Allyship in Response to Systemic Pay Inequality

Communication Intelligence magazine recently examined Gender Pay Disparity, Narratives and Corrections in a Special Report. Today, a follow-up report, closely aligned with the topic, looks at how men can communicate as allies and advocates for equitable, equal pay for women.

One former executive says the conversation is complex and needs to begin beyond organizations’ shortcomings.

Jenny Calcoen

“One cannot look at the gender pay gap as separate from our societal challenges,” says Jenny Calcoen, the CEO and founder at Inner Earthquake, a consulting and coaching practice. “When we understand the water we swim in, it is easier to see the overall picture in its proper context.”

She elaborates on what this means.

“The gender pay gap is influenced by a multitude of factors, including societal norms, cultural expectations and historical biases. Addressing these issues is viewed as a complex challenge that goes beyond mere ethical considerations,” says Calcoen. “It also requires a fundamental shift in thinking.”

She disagrees that this is mostly a matter of governance and compliance.

“First, if you do not believe that there is a systemic issue, you can view it as a relatively straightforward matter of governance and compliance,” says Calcoen, who worked in corporations for 26 years, in six countries, holding senior leadership positions in companies such as IBM and asset management firms in the City of London.

She adds that, “Organizations generally do not act until there is a perception that making changes can benefit the bottom line.”

Calcoen circles back to societal thinking traps and failings.

“If you do see that the gender, ethnicity, race pay gap is part of a larger system and you are in a position to change it, you must take action, even
when it is uncomfortable,” she asserts. “Anything short of that means enabling the status quo,” she says.

It isn’t easy for decision-makers, Calcoen knows.

“This not only requires a certain level of self awareness but also personal and professional courage,” she says. “After all, when you don’t have to make changes because you are not personally affected, what will move you to take action?”

False conclusions about women’s contributions and value are a variable in the problem yet Calcoen says focusing on the societal deficiency in a vacuum is the incorrect focus.

“Seeing the gender pay gap as an isolated occurrence is not helpful,” she insists. “It exists in the context of underrepresentation in fields of study, careers, public institutions and even who is or isn’t allocated venture capital funds. Spoiler alert: it’s not women at 1.9% or black founders at 1.1% of total funds received.”

Men however can work on the same team to be supportive and assertive on the behalf of women. There have been calls to duty for it too.

“It requires men to educate themselves about issues that don’t directly affect them, including the gender pay gap, not by merely asking the women in their lives, but by first researching the data and then cultivating awareness and empathy, by asking themselves often how and who their statements, language, policies and procedures exclude, rather than include (and) by exercising a new or less familiar muscle, so to speak,” Calcoen says.

As for how advocates can communicate in a manner that makes sense for management, she has an idea.

“It is by making advocacy a collaborative effort rather than a confrontational situation,” Calcoen says, adding that, “Initially, this will often be the work of men to communicate their ‘case’ to other men, especially since men occupy 75% of the key five C-suite positions and 71% of corporate board seats.”

Included in these conversations can be men “sharing their own journey of allyship,” Calcoen suggests. “It is also useful to bring in data about how representation and equal pay can affect trust in publicly listed companies’ performances, thereby boosting their stock price.”