With hindsight, this 2013 article all but predicted Jill Abramson’s unceremonious fall. Though according to the New Yorker rendition, her demise was precipitated when Abramson, the New York Times’ first female executive editor, confronted her boss, publisher Arthur O. Sulzberger Jr., after learning her pay was significantly less than her predecessor, I point the finger of firing fate much toward implicit cultural biases that influence behavior much more than any of us want to believe.
Daily Beast columnist Keli Goff asked me whether I think Abramson’s firing will deter women from seeking top jobs. I have in the past made the naïve assumption that once doors are open, women will inherently want to walk through them.
But I’ve come to realize that women have been stuck at under 18% of top leadership positions across all sectors because we too often resist the hard knuckle fray or don’t even apply for positions for which we’re technically qualified because we lack the confidence to do so. We literally speak a different language from the men who make up the majority of the prevailing corporate culture and have learned that when we ask, we are less likely than men to get, and thus it’s safer not to ask.
Even though we’re all speaking English, there is cultural and linguistic gender bilingualism. Women typically use more words than men, for example, more adjectives, more body movements, less directness. And while men might (and often do) complain about that language pattern, the truth is that when women violate the familiar norms, they are treated even worse. Wise insights about this reality in journalism are offered by Newsweek’s first female Senior Editor Lynn Povich.
Not adhering to that stereotype, not being willing to play the nice girl, was Abramson’s real Achilles heel. I seriously doubt that Sulzberger even knows what he doesn’t know about his own biases. His privilege runs so deep that he has never needed to understand them.
Tech journalist Kara Swisher describes a deep-seated problem for the Times if these gendered biases are not openly addressed, however.
Let me see if I can say it more simply than Sulzberger: She was a real pain in my ass and so she had to go.
I can relate, to say the least. As one of the few top editors in tech journalism who is a woman and, even from my many years of reporting before that, I cannot tell you the number of times that I have been called a pain in the ass for my aggressive manner. Silly me, but that kind of tonality is exactly what makes for a successful journalist — you know, afflict the comfortable and comfort the afflicted — and what is more often than not needed in the sometimes rough-and-tumble world of media.
Take The Lead blogger, Susan Gross nailed the grey lady to the wall with this relevant bit of research:
Abe Rosenberg was the top editor of The New York Times for 17 years. The Times own obituary of Rosenberg described him as an “abrasive man of dark moods and mercurial temperament,” who had a “combative and imperious style” and was known for “driving his staffs relentlessly.” Yet there was never any move to force him out. Instead, when he retired Arthur Ochs Sulzberger, then the publisher of The Times, declared that Rosenberg’s “record of performance as executive editor of The Times will last as a monument to one of the titans of American journalism.” The abrasive Rosenberg got plaudits. The abrasive Abramson got the sack (emphasis mine).
So what’s a woman to do? To speak the language of leadership, women still have to navigate the double-edged sword. The plain truth is that the group with less power always has to learn to speak the language of the group with greater power. You have to know the rules of the game before you can change them. While it is exhausting to be relentlessly pleasant as women are often advised to do, we always benefit more by respecting others’ communications patterns and “languages” than not.
But we won’t succeed by trying to “go the way of the man” as a colleague recently described those women who adopt male characteristics to be heard and promoted. To the contrary.
We must remain aware that all those little mincing steps we learn as women–the suppression, silence, overcompensation that are so deeply ingrained–are cultural ways of controlling women and keeping us in a subordinate space. And we must not let anything stop our full expression of who we are and what we want. Authenticity in the end draws people to you and allows you to demonstrate your unique value. The solution is to be smart and strategic and unleash our authentic selves while speaking in tongues others can understand.
Write on, Jill, and speak on. I believe the media firestorm this episode wrought has created an inflection point, and that if women keep speaking up now, we’ll keep on moving up, thanks in part to your willingness to self-advocate. My guess is that though you might think being executive editor of the New York Times was the pinnacle of your career, you’ll soon find a higher peak, right around the next switchback.
GLORIA FELDT is the New York Times bestselling author of several books including No Excuses: 9 Ways Women Can Change How We Think About Power, a sought-after speaker and frequent contributor to major news outlets, and the Co-Founder and President of Take The Lead. People has called her “the voice of experience,” and among the many honors she has been given, Vanity Fair called her one of America’s “Top 200 Women Legends, Leaders, and Trailblazers,” and Glamour chose her as a “Woman of the Year.”
As co-founder and president of Take The Lead, a leading women’s leadership nonprofit, her mission is to achieve gender parity by 2025 through innovative training programs, workshops, a groundbreaking 50 Women Can Change The World immersive, online courses, a free weekly newsletter, and events including a monthly Virtual Happy Hour program and a Take The Lead Day symposium that reached over 400,000 women globally in 2017.