Anne-Marie Slaughter wrote a wonderful essay in this month’s Atlantic Monthly entitled, “Why Women Still Can’t Have It All.” It’s directed toward women, but it’s really for everyone who cares about work-life balance in his or her own life and in society as a whole. Her basic premise is that “having it all,” while possible, is predicated on a series of half-truths:
- It’s possible if you’re just committed enough
- It’s possible if you marry the right person
- It’s possible if you sequence it right
To change this, we need to:
- Change the culture of face time
- Revalue family values
- Redefine the arc of a successful career
- Rediscover the pursuit of happiness
- Enlist men
Slaughter’s essay struck me on two levels. First, the lack of women in positions of structural power does not reflect an “insufficient commitment.” Slaughter writes:
To be sure, the women who do make it to the top are highly committed to their profession. On closer examination, however, it turns out that most of them have something else in common: they are genuine superwomen. Consider the number of women recently in the top ranks in Washington—Susan Rice, Elizabeth Sherwood-Randall, Michelle Gavin, Nancy-Ann Min DeParle—who are Rhodes Scholars. Samantha Power, another senior White House official, won a Pulitzer Prize at age 32. Or consider [Sheryl] Sandberg herself, who graduated with the prize given to Harvard’s top student of economics. These women cannot possibly be the standard against which even very talented professional women should measure themselves. Such a standard sets up most women for a sense of failure.
While these “superwomen” are trailblazers, we cannot view the existence of these kinds of women as a measuring stick for a more equitable society. I recently had a Facebook exchange with Tara Hunt about some of the systemic challenges that women in technology face. I referenced Janice Madden’s study of African-American coaches in the NFL and wrote:
I think the problem is that if you’re a woman in tech, you have to stand out in order to make it. We’ll know that real progress has been made when there are just as many crappy female programmers or entrepreneurs as there are male.
Second, we have to reevaluate how we define success for ourselves and for society as a whole. If success is solely about rising to the top of our professions, then the vast majority of us our failures. When did balance, happiness, and family fall out of that equation? And if they haven’t, if we all truly value those things, what kind of structural shifts do we need to make to support them?
At the beginning of the year, I blogged about Groupaya’s three goals for 2012. One of our goals is, “Space for renewal, learning, and play.” I noted:
This is my favorite goal, and it will be the hardest one for us to achieve successfully. When you’re action-oriented, it’s very easy to spend all of your time, well, doing stuff. But it’s not necessarily healthy nor good for business nor good for the world.
When I said, “it will be the hardest one for us to achieve successfully,” what I really meant was that it would be the hardest one for me.
I go out of my way to emphasize to my peers how important I think this goal is. I am constantly reminding my business partner, Kristin, never to apologize for her lack of scheduling flexibility due to her 10-year old son. (The fact that she often does speaks to the unfortunate societal mindsets around work and family to which Slaughter alludes and that we all unconsciously perpetuate.) I am constantly discouraging my colleagues from working on weekends. I go out of my way not to overallocate people’s times.
While my colleagues will credit me for all of these things, they will also (un)happily point out that I am terrible at modeling them and that it sends a very mixed message. Earlier this year, I was complaining to Kristin and my other colleague, Rebecca, about a client who was having trouble respecting boundaries. I observed how often this client emailed or called “after hours,” then admitted that it was more the symbolism than the logistics of this that bothered me, because in reality, I kept similar hours.
“You mean you both work late into the night and start work early in the morning,” responded Rebecca in exasperation. She then told Kristin about an epic email exchange that she was copied on between this client and me that had started after she had gone to bed and that had continued before she had woken up.
I have realized for some time that the sheer numbers of hours that I work along with the lack of clear start and stop times create stress for my colleagues and undermine our collective goal for space and work-life balance. On the one hand, I resent this. I’m not asking others to be like me. Why should I be punished for my persistence and commitment? Why should I hold back if I feel passionate about what I’m doing and compelled to keep doing it?
On the other hand, it’s not about either-or. It’s about finding the balance. The truth is, I’m not happy about where the balance lies for me right now. Adjusting how often and when I work won’t just help others, it will also help me.
Moreover, when I dig deeper into why I work the hours that I do, it’s not all about passion and drive and all that rah-rah stuff that I like to pat myself on the back about. There’s a dark part of me that doesn’t truly believe that we can be “successful” (whatever that means) if I don’t “work my ass off” (whatever that means).
The rational part of me understands the hidden traps of this kind of thinking. The rational part of me understands that space and balance means that I’m more creative, I’m more effective, and I’m more pleasant to be around. I know from experience that slowing down can mean going faster. I know all of these things, but I’m worried that my dark, hidden beliefs undermine my attempt to achieve balance. Even worse, I’m worried that they undermine my attempt to support my colleagues in living this balance.
Finding this balance takes work and discipline, but it also requires reexamining the structures around you. We’re experimenting with a lot of things at Groupaya right now. We have tools that help manage our information flow so that we’re not disturbed after hours. We all track our time, and I’m trying to figure out how we might reward people for working smarter, fewer hours.
It’s not easy, and we don’t have the answers yet, but it’s a necessary exploration. If your structures don’t reinforce your beliefs, then neither will your behaviors. This is true for individuals, for organizations, and for society as a whole.
|« Three Tips on Life from Pete Rose||Abelard: A Tool for Slow Discourse »|