International Men’s Day, celebrated around the globe on 19th November, recognizes the often-overlooked mental health and well-being issues men face.
Catalyst research shows that workplaces where manliness is “policed” and hypercompetitive behaviors are encouraged can take a negative toll on men’s emotional and mental health. This in turn impacts the organization’s overall health, increasing turnover and quiet quitting.
The challenge: Men are under immense pressure to be tough, confident, and aggressive at work — at the expense of other traits and behaviors.1
Why is this happening?Masculine stereotypes set the expectation that men are stoic, competitive, and take risks, which creates a narrow set of acceptable behaviors. The fear of losing status from not conforming leads to masculine anxiety, which is the distress men feel when they don’t think they’re living up to society’s rigid standards of masculinity.2
How big is this issue?Workplaces with high levels of masculine stereotypes can also contribute to burnout, sleep issues, and poor psychological well-being. Men want change ─ 87% of men would prefer to work in environments that allow them to express empathy and kindness.3
Take action
Recognizing International Men’s Day can be a positive first step for HR and DEI leaders looking to create inclusive environments that promote mental well-being and equality for everyone. Here are three actions to take:
Promote mental health resourcesUse this day to highlight challenges men face and share the mental health resources and benefits available. Invite ERGs and other teams to have open discussions about mental health and to normalize seeking help.
Challenge harmful gender stereotypes and behaviorsShare this research with leaders and host conversations that explore healthy examples of masculinity and inclusive behavior. Invite everyone to use this day to challenge stereotypes and encourage senior leaders to tackle negative workplace climates head-on.
Promote gender partnershipGender partnership is when people of all genders work together to create a more inclusive culture that benefits everyone. Discussion groups, cross-gender mentorship programs, cross-ERG events, and gender partnership trainings are all ways to begin to shift workplace norms.
Endnotes
DiMuccio, S. H., Yost, M. R., & Helweg-Larsen, M. (2017). A qualitative analysis of perceptions of precarious manhood in US and Danish men. Psychology of Men & Masculinity, 18(4), 331–340; Cejka, M. A. & Eagly, A. H. (1999). Gender-stereotypic images of occupations correspond to the sex segregation of employment. Personality and Social Psychology Bulletin, 25(4), 413-423; Prentice, D. A. & Carranza, E. (2002). What women and men should be, shouldn’t be, are allowed to be, and don’t have to be: The contents of prescriptive gender stereotypes. Psychology of Women Quarterly, 26(4), 269-281; Vandello, J. A. & Bosson, J. K. (2012). Hard won and easily lost: A review and synthesis of theory and research on precarious manhood. Psychology of Men and Masculinity, 14(2), 101-113.
DiMuccio, S., Sattari, N., Shaffer, E., & Cline, J. (2021). Masculine anxiety and interrupting sexism at work. Catalyst.
Brassel, S. (2024). How to reduce hostile, sexist behavior in frontline workplace. workplaces. Catalyst
