come out is contingent on whether they perceive the environment to be inclusive. This is where allies can step in by taking a stand and creating a culture of safety. We discussed these issues on a panel hosted jointly by The Letters, a student group that is home to the LGBTQ community and allies at the Rotman School of Management, and by Rotman’s Institute for Gender + the Economy. Top leaders in various fields discussed how allyship is fundamental to leadership.

The session was introduced by Ed Clark, former CEO of TD who, in addition to being one of the most accomplished business leaders in Canada, is a visible champion of the LGBTQ community, having spearheaded same sex benefits at TD and recently establishing the Egale shelter for homeless LGBTQ youth in Toronto. The panel discussion included: Ken Fredeen, General Counsel, Secretary to the Board and member of the leadership team at Deloitte LLP, and also President and a founding member of Legal Leaders for Diversity and Inclusion; Deborah Richardson, Deputy Minister in the Ontario Ministry of Indigenous Relations and Reconciliation; Sandeep Tatla, Assistant Vice President and Global Head of Diversity and Inclusion at Manulife; and, Jennifer Tory, Group Head, Personal and Commercial Banking at RBC and recipient of Start Proud’s (formerly Out on Bay) 2016 Leading Executive Ally Award for her long standing support of the LGBTQ community. The discussion was moderated by Professor Sarah Kaplan, Director of Rotman’s Institute for Gender + the Economy. The panelists shared their experiences in being allies, and agreed that being an inclusive leader is an essential leadership characteristic. The points below summarize the main themes and takeaways from the discussion.

1. Being an ally means taking risks.

Although most people associate risk primarily with coming out at the workplace, being an ally also involves taking risks. Being an ally means moving from being a passive to an active bystander.

Being an ally means moving from being a passive to an active bystander

As an ally, advocating for rights often means having to stand up to someone more senior or having to push against a bureaucracy that may not be receptive. This might require that you speak out in a meeting when someone makes an inappropriate comment, which might feel especially risky if that comment comes from someone more senior in the organization. Yet, the panelists suggested that these actions are often less risky than anticipated. That is, people who make insensitive remarks or exclude an LGBT person from consideration for a key role are often open to feedback. They likely do not intend to be exclusionary; rather, they fumble with using inclusive language or may not have realized that their actions were exclusionary. Speaking up can actually open the door for a conversation about these issues, whereas staying silent means that the problems will not be addressed. Importantly, speaking up often gives you authority and credibility as a leader because you are seen as being willing to take a stand for others.

The panelists emphasized that leaders have to be prepared to be tested. One speaker described the customer and employee pressure that came from a corporate decision to support the Toronto Pride Parade. Competitors campaigned against the organization; some customers defected; employees complained when it affected their ability to hit their sales targets. But, this leader took the long perspective, feeling that inclusiveness was a core value, refused to back down, and went as far as suggesting employees resistant to those values leave the organization.

2. Coming out as an ally

Because of these risks, some people may feel hesitant to be visible as an ally. Yet, one panelist suggested that people in positions of privilege “have a greater responsibility to be part of the solution…to be more vocal, more visible, more out there to talk about this stuff in a way that creates a safe space for others like me to do the same.” Visible allies make their allegiance known by speaking up against bias or starting initiatives to create a safer environment for LGBTQ colleagues.

Visible allies make their allegiance known by speaking up against bias or starting initiatives to create a safer environment for LGBTQ colleagues

For example, by supporting the Pride Parade, leaders can make their allegiance known to their investors, clients, and the community and show that they take their allyship seriously. Once leaders are more visible about their allyship, this creates a safe space for other leaders and colleagues to do the same. Even small symbolic actions – such as putting up a rainbow flag on the office door – might inspire other leaders and colleagues. Taking the first step of making your allyship public can create a snowball effect within the organization.

3. Practice what you preach

One important takeaway from the discussion was that although symbolic actions are important first steps, it is equally if not more important that allies put actions behind those statements. For example, one panelist talked about backing up their vocal support of transgender rights by driving the organizational effort to create washrooms with the appropriate signage. Another example is celebrating National Coming Out Day in an organization by creating and participating in a panel discussion with senior executives. It is one thing to feel personally supportive of LGBTQ rights; it is another to, for example, spearhead the creation of employee resource groups in your organization. It can be easier to say you support the LGBTQ community, but the important part is what you do. The safe space will not automatically happen once a leader talks about it: leaders have to create the safe space. Said one panelist, “Even if the leader doesn’t buy into prejudices, people don’t imitate that by osmosis, and therefore it requires a proactive, constant attempt to try to change the culture.”

4. Learn and be informed

The panelists emphasized that allies need to be learning about and not speaking on behalf of the LGBTQ (or any marginalized) community. The role of an ally is not to blindly charge ahead but to allow the individuals who are members of that community to dictate their own journeys.

The role of an ally is not to blindly charge ahead but to allow the individuals who are members of that community to dictate their own journeys

One panelist described it this way: “Empathy and self-awareness are really key in terms of being an ally, where empathy means I want to actively listen to you.” For example, the panelists mentioned cases where LGBTQ employees did not feel ready to have conversations in public about particular issues, or they did not feel comfortable coming out at work. It is important in these cases that allies do not speak for them or pressure them to do things they do not feel comfortable doing. The job of the ally is to remain supportive while respecting the boundaries of the people they want to support.

The panelists mentioned that at times it may be tempting to assume that your own experiences with discrimination are similar to the LGBTQ community, but everyone has a different lived experience. It is important for allies to build relationships with members in the community and have candid and open conversations. Said one panelist, “I can try my best to empathize and learn. When I’m having these conversations, I’m very respectfully curious in the questions that I have, and I do defer a lot, even from an organizational perspective when I’m working on policies or how we want to move things forward.” The panelists expressed that many of them had also struggled with using the right language. The fear of saying the wrong thing is especially intimidating in leadership positions. However, allies should also realize that it is acceptable to make mistakes or to fumble with language, as long as they are respectful and genuine, and acknowledge their mistakes as part of the learning process. According to another panelist, “As an ally with your LGBT community, you are helping them help you. I see it as that kind of circular opportunity.”

Conclusion

Being an ally is not only the right thing to do but the smart thing to do. As one panelist said, “It’s a huge talent play that we attract people, talented people. And if you’re inclusive in what you do, you’ll attract those people and that’s what it’s all about at the end of the day.” The conclusion of the panel discussion was that being an ally is central to being a leader. To facilitate meaningful change, it is crucial for leaders to be visible allies and to follow through with tangible actions. At the same time, leaders should be respectful of the LGBTQ community by having honest and supportive conversations. Said another panelist, “It’s important to act with permission, and to have courage, because it does take courage to be an advocate for marginalized groups, especially when you’re fighting against the status quo.” The conclusion: allyship is leadership.

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Published

August 2017

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August 10, 2017