The topic of “having it all” can quickly spark debate — not only about whether or not it’s possible but also about the unrealistic expectations just discussing this goal can impose on women. But, whether we talk about it or not, many of us are still experiencing the struggle of balancing work and life. Shemina Jiwani, a tech executive and mother of two, has found her own approach to having it all, centred around compromise. These are the lessons she’s learned.
By Shemina Jiwani
Can a woman have it all? I grapple with this question all the time, as I attempt to find balance in my own life between being a mother to two young children and a Chief Operating Officer for a FinTech company. I believe the answer first lies in how you define “having it all” and being realistic about it. I believe that I can have it all, with one caveat: having it all comes only when we are able to make peace with the trade-offs and compromises necessary to do so.
There are countless studies which find direct correlations between a company’s profitability and the presence of women in executive and senior leadership positions, most notably McKinsey & Company’s “Women in the Workplace 2018” report. Clearly, we as women are doing our part.
Women are earning more bachelor’s degrees than men, we are asking for promotions and negotiating salaries at the same rate as men, and we are staying in the overall workforce at the same rate as men. So why do women represent only 15% of executive or senior management positions?
Clearly, there is still a lot of work to be done. We need to stand on equal ground.
I recently took a business trip to London, England for four days, leaving my husband to care for our four-year-old daughter and one-year-old son solo. I was flying with a male colleague whose kids are the same age. I jokingly asked him if he was in trouble for leaving, as I had multiple friends, colleagues, and even my own mother tell me I shouldn’t be leaving my children. He was surprised. He replied the only opinion he was given on his trip was a pub recommendation.
Both men and women can harbour unconscious biases when hiring and evaluating for the promotion of women. Often these biases focus on women’s motherhood or even potential motherhood. For instance, it may be assumed that a woman between the ages of 20 and 40 will inevitably take maternity leave, or if she is a mother that she will prioritize family before career. Yet, even hard-working women who try to prioritize their careers will still be subject to judgements about being a bad mom or working too hard. It’s a frustrating catch-22, and it is a bias because these assumptions are not commonly made for men of the same age group.
The antidote to unconscious bias may very well be empathy. Start a dialogue by sharing your experiences with your colleagues; you may help them see things from a different perspective.
It was very difficult for me to find balance; I couldn’t unshackle myself from my own guilt and the opinions of others, even if it meant sacrificing my own happiness. This is not sustainable. Flexibility, boundaries, and self-care are essential to “having it all.”
Here are some good places to start:
You probably can’t be an effective CEO and a PTA president, but you can have it all as long as you are at peace with the compromises you need to make to do so.
Shemina Jiwani is the Chief Operating Officer and Senior Vice President of Strategic Initiatives at AscendantFX, a technology-based payment provider. Shemina is an experienced strategic leader with a focus on aligning people with technology. Shemina is an inaugural member of Money 20/20’s Rise Up Program, a global accelerator program for women in finance and technology. Follow her on Twitter @sheminajiwani