It's time to talk about ageism

If you’ve been following this newsletter for the past two years, you know that I’m fixated on why it’s urgent to get more women into corporate leadership and what we need to do to break down the barriers blocking us from gender equity in the highest ranks. 

That’s why I’m turning my focus to ageism. 

Unlike sexism, racism, antisemitism, homophobia—you name it—ageism is still widely accepted in today’s business culture. The bias against older people in senior-level roles is one of the last tolerated—or most justified—forms of discrimination.

And while ageism certainly does not impact women alone, it hits us a whole lot harder — and in different ways — than our male counterparts. For women, it’s a double whammy; there never seems to be a time when we are on equal footing in the workplace with men. When women are young, we are seen as too young, even as our male counterparts of the same age are considered to be in their prime. As we start families, the well-documented Motherhood Penalty — a decline in pay when women become mothers — kicks in. By contrast, men often get promoted when they start families. Culturally, men are seen as being more responsible when they become dads and that translates to salary and title. By our 50s, unless a woman has already made it to the top, she is likely to be seen as “past her prime,” even as middle-aged men are deemed experienced and accomplished. (I realize ageism also negatively impacts men and I will be tackling that topic in this newsletter, too.) 

As I have pointed out before, so many of the ways society measures success are antiquated. The rules were written long ago, before women made up more than 50% of the workforce and when most senior executives had wives at home who took care of the kids — and everything else on the domestic front — so they could focus exclusively on succeeding at work. Now that more than 60% of married couples are dual income households, we need to change those rules. We need to shift our way of thinking so that women don’t feel they’re always off track. Women can’t prove value and rack up accomplishments on metrics that don’t align with how we live and work today. Part of getting more women to the top is embracing a different work trajectory for what it is: Different. Not less ambitious. Not less committed. Not less innovative. Not less dependable. 

This starts with acknowledging that the gender divide in the workplace begins when people start families; the data make this clear. I’m not suggesting that people stop having children. Far from it. I am suggesting that we get more honest about what it means to have a family and a career, so that we can break free from gender stereotypes of who does what when. That will liberate women and men from outdated norms that impede progress and perpetuate many biases, including ageism. 

As a recruiter at Russell Reynolds Associates , our job is helping corporations and their boards assemble world-class, highly capable, and diverse teams, because we know diversity is key to strength. Diversity of age has to be part of this, and it’s time to recognize that. 

Every month, I’ll be delving into the different ways that ageism impacts the workplace by highlighting leading voices and research in this topic. I welcome your input and insights, too. Can you share a story about how your career, or the career of someone you know, has been affected by ageism? If you don’t want to comment publicly, please feel free to message me directly. As always, we are in this together. #tothetop