Traditional leadership systems were never designed around women’s relational intelligence, cyclical energy, or embodied decision-making. Success inside those systems often required careful calibration: being reliable, measured, agreeable at the right moments, strong but not too strong. Over time, many women learned how to succeed by adjusting themselves — often without noticing the cost.
In my work as a life consultant, I often speak with professional women who have recently married and become mothers. Particularly in the early years of raising children, it’s not unusual for these highly educated, successful women to find themselves challenged by the new burdens of domesticity.
This webinar represents a powerful testimony of individual and organizational transformation. Marleny Gil and Lorena Saavedra not only shared their stories of personal overcoming in the face of structural, cultural and social barriers, but they articulated a clear vision of how the mining industry can and should evolve.
The conflation of selfhood with professional identity and self-worth with productivity and ambition is, of course, why stay-at-home motherhood is regarded as such a lowly vocation. At home, there’s no remuneration for services rendered or ladder to climb, nor is there much external validation. To be a stay-at-home mother is, therefore, to step outside of the productivity paradigm entirely, “to [fall] off the edge of the working world,” in the words of Mary Harrington.
Measuring gender gaps is challenging. For one thing, distributions overlap even when there is a gap at the average. In the U.S., median female earnings are 18 percentage points lower than male earnings, but 40% of women earn more than the median man. Women live five years longer than men on average, but 36% of men live longer than the median woman. Analyzing gender gaps across different subgroups also complicates the picture: white women now earn considerably more than Black men, for example (at the average, of course).
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