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Opportunity Doesnât Always Knock
Heather, 34, was the pastor at a struggling urban church in the Boston area. Heather was also an officer of her denominationâs local association councilâa group of pastors from around the region that ordains ministers, reviews clergy on disciplinary charges, and helps churches find pastors. At a meeting of the council, another pastor, a man, asked the council to extend the support it had been giving him for the past three years. Heather was unfamiliar with this manâs situation and sat up to listen. It turned out that this male pastor had worked for many years at a prosperous Back Bay parish, where heâd been paid a generous salary. Three years before the meeting Heather attended, heâd decided to move to a poor urban parish that was struggling to revive itself. He hadnât wanted to give up the salary heâd made at the rich downtown church, so heâd asked the council to supplement his incomeâto make up the difference between what heâd been making in the wealthy parish and what he would be paid at his new church. The council controlled a small discretionary fundâa fund very few people knew aboutâand had agreed to supplement the male pastorâs income from this fund for three years. Now those three years were coming to an end, and he was asking the council to renew the subsidy.
Once Heather understood what was happening, she also realized that the impoverished church this man served was comparable in most respects to her churchâand the salary he wanted supplemented was similar to the one on which sheâd been struggling to support her four children for seven years.
Heatherâs response revealed a kind of fatalistic dismay:
This fundâI never knew of its existence. I mean, I was on the Association Council! . . . It had never been publicized. . . . There had never been any discussion about it in any meeting, there had never been any sort of sense that his time with it was up now, so that it was time for other churches to apply. . . . There is no application procedure; itâs not like itâs a grant that you can apply to get or something. It was really a matter of this guy being able to somehow finagle this.
Heatherâs experience perfectly captures one of the major barriers preventing women from asking for what they need more of the time: Their perception that their circumstances are more fixed and absoluteâless negotiableâthan they really are. It also highlights the assumption made by many women that someone or something else is in control. This assumptionâthe result of powerful social influences that go to work the day a woman is bornâhas a broad impact on womenâs behavior. Instead of looking for ways to improve a difficult situation, women often assume that they are âstuckâ with their circumstances. Instead of publicizing their accomplishments, they hope that hard work alone will earn them the recognition and rewards they deserve. Instead of expressing interest in new opportunities as they arise, they bide their time, assuming that they will be invited to participate if their participation is wanted. They think any allowable divergences from the status quo will be announced and offered to everyone. Women expect life to be fair, and despite often dramatic evidence to the contrary, many of them persist in believing that it will be.
Stephanie, 32, an administrative assistant, illustrates how this belief can play out in a womanâs life. Stephanie told us that she tends to think that âthings will just happen and if they donât thereâs a reason why they donât.â Because of this attitude, she was unhappy with certain aspects of her job for some time but never approached her supervisor to see if changes could be made. Finally, Stephanie received another job offer. When she announced that she was leaving, her supervisor asked what it would take to keep her. After her supervisor made every change Stephanie wanted, Stephanie decided to stay. When we asked why she hadnât told her supervisor sooner what was bothering her, Stephanie said, âI tend to think people are pretty fair, so maybe Iâm too trusting and expect that Iâm getting what I deserve in that I work really hard.â
This chapter looks at this barrier and its originsâwhy it is that many women assume that they must wait to be given the things they want or need and donât realize more of the time that opportunity doesnât always knock.
Turnip or Oyster?
If peopleâs beliefs about the opportunities in life lie along a spectrum, at one end would be the view that âyou canât get blood from a turnip.âPeople holding this outlook believe that âwhat you see is what you getâand most situations cannot be changed. They may also assume, like Heather, that if a situation could be changed, this fact would be advertised to all. At the other end of the spectrum is the view that âthe world is your oyster.â People with this outlook believe that life is full of opportunities, most situations are flexible, rules are made to be broken, and much can be gained by asking for what you want.
Linda and several colleagues decided to systematically investigate whether men and women differ in their positions along this âturnip to oysterâ spectrum. To do so, they developed a scale that measures the degree to which a person recognizes opportunities to negotiate and sees negotiation as critical for realizing those opportunities.1 Scales are research tools that have been used for many years to measure behavioral and perceptual differences across people. Perhaps the most famous is the Myers-Briggs scale, which maps an individualâs personality profile according to where he or she scores on four related scales (extrovertedâintroverted, sensingâintuitive, thinkingâfeeling, judgingâperceiving). Other scales capture individual differences in beliefs, perceptions, and behavioral tendencies. Not all of these differences are innate or biological, of course. Psychologists believe that behavior is heavily influenced by the situations in which people find themselvesâa person may drink more at a party where other people are drinking than he or she would drink if alone, for example. Nonetheless, some stable traits and attitudes do lead to differences in the ways people behave. Scales are used to try to identify those traits and attitudes. People who are rated high on a âshynessâ scale, for example, have been shown to talk less and engage in less frequent eye contact than people who rate low on that scale.
Unlike some of Lindaâs earlier studies, which measured the frequency with which respondents took the lead in starting negotiations, this ârecognition of opportunityâ or âturnip-to-oysterâ scale measured peoplesâ propensity to see possibilities for change in their circumstances. This is how it worked: As part of the web survey described in the introduction, Linda and her colleagues presented respondents with a series of statements such as:
⢠I think a person has to ask for what he or she wants rather than wait for someone to provide it.
⢠There are many things available to people, if only people ask for them.
⢠Many interactions I have during the day can be opportunities to improve my situation.
The survey asked respondents to rate along a seven-point scale the extent to which they agreed or disagreed with each statement. Low scorers would be people who see little benefit to asking for what they want because they perceive their environment as unchangeable (these would be the âturnipâ people). High scorers would be people who see most situations as adaptable to their needs and regularly look for ways to improve their circumstances (the âoysterâ folks).
Confirming our expectations, women were 45 percent more likely than men to score low on this scale, indicating that women are much less likely than men to see the benefits and importance of asking for what they want. Even more telling, we found that a difference of as little as 10 percent on this scaleâthat is, a score that was only 10 percent higherâtranslated into about 30 percent more attempts to negotiate (as demonstrated by another part of the survey). The strong correlation between high scores and a much greater tendency to try to negotiate confirmed our hunch that âoysterâ people ask for what they want much more often than âturnipâ folksâand that many more men than women are âoysters.â Since men are more likely than women to believe opportunities can be âhad for the asking,â or at least that change may be possible, is it any wonder that theyâre more likely to speak up and let people know what they want?
During our interviews, we found women recounting story after story of not realizing what could be changed by askingâa problem that can arise early and persist well into old age. Amanda, 23, a management consultant, seems to be a very self-possessed and confident young woman. Interested in math and science, she studied engineering in college and was offered an excellent consulting job as soon as she graduated. By her own description, she has always been less like her mother and more like her father, who taught her to be focused and direct, and to go after what she wants. She said of herself âI donât like nonaction.â Nonetheless, as a child she assumed that her parents wouldnât let her do all sorts of thingsâsuch as going away to camp, or taking trips with friendsâthat they permitted her younger brother to do. She isnât sure why she made these assumptions, and when as an adult she asked her parents about the different things that they allowed her brother to do, they were surprised. âYou never asked us,â they said, adding that it would have been fine with them for her to do the things she mentioned.
Kay, 41, a jeweler in Colorado, had worked for many months on a project creating minutely accurate reproductions of ornate antique jeweled boxes. For a year and a half, she and the other jewelers on the project had maintained a schedule that she describes as âinsane, inhumane,â working nights and weekends without any kind of a break. The pressure was straining Kayâs relationship with her partner and her health was suffering. Finally, exhausted, she approached her boss and said she couldnât work nights and weekends anymore. She expected âall kinds of groaning and grumbling,â but her boss agreed without a fuss. âI just came in one day and said that, and that was the way it was from then on,â she told us.
Renata, 53, a vice president of a cosmetics company, collects art. Once, when she first began collecting, she fell in love with a piece by a particular artist. She loved it so much that she took it home and hung it in her house to see how it looked. She loved it even more, but she couldnât afford it and with great regret she returned it to the dealer. Shortly afterward, the artist who painted the picture died. Realizing that the workâs value would skyrocket, Renata rushed back to the dealer, only to find that the piece had already been sold. âIf you loved it that much, you should have asked me to work out a payment plan,â the dealer said. âI would have figured out a way for you to have it.â This had never occurred to Renata. She assumed that the price was the price, she either had the money or she didnât, and there was no flexibility in the situation.
In stark contrast, the men we interviewed recounted numerous tales of assuming that opportunity aboundsâand reaping big rewards. Here are a few of their stories.
Steven, 36, a college administrator, is married to a professor at the school where he works. Shortly after the birth of their first child, Stevenâs wife was invited to spend a year as a visiting professor at a prestigious university in another city. Stevenâs job involved managing a staff of almost 100 people, which is hard to do from another city, but there was no question about his wifeâs accepting the invitationâit was a great opportunity. His wife assumed they were in for a year apart, but Steven was unwilling to accept this. Instead, he devised a plan whereby he could do part of his job from out of town and hand off some of his responsibilities to a colleague who would be on-site. In return, he took over several of her duties that didnât need to be done on-site. And he went further: He persuaded this colleague to take on some extra duties so that he could reduce the number of hours he worked and spend more time with his newborn daughter. Steven presented the plan to his boss, who was happy to accommodate the needs of a valued employee. Steven and his family enjoyed a wonderful year together, he and his colleague each acquired new skills from trading responsibilities, and Stevenâs job was waiting for him when he returned.
Hal, 41, owns a small chain of athletic clubs in northern California. For several years, heâd owned two adjacent lofts in San Francisco, living in one and renting out the other. After his girlfriend moved in with him, he wanted to enlarge his living space by expanding into the loft heâd been renting, but he didnât want to pay the exorbitant prices charged in San Francisco for design and renovation services. Hal had recently joined the board of directors of an Italian furniture and design company, and after a little thought he approached the companyâs president with the following proposal: âI will pay you to renovate my apartment at cost,â he said, âbut I will pay you up-front for the work. This will help your cash flow, and it will give work to the employees of your San Francisco store, which has just opened and is not yet busy. Youâll also get a local reference and a local project to showcase.â The president of the firm agreed, the storeâs staff took particular care with the project because they wanted to show the San Francisco market what they could do, and for far less than he could have paid any other way, Hal got himself a gorgeously renovated apartment.
Mike, 63, an entrepreneur, attended a New England private school as a boy. After an injury forced him to give up football, he became head cheerleader in order to continue supporting his team. As a big game with a major rival approached, Mike overheard a lot of boys expressing regret that they wouldnât be able to see the game because it would be played at the other school. Looking for a solution, Mike approached the local train company and asked if it would be possible to rent a train! To his surprise, the railway was happy to oblige for a reasonable price, and the entire school was able to ride in style to the football game. At the time, Mikeâs school sent close to 100 boys a year to Yale. The administrators and college counselors at Mikeâs school were so impressed by his initiative that they made sure his name was on the Yale list, even though his grades made him a borderline candidate. Going to Yale not only gave him a wonderful education, it provided him with contacts and opportunities th...