A female Vice President was looking to hire a Controller who would report directly to her. However, the board members had some “advice”—they suggested she find an “older man” for the role to “balance her out.” Nancy, who took on her VP role in her late 30s, had become all too familiar with the board’s criticisms of her age. They often used diminishing nicknames like “kiddo” and “young lady” to remind her she didn’t quite fit their idea of a senior leader.
But it’s not just younger women who face this. Another woman in leadership mentioned that even at her age, when she should be getting higher-level roles, the industry now favors candidates in their 30s and early 40s for their so-called "fresh ideas." “It’s as if my experience doesn’t count anymore,” she shared.
This story reflects a broader issue—ageism, which was once thought to only target older employees, now impacts people at all stages of their careers. This misconception that getting older means declining performance has led to biases against workers of all ages, including younger professionals who are seen as inexperienced or immature. This is where "youngism" comes in—ageism against younger adults based on the belief that age and experience automatically equal competence.
Gendered Ageism: The Double Bind
Recent research has started to highlight how age-related biases disproportionately affect women, creating a scenario where it feels like there’s no “right” age for women in leadership. In a recent survey, women across industries shared how this bias affects them differently at various stages of their careers.
Here are a few common patterns:
Younger women are often seen as inexperienced and are talked down to.
Middle-aged women are stereotyped as being too caught up in family life to take on more responsibilities.
Older women are often written off as being outdated or not worth investing in.
The term “gendered ageism” captures this unique experience where both age and gender are used to marginalize women in the workplace.
Evolving Views on Ageism
Historically, ageism was seen as something that only older workers faced, with the assumption that they would eventually step aside for younger talent. But now, with more diverse and multigenerational workplaces, the reality is that age bias can hit at any point in your career. Whether you’re younger and seen as “too green” or older and viewed as “past your prime,” ageism plays out in various forms.
Gendered "Oldism"
For women, aging in the workplace often comes with its own set of challenges. Older women report feeling left out of advancement opportunities. One 60-year-old executive shared that she was passed over for a succession plan in favor of a male colleague. Many older women feel burnt out and unrecognized, leading some to seek opportunities outside their organizations.
Some effects of gendered "oldism" include:
Older women being perceived as out of touch or irrelevant.
Missed chances for promotions and training.
Feeling forced to look elsewhere for recognition.
Gendered "Youngism"
On the flip side, younger women, or those who look younger, deal with being underestimated. From being called pet names to being mistaken for junior staff, younger women constantly have their credibility questioned.
Some common struggles of gendered "youngism":
Being mistaken for someone more junior.
Having your expertise dismissed.
Facing scrutiny for your appearance rather than your skills.
Gendered "Middle-ageism"
Contrary to what many might believe, middle age isn’t a "sweet spot" for women either. Between ages 40 and 60, women are often seen as burdened by family responsibilities or health-related issues like menopause, while men of the same age don’t face the same scrutiny.
Challenges of gendered "middle-ageism":
Being passed over due to assumptions about family life or health.
Not being seen as vital or dynamic, unlike men of the same age.
Struggling to get hired or promoted despite having extensive experience.
The "Never-Right" Age Dilemma
It’s clear that, for many women, no age is the “right” age when it comes to being taken seriously in leadership roles. Whether young, middle-aged, or older, there seems to be an excuse for undermining their abilities or denying them opportunities. This pervasive bias impacts not only women’s credibility but also their growth and opportunities for leadership.
The Benefits of Age and Gender Diversity
But here’s the good news: diversity, including age and gender, has real benefits for businesses. Studies show that organizations with more diverse leadership perform better, have higher earnings, and experience less turnover. Age-diverse teams that blend fresh ideas with experience create a more dynamic workplace where everyone wins.
How to Combat Gendered Ageism
Here’s how companies can start tackling gendered ageism:
Acknowledge Age Bias: First, recognize that it exists. DEI (Diversity, Equity, and Inclusion) initiatives often focus on race and gender but can overlook age. Make gendered ageism part of your DEI training.
Address Lookism: Many women face "lookism," where they’re judged on their appearance instead of their skills. This bias should have no place in hiring or promotion decisions.
Prioritize Skills Over Age: When making decisions about hiring or promotions, focus on individual skills rather than age or tenure.
Promote Intergenerational Collaboration: Teams made up of a mix of ages and genders create opportunities for learning and growth. Encourage mentoring relationships between younger and older employees.
Conclusion
Ageism is an issue that can impact women at any stage in their careers, but by addressing these biases head-on, we can unlock the full potential of a diverse workforce. Let’s work together to ensure that women, no matter their age, are recognized for their true value and leadership capabilities.