Tag: thankless emotional labour

  • On Saying No

    On Saying No

    Keep Calm and Just Say No
    Credit: Flickr / Denise Dukette

    In the nearly four years I spent at The Conglomerate, I did a lot to try and improve the number of women working in engineering. It’s not clear how much effect this had. But I spent a lot of time and energy on it.

    Eyes open, I knew this wasn’t always the best career move. But sometimes we do things that we know aren’t the best career move but we believe are the right thing to do. Because paycheque and job title aside, we still have to look ourselves in the mirror at the end of the day.

    And I believed that the events, the Token Women talks, the mentoring, the interviews, they were the right thing to do. So I did them. A lot of it in the evenings, and on the weekends. But of course, some of it, during the day. Sometimes I worked late and made the time up. Sometimes I didn’t.

    Some of my colleagues were supportive. Some tolerated it. Some were “supportive” and talked good game but would make these comments so that I knew they thought it was a distraction from being an engineer. Some made comments about how these things discriminate against men.

    An aside, whilst we talk about distractions, the biggest distractions were actually things like being called a c*** by a colleague, or finding the word “whore” in a design document. Supporting a friend and colleague because she was being harassed. Trying to watch out for all the interns without letting them know too clearly what they need to watch out for. Or the tedious day to day of being undermined in a stereotypically gendered way. Did he have to repeat everything I said in that meeting? Did he really speak to me like that in front of everyone? Why the hell is this guy explaining the code I wrote to me, again?

    Showing up and giving a token women talk is not really that distracting compared to that. But I digress.

    Eventually I reached this point where I didn’t believe it was the right thing to do anymore. I looked at the emotional cost, and the time, and the output – and the output felt like luring capable women into environments where they would be mistreated – and decided not to participate in Corporate Feminism anymore.

    It might seem surprising that the most impactful thing I did for women actually came after that. But let me tell you what that was – I finally, must have been nearly a year later, wrote an internal G+ post about why I had stopped doing Corporate Feminism, and why. It’s lost to the ether now, but I remember that I wrote about no longer being confident it was the right thing to do, the exhausting judgement of my colleagues, and how painful it had been to try and get money for these things. That in an office rife with excess, I had actually spent time trying to negotiate for a car service for a speaker, been told “can’t she just take the tube?”

    Something actually came of this. Last I heard it was still going, and people used it.

    There’s something a little depressing about years of work and yet what really made a difference was 30-60 minutes writing a rant and posting it.

    And yet. That discounts everything it took to write that rant. That rant was a product of hard won and bitter experience. The rant was effective because I understood the system and could explain how the system worked – or didn’t. It was effective because people who knew how much I cared, and how much I had done, I wasn’t just whining – I had worked within that system, but I wasn’t prepared to anymore.

    Of course some people (men) thought it was whining, and wanted to share how they once felt unappreciated too. Unfortunately for them, I have a permanent 404 on worthless manfeelings. At the time I just ignored them. Now, I wonder why they thought that was useful? I had reached a level of frustration where I had given up nearly a year previously. Did they thing some comment about everyone being unappreciated was going to change my mind?

    This was the start of my – surprisingly radical – notion that it is not too much to ask that work for the collective be appreciated. The people who appreciate me know that I will do anything for them. But people who try and force random obligations onto me, well. I have yet to tell anyone doing this to go f*** themselves so I consider myself a very reasonable person.

    Saying no is a powerful thing. Refusing obligations and choosing your own priorities is an act of self care and an expression of hope. Saying no is an act of strength. A peaceful resistance. I embrace it, and as with all things, the more I do it the easier it gets.

    No, I won’t do unpaid work for your for-profit company. No, I won’t introduce you to someone else who might. No, I will not cover my own travel for your “diversity” event. No I will not enter into an open-ended “mentoring” relationship with you, person who found me yesterday – please come back with some specific questions. No I won’t let you speak to me like that. No, I will not be complicit in this system that I find morally repugnant. No I will not help you “hire more women” if I am not confident they will be treated well. No, I will not keep quiet for the “sisterhood” if this sisterhood is only cis-het-white women because this leaves many of my sisters out.

    Interestingly, this results in people (men) saying that I am not doing enough. That charge of “whining” again. First of all, I’m confident that me not doing enough is not actually contributing to a systematic problem. Deliberately, I choose here not to justify what I do do.

    But I have this radical idea that by saying no and by encouraging other women to say no I am in fact doing more than ever. That we are reclaiming our rightful space and autonomy rather than putting in a second shift of stuff that “feels good” but is at best pointless and at worst harmful, and definitely offers little to nothing in the way of actual progress.

    It’s my birthday this week and to celebrate for a limited time only Just Say NO to Thankless Emotional Labour t-shirts are available. Proceeds go to two amazing organisations, one in each of my homes (Europe / Colombia) and I’ll match up to 500 USD each [more detail].

  • Just Say No to Thankless Emotional Labour: The T-Shirt

    Just Say No to Thankless Emotional Labour: The T-Shirt

    just say no to thankless emotional labour tshirts

    Last year I turned 30 in Santiago. I didn’t like Santiago, and I felt bad about turning 30 – it’s hard when a major life milestone occurs in a time when you are feeling somewhat lost, so I dealt with this in my preferred way – I left.

    I went to Easter Island, and explored, started reflecting on something that one of my friends had told me – that turning 30 was incredibly liberating, because she gave fewer fucks. This is absolutely something I have found to be true over the last year. I have no time for bullshit games, and no space in my life for emotional vampires.

    Most of all, I have really embraced the idea that I started tentatively to explore whilst I was still at The Conglomerate – that I can say No to Thankless Emotional Labour. And whilst I hate to give advice, I am vocally supportive of other women doing the same.

    So, what better way to celebrate my birthday than… make a t-shirt with that phrase on it? Or rather, 8. You can buy one here. Proceeds are going to support two organisations, one in each of my homes. In Europe, Stemettes, and in Colombia, Colombia Dev (where it will go to support programming for women). I’ll match 500 USD to each.

    Last year for my birthday, some friends and I embraced this idea of “#ChooseMeMay”. It was a reminder to prioritise ourselves over imagined obligations. This year, all I want for my birthday is: a kettle, a Grover from Times Square to stroke my hair and tell me everything will be OK, and for more women to choose themselves, their ideas, their creativity, over nonsense obligations, whether real, or imagined.

    So, I’d love it if you bought a t-shirt. I’d love you to support these organisations, both of which are close to my heart. But most of all, fellow women, I’d love it if you said No to Thankless Emotional Labour, and chose yourself instead.

  • Thankless Emotional Labour as Management Training

    Thankless Emotional Labour as Management Training

    Credit: DeviantArt / MylenaChan
    Credit: DeviantArt / MylenaChan

    My first month as a manager I barely had time to think about how I didn’t really know what I was doing, because there was so much that clearly needed to be done. So I accepted that stuff was not writing code, and got on with it.

    Month two opened, and I kept getting on with things, and I saw activities from Month 1 starting to pay off. I paused and asked myself: “why does it seem like I know what I’m doing?” and the answer I had for myself was… “Oh. Management is Thankless Emotional Labour”.

    Except… my job isn’t thankless anymore. What I do is valued. It’s also strategic – in terms of how we execute as a team, and what we build. Writing – and doing – “Emotional Labour” without the thankless prefix is something I need to adjust to.

    So, three ways in which management is like “thankless emotional labour”: 1) work for the collective, 2) being an emotional thermometer, 3) technical work becomes mentoring and grunt work.

    1. Work for the Collective

    Work for the collective is stuff that benefits the “team” not the individual. It’s one of those things that women tend to be dinged for not doing, rather than appreciated when they do [see: Women Don’t Ask – Amazon].

    Hiring is a good example. In the last 3 months I’ve worked on designing a hiring process, done countless phone screens, coached engineers on interviewing (we open sourced our prep guide!) etc. I actively worked on finding underrepresented people in tech, including offering anyone underrepresented in tech working on mobile a call about anything they wanted in February (my boss offered his time too, which was super kind). I met some great people this way and hope I was able to be helpful.

    The result: one of the engineers on my team observed that hiring a new engineer had seemed painless. As I looked at him, remembering the day I did six interviews in one day, he followed up with “or maybe you just made it seem that way.”

    I did. Because that’s my job, now.

    2. Emotional Thermometer

    Many women I know spend a lot of time thinking about and worrying about the emotions of the men around them. We’re conditioned to do it, men have come to expect it, and at darker moments it’s a way that we manage risk. It’s best captured by that quote from Margaret Atwood, “Men are afraid that women will laugh at them. Women are afraid that men will kill them.”

    At The Conglomerate, we did this personality test involving colors, and you have a primary and a secondary. Green: over-think (and engineer) things. Yellow: organize things. Orange: ship things. Blue: emote.

    I like to describe blue as “baseline human decency” but another good description is “emotional thermometer”. It’s about only being as happy as the people around you are.

    Most people at The Conglomerate are green or orange. I’m yellow with orange undertones. Which is fine, I know I value an organized way of getting things done. What I didn’t know was how weird that was. As a result, what I got most out of this exercise was a new understanding of how people judge or assume other people’s colors. People seemed to see organization, process, as a distraction rather than an enabler. When I listened to how people saw blue I was reminded of a weird and conversation I’d had with a manager I’d had, that had made me feel deeply uncomfortable. And I realised, he thought I was blue.

    One of my friends observed that it’s probably pretty common for women to be assumed to be blue. To be assumed that their first priority is everyone else’s feelings rather than what they personally value. We often force women to do an impression of that, with a feedback loop where the consequences of not doing that are unpredictable but potentially extreme.

    But as a manager, being tuned into the emotional temperature of your team is a strength. If you discover someone’s unhappy because you noticed something was up, and gave them space to tell you, you have better, more immediate information than if you wait for the point where they seek you out.

    As much as I deeply, deeply resent “prove it again” on technical matters I’m willing to prove to my team week in week out that I’m worth trusting. It seems to me that a manager is only as good as their worst screw up. Paying attention to how they feel doesn’t seem like a bad place to start.

    3. Technical Work Becomes Mentoring and Grunt work.

    As things have calmed down, I have been able to carve out some time to do some technical work. This falls into the categories of mentoring, and grunt work.

    Mentoring: helping someone else do their technical work. Helping understand and implement a pattern we’re adopting to improve our testing, or giving feedback in code review. The easiest way for one of my team to make my day is to ask me a technical question. Even if it’s something like “how do I fix this test?”

    Grunt work: something needs to be done, but not immediately, and it’s not very interesting. Infrastructure stuff, clean up, (small) refactorings.

    Both of these things are often unappreciated when done by engineers, especially women, because of the way work done by women is always devalued. Mentoring because of the same reasons as work for the collective, grunt work because it’s “not important” or “lacks impact”.

    Actually, the most useful thing that I’ve built when I’ve spent time on technical stuff is not lines of code – it’s understanding of the processes followed on the team.

    Thankless Emotional Labour Bootcamp

    You can learn how to run a functional 1:1. You can learn how to perform empathy. You can learn how to demonstrate listening. But actually tuning into all these things is far less easy to define. Luckily for me (and my team), I spent most of my time in industry being forced to.

    Before I had the realisation that management was emotional labour, after a day of doing it, I would message one of my friends and say “this is what I did today, how do I know if it’s enough?” I felt I had not created anything of value. As I approach the end of Month 3, I don’t feel like that any more. Partly because I have seen stuff start to pay off, but also because I have accepted that is what the job is.

    This realisation, by the way, also explained why women move / get pushed into management. It was one of those things that I intellectually knew, but now… feel like I understand.

    But the question I leave you with – if this stuff is valuable when done by managers, why isn’t it valuable when done by engineers?

    I think it is valuable, but I also think that more of this stuff falls on engineers when managers aren’t doing it themselves. As a manager what you do, and what you reward, communicates what you value. So if you don’t do this stuff, or you do it badly, it’s very clear to your team that this is not valued, so when others do it, even when they benefit from it, they are unlikely to value it either.

    Thanks so much to my friend Lara for listening when I felt like I had achieved nothing, and for reviewing and giving feedback on this post.