The Grammys had a sexism problem.
Perhaps youâve heard: That only one woman, Alessia Cara, won a televised award at this yearâs ceremony; that the only female nominee for album of the year, Lorde, was not offered a solo performance slot, even though all her fellow male nominees were; thatÂ sexual harassmentÂ and violenceÂ were as inescapable in the music industry as an earworm from whichÂ even the biggest pop stars on the planet were not immune; that the numbers were in, and the numbers were damning, making self-evident the truth that had been lurking all this time by revealing thatÂ women comprise just 12 percent of the total music creator population.
At first, Recording Academy president Neil Portnow said that women who want to win more Grammys â as if the golden trophies at the end of the misogyny rainbow were, alone, the issue at hand â could solve this problem all by themselves if they were just willing to âstep up.âÂ Amid calls for his resignation, Portnow slid back from his comments, and after his apologies were made,Â he announced the creation ofÂ an independent task forceÂ âto review every aspect of what we do as an organization and identify where we can do more to overcome the explicit barriers and unconscious biases that impede female advancement in the music community.â
And thenÂ he called Tina Tchen.
Because if you areÂ reallyÂ ready to reckon with the sexism in your industry â that is to say, you realize itâs not merely some minor inconvenience but rather a systemic, rampant, seemingly incontrovertible crisis â then that is what you do.
Tchen is who Hollywood turned to when, in the wake ofÂ the Harvey Weinstein revelations and its aftershocks, it was well past time to get organized and act. Tchen is aÂ co-founder of Timeâs Up,Â the formal Hollywood initiative to combat sexual harassment and assault within and outside the entertainment industry, which launched on New Yearâs Day. Sheâs leading the legal defense fund, whichÂ provides subsidized legal and PR support to those who have experienced sexual harassment or violence in the workplace.
She is the attorney corporations employ when they are ready to do more than the perfunctory sexual harassment trainings, when they realize that sexism has crossed a line â namely, the bottom line, because a company that cannot attract and retain women is one that cannot complete in a global marketplace â and want to change.
Tchen was Michelle Obamaâs chief of staff and, before that, an assistant to President Barack Obama. (Tchen affectionatelyÂ refers to the former FLOTUS as her âforever boss.âÂ No offense, 44.) She spent a couple years as the director of the White House Office on Public Engagement, then worked with the president to create the White House Council on Women and Girls, on which she served as executive director. And all of that followed a 23-year legal career in which she rose through the ranks to become a partner in corporate litigation at Skadden, Arps, Slate, Meagher & Flom, the firm she joined after she graduated from Northwestern Law School and went to undergrad atÂ some school outside Boston.
It also seems that in some of these industries, especially creative industries â I think about somebody like Harvey Weinstein. Thereâs this pairing of, you get to be a jerk if youâre effective, if youâre a creative genius. Or that those two things are linked in some way: That the kind of outlandish, violent behavior is somehow connected to being an effective boss. You of course have worked for the Obamas. I canât imagine that working for first lady Michelle Obama involved her belittling her employees in any way.
Why do you think that myth persists?
I did 23 years at a big law firm. Iâve had clients who were some of the biggest companies in the country. And I do think â not the Harvey Weinstein, the most egregious sexual assaults that are involved there, but I do think when you talk about things like verbal abuse and bullying that happens in the workplace, thatâs not uncommon. And itâs often tied to, âThatâs what you have to do to succeed in the workplaceÂ externally.â
If youâre in a pretty competitive industry â youâre a salesperson having to sell a lot against competitors â there are a lot of professions, like my profession, I have to go fight it out in court with people for my clients. Thatâs what my clients expect. Thatâs what I know I should be doing to be successful for my clients. But, in a lot of times, I think what happens â and again, we havenât talked about it enough â is that toughness that you have to succeed at external, to your own workplace, gets translated to how youâre behaving in your office.
Itâs a little bit like bringing your work home: Bringing the outside gladiator that you have to be into the workplace when youâre actually peopleâs bosses, not their opponent. And a lot of times we donât train people well enough to be bosses, and how to manage people, and a good manager doesnât manage the folks who are working for them in the same way I would approach an opposing counsel in a case. So we need to learn some of that behavior: How to manage differently, how to mentor differently, and how to be successful in very tough, competitive situations, in a way that doesnât bring that tough competitiveness back to your own workplace.
I hesitate to give President Trump any credit for this moment that weâre experiencing right now. But it does feel like, as a culture, there are enough people who are angry enough that something like Timeâs Up is even happening at all, and that weâre still talking about something that was sparked by a news story that broke in October in what might be the most headline-competitive environment weâve ever had. Iâm curious what you think is fueling that continued attention and passion on the part of the general public.
Hereâs who I think we have to credit for a lot of that, and that, quite frankly, is the really brave individuals who are coming forward. And theyâre still coming forward at some personal risk, and I think what weâve not seen in past circumstances when this happened is that volume of outpouring of people feeling empowered to also talk about what happened to them. Those stories, and the proliferation of them, and the wide diversity of stories and the wide diversity of workplace situations, has, I think, kept it going. Because thereâs a different industry and work situation with every news cycle. A lot of credit has to go to those folks.
âNobody knew who Anita Hill was before she started testifying, and many people still, to this day, donât know who she is. Millions of people know who these women in Hollywood are.â
And I do think the fact that it started with the women in Hollywood, who are very familiar people. In the past, people who would speak out, people didnât really know or recognize or relate to. Nobody knew who Anita Hill was before she started testifying, and many people still, to this day, donât know who she is. Millions of people know who these women in Hollywood are. I give them a lot of credit for being willing to use their celebrity, and to continue to use their celebrity, with each passing moment as they continue to speak out, to keep this issue in the forefront. I think that has been contributing a lot. Because people see them on their televisions at night, and see them in the movie theater. They relate to them â they feel like they have a relationship with some of these actresses. And that, I think, has really made people tune into this issue in a way that they havenât tuned in before when the people making the allegations, which were also horrific, were not people that they knew or thought they knew.
It does feel, too, like people â in ways good and bad â are just closer to the edge than we were two years ago.
Hereâs the other thing: Social media, we forget that itâs become such a fabric of our lives. We forget what it was like to spread news around or tell personal stories in a way that got the attention of folks. Before social media, there wasnât really a vehicle for it. When Anita Hill was testifying 26 years ago, even if somebody had wanted to do Me Too then, there was no platform in which the average person who did identify with her could give voice to that in a meaningful way.Â (Editorâs note:Â Tarana Burke founded the Me Too movement in 1997.)Â
Weâre in an age right now, also, where that ability for people to see something that affects them personally, and also join in and speak out publicly about it, to have that seen by thousands of people very quickly, it gives a great power to all of these social change movements.
As much as youâre seeing that the volume of this conversation is so huge, as you say, and more people are participating in it than ever before, is there anything that you think is not being talked about in this arena that should be? Or is there anything you think is being misunderstood?
I want to always make sure that, when we talk about sexual harassment, we canât just focus on sexual harassment itself. Sexual harassment is the symptom at the end of the road, and the road starts with: What do our workplaces really look like? To really combat sexual harassment, itâs not just: Fix our policies, do some training, and discipline some folks. It is really: Build workplaces that are more truly diverse and where everyone is treated with respect and feels safe. And that is all about addressing core structural issues around how we organize work.
Thatâs something Iâve been talking about since I was in the White House, with our Summit on Working Families.Â (Disclosure:Â The White House Summit on Working FamiliesÂ was co-hosted by the Center for American Progress. ThinkProgress is an editorially independent site housed at the Center for American Progress.)Â Itâs something Iâm building a practice here at Buckley Sandler around, which is helping companies build workplace cultures that are more supportive.
Because thatâs really how youâre going to solve the problem of sexual harassment, is if you have true diversity in the workforce with women and people of color in leadership as well as in other levels within the company, that you have a workplace culture and a set of conduct that is acceptable that you set by the tone at the top, by the corporationâs heads, that say: This is the kind of company we want to be, this is the kind of workplace we want to have.
Taking those steps will not only, I think, reduce incidences of sexual harassment or, when they occur, weâll have systems in place that respond to them appropriately. It also will benefit companies. Weâve seen plenty of the data that shows that companies that are more diverse have better returns on investment, they make better decisions, they have lower costs of turnover from their staff. And we now also see â what the current news stories are showing us â the risks to the entire enterprise if you donât address these issues appropriately. Because you will have the problems that weâre seeing now and they can lead to real damage to your business model and to your company.
What I do hope we can get to is talking about these broader workplace issues as well, and not just the sexual harassment part. Because it doesnât happen in isolation.
I have a feeling, given your work, that your answer to this question will be no. But because I sometimes feel this way, I want to know if you do, too: When you look at the scope of this problem and you think, okay, to deal with gender discrimination at work, weâre going to have to deal with gender discriminationÂ all over, because we canât suddenly expect people to skip into their cubicle and be better there than we are everywhere else â do you ever just feel like,Â we have to burn it all down?
Well, no. (laughs) Maybe itâs our age difference! But no. No, because Iâve seen how things can change. I know so many companies that have gotten better, that have set real different tones, that are in the process of seeing real diversity come through in their senior levels.
âWomen are now 50 percent of the workforce. They graduate at a rate thatâs 20 percent higher than men, in the United States. So if you want the most talented workers, you need to have a workplace thatâs going to attract women as workers.â
I also really believe that the world economic system, and the global economy, and competitiveness, and the demography of workers, is all working in our favor. Meaning that women are now 50 percent of the workforce. They graduate at a rate thatâs 20 percent higher than men, in the United States. So if you want the most talented workers, you need to have a workplace thatâs going to attract women as workers. And globally, if we want to compete â the U.S. economy â weâre going to have to get better than being one of only two countries in the worldÂ without a paid family leave policy, because companies will move off-shore. Theyâll get competition from overseas, if we donât make sure that our workplaces are fully meeting the needs of 21st-century workers.
So all of the external forces driving the population and driving the economy are working in our favor, meaning, the companies that respond on these issues well will be able to respond to the environment that is changing. So itâs a great opportunity. Itâs probably the best opportunity weâve had in generations to make these changes.
Youâve been a part of an administration that sees these issues the way that you do. How does it feel now to be doing this work at a moment when itâs really the opposite messaging coming out of the White House?
Well, one of the things that weâve known, even when we were in office in the White House, we didnât have Congress for much of our administration. Therefore, some of the big federal policy changes, like passing the Paycheck Fairness Act, dealing with some of these workplace issues that have to be dealt with statutorily, weâve confronted for now, several years, the fact that we would not be able to change federal paid leave policy, for example. So for a long time now, I have thought that the best way to change is for companies, employers, workplaces of all sectors, to voluntarily start instituting these changes.
We also have employers that are stepping up and making changes. Thatâs another part of Timeâs Up as well: Weâre all about trying to make sustainable change. I think youâll see more and more companies who are voluntarily providing paid leave, that are changing the composition of their boards to make them more diverse and get more women on them, promoting more women into C-suite. All of those are things that we are starting to see movement on and that weâll continue to see progress on by the end of the year.
Itâs interesting to hear you talk about this all happening organically because I am very curious about: What is the meeting like? Are you just in this room with Oprah, and Shonda Rhimes, and Gwyneth Paltrow? Itâs the Illuminati meetings, but just the women!
You know, thereâs a great energy. Thereâs a great support. Iâve been in a lot of meetings with women â because thatâs what I do, Iâve worked on womenâs issues my entire adult life. So Iâm used to the wonderful energy that you get when youâre sitting around a table with the shared experience women have, and trying to make some positive change. For a lot of the actresses, and some of them have said this publicly in interviews, they didnât really know each other. Their experience is more like being the only woman on set. We, I think on the outside, think: Oh, itâs the Hollywood community!
Right, that they all hang out.
That they all hang out together on a Saturday night. Apparently, not so much! So these meetings have been a wonderful opportunity for them to have that experience that I have had elsewhere, and thatâs great for them. They have found a whole new support network for themselves, which is terrific.
This article was originally published at ThinkProgress on March 7, 2018. Reprinted with permission.Â
About the Author: Jessica M. Goldstein is the Culture Editor of ThinkProgress.