The conversation around women in the workplace is one of both logic and emotion. Objectivity is often the aim, but personal experiences—whether overt or subtle—shape the way we engage with this issue. The truth is, for much of history, the world was built by men, for men. While progress has been made, deeply ingrained structures and biases remain, making gender equality in professional spaces more challenging than it appears on the surface. Even those who actively strive for fairness and inclusion are not immune to falling into unintentional biases. We all have blind spots. Whether due to upbringing, societal conditioning, or subconscious norms, even the most well-intentioned individuals—men and women alike—sometimes perpetuate behaviours that contribute to exclusion rather than inclusion. Recognizing this is the first step toward meaningful change.
One of the most dangerous misconceptions is that gender inequality is someone else’s issue. Too often, people excuse themselves from the conversation with thoughts like, “I treat everyone equally, so this isn’t my problem.” However, systemic issues do not dissolve simply because individuals believe they are neutral. Achieving true workplace inclusion requires collective, sustained effort. If everyone assumes it is someone else’s fight, then no one fights at all.
Another growing concern is the perception that, rather than progressing, we may be backsliding. With many companies deleting DE&I policies, there is an unsettling feeling that history may be repeating itself.
We know that history has a habit of cycling through the same struggles. The goal, then, is to recognize these patterns and disrupt them. But how do we create an environment where we feel empowered to change? How do we ensure that addressing gender inequality does not itself become an exercise in exclusion?
Avoiding the cycle of exclusion
Attempts to address gender disparity sometimes create new tensions. When women’s groups or initiatives are formed, they can unintentionally exclude men from the conversation. This is not to say that such groups are unnecessary—on the contrary, they provide critical spaces for mentorship, support, and advocacy. However, they also highlight a historical divide: the exclusive nature of “men’s clubs” that historically kept women out.
Similarly, individuals from diverse backgrounds may wonder where they fit in these conversations. If the focus is solely on women’s experiences, does that mean race, sexuality, disability, and other intersections of identity are secondary concerns? This sense of layered exclusion can make it even harder for workplaces to foster meaningful, systemic change. The solution must not be about one group “winning” over another but rather creating a culture of curiosity, inclusion, and shared responsibility.
The power dynamic: shifting from control to curiosity
At the heart of exclusion—whether in gender, race, or hierarchy—is often the pursuit of power. Throughout history, power has been hoarded rather than shared, leading to systemic imbalances. If we truly want workplaces that embrace inclusion, the focus must shift from a hunger for power to a hunger for curiosity.
Here, the concept of the “tempered radical” becomes important. A tempered radical is someone who challenges the system without completely alienating themselves from it—someone who advocates for change while working within existing structures. These individuals are essential in shifting workplace culture because they recognize that change happens not through force but through persistent, thoughtful disruption.
Instead of making inclusion about who has the most power, the conversation should shift to how we share influence in ways that benefit everyone. How do we foster an environment where people, regardless of gender or background, feel heard and valued?
A surprisingly fitting lesson for workplaces comes from the popular TV show Ted Lasso: “Be curious, not judgmental.”
When discussions around gender in the workplace become heated or defensive, they often come from a place of judgment. Assumptions are made about people’s intentions, and dialogue shuts down. But curiosity is the antidote.
Instead of assuming that a male colleague who interrupts a female coworker is inherently sexist, a curious approach would ask, “Did you notice that you interrupted her? How can we ensure everyone gets space to speak?” Rather than assuming women-only initiatives are exclusionary, curiosity might lead to a conversation about how men can be allies in these spaces.
Curiosity leads to understanding, and understanding leads to change.
A shared responsibility
Gender equality in the workplace is not just a women’s issue—it is a human issue. Creating a more inclusive professional world benefits everyone by fostering innovation, collaboration, and fairness. However, achieving this goal requires more than just policies or quotas; it requires a cultural shift in how we view power, success, and inclusion.
To make real progress, we must:
- Recognize our own biases – Everyone has blind spots; acknowledging them is the first step toward overcoming them.
- Encourage inclusive conversations – Discussions about gender should include all voices, ensuring that solutions are not framed as zero-sum games.
- Shift from power-driven leadership to curiosity-driven leadership – Leaders should model inclusivity by asking questions, listening actively, and making space for others.
- Commit to long-term change – Real progress does not happen overnight. It requires consistent effort from individuals at all levels of an organization.
Workplaces should not be spaces where only certain voices are heard. The goal is not just to amplify women’s voices, but to create a culture where everyone’s voice carries equal weight. By shifting our mindset from judgment to curiosity, from exclusion to shared responsibility, we can build a future where gender no longer determines access, opportunity, or respect in the workplace.
The challenge is great, but the solution starts with something simple: listening. Are we truly hearing each other in the workplace? If not, what are we doing to change that?
Jennifer Bryan is a published author, speaker and Director of Change and Leadership, who has worked with nearly 40 different organisations across multiple industries. She is also a Non Executive Board Member of the ACMP (Association of Change Management Professionals) UK Chapter. She believes in helping people – in whatever capacity she can – by making sure people are thought of first, last and throughout change projects and programmes. She has created a unique leading change framework, the ABChange Model, and uses her commercial insight to help lead people in change. Jennifer is author of Leading People in Change – A practical guide.
March 17, 2025
The change we need: hearing women and embracing curiosity in the workplace
by Jennifer Bryan • Comment, JB
One of the most dangerous misconceptions is that gender inequality is someone else’s issue. Too often, people excuse themselves from the conversation with thoughts like, “I treat everyone equally, so this isn’t my problem.” However, systemic issues do not dissolve simply because individuals believe they are neutral. Achieving true workplace inclusion requires collective, sustained effort. If everyone assumes it is someone else’s fight, then no one fights at all.
Another growing concern is the perception that, rather than progressing, we may be backsliding. With many companies deleting DE&I policies, there is an unsettling feeling that history may be repeating itself.
We know that history has a habit of cycling through the same struggles. The goal, then, is to recognize these patterns and disrupt them. But how do we create an environment where we feel empowered to change? How do we ensure that addressing gender inequality does not itself become an exercise in exclusion?
Avoiding the cycle of exclusion
Attempts to address gender disparity sometimes create new tensions. When women’s groups or initiatives are formed, they can unintentionally exclude men from the conversation. This is not to say that such groups are unnecessary—on the contrary, they provide critical spaces for mentorship, support, and advocacy. However, they also highlight a historical divide: the exclusive nature of “men’s clubs” that historically kept women out.
Similarly, individuals from diverse backgrounds may wonder where they fit in these conversations. If the focus is solely on women’s experiences, does that mean race, sexuality, disability, and other intersections of identity are secondary concerns? This sense of layered exclusion can make it even harder for workplaces to foster meaningful, systemic change. The solution must not be about one group “winning” over another but rather creating a culture of curiosity, inclusion, and shared responsibility.
The power dynamic: shifting from control to curiosity
At the heart of exclusion—whether in gender, race, or hierarchy—is often the pursuit of power. Throughout history, power has been hoarded rather than shared, leading to systemic imbalances. If we truly want workplaces that embrace inclusion, the focus must shift from a hunger for power to a hunger for curiosity.
Here, the concept of the “tempered radical” becomes important. A tempered radical is someone who challenges the system without completely alienating themselves from it—someone who advocates for change while working within existing structures. These individuals are essential in shifting workplace culture because they recognize that change happens not through force but through persistent, thoughtful disruption.
Instead of making inclusion about who has the most power, the conversation should shift to how we share influence in ways that benefit everyone. How do we foster an environment where people, regardless of gender or background, feel heard and valued?
A surprisingly fitting lesson for workplaces comes from the popular TV show Ted Lasso: “Be curious, not judgmental.”
When discussions around gender in the workplace become heated or defensive, they often come from a place of judgment. Assumptions are made about people’s intentions, and dialogue shuts down. But curiosity is the antidote.
Instead of assuming that a male colleague who interrupts a female coworker is inherently sexist, a curious approach would ask, “Did you notice that you interrupted her? How can we ensure everyone gets space to speak?” Rather than assuming women-only initiatives are exclusionary, curiosity might lead to a conversation about how men can be allies in these spaces.
Curiosity leads to understanding, and understanding leads to change.
A shared responsibility
Gender equality in the workplace is not just a women’s issue—it is a human issue. Creating a more inclusive professional world benefits everyone by fostering innovation, collaboration, and fairness. However, achieving this goal requires more than just policies or quotas; it requires a cultural shift in how we view power, success, and inclusion.
To make real progress, we must:
Workplaces should not be spaces where only certain voices are heard. The goal is not just to amplify women’s voices, but to create a culture where everyone’s voice carries equal weight. By shifting our mindset from judgment to curiosity, from exclusion to shared responsibility, we can build a future where gender no longer determines access, opportunity, or respect in the workplace.
The challenge is great, but the solution starts with something simple: listening. Are we truly hearing each other in the workplace? If not, what are we doing to change that?
Jennifer Bryan is a published author, speaker and Director of Change and Leadership, who has worked with nearly 40 different organisations across multiple industries. She is also a Non Executive Board Member of the ACMP (Association of Change Management Professionals) UK Chapter. She believes in helping people – in whatever capacity she can – by making sure people are thought of first, last and throughout change projects and programmes. She has created a unique leading change framework, the ABChange Model, and uses her commercial insight to help lead people in change. Jennifer is author of Leading People in Change – A practical guide.