I was chatting with a female colleague about how we achieved our ‘manager’ status in highly technical and male dominated industries; television and IT. We both worked our way up from the bottom, a strategy that benefited our knowledge base and understanding of the industry as a whole, and respect for the depth of that knowledge. And it was the only way you did it 25 years ago!
What we both felt was that there is a need to experience the whole to understand the sum of the parts. From a thorough working knowledge, we can appreciate the whole team and the process and what is expected from us as managers.
I have reflected on how much, during the early years, that I chose to behave like a man. When I was asked to do a task that involved some manual labor, I wanted to prove my strength and that I could be as ‘good’ as a man.
When they asked me to jump, I asked ‘How High?’
That was all the option I knew when I was coming up through the ranks of television – that I had to perform at the same level as the guys around me. I was graded in the top three in my year for cinematography, a very physical, male dominated sector to this day. I loved creating images through the lens and lugging a huge camera and tripod around just came with the territory.
But I guess there was something in me that realized the stress that was putting on my body. Because when I was offered my first job, it was as a camera operator for a company that produced sport for television in 1988 – I turned it down for a production assistant job that was office/location based and didn’t require manual lifting to the extent being behind the camera would have required.
There is substantially more female production staff than men, and more technical crew who are men – I feel that balance is right.
What has happened is that a high proportion of women have taken the toughness of the industry on in another way – we have hardened to be resilient and survive the workplace.
This pattern needs reflection and questioning whether this toughness is still required of me as a manager today – and the answer is a resounding NO. As a role model and mentor of younger women working in my team, my priority is to show my femininity and gentleness as much as possible. This doesn’t mean I’m a sap in the executive meetings! The quality of fragility I now choose to express is so much easier on my body and the feeling of power with it is palpable.
Expressing fragility and vulnerability in the boardroom is an effective management tool and one that I am continuing to explore. It feels much more natural for me than the alternative!
With love, Sarah