Barbie, the Patriarchy and Activism in Global Mobility

Posted on February 14, 2025February 15, 2025 by Angie Weinberger

As a recovering Barbie-despiser, I did not think I would like the movie so much when I initially went to see it in a cinema in Islamad (of all places). We were happy in a sea of pink, and I was encouraged that the movie’s message seemed to resonate in this part of the world where, traditionally, you would expect “suppressed women” more than in a country like Switzerland.

Due to an education project in my transactional analysis course, I saw the movie about five times (the last time with a commentary by Greta Gerwig). I was disappointed at the team’s neglect at the Oscars. Margot Robbie deserves an Oscar for her performance and creative vision. What is more important, though, is that I have been thinking a lot about patriarchy and how we can work through the systemic issues we are confronted with as expats, founders, and career women.

The Barbie movie explores patriarchy in Barbie land. When Ken attempts to introduce masculinity, women use their intelligence to maintain dominance, reflecting a struggle against patriarchal forces. In the real world, Barbie separates from Ken, embarking on a journey to connect with a girl playing with her, challenging traditional gender roles.

The role reversal and the sad truth about the all-male management at Mattel reflect so many of today’s organizations that I had to explore the theme of systemic and benevolent sexism further.

The more often you watch the movie, the more you see and understand subtle details. While Gloria’s monologue (played by America Ferrera) still brings tears to my eyes, I loved the movie for the artwork in set design, costumes, music, and dance. I also found Barbie and Ken’s comical yet serious relationship deeper than I initially expected. When we analyzed those two characters for our transactional analysis project, we saw even more depth in their characters.

Barbie doll was sitting on my desk for a year, and she reminded me of everything that was not ideal in my life (such as my clothes size) and my shoulder-length hair (much thinner than 25 years ago).

Barbie also reminded me of our power and that we can step out of the shadows and do our life’s work unafraid and without self-criticism and self-limiting beliefs. So recently, I let her step out of her frame and leave the glass ceiling that kept her stuck.

We must work further on inclusion in our societies and organizations.

Giving up our power to patriarchy and alpha males is not an option.

Younger generations need role models.

They need to see us on stage, on construction sites, and on computers developing apps and programming machines.

They need to visit us in research and on panels.

We must voice our concerns, address micro-aggressions, point out “mansplaining,” and build support groups for each other.

Let’s move forward in our circle of influence and start with Global Mobility.

(Below, you find a curated excerpt from an upcoming publication. Sign up here to be invited to Angie Weinberger’s forthcoming book launches and related workshops http://eepurl.com/dpfrrf.)

How can we be more inclusive in our Global Mobility Guidelines?

1 – Add Sustainable Choices

Sustainability can be improved by reviewing the guidelines for ways to make them more environmentally friendly, such as replacing the moving of household goods with a rental allowance for furniture or cutting down on home leave flights for STA and LTA.

Sustainability in global mobility also means that the care and career aspects are not neglected and that the international workforce can be retained after the end of their assignment. It helps if the Global Mobility Manager and ESG teams are in contact and collaborate when making strategic decisions such as new policies.

2 – Implement Quotas for Representation

Inclusion will be improved by any acts that include all participants of an organisation and ensure access to the organisation for rainbow talent. Once a more significant proportion of women and diverse talent (“Rainbow Talent”) have access, they will also need to be included in a talent program with a higher proportion than now.

Affirmative action, quotas and key performance indicators (KPI) can help include more rainbow talent in global mobility. However, the gap is so significant that even achieving a 25% participation rate of rainbow talent in all mobility programs and the internationally mobile workforce will be worth celebrating.

With current tendencies worldwide to cut DEIB efforts, global mobility managers might want to foster inclusivity by applying quotas to select talent programs, vendor representation, and policy design.

Diverse talents miss opportunities because the opportunities in other countries are rarely transparent. They must be aware of the possibilities and often need access to the informal networks where participants are nominated for such opportunities. Most long-term assignments are still nomination-based.

3 – Use Performance and Potential Data for Selection

Relying on complex data helps identify strong candidates, with performance and potential data eliminating most prejudices, stereotypes, and biases and creating a system of identifying those qualified for international work and projects. Performance and potential data are vital points to consider for an ideal selection.

In addition, selecting candidates based on intercultural competence will be a great differentiator. Every candidate that meets the performance and potential requirements should undergo an intercultural competence assessment or even an assessment centre designed to prepare for international assignments.

The potentially stressful or dangerous context in the host location might deter some employees, but before assuming, it is worthwhile to have a conversation with potential expats.

Providing inclusive guidelines to recruiters will help with the surge of different workforce types, such as International Hires, Cross-Border Commuters, Global Nomads, International Business Travelers and International Transfers. To be inclusive, Global Mobility Managers must also support these populations’ needs and the “classical expatriate”.

4 – Teach “People and Culture” Colleagues and Line Managers

Many international moves are now local-to-local transfers. Hence, companies often do not involve the Global Mobility Manager.

The point of contact for the “Expat Family” is often a recruiter, and they will need training and guidance in addition to generic policies.

Ensuring commitment from all senior managers to the cause of diversity, equity, inclusion, and belonging will be key in times of the anti-woke movement.

Promoting global competency within your senior workforce will require adding it to the leadership competencies framework. Senior managers can be offered “Unconscious Bias” training as a first step. They will probably need to learn to lead a highly diverse, international workforce and global virtual teams.

A good starting point is exposing future leaders early through international talent programs to other cultural styles and ensuring they are committed to inclusive leadership.

However, communicating appropriately with diverse talent today will be a continuous learning process. Targeting job ads internally and externally to talent might require inclusive writing and editing styles. It’s hard enough for them to feel worthy to apply.

Let me know if you have any comments below. I would love to hear your stories.

ANGELA WEINBERGER

Switzerland

To help women advance in Switzerland, consider the following strategies:

Support Organizations: Engage with organizations like Advance, a leading business association committed to gender equality in Switzerland. They offer programs, workshops, and networking opportunities for women in the workforce.
Promote Best Practices: Explore best practices to advance gender equality in Swiss business. Accessing these cases can provide valuable insights.
Encourage Male Involvement: Recognize that advancing women in the workplace must involve men. Emphasize collaboration and inclusivity to address the gender gap in management positions.
Empower Through Networking: Support platforms like Women in Digital Switzerland, offering networking, career discussions, and expert-led sessions for women empowerment.