Discussion: View Thread

<>The Masculinity Trap: Rethinking engineering culture[1]

How can we challenge the rigid masculine norms that have defined the engineering field for decades and drive the change toward a culture that values mental health, inclusion, and diversity?

Traditional ideas of masculinity – toughness, self-reliance, and relentless focus – have shaped the engineering profession for decades, driving immense economic growth whilst also creating a culture that can feel rigid and isolating, especially for those who don't fit the mold. 

As societal conversations about diversity and inclusion expand, men – particularly those in male-dominated sectors like engineering – may sometimes feel positioned as part of the problem rather than as part of the solution. This perception can lead to caution and, at times, defensiveness, especially when discussing topics around gender and inclusion. 

Yet beneath this hesitation lies a more personal struggle: for many men in the field, conforming to narrow definitions of "success" often means sacrificing emotional well-being and work-life balance. The impact on mental health and career satisfaction has been significant, leading to documented retention issues[2] and a shortage of diverse perspectives across the industry.

Cheers, Bill

[1] https://www.ewb-uk.org/the-masculinity-trap/?mc_cid=95a72ee06a&mc_eid=8e6b9743bb

[2] https://vgcgroup.co.uk/news/how-can-engineering-fix-its-staff-retention-problem/

Read both of these articles and your questions...

Our role as engineers should not be focused on inclusion and diversity at all. Our job is to efficiently build stuff that is useful and safe to the public. Our function has nothing to do with leading social change. As soon as we start focusing on that, we weaken ourselves. The article states we should be "...making more room for women to lead, even if that means stepping back at times." So I should step back and allow someone else to lead just because that person is a woman? What if that person is a woman who clearly lacks the ability to be a strong leader or engineer? Should I step back and defer my leadership to encourage other diversities? I suggest that does no good for anybody. As a leader in my company, I step back sometimes and mentor as a training opportunity for young engineers/project managers. But I target potential leaders based on my observation of their skills and leadership traits--not based on gender, ethnicity, or any other non-engineering or leadership skill related attributes. Engineering attributes are objective, so I hope we're not arguing those. But what are leadership attributes? There are objective data driven metrics for that too, and none of them involve gender or race. My wife is a good civil engineer. She is tough, self-reliant, and has relentless focus. Call those masculine traits if you want, and fight against them if you want, but those are traits that lead to accomplishment. 

<>The Masculinity Trap: Rethinking engineering culture[1]

How can we challenge the rigid masculine norms that have defined the engineering field for decades and drive the change toward a culture that values mental health, inclusion, and diversity?

Traditional ideas of masculinity – toughness, self-reliance, and relentless focus – have shaped the engineering profession for decades, driving immense economic growth whilst also creating a culture that can feel rigid and isolating, especially for those who don't fit the mold. 

As societal conversations about diversity and inclusion expand, men – particularly those in male-dominated sectors like engineering – may sometimes feel positioned as part of the problem rather than as part of the solution. This perception can lead to caution and, at times, defensiveness, especially when discussing topics around gender and inclusion. 

Yet beneath this hesitation lies a more personal struggle: for many men in the field, conforming to narrow definitions of "success" often means sacrificing emotional well-being and work-life balance. The impact on mental health and career satisfaction has been significant, leading to documented retention issues[2] and a shortage of diverse perspectives across the industry.

Cheers, Bill

[1] https://www.ewb-uk.org/the-masculinity-trap/?mc_cid=95a72ee06a&mc_eid=8e6b9743bb

[2] https://vgcgroup.co.uk/news/how-can-engineering-fix-its-staff-retention-problem/

Something I've often said when asked about being a "woman engineer" or "female engineer" is that I don't really want to be known by those labels. I want to primarily be known as a dang good civil engineer. I don't have a problem with that label occasionally being used in the proper context, but it is easy for it to go too far.

I think there is a place to recognize our differences, but I think we limit ourselves when we default to categorizing people into gender or race. I know women who can default to being cold, rigid workaholics. I know men who handle themselves with gentleness and an understanding that there is a place for appropriate vulnerability in the workplace.

Where I do agree with Bill's original post is that we need to understand that we are all better at our jobs and treat each other better when we aren't burning ourselves out. Recognizing the importance of emotional intelligence in the workplace helps us be better leaders, designers, and consultants. (Something we discussed in a recent leadership training* is that to achieve engagement in employees, you have to be able to have influence. To have influence, they have to trust you. To trust you, you have to have healthy communication together. All of that takes some emotional intelligence.)

Instead of labeling traits as masculine or feminine, I think we need to do a better job as leaders at modeling healthy attitudes and behaviors in the workplace and having conversations when we don't see that happening in employees or other leaders. We can do all of that without framing it around diversity, equity, and inclusion which can be politicized or misused in the workplace.

*The leadership training is based on the book "Counter Mentor Leadership: How to Unlock the Potential of the 4-Generation Workplace"

Read both of these articles and your questions...

Our role as engineers should not be focused on inclusion and diversity at all. Our job is to efficiently build stuff that is useful and safe to the public. Our function has nothing to do with leading social change. As soon as we start focusing on that, we weaken ourselves. The article states we should be "...making more room for women to lead, even if that means stepping back at times." So I should step back and allow someone else to lead just because that person is a woman? What if that person is a woman who clearly lacks the ability to be a strong leader or engineer? Should I step back and defer my leadership to encourage other diversities? I suggest that does no good for anybody. As a leader in my company, I step back sometimes and mentor as a training opportunity for young engineers/project managers. But I target potential leaders based on my observation of their skills and leadership traits--not based on gender, ethnicity, or any other non-engineering or leadership skill related attributes. Engineering attributes are objective, so I hope we're not arguing those. But what are leadership attributes? There are objective data driven metrics for that too, and none of them involve gender or race. My wife is a good civil engineer. She is tough, self-reliant, and has relentless focus. Call those masculine traits if you want, and fight against them if you want, but those are traits that lead to accomplishment. 

<>The Masculinity Trap: Rethinking engineering culture[1]

How can we challenge the rigid masculine norms that have defined the engineering field for decades and drive the change toward a culture that values mental health, inclusion, and diversity?

Traditional ideas of masculinity – toughness, self-reliance, and relentless focus – have shaped the engineering profession for decades, driving immense economic growth whilst also creating a culture that can feel rigid and isolating, especially for those who don't fit the mold. 

As societal conversations about diversity and inclusion expand, men – particularly those in male-dominated sectors like engineering – may sometimes feel positioned as part of the problem rather than as part of the solution. This perception can lead to caution and, at times, defensiveness, especially when discussing topics around gender and inclusion. 

Yet beneath this hesitation lies a more personal struggle: for many men in the field, conforming to narrow definitions of "success" often means sacrificing emotional well-being and work-life balance. The impact on mental health and career satisfaction has been significant, leading to documented retention issues[2] and a shortage of diverse perspectives across the industry.

Cheers, Bill

[1] https://www.ewb-uk.org/the-masculinity-trap/?mc_cid=95a72ee06a&mc_eid=8e6b9743bb

[2] https://vgcgroup.co.uk/news/how-can-engineering-fix-its-staff-retention-problem/

Read both of these articles and your questions...

Our role as engineers should not be focused on inclusion and diversity at all. Our job is to efficiently build stuff that is useful and safe to the public. Our function has nothing to do with leading social change. As soon as we start focusing on that, we weaken ourselves. The article states we should be "...making more room for women to lead, even if that means stepping back at times." So I should step back and allow someone else to lead just because that person is a woman? What if that person is a woman who clearly lacks the ability to be a strong leader or engineer? Should I step back and defer my leadership to encourage other diversities? I suggest that does no good for anybody. As a leader in my company, I step back sometimes and mentor as a training opportunity for young engineers/project managers. But I target potential leaders based on my observation of their skills and leadership traits--not based on gender, ethnicity, or any other non-engineering or leadership skill related attributes. Engineering attributes are objective, so I hope we're not arguing those. But what are leadership attributes? There are objective data driven metrics for that too, and none of them involve gender or race. My wife is a good civil engineer. She is tough, self-reliant, and has relentless focus. Call those masculine traits if you want, and fight against them if you want, but those are traits that lead to accomplishment. 

<>The Masculinity Trap: Rethinking engineering culture[1]

How can we challenge the rigid masculine norms that have defined the engineering field for decades and drive the change toward a culture that values mental health, inclusion, and diversity?

Traditional ideas of masculinity – toughness, self-reliance, and relentless focus – have shaped the engineering profession for decades, driving immense economic growth whilst also creating a culture that can feel rigid and isolating, especially for those who don't fit the mold. 

As societal conversations about diversity and inclusion expand, men – particularly those in male-dominated sectors like engineering – may sometimes feel positioned as part of the problem rather than as part of the solution. This perception can lead to caution and, at times, defensiveness, especially when discussing topics around gender and inclusion. 

Yet beneath this hesitation lies a more personal struggle: for many men in the field, conforming to narrow definitions of "success" often means sacrificing emotional well-being and work-life balance. The impact on mental health and career satisfaction has been significant, leading to documented retention issues[2] and a shortage of diverse perspectives across the industry.

Cheers, Bill

[1] https://www.ewb-uk.org/the-masculinity-trap/?mc_cid=95a72ee06a&mc_eid=8e6b9743bb

[2] https://vgcgroup.co.uk/news/how-can-engineering-fix-its-staff-retention-problem/

I agree with Mr. Dudicek 100%!  Well, accept that my wife is not a civil engineer, but my oldest daughter is in college studying civil engineering.  She has interned for me for the last 2 summers and exhibits those same qualities that John mentioned above.

Read both of these articles and your questions...

Our role as engineers should not be focused on inclusion and diversity at all. Our job is to efficiently build stuff that is useful and safe to the public. Our function has nothing to do with leading social change. As soon as we start focusing on that, we weaken ourselves. The article states we should be "...making more room for women to lead, even if that means stepping back at times." So I should step back and allow someone else to lead just because that person is a woman? What if that person is a woman who clearly lacks the ability to be a strong leader or engineer? Should I step back and defer my leadership to encourage other diversities? I suggest that does no good for anybody. As a leader in my company, I step back sometimes and mentor as a training opportunity for young engineers/project managers. But I target potential leaders based on my observation of their skills and leadership traits--not based on gender, ethnicity, or any other non-engineering or leadership skill related attributes. Engineering attributes are objective, so I hope we're not arguing those. But what are leadership attributes? There are objective data driven metrics for that too, and none of them involve gender or race. My wife is a good civil engineer. She is tough, self-reliant, and has relentless focus. Call those masculine traits if you want, and fight against them if you want, but those are traits that lead to accomplishment. 

<>The Masculinity Trap: Rethinking engineering culture[1]

How can we challenge the rigid masculine norms that have defined the engineering field for decades and drive the change toward a culture that values mental health, inclusion, and diversity?

Traditional ideas of masculinity – toughness, self-reliance, and relentless focus – have shaped the engineering profession for decades, driving immense economic growth whilst also creating a culture that can feel rigid and isolating, especially for those who don't fit the mold. 

As societal conversations about diversity and inclusion expand, men – particularly those in male-dominated sectors like engineering – may sometimes feel positioned as part of the problem rather than as part of the solution. This perception can lead to caution and, at times, defensiveness, especially when discussing topics around gender and inclusion. 

Yet beneath this hesitation lies a more personal struggle: for many men in the field, conforming to narrow definitions of "success" often means sacrificing emotional well-being and work-life balance. The impact on mental health and career satisfaction has been significant, leading to documented retention issues[2] and a shortage of diverse perspectives across the industry.

Cheers, Bill

[1] https://www.ewb-uk.org/the-masculinity-trap/?mc_cid=95a72ee06a&mc_eid=8e6b9743bb

[2] https://vgcgroup.co.uk/news/how-can-engineering-fix-its-staff-retention-problem/

• Re: "So I should step back and allow someone else to lead just because that person is a woman?"

Of course not!

However, I find now that men over 50 still harbor the saying:

"Men hunt and fish, women cook and sew."

And men between 25 to 45 are more likely to engage their engineering colleagues that happen to be women.

In 1991 or so when ASCE started the "Women and Diversity in CE," if you went around the conference and looked in each meeting room,

if a woman was there, she had to take the notes and get the coffee.

Today, we now have the "Society of Women Engineers."

Cheers,

Bill

I agree with Mr. Dudicek 100%!  Well, accept that my wife is not a civil engineer, but my oldest daughter is in college studying civil engineering.  She has interned for me for the last 2 summers and exhibits those same qualities that John mentioned above.

Read both of these articles and your questions...

Our role as engineers should not be focused on inclusion and diversity at all. Our job is to efficiently build stuff that is useful and safe to the public. Our function has nothing to do with leading social change. As soon as we start focusing on that, we weaken ourselves. The article states we should be "...making more room for women to lead, even if that means stepping back at times." So I should step back and allow someone else to lead just because that person is a woman? What if that person is a woman who clearly lacks the ability to be a strong leader or engineer? Should I step back and defer my leadership to encourage other diversities? I suggest that does no good for anybody. As a leader in my company, I step back sometimes and mentor as a training opportunity for young engineers/project managers. But I target potential leaders based on my observation of their skills and leadership traits--not based on gender, ethnicity, or any other non-engineering or leadership skill related attributes. Engineering attributes are objective, so I hope we're not arguing those. But what are leadership attributes? There are objective data driven metrics for that too, and none of them involve gender or race. My wife is a good civil engineer. She is tough, self-reliant, and has relentless focus. Call those masculine traits if you want, and fight against them if you want, but those are traits that lead to accomplishment. 

<>The Masculinity Trap: Rethinking engineering culture[1]

How can we challenge the rigid masculine norms that have defined the engineering field for decades and drive the change toward a culture that values mental health, inclusion, and diversity?

Traditional ideas of masculinity – toughness, self-reliance, and relentless focus – have shaped the engineering profession for decades, driving immense economic growth whilst also creating a culture that can feel rigid and isolating, especially for those who don't fit the mold. 

As societal conversations about diversity and inclusion expand, men – particularly those in male-dominated sectors like engineering – may sometimes feel positioned as part of the problem rather than as part of the solution. This perception can lead to caution and, at times, defensiveness, especially when discussing topics around gender and inclusion. 

Yet beneath this hesitation lies a more personal struggle: for many men in the field, conforming to narrow definitions of "success" often means sacrificing emotional well-being and work-life balance. The impact on mental health and career satisfaction has been significant, leading to documented retention issues[2] and a shortage of diverse perspectives across the industry.

Cheers, Bill

[1] https://www.ewb-uk.org/the-masculinity-trap/?mc_cid=95a72ee06a&mc_eid=8e6b9743bb

[2] https://vgcgroup.co.uk/news/how-can-engineering-fix-its-staff-retention-problem/

• Re: "So I should step back and allow someone else to lead just because that person is a woman?"

Of course not!

However, I find now that men over 50 still harbor the saying:

"Men hunt and fish, women cook and sew."

And men between 25 to 45 are more likely to engage their engineering colleagues that happen to be women.

In 1991 or so when ASCE started the "Women and Diversity in CE," if you went around the conference and looked in each meeting room,

if a woman was there, she had to take the notes and get the coffee.

Today, we now have the "Society of Women Engineers."

Cheers,

Bill

I agree with Mr. Dudicek 100%!  Well, accept that my wife is not a civil engineer, but my oldest daughter is in college studying civil engineering.  She has interned for me for the last 2 summers and exhibits those same qualities that John mentioned above.

Read both of these articles and your questions...

Our role as engineers should not be focused on inclusion and diversity at all. Our job is to efficiently build stuff that is useful and safe to the public. Our function has nothing to do with leading social change. As soon as we start focusing on that, we weaken ourselves. The article states we should be "...making more room for women to lead, even if that means stepping back at times." So I should step back and allow someone else to lead just because that person is a woman? What if that person is a woman who clearly lacks the ability to be a strong leader or engineer? Should I step back and defer my leadership to encourage other diversities? I suggest that does no good for anybody. As a leader in my company, I step back sometimes and mentor as a training opportunity for young engineers/project managers. But I target potential leaders based on my observation of their skills and leadership traits--not based on gender, ethnicity, or any other non-engineering or leadership skill related attributes. Engineering attributes are objective, so I hope we're not arguing those. But what are leadership attributes? There are objective data driven metrics for that too, and none of them involve gender or race. My wife is a good civil engineer. She is tough, self-reliant, and has relentless focus. Call those masculine traits if you want, and fight against them if you want, but those are traits that lead to accomplishment. 

<>The Masculinity Trap: Rethinking engineering culture[1]

How can we challenge the rigid masculine norms that have defined the engineering field for decades and drive the change toward a culture that values mental health, inclusion, and diversity?

Traditional ideas of masculinity – toughness, self-reliance, and relentless focus – have shaped the engineering profession for decades, driving immense economic growth whilst also creating a culture that can feel rigid and isolating, especially for those who don't fit the mold. 

As societal conversations about diversity and inclusion expand, men – particularly those in male-dominated sectors like engineering – may sometimes feel positioned as part of the problem rather than as part of the solution. This perception can lead to caution and, at times, defensiveness, especially when discussing topics around gender and inclusion. 

Yet beneath this hesitation lies a more personal struggle: for many men in the field, conforming to narrow definitions of "success" often means sacrificing emotional well-being and work-life balance. The impact on mental health and career satisfaction has been significant, leading to documented retention issues[2] and a shortage of diverse perspectives across the industry.

Cheers, Bill

[1] https://www.ewb-uk.org/the-masculinity-trap/?mc_cid=95a72ee06a&mc_eid=8e6b9743bb

[2] https://vgcgroup.co.uk/news/how-can-engineering-fix-its-staff-retention-problem/

I agree with Mr. Dudicek 100%!  Well, accept that my wife is not a civil engineer, but my oldest daughter is in college studying civil engineering.  She has interned for me for the last 2 summers and exhibits those same qualities that John mentioned above.

------------------------------
Aaron Meyer P.E., L.S., M.ASCE
Meyer Civil Engineering, Inc
Bakersfield, CA

Original Message:
Sent: 11-11-2024 11:11 AM
From: John Dudlicek
Subject: The Masculinity Trap: Rethinking engineering culture

Read both of these articles and your questions...

Our role as engineers should not be focused on inclusion and diversity at all. Our job is to efficiently build stuff that is useful and safe to the public. Our function has nothing to do with leading social change. As soon as we start focusing on that, we weaken ourselves. The article states we should be "...making more room for women to lead, even if that means stepping back at times." So I should step back and allow someone else to lead just because that person is a woman? What if that person is a woman who clearly lacks the ability to be a strong leader or engineer? Should I step back and defer my leadership to encourage other diversities? I suggest that does no good for anybody. As a leader in my company, I step back sometimes and mentor as a training opportunity for young engineers/project managers. But I target potential leaders based on my observation of their skills and leadership traits--not based on gender, ethnicity, or any other non-engineering or leadership skill related attributes. Engineering attributes are objective, so I hope we're not arguing those. But what are leadership attributes? There are objective data driven metrics for that too, and none of them involve gender or race. My wife is a good civil engineer. She is tough, self-reliant, and has relentless focus. Call those masculine traits if you want, and fight against them if you want, but those are traits that lead to accomplishment. 

------------------------------
John Dudlicek P.E., M.ASCE
Vice President
Highland IN

Original Message:
Sent: 11-07-2024 08:49 AM
From: William Hayden
Subject: The Masculinity Trap: Rethinking engineering culture

<>The Masculinity Trap: Rethinking engineering culture[1]

How can we challenge the rigid masculine norms that have defined the engineering field for decades and drive the change toward a culture that values mental health, inclusion, and diversity?

Traditional ideas of masculinity – toughness, self-reliance, and relentless focus – have shaped the engineering profession for decades, driving immense economic growth whilst also creating a culture that can feel rigid and isolating, especially for those who don't fit the mold. 

As societal conversations about diversity and inclusion expand, men – particularly those in male-dominated sectors like engineering – may sometimes feel positioned as part of the problem rather than as part of the solution. This perception can lead to caution and, at times, defensiveness, especially when discussing topics around gender and inclusion. 

Yet beneath this hesitation lies a more personal struggle: for many men in the field, conforming to narrow definitions of "success" often means sacrificing emotional well-being and work-life balance. The impact on mental health and career satisfaction has been significant, leading to documented retention issues[2] and a shortage of diverse perspectives across the industry.

Cheers, Bill

[1] https://www.ewb-uk.org/the-masculinity-trap/?mc_cid=95a72ee06a&mc_eid=8e6b9743bb

[2] https://vgcgroup.co.uk/news/how-can-engineering-fix-its-staff-retention-problem/

------------------------------
William M. Hayden Jr., Ph.D., P.E., CMQ/OE, F.ASCE
Buffalo, N.Y.

"It is never too late to be what you might have been." -- George Eliot 1819 - 1880
------------------------------

Read both of these articles and your questions...

Our role as engineers should not be focused on inclusion and diversity at all. Our job is to efficiently build stuff that is useful and safe to the public. Our function has nothing to do with leading social change. As soon as we start focusing on that, we weaken ourselves. The article states we should be "...making more room for women to lead, even if that means stepping back at times." So I should step back and allow someone else to lead just because that person is a woman? What if that person is a woman who clearly lacks the ability to be a strong leader or engineer? Should I step back and defer my leadership to encourage other diversities? I suggest that does no good for anybody. As a leader in my company, I step back sometimes and mentor as a training opportunity for young engineers/project managers. But I target potential leaders based on my observation of their skills and leadership traits--not based on gender, ethnicity, or any other non-engineering or leadership skill related attributes. Engineering attributes are objective, so I hope we're not arguing those. But what are leadership attributes? There are objective data driven metrics for that too, and none of them involve gender or race. My wife is a good civil engineer. She is tough, self-reliant, and has relentless focus. Call those masculine traits if you want, and fight against them if you want, but those are traits that lead to accomplishment. 

<>The Masculinity Trap: Rethinking engineering culture[1]

How can we challenge the rigid masculine norms that have defined the engineering field for decades and drive the change toward a culture that values mental health, inclusion, and diversity?

Traditional ideas of masculinity – toughness, self-reliance, and relentless focus – have shaped the engineering profession for decades, driving immense economic growth whilst also creating a culture that can feel rigid and isolating, especially for those who don't fit the mold. 

As societal conversations about diversity and inclusion expand, men – particularly those in male-dominated sectors like engineering – may sometimes feel positioned as part of the problem rather than as part of the solution. This perception can lead to caution and, at times, defensiveness, especially when discussing topics around gender and inclusion. 

Yet beneath this hesitation lies a more personal struggle: for many men in the field, conforming to narrow definitions of "success" often means sacrificing emotional well-being and work-life balance. The impact on mental health and career satisfaction has been significant, leading to documented retention issues[2] and a shortage of diverse perspectives across the industry.

Cheers, Bill

[1] https://www.ewb-uk.org/the-masculinity-trap/?mc_cid=95a72ee06a&mc_eid=8e6b9743bb

[2] https://vgcgroup.co.uk/news/how-can-engineering-fix-its-staff-retention-problem/

<>The Masculinity Trap: Rethinking engineering culture[1]

How can we challenge the rigid masculine norms that have defined the engineering field for decades and drive the change toward a culture that values mental health, inclusion, and diversity?

Traditional ideas of masculinity – toughness, self-reliance, and relentless focus – have shaped the engineering profession for decades, driving immense economic growth whilst also creating a culture that can feel rigid and isolating, especially for those who don't fit the mold. 

As societal conversations about diversity and inclusion expand, men – particularly those in male-dominated sectors like engineering – may sometimes feel positioned as part of the problem rather than as part of the solution. This perception can lead to caution and, at times, defensiveness, especially when discussing topics around gender and inclusion. 

Yet beneath this hesitation lies a more personal struggle: for many men in the field, conforming to narrow definitions of "success" often means sacrificing emotional well-being and work-life balance. The impact on mental health and career satisfaction has been significant, leading to documented retention issues[2] and a shortage of diverse perspectives across the industry.

Cheers, Bill

[1] https://www.ewb-uk.org/the-masculinity-trap/?mc_cid=95a72ee06a&mc_eid=8e6b9743bb

[2] https://vgcgroup.co.uk/news/how-can-engineering-fix-its-staff-retention-problem/

<>The Masculinity Trap: Rethinking engineering culture[1]

How can we challenge the rigid masculine norms that have defined the engineering field for decades and drive the change toward a culture that values mental health, inclusion, and diversity?

Traditional ideas of masculinity – toughness, self-reliance, and relentless focus – have shaped the engineering profession for decades, driving immense economic growth whilst also creating a culture that can feel rigid and isolating, especially for those who don't fit the mold. 

As societal conversations about diversity and inclusion expand, men – particularly those in male-dominated sectors like engineering – may sometimes feel positioned as part of the problem rather than as part of the solution. This perception can lead to caution and, at times, defensiveness, especially when discussing topics around gender and inclusion. 

Yet beneath this hesitation lies a more personal struggle: for many men in the field, conforming to narrow definitions of "success" often means sacrificing emotional well-being and work-life balance. The impact on mental health and career satisfaction has been significant, leading to documented retention issues[2] and a shortage of diverse perspectives across the industry.

Cheers, Bill

[1] https://www.ewb-uk.org/the-masculinity-trap/?mc_cid=95a72ee06a&mc_eid=8e6b9743bb

[2] https://vgcgroup.co.uk/news/how-can-engineering-fix-its-staff-retention-problem/

<>The Masculinity Trap: Rethinking engineering culture[1]

How can we challenge the rigid masculine norms that have defined the engineering field for decades and drive the change toward a culture that values mental health, inclusion, and diversity?

Traditional ideas of masculinity – toughness, self-reliance, and relentless focus – have shaped the engineering profession for decades, driving immense economic growth whilst also creating a culture that can feel rigid and isolating, especially for those who don't fit the mold. 

As societal conversations about diversity and inclusion expand, men – particularly those in male-dominated sectors like engineering – may sometimes feel positioned as part of the problem rather than as part of the solution. This perception can lead to caution and, at times, defensiveness, especially when discussing topics around gender and inclusion. 

Yet beneath this hesitation lies a more personal struggle: for many men in the field, conforming to narrow definitions of "success" often means sacrificing emotional well-being and work-life balance. The impact on mental health and career satisfaction has been significant, leading to documented retention issues[2] and a shortage of diverse perspectives across the industry.

Cheers, Bill

[1] https://www.ewb-uk.org/the-masculinity-trap/?mc_cid=95a72ee06a&mc_eid=8e6b9743bb

[2] https://vgcgroup.co.uk/news/how-can-engineering-fix-its-staff-retention-problem/