Author: manager

Iryna Gromova is a practicing psychologist with over 6 years of experience in positive psychotherapy. She conducts individual consultations (personal therapy) and group therapy. She is a certified facilitator of the psychological transformation game “Satori.”

We met with Iryna and asked her about transformation games, how they can help us change our lives, and how effective they can be in corporate psychology.

What transformation games are relevant and what are they needed for?

Iryna: The first transformation games appeared about 30 years ago, and they can be conditionally divided into three categories: business games, esoteric games, and psychological games. I’ll tell you more about the latter.

In general, there is quite a rich selection of transformation games:

• Business games — help focus the player’s attention on work and professional development issues, teach specific business skills, decision-making, team building, strategic thinking, or help change attitudes toward money and find new ways of earning. For example, “Monopoly,” “Cash Flow,” or “Rat Race.”
• Esoteric games — help find answers to current questions through spiritual messages. For example, “Leela Chakra” is an esoteric game based on the ancient “Book of Changes,” consisting of a field with 64 cells, each carrying a specific “message” for the player. This game can address various queries: from job searching to understanding “what purpose I came to this world for.”
• Psychological games — aimed at solving psychological problems such as self-doubt, difficult relationships with loved ones and society, low self-esteem, resentments, fears, and they also help obtain resources and support. One such psychological game is “SATORI,” which I’ll tell you about later.

In a transformation game, all participants win. Each receives an answer to their personal question. It forms a kind of instruction on how to proceed with the issue that concerns the player.

The goal of a transformation game is not only to better understand oneself but also to change. And then the personality we become will start changing circumstances in all areas of life because everything is interconnected. It is for the sake of change that one should play transformation games.

WHY “SATORI”?

Iryna: The game “Satori” appeared in my life not by chance, and it was a long time ago. I first played it myself, before becoming a practicing psychologist, and SATORI made a huge impression on me.

To some extent, this game became the impetus for me to go into psychology and become a psychotherapist, for which I am very grateful to fate. I chose the transformation game as one of the tools for my psychological practice.

The transformation game “SATORI” was developed by American psychotherapist Colin Tipping. Lists of all certified Satori game facilitators are public and can be found on the Internet.

The game is based on the “Radical Forgiveness” method in 5 stages — it’s an effective technique that works to strengthen relationships, release resentments, anger, fears, various blocks, negative beliefs, and unpleasant experiences from the past. “Satori” helps completely revise one’s view of their past and present.

It provides an opportunity to find answers to personal questions, abandon the victim role and become the author of one’s life, change worldview, and discover one’s resource. The game provides amazing results that help a person make a transformational move forward.

Unfortunately, in our country, visiting a psychologist is still perceived by some as “admitting one’s own inadequacy.” For such people, the game can become a comfortable way to resolve personal issues. As a projective technique, the game allows one to realize hidden (unconscious) attitudes and problems through association.

During the game, the participant begins to understand what they want to change, which areas of life they need to “improve.” Working on their thinking, the player understands which fears and negative beliefs they want to release.

The entire game process is aimed at positive changes that will occur when the participant finds the answer to their query by looking into their inner universe.

WHY DOES EACH PARTICIPANT HAVE A DIFFERENT TIME FOR COMPLETING THE GAME?

Iryna: Clients who play for the first time and have never spoken with a psychologist before need more time to realize their true queries and goals. Time is also needed to remove psychological barriers. A client who comes multiple times is usually more open to change. When there is no psychological resistance, the game moves dynamically.

It also happens that the query or meeting format changes during the session itself. As a psychologist, I use the positive psychotherapy method to clearly define the query so the client can receive maximum benefit. At the meeting,

I immediately see if the client would be better off in an individual consultation without the game. People with developed logical thinking, who are used to analyzing everything, are better off having an individual consultation right away. Because such players will constantly return to the first cell, to the beginning.

In a classical consultation, a person comes with a specific problem, and a series of sessions may be needed to solve it. The game is more suitable for those who cannot understand their condition, formulate a specific problem or query. The game format gives the participant an opportunity to experience new emotions and impressions. In 4-5 hours, an understanding forms of where to move next and how to solve issues.

WHAT TASKS CAN BE SOLVED WITH A TRANSFORMATION GAME?

Iryna: A transformation game will help: discover new talents and abilities, improve relationships with colleagues, increase self-esteem, become more confident, get rid of negative beliefs, forgive parents (separate), improve family relationships, learn to boldly express feelings and emotions, meet a potential partner, forgive and accept oneself, get more enjoyment from life, become happy and be in a state of flow.

Interestingly, the game results are equally effective in online or offline format. Previously, I only conducted the game remotely with clients abroad, but now it’s a more popular format. An online dice generator comes in handy, and when cards need to be chosen, I show them from my set. I help participants illuminate the path, like with a flashlight, but they decide which “route” to choose themselves.

“I HELP PARTICIPANTS ILLUMINATE THE PATH, LIKE WITH A FLASHLIGHT”

I work in the method of positive psychotherapy, where the primary ability is “to love,” and the secondary is “to know.” During the game, it’s important to achieve a feeling of love and acceptance. In the first circle, a person reaches the stage where they need to release negative emotions and blocks. Then a field appears for healing the person, and I show the player another boundary — “to know.” After that, answers are found to why certain problems and blocks arose in life. And at the exit, the client comes to understand how they can change their life, how exactly to solve the problem. That is, they understand how to independently overcome difficult situations. I always rejoice when I can see how new goals and desires take shape after being freed from the burden of negative experience, and I am inspired by the positive changes in my clients’ lives.

Conclusions

Transformation games represent a powerful tool in modern psychology, bridging the gap between traditional therapy and interactive personal development. They offer a unique approach to addressing psychological issues through play, making therapy more accessible and less intimidating for those who might be hesitant to seek traditional counseling. The success of games like Satori demonstrates how alternative therapeutic methods can effectively facilitate personal growth, emotional healing, and positive life changes.

By Angelika Burkina
Organizational Psychology

References

1. Positive Psychotherapy Network
2. International Academy for Positive and Transcultural Psychotherapy
3. Colin Tipping’s Radical Forgiveness
4. Journal of Experiential Psychotherapy
5. International Journal of Play Therapy

Language coaching, as an approach to foreign language teaching, emerged abroad in the early 2000s and is gradually gaining popularity in Ukraine. The main principle of language coaching is moving away from the directive style inherent in teaching.

What is Language Coaching and How Does It Differ from Foreign Language Teaching

The coach helps the client identify their needs in learning a foreign language, recognize their weaknesses, define goals, and set timeframes for achieving them. Additionally, the coach creates an individual learning plan for each client, taking into account their needs and characteristics, which will promote effective foreign language learning and improvement of specific skills required by the client.

A characteristic feature of any coaching process is working with conscious clients, that is, those who are ready to take responsibility for achieving their goals, those who understand that results depend on them. In foreign language teaching, the student takes a rather passive position and expects the teacher to teach them.

In language coaching, there is an understanding that high results depend on both sides: “Coach (Co-achieve)” – literally translates as joint achievement. The task of a language coach is to create an atmosphere in which the client will be constantly motivated and result-oriented, select necessary materials that will be interesting and useful for each individual client, and provide objective feedback that will promote improvement and deepening of knowledge.

“Language Coaching is an Approach That Helps Solve Specific Tasks”

Language coaching is not teaching language as such, but an approach that helps solve specific tasks facing the client. Language coaching will help when it’s necessary to improve certain skills, such as giving presentations in a foreign language, preparing for an international exam, preparing for a job interview in a foreign language with resume writing, or intensive preparation before a business trip abroad. Language coaches are approached by clients who already have a certain level of foreign language proficiency, understand their needs, and strive to develop specific skills.

Language Coaching in Ukraine

Language coaching requires professional training in teaching foreign languages and significant work experience, as well as knowledge of coaching methodologies and approaches, understanding of psychological aspects of foreign language learning. In our country, this approach is just emerging and, as with any new phenomenon, attitudes toward it vary.

There are many foreign language teachers in Ukraine, some of whom call themselves “language coaches,” but in reality, there are few real experts. There are no schools or courses that would teach this profession, much less organizations that certify it. By the way, among coaching directions, there is neurolinguistic coaching, which is certified by the International Coaching Federation (ICF).

Therefore, there is only one conclusion – when you find a language coach, ask them about diplomas and certificates, because besides foreign language proficiency, a language coach must truly be a certified coach or neuro-linguistic coach.

Also, it’s worth knowing that language coaches work either one-on-one with a client or in mini-groups of 2-4 people. So, be careful with language schools that offer group classes using this method – inquire about the number of students in the group and the qualifications of teachers.

Language Coaching in Corporate Training

In working with corporate clients, language coaching will be effective when standard foreign language courses are no longer sufficient to meet employees’ needs. That is, when employees face certain tasks that require quick acquisition and consolidation of skills. For example, in large IT companies where most employees have an intermediate level of English, so-called “special courses” are common requests.

For instance, preparation for negotiations with potential customers, etc. And the time allocated for such special courses is less than a month. Unfortunately, companies often create separate departments or units of teachers who conduct foreign language courses, choosing popular textbooks.

Such courses last from 8 to 12 months for each level, meaning if an employee comes to the company with Elementary English level, it will take approximately 2 years to reach Intermediate level. Not everyone is ready to wait that long. Moreover, teachers usually choose general English textbooks, and “students” are forced to learn language for language’s sake.

“Often ‘Students’ Are Forced to Learn Language for Language’s Sake”

In such cases, with limited time and specific requests, the coaching approach is ideal. A language coach can provide the client with a set of expressions and skills to use them in various situations. Not only learn new phrases but help the client raise their existing language baggage and combine it with new material, and even think through the flow of presentations. Anticipate what difficulties may arise, what language problems the client has, and develop a strategy to overcome these difficulties.

The Psychological Aspect of Learning

In language coaching, besides the language aspect, the psychological aspect is also actively at work. The client receives training on a specific topic and analysis of practical cases in a foreign language. The language coach doesn’t evaluate but motivates development and improvement, encourages the client’s personal growth, helps focus on achieving goals. Taking into account key aspects and risks, the language coach stimulates mental processes toward overcoming language barriers and emotional obstacles in the learning process.

A language coach always prepares for sessions, but these aren’t general materials, rather interesting tasks from international practice that best meet the needs of each individual client. They find materials that will help the client improve skills and put acquired knowledge into practice.

That is, a teacher “teaches” you material and you have to learn it, while a coach “immerses” you in a specific situation and helps you find a way out of it independently, using general experience and foreign language knowledge. The client understands what exactly they’re talking about and how to talk about it, therefore feels confident and calm.

Conclusion

Language coaching represents a significant evolution in foreign language education, offering a personalized, goal-oriented approach that differs fundamentally from traditional teaching methods. This methodology emphasizes active client participation, psychological readiness, and practical application of language skills in specific contexts.

As the field continues to develop in Ukraine and globally, it promises to bridge the gap between conventional language instruction and the immediate, practical needs of modern learners, particularly in corporate environments. The success of language coaching lies in its ability to combine linguistic expertise with psychological insight, creating a learning experience that is both efficient and personally meaningful for each client.

By Kateryna Khotsinska
HR Trends and Experience

References

1. International Coach Federation (ICF). (2023). Core Competencies and Credentials. ICF Global
2. Thrornton, K., & Yoong, P. (2011). The Role of the Language Learning Coach. International Journal of Evidence Based Coaching and Mentoring
3. Whitmore, J. (2017). Coaching for Performance: The Principles and Practice of Coaching and Leadership. Nicholas Brealey Publishing
4. Star, J., & Hammer, J. (2008). The Practice of NLP: Exploring Attitudes and Assumptions in Language Teaching. Modern English Teacher
5. Richards, J. C., & Rodgers, T. S. (2014). Approaches and Methods in Language Teaching. Cambridge University Press
6. Council of Europe. (2001). Common European Framework of Reference for Languages: Learning, Teaching, Assessment. Cambridge University Press
7. Brown, H. D. (2014). Principles of Language Learning and Teaching: A Course in Second Language Acquisition. Pearson Education
8. Dörnyei, Z. (2020). Motivational Strategies in the Language Classroom. Cambridge University Press

Most of us consider ourselves good people. We want to follow ethical norms and hope that in important moments of life, we will rise to the occasion and handle challenges in the best possible way. However, when it comes to building an ethical career, good intentions are not enough. Years of research have revealed social and psychological processes and attitudes that can alter people’s moral judgments and lead to changes in their values. Also, quite often, these processes lead to distorted rationalizations of one’s actions and decisions. So, how can we gain confidence that every day, year after year, we are doing everything right in our professional life?

Develop Moral Self-Criticism

The first step requires changing our mindset to what we call moral self-criticism. That is, we need to recognize that we all are “sinful” when no one is watching. Moral self-criticism helps people acknowledge that there are certain temptations, reasons, and situations that can force even the best of us to behave wrongly or unethically. Additionally, this way of thinking pushes us to perceive ethics not only as an effort to avoid bad deeds but also as an attempt to always behave ethically and correctly. And thanks to such self-criticism, we see that developing such character traits is a lifelong process of self-improvement. Research on examples of moral and ethical behavior in the workplace, conducted by American scientists, led them to conclude:

A person who wants to build an ethical career must go through the following stages:

• prepare in advance for moral and ethical challenges;
• make the right decisions at crucial moments;
• analyze their successes and learn from their mistakes.

Prepare for Ethical Challenges

Preparation for ethical challenges is important because people always know well what they should do when thinking about their future but focus on what they want to do in the present.

Anna Tenbrunsel and her colleagues from the University of Notre Dame (USA) define the tendency to overestimate one’s virtue in the future as an element of the concept of “Ethical Mirage.”

Overcoming such biased attitudes begins with understanding one’s strengths and weaknesses. What are your values? In what situations might you compromise them? In his book “The Road to Character,” David Brooks distinguishes between resume virtues (professional skills, experience, and any achievements you can list in your resume) and eulogy virtues (virtues for which people will remember you after your death, for example, being a faithful friend, a kind and hardworking person).

And while these two categories can complement each other, resume virtues often relate to what you’ve done, while the eulogy gives an understanding of what kind of person you are and what you’ve done for others — that is, describes your character. So, ask yourself: what eulogy virtues do you want to develop?

Thus, by viewing your professional path as a way to contribute to a cause, not just as a way to achieve a certain goal, you can completely change your perspective on career.

Peter Drucker: “What do you want to be remembered for?”, “What contribution do you want to make?”

Set Ethical Goals

Goal-setting can also become the foundation for ethical behavior. People constantly set goals in their professional sphere and private life, but almost none of them use a similar approach to ethics. Benjamin Franklin once wrote in his autobiography that he tried to develop 13 traits that he identified as most important for a worthy life, including diligence, justice, and modesty. He even created a table where he marked his daily achievements.

We certainly don’t encourage you to keep such scrupulous documentation, but we suggest sitting down and writing down what virtues and good deeds you want to be remembered for; which of them need to be and can be developed in yourself. Thus, Clayton Christensen from Harvard Business School in his article “How Will You Measure Your Life?” said that after defeating cancer, the only important measure in life for him is “the individual people whose lives I’ve touched.”

Even clearly established goals are just good intentions. They must be supported by such personal guarantees as habits and characteristic behaviors that together reveal the most positive qualities of a person. For example, research has shown that adequate sleep, prayer (for the religious), and mindfulness can help workers develop and enhance self-control and cope with ethical challenges at work.

Preparing for Dilemmas: When “X” Happens, I’ll Do “Y”

Psychologist Peter Gollwitzer calls the planning methodology in the format: “if…, then” the “Implementation of Intentions.”

Dozens of studies have shown that such practice can be effective for changing behavior, especially when this plan is vocalized. Such plans can be simple but must be clear and detailed to tie the situational signal (trigger) to the desired behavior. For example: If I am offered a bribe, then I will turn to lawyers and official company documents for help. If I witness sexual harassment or racial discrimination, then I will immediately stand up for the victim.

By creating “if…, then” plans based on your character strengths and weaknesses, considering your value orientations and possible circumstances, you will be able to better control yourself, your emotions, and actions. Additionally, these plans will protect you from inaction when action is necessary. But such planning is a preparatory stage, so prepare for challenges and create “if…, then” plans in advance.

A mentor is another lever of influence that will help you avoid unethical behavior and make the right choice when you face a moral dilemma. So, when you establish professional contacts and expand your business network, look not only for those consultants who will help you quickly climb the career ladder but also those who can support you in situations when you have to face a moral-ethical problem.

Establish connections with people both inside and outside the company; look for those who share your values, those whom you can turn to for advice on moral and ethical issues. Creating a support group, and having a mentor whom you fully trust, will have extremely positive consequences for your career overall.

Environment Influences Us More Than We Think

It is very important to choose a company that will provide an opportunity, or better yet, encourage employees to adhere to moral and ethical norms. Not surprisingly, employees who know that their needs and values align with the needs and values of the organization they work for are more satisfied and motivated than those who don’t “fit” into the company. Moreover, they work better. Obviously, many factors influence our choice of work, but candidates often overestimate the importance of monetary compensation.

Underestimating the moral and ethical side of work in a particular company leads to “ethical” stress. Some studies have shown that “ethical” stress is a prerequisite for employee burnout, increased job dissatisfaction, decreased motivation, and increased staff turnover. Research has also found that certain elements of the work environment can increase or decrease self-control regardless of cultural norms.

Thus, high variability in the workplace, excessive mental loads, prolonged overtime work, and constantly elevated requirements all correlate with an increase in unethical behavior of employees. That is why we strongly recommend that everyone looking for a new job thoroughly study potential employers and relevant fields of activity to be prepared for possible moral and ethical compromises.

Right Decisions at Responsible Moments

People sometimes tend not to see the consequences of their decisions or try to find bizarre ways to explain their unethical behavior. For example, when having to choose between loyalty to colleagues and loyalty to clients, or when the proposed solution carries both positive and negative aspects. Consider that the human mind is very inventive when it needs to justify morally ambiguous acts that might bring some benefit. We say, for example, “Everyone does it,” “I’m just following orders,” “I’m not robbing a bank.”

Three tests that will help you avoid false rationalizations of your actions:

• Publicity Test: “Would you feel calm and confident if your choice and its explanation were published on the front page of a popular publication?”
• Generalization Test: Would you feel comfortable if your case and your decision became the norm and example for everyone who found themselves in a similar situation?
• Mirror Test: Do you like the person you see in the mirror after they made their choice and decision? Do you want to be such a person?

If the answer to any of these tests is “no,” think carefully before making a decision.

People behave unethically more often under strict time constraints.

Don’t make important decisions on the go. Try to take time for reflection, and this will help see the decision in perspective. The saying “morning is wiser than evening” often helps find a better solution, and the ability to postpone its adoption can give you time to consult with your mentor. If there is no mentor, try a combination of the publicity test and the mirror test.

Trying to follow moral and ethical norms at work is often associated with complicated situations with colleagues and management, which can become quite a difficult trial. For example, Milgram’s experiments demonstrate how excessive pressure from management affects sensitive people.

So how to avoid social pressure and not give in to provocations?

The authors of The Business Ethics Field Guide suggest asking yourself several questions in such situations, namely:

• Do they have the right to demand this from me?
• Would other employees feel the same way as I do in this situation?
• What goal are people pursuing who demand such acts from me?
• Can such a result be achieved in another way?
• Can I refuse to execute such orders in a way that preserves reputation?

In general, be careful with rationalizations like “everyone does it” or “it’s the boss’s order.” Take responsibility for your actions yourself.

It’s also important to remember that moral and ethical problems that people face at work have already been overcome by others. As a result, companies often develop norms, protocols, and declarations of values. If you hesitate about the moral and ethical side of some issue or act, refer to your company’s official documents. If you can’t find an answer in these documents, turn to your mentor. And if you encounter a situation that you consider unethical but fear reprisals from management, contact the ombudsman or the ethics violation hotline in your company.

Analyze and Learn

You’ll be surprised, but the biggest leap in personal development comes when decisions are made and actions are taken. Ethical people aren’t perfect, but in case of a mistake, they analyze their actions and their consequences to avoid making mistakes in the future. In fact, a large number of studies in psychology, computer science, education, and patronage have proved that situation analysis is an important first step on the path of learning from one’s own experience.

Analysis of successes and mistakes helps people not only avoid violating norms and rules of behavior but also protects us from “segmentation” of our identity, when we separate the moral and ethical norms we profess in personal life from those we follow in the professional sphere.

Amy Wrzesniewski from Yale University offers an interesting approach called “job crafting,” that is, shaping your professional experience through adjusting your tasks, work relationships, and even your attitude to work, so that the work itself becomes more meaningful and allows you to fully realize your potential. For example, in their first research on the above approach, Wrzesniewski and colleagues found that hospital orderlies perceived their work in such a way that they considered themselves doctors without diplomas rather than cleaners. They didn’t just clean rooms; they helped create a calm and recovery-friendly atmosphere.

One employee used her smile and humor to help cancer patients calm down and feel more comfortable. She tried to regularly communicate with them, believing that such communication would be a bright flash among the dark times of chemotherapy procedures.

It may seem to us that it’s not so difficult to follow moral and ethical norms in professional activities. As our parents told us: just do everything right. But reality shows that it can be very difficult for us to stay in the moral-ethical field at all times. So, build your ethical career by developing moral self-criticism, prepare for possible difficult situations, stay balanced in difficult moments, and analyze your actions and decisions from the position of ethics and morality.

The following philosophical ideas will help develop moral self-criticism:

• Deontology (the study of moral duty): “Will the chosen course of action lead to a violation of the principle of honesty and respect for others?”
• Utilitarian approach (Bentham considered utility the basis of morality): “What consequences are possible for all parties to the process and for those who will be affected directly or indirectly?”
• Aristotle’s teaching on virtue ethics: “What decisions and behavior will best reflect a virtuous person?”

Conclusion

Building an ethical career is a complex journey that requires continuous self-reflection, preparation, and conscious decision-making. Success in this endeavor demands not just good intentions, but a systematic approach to developing moral self-awareness, creating support systems, and maintaining ethical standards even in challenging situations.

By combining philosophical frameworks with practical strategies like implementation intentions and job crafting, professionals can create meaningful careers that align with their values while making positive contributions to their organizations and society at large.

References

1. Brooks, D. (2015). The Road to Character. Random House.
2. Christensen, C. M. (2010). How Will You Measure Your Life? Harvard Business Review.
3. Gollwitzer, P. M. (1999). Implementation intentions: Strong effects of simple plans. American Psychologist, 54(7), 493-503.
4. Tenbrunsel, A. E., & Messick, D. M. (2004). Ethical Fading: The Role of Self-Deception in Unethical Behavior. Social Justice Research, 17(2), 223-236.
5. Wrzesniewski, A., & Dutton, J. E. (2001). Crafting a Job: Revisioning Employees as Active Crafters of Their Work. Academy of Management Review, 26(2), 179-201.
6. Franklin, B. (1791). The Autobiography of Benjamin Franklin. Library of America.
7. Drucker, P. F. (1999). Managing Oneself. Harvard Business Review.
8. Johnson, K., & Cureton, A. (2019). The Business Ethics Field Guide. Merit Leadership.
9. Milgram, S. (1963). Behavioral Study of Obedience. The Journal of Abnormal and Social Psychology, 67(4), 371-378.

In today’s corporate world, the balance between work and personal life has become an increasingly pressing issue. This challenge particularly affects women striving to build successful careers. Let’s explore the complexities of this balance and its impact on career development.

Work-Life Imbalance

No matter how much company executives and government officials try to maintain gender quotas and promote women to leadership positions, historically, we see this process significantly slowing in our century. We often hear that the reason for low female representation on boards of directors, in company leadership positions, and in government administration is that such responsible work demands complete dedication and takes considerable time, making it difficult for women to combine such activities with family life.

However, a reasonable question arises: don’t men in leadership positions have families and try to maintain a work-life balance? They do. They strive to maintain this balance and suffer equally from its disruption. So what really hinders women’s career development and their advancement to leadership positions?

Research conducted in international companies has shown that stories about women’s inability to combine career advancement with family responsibilities are a myth. Studies of staff turnover rates showed no difference between indicators among women and men. The work-life imbalance, more commonly attributed to women, is equally present among male employees.

“Stories about the impossibility of combining career advancement with family responsibilities for women are a myth”

In fact, two-thirds of surveyed men acknowledged that work-family imbalance is a heavy burden, but only one-third try to do something to reduce stress from such imbalance. Women more often try to maintain balance between work and family, but even when companies provide such opportunities, it negatively impacts their careers: they lose leadership positions, status, and part of their income. Thus, in a social context, leadership positions remain male privileges.

Additionally, many men still hold certain stereotypes about women and their desire for career advancement. For example, there’s a belief that women want to have children and don’t want to work, or if they do want to work, they won’t agree to jobs involving frequent business trips or requiring 60-70 hours per week in the office. The assumption is that such personal preferences will prevent women from being successful in their careers. However, none of the men expressing such views consider the fact that women without children also struggle to reach career heights.

The Culture of Overwork

Interestingly, all men who believe that family prevents women from building careers are convinced that work should be 24/7. They constantly experience stress due to numerous tasks and constant deadlines to remain “stars” among their highly professional colleagues. The issue here lies in competition among colleagues and the constant desire to satisfy client demands, which are often cultivated within the company and sometimes transform into a culture of overtime work throughout the organization. Obviously, the need to constantly work overtime doesn’t make either women or men happy. However, women suffer more frequently due to their desire for life balance.

By the way, it’s a known fact that the tendency to work overtime doesn’t contribute to increased productivity and, consequently, company success. On the contrary, this tendency often leads to decreased productivity and increased sick leave costs.

Why Do Companies Ignore Employees’ Desire for Balanced Life?

The answer can be found by looking at the problem more deeply and uncovering several hidden aspects. For example, the stereotype that family prevents women from building careers is nothing more than a reflection of the existing social system, as well as a manifestation of psychological protection for both women and men against the negative emotions caused by the need to work overtime.

Scientists conducted a series of interviews, paying attention not only to what participants said (or didn’t say) but also to how they expressed themselves. The results were stunning. Consciously or unconsciously, almost all employees revealed emotional conflict due to the necessity of working 24/7 and daily attempts to balance work and private life. Obviously, the need to constantly choose between work and private life creates extraordinary pressure on every employee, as they understand that any decision might cost too much.

“Fathers separate their sadness and feelings of guilt – projecting these feelings onto women in the company”

Women experience different psychological problems. Social norms and traditions in many cultures, even today, assert that women’s primary direction should be family life, childcare, and maintaining the household. Work and career take a back seat here. MUST take a back seat. And companies, seemingly, create all conditions for women to realize themselves as caregivers, mothers, wives, offering women various work accommodations – flexible schedules, remote work options, and others. But all these “perks” come at a high cost when it comes to women’s ambitions to build successful careers.

The “Ideal Worker” Paradigm

For the “ideal worker,” everything unrelated to work is secondary, even if it’s very important personally. This approach creates internal conflict for men, especially those with children. It leads to deep feelings of guilt about constantly being at work and spending limited time with family.

To cope with their negative feelings, men often employ a psychological tactic: they separate their sadness and guilt, projecting these feelings onto women in the company. Loving fathers simply don’t understand why women would want to build careers when they have the privilege of being constantly with their children and caring for them. Some men still openly oppose mothers working, considering the work world to be a male domain.

“No woman wants to gain a reputation as a career-focused person…”

Moreover, companies often deliberately create conditions that seemingly support working mothers but actually push them off the career path. For example, switching to part-time employment or purely administrative work is perceived in companies as a status reduction and places a certain “stamp” on a woman as a specialist who is either unable or unwilling to work overtime, thus preventing her from becoming an “ideal worker.”

Bad Reputation

Another factor holding women back is the “bad reputation” of female partners with children who manage to achieve professional success. Society perceives such women as bad mothers, believing it’s impossible to be successful in career while being a good wife and mother. This stereotype strongly influences young women who must choose between work and family.

No woman wants to gain a reputation as a “bad mother,” “bad wife,” or career-obsessed person willing to sacrifice everything for work. These factors constantly remind women that work isn’t for them, making it unsurprising that women are completely uncertain about their careers and work in general. This is especially true in corporate cultures where 24/7 work is the norm. Here, women constantly must choose between dedicating themselves to home, thereby undermining their company status, or dedicating themselves to career and getting labeled as a “bad mother.” This, of course, doesn’t undermine such corporate cultures in any way, leaving the question of gender inequality open.

It should be noted that often the problem hindering women’s career development isn’t so much companies’ unwillingness to promote them, but rather the issue of overtime work that has become standard in many companies. By the way, this issue undoubtedly affects men too, though women pay a higher price.

Conclusion

Therefore, the solution lies in a comprehensive review of corporate policies, especially since implementing normal working hours would benefit all employees. This way, neither women nor men would need to make sacrifices for work, which would guarantee happier, more productive employees and, consequently, a more successful company.