Nike. Washington Commanders. Phoenix Suns. Each of these sports organizations made headlines for issues with sexism and sexual harassment. Unsurprisingly, women working in sports experience negative effects. Women across all industries are almost three times more likely to leave their jobs when they feel excluded. One woman said about the climate at her organization: “It makes me resent sports in general, which is heartbreaking because it’s my biggest passion.”
After interviewing women in 2021 who currently/previously work(ed) in the sport industry, we found experiences of hostility by colleagues made it evident they’re the odd (wo)man out. Organizational culture neglecting, and not creating safe spaces for women in the sports industry, results in decreased mental health, reduced confidence and — for some — leaving the industry entirely.
When toxic workplaces are permitted, through ignoring harassment or lack of consequence, they become the accepted norm. This is particularly true of male-dominated industries, such as sports.
Collective ownership of policy, where all employees as a group are encouraged to shape organizational policies, is an alternative that has not been properly explored. Employees should be empowered to call out unacceptable behavior to establish workplaces of belongingness for all, and its adoption ultimately ensures sport organizations can be safe places for women employees to thrive.
Here are best practices for creating a collective ownership approach within sports organizations.
Bystander Interference Must Be Supported
When gender becomes a focal point in their interactions, women experience a tension between being a woman and employee. One research participant suggested even the “good guys” she works with make inappropriate comments, noting, “I am nervous to wear tight dresses or shirts because I’m going to be the next target of little side commentary.” Victims don’t feel supported in reporting the behavior without retribution. But policy can change that.
Implement collective ownership by allowing employees to contribute to published, common values that are then upheld and practiced by the collective. Accordingly, the likelihood of people to actively address a problematic situation becomes a systemic part of an inclusive culture.
Set the tone via listening sessions with leadership, encouraging employees to inform leaders on the current climate. Organizations can require bystander intervention training during onboarding, showing a collective effort to generate a safe environment. The more people who address toxic behavior, the less acceptable it becomes.
Human Resources Must Provide Human Reassurance
In our study, women felt betrayed by colleagues and HR when they were victims of gender-based violence. One participant recalled a boss who would call her almost every day “asking what color panties I was wearing,” then noted she was discouraged from reporting. “The sense was if I were to talk against this man, I would be instantly blackballed and never work in the sports industry again.” When other women reported, they recalled HR “brushed it under the rug.” For them, HR provided no protection against harassment.
Collective ownership of policies ensures HR departments are required to engage in full, transparent investigations. Organizational input and engagement — through surveys and task forces — holds HR responsible for following clearly stated procedures. Further, leaders must give employees opportunities to call out areas of reporting that need improvement for clearer, more trustworthy processes.
Collective ownership over these policies can result in increased reporting rates, and early intervention and prevention. When everyone in HR has bought into the policies, widespread accountability defines organizational culture.
Less Toxicity Means Career Progress
Study participants discussed heavy competition for positions in sports. This scarcity caused women to manage the harassment in an isolated way that didn’t cause retaliation, and as one woman noted: “The sports industry is so hard to get into, I didn’t want to jeopardize my future in it.” Respondents were left to fend for themselves or leave their position, organization or the industry.
Creating a culture that values the contribution of women employees and prioritizes well-being is key for sports leaders seeking to change toxic cultures. To enhance the experiences of women employees, prove all employees are important to success. Emphasize a collective culture; create and support employee resource groups for women; prioritize collaboration between employees and departments; and demonstrate respect for all employees.
These strategies represent resource investment based on the collective agreement that prioritizes an essentially safe workplace. When everyone agrees on the values of these programs and relationships, the ownership over maintaining inclusive environments can flourish.
Collective ownership in your organization unlocks progress. Resist superficial fixes such as firing one employee. Restructure to empower employees who innovate, engage, and provide feedback on policies and the working environment, ensuring their contribution to culture. Reward bystander intervention and maintain a zero tolerance policy for harassment against any employee.
The adage “if it ain’t broke, don’t fix it” falls short when the system itself is fractured. It’s clear: Collective change demands all of us.
Elizabeth Taylor is an associate professor at Temple University; Katie Sveinson is an assistant professor at the University of Massachusetts, Amherst; and Laura Burton is a professor at the University of Connecticut. This piece is crafted in partnership with The Collective Think Tank: a global consortium of academic minds and industry leaders focused on gender parity and improving diversity. The collaboration is led by The Collective, Wasserman’s women-focused practice.
Questions about OPED guidelines or letters to the editor? Email editor Jake Kyler at jkyler@sportsbusinessjournal.com
