Gender Disaggregated Data
Evidence-based decision making
As a firm believer in processes and evidence-based decision-making, I know that with the right data, we can influence, level the playing field, and bring about positive change. An organisation of any size must have parameters and processes to ensure consistent approaches to managing its teams. Of course, there’s the law to twist the arms of those who can’t be too bothered with pandering to people and their needs. But of course, they won’t say this out loud because they can’t — it’s not politically correct. So then the tickbox exercise of having policies comes into play without any substance to it. (rant over!)
My point is that if we all truly captured and wrangled with data accurately without massaging it to fit what we want it to say then yes it is a wonderful leveling concept.
It becomes indisputable. It supports justice and fairness.
Is Data Enough?
When there isn’t enough gender-disaggregated data available, how can we demonstrate that women have been discriminated against in the workplace and beyond that has firmly fixed them in the role of a carer and that as human beings their individual needs are not accounted for?
Statistics are available for example, about violence against women and girls, a woman’s reproductive cycle, and healthcare, this is brilliant but not having gender-disaggregated data for other parts of a woman’s identity reinforces that women need protection and are the weaker sex.
Therefore how can they lead nations?
We can say women are not accessing leadership positions despite being provided with all the mechanisms possible.
We can say that women are not interested or not taking up these opportunities that are provided.
We can also say that they lack confidence so how can we put them in decision-making roles without them proving themselves that they are competent?
My question is how have men gone about proving that they are competent to be decision-makers or is it that their inherent role of hunter gives them the upper hand and that as carers women are weak?
The stats for the number of leadership development opportunities versus the number taken up by women are disproportional.
What else can we do? (say well-meaning organisations)
Why is it not working? Women don’t want to be leaders. (says one gaslighter) she has a baby (says another) she is emotional (says another as though it was unnatural).
If a woman leader sees an atrocity happening she cries. She’s human.
Of course, there may be someone reading this thinking not all women are like that and they will pick the one or two women leaders through history who had to be alpha masculine to be part of the “big boys club”.
This week at the GM4Women2028’s Annual Data Scorecard event, the data shared was not encouraging over the last 4 years there hasn’t been a shift in for example the number of women in the cabinet (one of their goals).
And another four years will pass. How can we make a change that is sustained and radical?
Call for action
I suggested for example, if 20 women are needed in the cabinet to ensure equal representation then have a bespoke campaign to find 22–25 women with potential and passion. Train, support, and pave the way for them to reach those roles by 2028. There are so many organisations and initiatives to support this already out there. Join forces!
So instead of gently encouraging a woman to stand for office why not hold her hand through it?
Isn’t it time?
