To tap the full potential of these agents for change, organisations must listen and push beyond assumptions.
Carolyn was thrilled when she was offered a role in China. A high flyer in her Dutch organisation and fluent in Mandarin, she believed this was the perfect opportunity to get the international experience that she wanted. However, her boss suggested that it would be difficult for a woman to lead a team for this particular project in China. While his intentions might have been good, his comments left her feeling vulnerable to concerns about gender bias and her ability to handle it.
She knew that the decisions she would have to make in an unfamiliar context would be scrutinised. Carolyn could run into difficulties related to language. While these factors risked eroding some of her self-confidence, she was determined to enter this complex negotiation and decision-making arena. Due to her gender and culture, Carolyn was used to standing out and knew how to benefit from different perspectives. She would probably need to be much better than the men who had previously held the same position to be appreciated. Continue reading