Each time we have conducted an insighting or a diagnostics study on gender diversity in an organisation, at least 1 woman has related an incident similar to this. A discussion with the supervisor, however, reveals the other side of the story.
The new motherhood phase is one of the most challenging phases of a career woman’s life. Much has already been talked about this.
While, of course, it is a joyous event, it also brings with it its own set of concerns and dilemmas for the mother to be; effectively balancing career and personal obligations, seamless integration of the responsibility of a new born into her current life style, a job role that enables her to be deeply involved with the upbringing of her child while pursuing her own career aspirations and many other similar dilemmas.
It is but natural that a woman seeks additional support from all corners and all the people involved in her life. A supervisor plays a very crucial role in a person’s career and his or her support during this phase can be life changing. Sometimes women give up lucrative careers, post the arrival of the baby, due to the ‘perceived’ lack of support and understanding from their immediate supervisors.
Let us just flip the coin and hear the version of Nikita’s supervisor, Ramesh.
‘I am really happy for her. But we are in a critical stage of our project and she is playing a pivotal role. I will not be able to find her replacement at all.’
Upon further probing, we recognized that Ramesh had recently been promoted to a Team Lead position and was under tremendous performance pressure. The project that his team was handling was a critical one in the organisation and its success would lead to great billing opportunity in the future. And Nikita’s role was important in it.
Agreed that Ramesh could have received the news with more enthusiasm. However, in his lack of doing so, labelling him as an insensitive leader would be equally detrimental to the team’s performance.
An inclusive environment can be effectively built only when differing perspectives are recognised, appreciated and understood. In the above case, Nikita’s expectation, though valid, was one dimensional. She was very quick to judge Ramesh and put him the bracket of insensitive male.
Just as Ramesh is required to display enthusiasm, she should also be required to appreciate his dilemma. The success of this project would have a long term impact on both their careers.
A supervisor has many dilemmas of his / her own upon hearing the news of an expectant member on their teams :
• How will deadlines be managed in the absence of a team member
• What will happen to her role while she is on the break?
• Will they find an equally effective replacement, even if it is for a short duration?
• How should work be allocated amongst the already stretched team?
• How much of the work will the supervisor have to handle in her absence?
• How will they balance performance expectations with care and affection during this sensitive phase?
Some ways in which the organisation can do this are :
• Sensitise the supervisor and the expectant female employee on each other’s perspectives and dilemmas
• Equip the supervisor with knowledge of handling delicate situations; for example, ways in which they can provide support if the female employee falls ill during a team meeting
• Help the Supervisor recognise ways in which they can offer additional support, such as not fixing late evening meetings, which she may find difficult to attend
• Create open communication channels between employee and supervisor, to ensure that one does not build stereotypical images of the other gende
• Educate the supervisor on the Maternity related policies the organisation has to offer
An organisation that is keen to build an inclusive culture can neither ignore the dilemmas of the supervisor nor the concerns of the mother-to-be. A balanced view of both their concerns will help retain talent especially amongst women employees and sustain the inclusive spirit of the organisation.