Equality. Respect. Safety. Inclusion. For centuries women have fought to carve out and build on these pathways to help build and shape a brighter, more equitable future.
While every day is a good day to celebrate the women who have touched our lives, International Women’s Day gives us another reason to recognize women’s incredible achievements and encourage others to support gender equality.
The history of International Women’s Day
International Women’s Day is a global holiday that lands every year on March 8th. Over the years, International Women’s Day themes have highlighted challenges women around the globe face daily, including gender bias, pay inequality, and discrimination—but its true origins start with the labor movement in New York. In 1908, 15,000 women marched through New York demanding shorter working hours, better pay, and the right to vote. One year later, the first-ever National Women’s Day was established. This movement continued to grow around the world, so much so it became an annual event recognized by the United Nations.[1] International Women's Day is more than just a day dedicated to empowering women. This day, and every day, should be used to challenge inequality to create true equity and inclusivity.
#BreakTheBias
The focus of this year’s International Women’s Day theme is #BreakTheBias. The goal, in part, is to create gender equality in workplaces, communities, schools and more. While progress has been made, there’s still more work to do.
For example, women make up more than 50% college-educated workforce, but only make up a small percentage of CEOs and continue to be underrepresented in all levels of leadership.[2] Why? Well, part of the answer lies in gender bias. Men in leadership roles are described as achievers and decisive whereas women in leadership roles are sometimes labeled dominant or aggressive.[3,4]
But research shows female representation can be the key to systemically changing these gender stereotypes. In other words, hiring women into leadership positions as CEOs or members of executive boards can provide a clear path to combating bias and discrimination.[5]
Using science to create gender equality
Implementing a science-backed approach can be the first step to creating gender equality at your company—and we practice what we preach. Over the last year, 76% of promotions at MindGym have been for women and we are proud to have a leadership team that represents a 50/50 gender split.
Expert behavioral scientists here at MindGym believe developing a considered and consistent narrative about diversity and why it matters is key. Not only to support the women in your organization, but also in creating lasting change for all throughout your organization. So far, we’ve delivered nearly 12,000 diversity programs for clients across 20 years. Now, our teams are ready to help you with yours.
Want to learn more?
Download our whitepaper – The inclusion solution which reveals how the world’s most progressive companies are transforming their approach to inclusion.
Get it together - MindGym’s webinar on how to engage in inclusive convos without leaving anyone behind
Or speak to one of our experts.
References:
- History of international women's day. International Women's Day. (n.d.). Retrieved March 4, 2022, from https://www.internationalwomensday.com/Activity/15586/The-history-of-IWD
- Women CEOs in America | Changing the Face of Business Leadership. Women CEOs in America. (n.d.). Retrieved March 4, 2022, from https://www.wbcollaborative.org/wp-content/uploads/2021/10/Women-CEOS-in-America_2021_1013-2.pdf
- M. E. Heilman, Description and prescription: How gender stereotypes prevent women’s ascent up the organizational ladder. J. Soc. Issues 57, 657–674 (2001).
- A. H. Eagly, S. J. Karau, Role congruity theory of prejudice toward female leaders. Psychol. Rev. 109, 573–598 (2002).
- Lawson, M. A., Martin, A. E., Huda, I., & Matz, S. C. (n.d.). Hiring women into senior leadership positions is associated with a reduction in gender stereotypes in organizational language. Retrieved March 4, 2022, from https://www.pnas.org/doi/pdf/10.1073/pnas.2026443119
