The word flexism may not have made its way into the dictionary yet but the concept has been around for several years. It refers to the unconscious bias held against those who work flexibly (and often less than full time). It raised its head again last month as research findings released by the social enterprise Timewise suggested it was rife in the workplace.
Flexism impacts behaviour in both overt and covert ways. The Timewise report gave examples of the former: reduced hours workers feeling their input is less valued and that colleagues don’t see them them as a full member of the team. In addition, as they often have less opportunities to socialise with colleagues they can also feel less connected to them.
Covert flexism manifests itself as the unspoken assumptions often held by managers that reduced hours workers are less interested in development and stretch assignments; that their focus is on family rather than career.
If you want more balanced working how do you face down flexism?
Start by changing the conversation. Rather than explaining the reasons for your reduced hours in terms of caring responsibilities; make it clear that this is a conscious strategy to keep you and your skills in the workplace. Focus on the contributions you are making in your job..
Look for opportunities to let your manager know you’re still keen to progress and to take on stretch assignments. Remind him that you’re willing to explore how it might work in practice.
Since you’re the one working non-standard hours the reality is that it’s down to you to create opportunities to socialise and connect with colleagues. Make use of available technology such as intranets; or suggest socialising at lunchtime rather than after work. You may be surprised at how positively your suggestion is received..
You’ve had the courage to ask, now think about how you can influence the thinking of others. Could you start a conversation with your colleagues to explore the benefits of flexible working for them? There’s mounting evidence that men are also looking for balanced working. They want to be involved fathers; and many are also carers of adults. And they too are aware of the subtle flexism rife in organisations. If you open up a discussion who knows where it may lead.
To do all this effectively you’ll need to get ruthless at crafting a workable job. Focus on the key tasks that will help you achieve your objectives. And see making time to network as essential to your development. It’s likely to bring new opportunities. As Herminia Ibarra observes: “If you don’t create new opportunities within the confines of your “day job” they may never come your way.”
Above all else remain confident of your skills and who you are. You get to define yourself, not other people. Define yourself by your contribution and not your limitations.