Bias In Workplace Quotes

Women have always worked. They have worked unpaid, underpaid, underappreciated, and invisibly, but they have always worked. But the modern workplace does not work for women. From its location, to its hours, to its regulatory standards, it has been designed around the lives of men and it is no longer fit for purpose. The world of work needs a wholesale redesign--of its regulations, of its equipment, of its culture--and this redesign must be led by data on female bodies and female lives. We have to start recognising that the work women do is not an added extra, a bonus that we could do without: women's work, paid and unpaid, is the backbone of our society and our economy. It's about time we started valuing it.

Fairness isn’t about charity. It’s smart business.

Bias in the workplace is a form of tribalism – you’re either in or out

And so, because business leadership is still so dominated by men, modern workplaces are riddled with these kind of gaps, from doors that are too heavy for the average woman to open with ease, to glass stairs and lobby floors that mean anyone below can see up your skirt, to paving that’s exactly the right size to catch your heels. Small, niggling issues that aren’t the end of the world, granted, but that nevertheless irritate. Then there’s the standard office temperature. The formula to determine standard office temperature was developed in the 1960s around the metabolic resting rate of the average forty-year-old, 70 kg man.1 But a recent study found that ‘the metabolic rate of young adult females performing light office work is significantly lower’ than the standard values for men doing the same type of activity. In fact, the formula may overestimate female metabolic rate by as much as 35%, meaning that current offices are on average five degrees too cold for women. Which leads to the odd sight of female office workers wrapped up in blankets in the New York summer while their male colleagues wander around in summer clothes.

Recognizing that you have a bias and blind spots is essential to personal growth.

Controlling your mindset is one of the most powerful badass things you can do.

I don’t care how old you are—fifty, sixty, or seventy. Your value doesn’t diminish with each birthday.

Don’t be stingy with your praise and support of other women. What goes around comes around. It’s great karma.

Ambition doesn’t end on a particular birthday. Own it and live it.

Try to hear the impact of what you have done. Don't just hear the action: "You consistently speak over me in work meetings and you do not do that to white people in our meetings." That is easy to brush off as, "I just didn't agree with you," or, "I didn't mean to, I was just excited about a point I was trying to make. Don't make a big deal out of nothing." Try to also hear the impact: "Your bias is invalidating my professional expertise and making me feel singled out and unappreciated in a way which compounds all of the many ways I'm made to feel this way as a woman of color in the workplace.

To counteract the gender bias, men shouldn’t take over the note-taking from women, everyone should be taking notes!” How

It’s long overdue that we expose this behavior and create environments where everyone feels safe and can be productive at work.

You now have more experience and wisdom than ever before. Age enhances your value.

We believe that we don’t have what it takes to compete, therefore we don’t compete.

Make it your mission to finish your career on your terms with a bang, not a whimper.

Be proud of how you show up every day, feeling comfortable in your own skin, being your magnificent you.

When did wrinkles become shameful and when did we start buying into all this bullshit?

What a waste of time it is to be anxious and worried about aging instead of living.

In modern society we often try to separate our personal and professional life. But this separation needs to be erased. People work better when they are accepted for who they are, living as a whole human being.

I think we should first address conscious and unconscious bias. I believe these conjoined twins set the stage for how office politics erode the workplace, leaving a lot of talented and tenured people overlooked and undervalued—more than likely people of color.

since the 1974 Health and Safety at Work Act, workplace fatalities in the UK have dropped by 85%. But there is a caveat to this good news story. While serious injuries at work have been decreasing for men, there is evidence that they have been increasing among women.7 The rise in serious injuries among female workers is linked to the gender data gap: with occupational research traditionally having been focused on male-dominated industries, our knowledge of how to prevent injuries in women is patchy to say the least.

But a workplace predicated on the assumption that a worker can come into work every day, at times and locations that are wholly unrelated to the location or opening hours of schools, childcare centres, doctors and grocery stores, simply doesn’t work for women. It hasn’t been designed to.

second related pressure stems from organizational biases—whereby employees become captured by the institutional culture that they experience daily and adopt the personal preferences of their bosses and workplaces more generally. Over a century ago, the brilliant economist and sociologist Thorstein Veblen illustrated how our minds become shaped and narrowed by our daily occupations:

But the story of BPA is not just about gender: it’s also about class. Or at least it’s about gendered class. Fearing a major consumer boycott, most baby-bottle manufacturers voluntarily removed BPA from their products, and while the official US line on BPA is that it is not toxic, the EU and Canada are on their way to banning its use altogether. But the legislation that we have exclusively concerns consumers: no regulatory standard has ever been set for workplace exposure.5 ‘It was ironic to me,’ says occupational health researcher Jim Brophy, ‘that all this talk about the danger for pregnant women and women who had just given birth never extended to the women who were producing these bottles. Those women whose exposures far exceeded anything that you would have in the general environment. There was no talk about the pregnant worker who is on the machine that’s producing this thing.

.. evidence from around the world shows that political gender quotas don’t lead to the monstrous regiment of incompetent women. In fact, in line with the LSE study on workplace quotas, studies on political quotas have found that if anything, they ‘increase the competence of the political class in general’. This being the case, gender quotas are nothing more than a corrective to a hidden male bias, and it is the current system that is anti-democratic.

I’m done being polite about this bullshit. My list of professional insecurities entirely stems from being a young woman. Big plot twist there! As much as I like to execute equality instead of discussing the blaring inequality, the latter is still necessary. Everything, everywhere, is still necessary. The more women who take on leadership positions, the more representation of women in power will affect and shift the deep-rooted misogyny of our culture—perhaps erasing a lot of these inherent and inward concerns. But whether a woman is a boss or not isn’t even what I’m talking about—I’m talking about when she is, because even when she manages to climb up to the top, there’s much more to do, much more to change. When a woman is in charge, there are still unspoken ideas, presumptions, and judgments being thrown up into the invisible, terribly lit air in any office or workplace. And I’m a white woman in a leadership position—I can only speak from my point of view. The challenges that women of color face in the workforce are even greater, the hurdles even higher, the pay gap even wider. The ingrained, unconscious bias is even stronger against them. It’s overwhelming to think about the amount of restructuring and realigning we have to do, mentally and physically, to create equality, but it starts with acknowledging the difference, the problem, over and over.

If trust is the core value that allows us to meet the world in a cheerful stance, then tolerance is the equally important quality that allows us to deal with the realities of differences and conflict. Let's be honest: If people were all more or less the same — if there were no differences in race, religion, sexual orientation, political leanings — life would in some ways be easier. But, boy, would it be dull! Diversity is the spice of life. Our ability to embrace diversity makes our own lives richer. Conversely, whenever we fall victim to prejudice or unadmitted bias, we make our own lives smaller and poorer. You don't believe that women are the equal of men in the workplace? Well, your world has just shrunk by half. You have a problem with gay people? Well, you just deprived yourself of 10 percent of the population. You're not comfortable with black people? Latinos? You get my drift. Keep giving in to intolerance, and eventually your world contains no one but you and a few people who look like you and think like you; it gets to resemble a small, snooty, and deathly dull country club! Is that a world worth living in?

For Ginsburg, therefore, the #MeToo movement, in which women used social media and other platforms to demand the same respect in the workplace as their male colleagues, was a vindication of her vision that women should empower themselves by joining the workplace in numbers and refusing to tolerate unequal treatment, intentional or unintentional. Ginsburg believes that the Constitution should be interpreted to root out unconscious biases that subordinate women. But as she recognized decades ago, true equality requires that men and women work together to root out unconscious bias in families and in the workplace.

He – and it implicitly is a he – doesn’t need to concern himself with taking care of children and elderly relatives, of cooking, of cleaning, of doctor’s appointments, and grocery shopping, and grazed knees, and bullies, and homework, and bath-time and bedtime, and starting it all again tomorrow. His life is simply and easily divided into two parts: work and leisure. But a workplace predicated on the assumption that a worker can come into work every day, at times and locations that are wholly unrelated to the location or opening hours of schools, childcare centres, doctors and grocery stores, simply doesn’t work for women.

It has become fashionable for modern workplaces to relax what are often seen as outmoded relics of a less egalitarian age: out with stuffy hierarchies, in with flat organisational structures. But the problem with the absence of a formal hierarchy is that it doesn’t actually result in an absence of a hierarchy altogether. It just means that the unspoken, implicit, profoundly non-egalitarian structure reasserts itself, with white men at the top and the rest of us fighting for a piece of the small space left for everyone else. Group-discussion approaches like brainstorming, explains female leadership trainer Gayna Williams, are ‘well known to be loaded with challenges for diverse representation’, because already-dominant voices dominate.

Male power and patriarchy are clearly part of the picture. Men historically created the workplace rules and influenced social norms that overlooked sexual harassment. An evolutionary perspective highlights an underlying sexual psychology that influences these male-biased practices. Studies by psychologist John Bargh and his colleagues, for example, explored the unconscious links between power and sex.25 One study found that men experienced an unconscious association between the concepts of power and sex, but this occurred only for men who scored high on a “likelihood to sexually harass” scale. In these men’s minds, concepts like “authority” and “boss” were automatically linked with concepts like “foreplay,” “bed,” and “date.” Their second study primed men to think about power and subsequently asked them to rate the attractiveness of a female confederate in the room who the men believed was just another study participant. Again, only men scoring high in likelihood to sexually harass viewed the woman as especially attractive and expressed a desire to get to know her. In short, power and sex are linked, but primarily in the minds of a subset of men. This may explain why only a minority of men in positions of power over women sexually harass them; many men with power do not.

One stumbling block is that many people believe that the workplace is largely a meritocracy, which means we look at individuals, not groups, and determine that differences in outcomes must be based on merit, not gender. Men at the top are often unaware of the benefits they enjoy ´simply because they're men, and this can make them blind to the disadvantages associated with being a woman. Women lower down also believe that men at the top are entitled to be there, so they try to play by the rules and work harder to advance rather than raise questions or voice concerns about the possibility of bias. As a result, everyone becomes complicit in perpetuating an unjust system. (p.151)

The day a CEO breaks bread with the janitor, that is the day a company truly becomes human.

all adults, especially high-achieving ones, are subject to a cognitive bias called naive realism that gives us the experience of “knowing” what's going on.25 As noted in the previous section, we believe we are seeing “reality” – rather than a subjective view of reality. As a result, we often fail to wonder what others are seeing. We fail to be curious. Worse, many leaders, even when they are motivated to ask a question, worry that it will make them look uninformed or weak.

A codicil to this ability mentioned above - call it the magic of deep focus - is the power to juggle a dozen projects at once, yet make everyone feel you are working for them alone. I can relate to that, too. It's not a personality flaw (I hope) so much as a survival mechanism biased toward getting the job done and segueing on to the next job. Focus and large swaths of concentration are often going to be taken personally as slights by people you love. They may not comprehend or have experienced the ability to think inside the netherzone, the workplace where five hours can vanish like five minutes. -- David J. Schow

Tech’s love affair with the myth of meritocracy is ironic for an industry so in thrall to the potential of Big Data, because this is a rare case where the data actually exists. But if in Silicon Valley meritocracy is a religion, its God is a white male Harvard dropout. And so are most of his disciples: women make up only a quarter of the tech industry’s employees and 11% of its executives.11 This is despite women earning more than half of all undergraduate degrees in the US, half of all undergraduate degrees in chemistry, and almost half in maths.12 More than 40% of women leave tech companies after ten years compared to 17% of men.13 A report by the Center for Talent Innovation found that women didn’t leave for family reasons or because they didn’t enjoy the work.14 They left because of ‘workplace conditions’, ‘undermining behaviour from managers’, and ‘a sense of feeling stalled in one’s career’. A feature for the Los Angeles Times similarly found that women left because they were repeatedly passed up for promotion and had their projects dismissed.15 Does this sound like a meritocracy? Or does it look more like institutionalised bias?

I won’t play the game—I don’t bake cupcakes and make cooing noises over pictures of everyone’s kids. If a man doesn’t bake cupcakes and make cooing noises, you know what they call him? Senior Partner. Ben hasn’t made cupcakes once. But men expect you to be more thoughtful than they are—softer, more accommodating. And when you are paid less than your peers, or assaulted on a date, or lose a promotion, they’ll tell you it was your fault—you were too soft, too accommodating.

In my experience, triggers are the prime reason that men and women end up retreating to gender silos, narrowing their experience and depriving themselves of useful connections. That’s what happened when Jen enlisted Chantal to commiserate with her after the meeting in which Mark received credit for her idea. Sharing her resentment with a female colleague may have temporarily relieved the emotional distress Jen felt at being disregarded. But venting her feelings only reinforced the story she was telling herself to explain what had happened: “Men just can’t listen to women!” This increased the likelihood of her remaining stuck in a negative groove. It’s the stories we tell ourselves when we feel triggered that keep us dug in and limit our ability to frame an effective response. Here’s how the process works: First, the trigger kicks off an emotional reaction that blindsides us. We feel a rush of adrenaline, a sinking in the pit of our stomach, a recoil, a blinding rage, or a snide “of course.” Or we may simply feel confusion. Our immediate impulse may be to lash out. But if we’re in a work situation, we fear what this could cost us, so we try to suppress our feelings and move on. When this doesn’t succeed, we may grab the first opportunity to complain to a sympathetic colleague, which is why so much time at work gets consumed in gripe sessions and unproductive gossip. In this way, our response to triggers plays a role in shaping toxic cultures that set us against one another, justify sniping, and waste everybody’s time. But whether we suffer in silence or indulge the urge to vent, the one thing we almost always do when triggered is try to put what happened in some kind of context. This is where storytelling enters the picture. We craft a narrative based on past experience or perceptions in a way that assigns blame, exonerates us, and magnifies impact. Because these stories make us feel better, we may not stop to question whether they are either accurate or useful. Yet the truth is that our go-to stories rarely serve us well. They are especially damaging when they operate across divides: gender, of course (“Men can’t, women just refuse”), but also race, ethnicity, sexual orientation, and age (“They always, they seem incapable of…”). Because these default stories rely on generalizations and stereotypes, they reinforce any biases we may have. This makes it difficult for us to see others in their particularity; instead, they appear to us as members of a group. In addition, because our go-to stories usually emphasize our own innocence (“I had no idea!” “I never guessed he would…”), they often reinforce our feelings of being aggrieved or victimized—an increasing hazard for men as well as women. Since we can’t control other people, our best path is to acknowledge the emotional and mental impact a trigger has on us. This necessary first step can then enable us to choose a response that enhances our dignity and serves our interests.

In the ever-evolving landscape of modern workplaces, bias continues to cast an insidious shadow, subtly influencing interactions, decisions, and experiences. While conversations on workplace bias often center around overt discriminatory practices, it is equally essential to shed light on more subtle, nuanced forms of bias.

people who first had the opportunity to demonstrate that they were nonprejudiced were subsequently more willing to express attitudes that showed bias.

When you are one of the only people from a particular cultural background—in a classroom, a workplace, or an entire field—any bias that you face is complicated by being female.

accommodate, within reason, the religious practices of workers and applicants unless they impose an “undue hardship” on the business. It is the latest in a line of Supreme Court cases that have elevated religious rights over secular interests, whether exercised by powerful corporations, government agencies or prison inmates. The majority opinion by Justice Antonin Scalia stressed two points that outline the role religion can have in the workplace. Employers must do more than handle religious practices in the same way they do secular ones, he wrote, because federal law gives faith-related expression “favored treatment, affirmatively obligating employers” to accommodate things they could otherwise refuse. Moreover, he wrote, an applicant or employee alleging religious discrimination doesn’t have to prove the employer was motivated by bias.

Structural racism is dozens, or hundreds, or thousands of people with the same biases joining together to make up one organisation, and acting accordingly. Structural racism is an impenetrably white workplace culture set by those people, where anyone who falls outside of the culture must conform or face failure.

All things being equal, we’ll find a sympathetic story that explains and justifies our own behavior. We remember what we got right, and as we’ll explore in the next chapter, we ascribe generally good intentions to ourselves. Ninety-three percent of American motorists believe they are better-than-average drivers. In a 2007 BusinessWeek poll, 90 percent of the managers surveyed believed their performance in the workplace to be in the top 10 percent.4 These biases can make difference spotting tougher still since we each feel it’s the other who is biased. In fact, we’re both biased, and we each need the other in order to see the whole picture more clearly.

An employee wronged is a company wronged.

There are four dimensions of racism: 1. Structural: This occurs where multiple institutions uphold racism. 2. Institutional: This can manifest itself in policies and practices that reinforce racist standards within a workplace. 3. Interepersonal: This is the relationship between people. It includes racist acts and microagressions carried out from person to person. 4. Individual or internalised: This addresses the individual. Internalised core beliefs and bias lead to subtle and overt messages that reinforce negative beliefs and bias lead to subtle and overt messages that reinforce negative beliefs and self-hatred

A place where people are accepted for who they are, is where they think better, feel better, work better, and above all live better.

When you’re inspired, you become inspiring.” “Before building walls, build a foundation, make sure it’s solid and that it remains solid.” “Never limit your ambitions.” “If you want to shine like a star, care to make others shine like stars.” “Someone’s respect for the environment will likely reflect his truest respect for others.” “Learn to recognize and celebrate your personal milestones. It will trigger positive emotions in you.” “Make peace with your past. You’ll emotionally be more positive. You’ll improve your wisdom. You’re inner sweetness will breathe out more efficiently.” “When you emotionally manage the fact that perfection does not exist and only reaching excellence does, your inner sweetness will breathe efficiently.” “We all have emotional batteries. We are all energy. Your positive energy can help someone else recharge.” “Humans are responsible for nearly all problems and are the solution for everything - Be positively, the solution!” “Be careful what you tolerate in your company, you are teaching levels of the pyramid how to treat your business Culture and Core Values.” “Raising your voice is not an argument.” “Feed positively your roots. As a result, your inner sweetness will breathe efficiently thru your shell.” “Authenticity in the workplace is not define as making yourself difficult to manage – Be positively authentic!” “Be positively the influencer, not the follower.” “Biases can trick us as humans and have a negative impact on our emotions – Be positively curious!” “Never make someone emotionally pay the price because of how you were not able to manage positively your own emotions.” “If you want your team to improve their technical skills, make sure to improve your interpersonal skills first.” “Beware of the individualism culture. If you are in a people management/leadership position, remember the following: IT’S NOT ABOUT YOU!” “Like the roots of a human’s mind, feed social media positively. It will feed a large scale of humans mind!” “Like an upside-down pineapple fruit, the inner sweetness of a company becomes sweeter when you flip upside down the position level pyramid!” “Do not wait for someone to harvest you. Build your own path!” “A leader should trigger positive emotions and it all starts with you!” “Earth is more beautiful than we think – Imagine how splendid it would be if we were all interacting positively on it!” Communication becomes efficient when it’s done we positive emotions – Be positively curious!” “Having excuses for everything is the roadblock of self-awareness and inner growth” “Don’t limit your challenges – rather – Challenge your limits!” “The higher the position level you’re ambitious to reach, the less about you it should be. In life, you’re already at the top, therefore, it starts with you because it is not about you!” “I’m realistically optimistic!” “The pineapple - from all fruits – looks authentic. The great thing about it is no matter its shape – size - high – and color, one thing remains the same: Its inner sweetness! A pineapple = a pineapple. A pineapple = a human” “Often, what we think we know - what we think is - and what we think should are our biggest obstacles in life. Be positively curious!” “Being curious is best practice – Be positive curious, meaning, with positive emotions. Your inner sweetness will be felt with this approach” “Keep it sweet with yourself, not everything is suited for everyone!” “The art of managing with discipline emotional challenges and a sign of a mental strength is when many appreciate what you do in the shadow and in silence, and you still do more than expected.” “Beware of the time is money mindset blind spots, respectful interactions and good social etiquettes are not to be served like an American fast food!” “Look and listen without biases – Be positively curious!

When you’re inspired, you become inspiring.” “Before building walls, build a foundation, make sure it’s solid and that it remains solid.” “Never limit your ambitions.” “If you want to shine like a star, care to make others shine like stars.” “Someone’s respect for the environment will likely reflect his truest respect for others.” “Learn to recognize and celebrate your personal milestones. It will trigger positive emotions in you.” “Make peace with your past. You’ll emotionally be more positive. You’ll improve your wisdom. You’re inner sweetness will breathe out more efficiently.” “When you emotionally manage the fact that perfection does not exist and only reaching excellence does, your inner sweetness will breathe efficiently.” “We all have emotional batteries. We are all energy. Your positive energy can help someone else recharge.” “Humans are responsible for nearly all problems and are the solution for everything - Be positively, the solution!” “Be careful what you tolerate in your company, you are teaching levels of the pyramid how to treat your business Culture and Core Values.” “Raising your voice is not an argument.” “Feed positively your roots. As a result, your inner sweetness will breathe efficiently thru your shell.” “Authenticity in the workplace is not define as making yourself difficult to manage – Be positively authentic!” “Be positively the influencer, not the follower.” “Biases can trick us as humans and have a negative impact on our emotions – Be positively curious!” “Never make someone emotionally pay the price because of how you were not able to manage positively your own emotions.” “If you want your team to improve their technical skills, make sure to improve your interpersonal skills first.” “Beware of the individualism culture. If you are in a people management/leadership position, remember the following: IT’S NOT ABOUT YOU!” “Like the roots of a human’s mind, feed social media positively. It will feed a large scale of humans mind!” “Like an upside-down pineapple fruit, the inner sweetness of a company becomes sweeter when you flip upside down the position level pyramid!” “Do not wait for someone to harvest you. Build your own path!” “A leader should trigger positive emotions and it all starts with you!” “Earth is more beautiful than we think – Imagine how splendid it would be if we were all interacting positively on it!” Communication becomes efficient when it’s done we positive emotions – Be positively curious!” “Having excuses for everything is the roadblock of self-awareness and inner growth” “Don’t limit your challenges – rather – Challenge your limits!” “The higher the position level you’re ambitious to reach, the less about you it should be. In life, you’re already at the top, therefore, it starts with you because it is not about you!” “I’m realistically optimistic!” “The pineapple - from all fruits – looks authentic. The great thing about it is no matter its shape – size - high – and color, one thing remains the same: Its inner sweetness! A pineapple = a pineapple. A pineapple = a human” “Often, what we think we know - what we think is - and what we think should are our biggest obstacles in life. Be positively curious!” “Being curious is best practice – Be positive curious, meaning, with positive emotions. Your inner sweetness will be felt with this approach” “Keep it sweet with yourself, not everything is suited for everyone!” “The art of managing with discipline emotional challenges and a sign of a mental strength is when many appreciate what you do in the shadow and in silence, and you still do more than expected.” “Beware of the time is money mindset blind spots, respectful interactions and good social etiquettes are not to be served like an American fast food!” “Look and listen without biases – Be positively curious!

My call to action goes well beyond asking you to pressure your recruiting team to hire a couple of token employees. That's easy and you've been doing that for years. My call to action is that you dig deeper and place focus on making the work environment sustainable for the minorities you introduce to your team. I'm challenging you to refrain from the habitual practice of listening only to the jaded opinions of people that you are more familiar with. Consider that, although you may be under the impression that your employees have strong ethics, morals and values, there is a possibility that they mat not be telling you the entire truth when speaking about the performance or demeanor of minorities. Furthermore, I challenge you to accept that racism, ageism, ableism, classism, sizeism, homophobia, etc., are real and shaping the semblance of your organization. Accepting that fact does not mean that people you work with and trust are bad people. It simply means that many of them are naïve, fearful, and more comfortable with pointing fingers at the innocent than they are with facing and addressing their own unconscious and damaging biases.

We interpret reality with a bias that twists the available evidence according to narratives that feel familiar but may be untrue and unhelpful to who and what is actually before us. Psychoanalysis calls this imposition of a past assumption onto present reality a transference.

Women have always worked. They have worked unpaid, underpaid, underappreciated, and invisibly, but they have always worked. But the modern workplace does not work for women.

There is not one question in the ACEs test about overt racism—such as discrimination and abuse, which are obvious forms of racial trauma—let alone any reference to the subtler, more pervasive and harmful forms of bigotry and bias that exist in the infrastructure of society. When you live in a world that is unsupportive and outright threatening—in the education system, prison system, health care system, and most workplaces—you are existing in an almost constant state of trauma. Marginalized groups, especially BIPOC, are navigating systemic oppression, discriminatory laws, and a prejudicial framework that may place them squarely into “a state of relative helplessness,” the essence of Scaer’s definition of trauma.

Ginsburg believes that the Constitution should be interpreted to root out unconscious biases that subordinate women. But as she recognized decades ago, true equality requires that men and women work together to root out unconscious bias in families and in the workplace.

Especially for women, it’s appealing and inspirational to hear a clarion voice calling for our right to self-actualization, given the millennia of female oppression. Until shockingly recently, and even still today, the relation of the sexes has reliably meant the silencing of female identity, desire, and goals. Even in the precincts of enlightenment and privilege, women often feel that we’ve handed over our entire minds to caring for others. We understandably feel put-upon, deprived, and resentful. Scholars provide ample evidence of the costs of workplace bias, and the corrosive effects on relationships of gendered divisions of labor. Getting in touch with our anger is a first step to positive change. But our challenge is to work toward solving the problems in the actual relationships in front of us. We reclaim genuine space for our identities not by rushing headlong into simplistic remedies, but by engaging in the less glamorous spadework of paying attention to our feelings, clarifying what matters to us, asserting our point of view, and negotiating for change. There

workplace violence in healthcare is ‘an under-reported, ubiquitous, and persistent problem that has been tolerated and largely ignored’.

Millions of Americans have quietly and hopelessly concluded that paychecks and the freedom to be creative at American workplaces rarely – if ever – coexist.

The world is expected to take it for granted than an American expat who studied at any 'reputable' American academic institution is smart, well trained, and competent to do a job anywhere around the globe, but the opposite is never true for newcomers in the U.S.

[F]or most jobs that are not slavery conditions, American employers expect newcomers, if fortunate enough to be considered, to have a strong command of the English language. Yet, for Western expats in other countries, the colonially written job posts always make it clear that speaking the language of that country is ‘a plus, but not required.’ In brief, American education and qualifications are treated as sacred, while those acquired elsewhere are untrustworthy and must be proven all over again.

The hierarchy of most workplaces in America looks very much like climbing high mountains—the higher you get, the whiter the scenery becomes.

In brief, if we do not seriously problematize diversity as practiced currently in our society, we all lose. The diverse people should take this more seriously than anyone else, because putting them at the forefront of the battlefield with low-paid jobs while making them look like they are 'stealing' someone else’s job opportunities is not worth the paychecks they are getting in the long run. It is no secret that this hoax of diversity has turned countless poor and marginalized White Americans into the biggest enemies of diversity in America. This negatively affects all diverse people who truly love and make important contributions to the American society.

As a result, we now see a plethora of MBA-holders mushrooming in and infiltrating every sector, company and corporation, no matter how large or small. With rare exceptions, these MBA-holders hardly bring any creativity or depth to the table. For them, everything is about profits and building their own image and profile. They seldom care about the well-being and advancement of those who fall under the mercy of their business ideas. They are usually people who, like a herd of sheep, have been told that an MBA is the easiest and fastest route to prosperity and advancement, so they go to school, get that MBA, and from there wreak havoc in every place they set their foot on. With their mediocrity and strong desire to advance at any cost, their management styles often create a culture of fear and intimidation among employees. This culture is usually characterized by serious retaliation if anyone dares to open their mouth to challenge their authority or critique their ideas.

In reality, in most American companies, only few handpicked—arguably appointed— individuals in powerful positions; positions like leadership, finance, treasury, advisory, and so on, have the last say in what matters. Their words, no matter how nonsensical, are treated as the ultimate wisdom. Their silences are emulated by everyone else working under them, regardless of any human, capital, or ethical costs resulting from such silences. These powerful individuals are often so emotionally and intellectually abusive that employees treat even their most absurd suggestions as roadmaps dictating the direction of any company or project at hand.

Transferring childcare from a mainly unpaid feminised and invisible form of labour to the formal paid workplace is a virtuous circle: an increase of 300,000 more women with children under five working full-time would raise an estimated additional £1.5 billion in tax.84 The WBG estimates that the increased tax revenue (together with the reduced spending on social security benefits) would recoup between 95% and 89% of the annual childcare investment.85 This is likely to be a conservative estimate, because it’s based on current wages – and like properly paid paternity leave, publicly funded childcare has also been shown to lower the gender pay gap. In Denmark where all children are entitled to a full-time childcare place from the age of twenty-six weeks to six years, the gender wage gap in 2012 was around 7%, and had been falling for years. In the US, where childcare is not publicly provided until age five in most places, the pay gap in 2012 was almost double this and has stalled.

Remember, it takes courage, vulnerability, and humility to admit what you don’t know and experiment with new behaviors.

Those with the least social capital and power shouldn’t be asked to instigate the most change.

It’s time for women fifty and beyond to claim their workplace power.

Our age works against us, as does our gender, and we can’t take this shit lying down.

Being a badass means owning who you are, owning your experience, your wisdom, your talent, your age.

The bottom line is that gendered ageism is a factor in our careers. There’s no denying it.

You can’t sit on your ass and wait for things to miraculously happen for you.

Say it out loud: “I’m not done yet!” Own it. Live it.

When you're fearful of aging, you don't step into your full power and potential.

Loving yourself is badass, about as badass as you can get.

It’s your time and you have to claim it.