The traditional workplace model, designed in the twentieth century, no longer serves the realities of contemporary life. W. Brad Johnson and David Smith, two former Navy officers turned leading researchers on workplace gender equity, have spent decades studying what actually makes organizations thrive. Their journey from military service to academia reveals that the most pressing business challenge of our time is not technological Innovation or market disruption, but rather the fundamental misalignment between how we structure work and how people actually live their lives.
Brad and David’s research has evolved significantly over their careers. They began by studying mentoring Relationships and how men could become better mentors for women, then shifted to examining public allyship and holding men accountable for gender fairness. However, their most transformative insight came when they realized that without changing the fundamental structures of work itself, individual efforts could only go so far. They discovered that most people today live in dual-earner, dual-career families, yet workplaces continue operating as though employees have no Caregiving responsibilities. They emphasize that this is not merely a women’s issue or a diversity initiative, but rather a fundamental question of organizational design and leadership courage.
Organizations must create psychological safety where employees can be honest about their caregiving responsibilities and their needs. They must embrace role modeling from senior leaders who openly discuss their own caregiving challenges and demonstrate that it is possible to be both a committed caregiver and a high-performing professional. To learn more about gender-fair workplace practices and discover how leading organizations are transforming their cultures, visit WorkplaceAllies.com. Get a copy of their latest book, Fair Share, at your favorite bookstore or online retailer to explore their comprehensive roadmap for building workplaces where everyone can bring their whole selves to work.
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