The No Club
Putting a Stop to Women's Dead-End Work
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- ¥1,900
発行者による作品情報
In this “long overdue manifesto on gender equality in the workplace,” (Angela Duckworth, bestselling author of Grit), The No Club offers a timely call and an action plan to unburden women from work that goes unrewarded.
The No Club started when four women, crushed by endless to-do lists, banded together to get their work lives under control. Working harder than ever, they still trailed behind their male colleagues. And so, they vowed to say no to requests that pulled them away from the work that mattered most to their careers. Their over-a-decade-long journey and subsequent, groundbreaking research reveals that women everywhere are unfairly burdened with “non-promotable work,” a tremendous problem we can—and must—solve.
All organizations have work that no one wants to do: planning the office party, screening interns, attending to that time-consuming client, or simply helping others with their work. A woman, most often, takes on these tasks. In study after study, the original “No Club”—professors Linda Babcock (bestselling author of Women Don’t Ask), Brenda Peyser, Lise Vesterlund, and Laurie Weingart—document that women are disproportionately asked and expected to do this work. The imbalance leaves women overcommitted and underutilized as companies forfeit revenue, productivity, and top talent.
The No Club walks through how any woman can rebalance her workload, empowering individuals to make savvy decisions about the work they take on. The authors also illuminate how organizations can reassess how they assign and reward work to level the playing field. With hard data, personal anecdotes from women of all stripes, self- and workplace-assessments for immediate use, and innovative advice from the authors’ consulting with Fortune 500 companies, this book will forever change the conversation about how we advance women’s careers and achieve equity in the 21st century.
PUBLISHERS WEEKLY
Whether they're being asked to chair a committee or bring coffee to a meeting, women need to learn to say no, argue economics professor Babcock, former communications professor Brenda Peyser, economics professor Lise Vesterlund, and organizational professor Laurie R. Weingart in this forceful if cursory guide. For many women, the authors write, the real time-sucks are the "non-promotable tasks" that don't help with career advancement. This dead-end work is sometimes allocated unconsciously—women, for example, are asked disproportionately to take meeting notes—and sometimes due to misguided equity efforts, as when a university proudly announced that its committees were made up of 50% women, but its faculty skewed male so women had to serve on more than double the committees as men did. From a law firm associate who missed billable hours to help with recruitment to a bartender who lost tips while training staff, the authors provide dozens of examples of the non–career-advancing work that eats up women's time, though to diminishing effect. They offer advice, too, such as how to figure out which tasks are promotable and which aren't, how to avoid the negative repercussions of saying no, and how managers can redistribute work. The advice is solid stuff, but the authors' tendency to restate their case and flood the book with predictable examples make end up making the going rather slow. This is likely to leave readers wanting.
