Namibia is now the most gender-equal country in Africa and sixth in the world, but there are mixed views on the reality in the southern African country.



PATIENCE MASUA, 22, RECENTLY MADE HISTORY in Namibia when she became the youngest member of parliament. If anything, it affirms Namibia’s newfound status as the sixth most gender-equal country in the world, a step ahead of even globally-renowned Rwanda, according to the World Economic Forum’s (WEF) 2021 Global Gender Gap Report released in March. Iceland is the most gender-equal country in the world for the 12th time on the list. Namibia and Rwanda are the only two African countries in the top 10. 



Vesselina Stefanova Ratcheva, the report’s Insights Lead, tells FORBES AFRICA: “What we see in the data is that there is political empowerment; we’ve seen this closing of political gender gaps, which is one of the reasons why Namibia has done so well.” 



There are more reiterations of this. Gender Links (GL), a southern African women’s rights organization, says in a 2020 report that women constitute 46% of Namibia’s parliament, narrowly missing the 50% mark. GL further states that “Namibia and South Africa are now tied for the highest representation of women in parliament in the Southern African Development Community (SADC)”. 



But there are other voices that need to be heard too, on the gender-related issues in the country. “Namibia on the list is a huge contradiction,” says Namibia-based gender mainstreaming consultant, Penohole Brock. “It’s our gender awareness that is lacking overall. You have women in leadership positions that continue to uphold conservative views and patriarchy.” 



In October last year, a wave of protests against gender-based violence broke out in Namibia’s capital city, Windhoek. The #ShutItAllDownNambia protestors called for the government to do more to stop the spread of rape and the killing of women. On October 10, EWN reported that the protest was quickly dispersed by police and the Special Reserve Force using tear gas, rubber bullets and batons. 



Since then, was it possible more political attention was given to improve issues? “But it could be that politicians made a conscious choice to drive forward the number of women that are represented in government so that they can help solve these issues,” Ratcheva says. “But I wouldn’t say certainly that it is, without knowing.” 



Brock counters by saying that although Namibia ticks all the representation boxes, she questions what representation actually means, and how there are still gender issues in the country. 



“Political parties are placing women in parliament now, but when you talk to the women, they say that the men still dominate the space. From a quantitative gender audit, Namibia seems okay on paper, but a qualitative gender audit will show major red flags.” 



Since its conception in 2006, the Global Gender Gap Report has highlighted the evolution of gender-based gaps in four areas: economic participation and opportunity, educational attainment, health and survival, and political empowerment. 



The 2021 report shows how it will now take 135.6 years – up from 99.5 years – to close the global gender gap. The pandemic has pushed back gender parity by a generation. Sub-Saharan Africa has made slow progress, as this region will take 121.7 years to close the gender gap. 



More than half of the countries in the region (20 out of 34) made progress towards gender parity in the past year, though only Namibia and Rwanda have closed at least 80% of their gaps. Ratcheva’s first assessment of the report is that “this is a risky time for gender parity”. 



She further explains that the issues of gender equality and equity plus Covid-19 equal an incredible amount of backsliding. This could result in that 136year figure increasing in the years to come. 



“Covid-19 is posing challenges to all of us in very different ways. Unless there is a concerted effort to reinvest in gender parity and to put in place the foundations for gender-equal recovery, there could be a lot more of that backward progress,” she warns. 



Although politically, Namibia seems to be on the right track in achieving gender parity, Brock argues that from a local authority level, there is still much to be done. 



“Gender parity and our 50/50 representation policy should be seen as a first step and not the end goal to combating gender inequality. If gender awareness and gender sensitivity are not pursued at all levels and taken seriously, then ideals of patriarchy will be impossible to dismantle.”

NAMIBIA-CRIME-DEMONSTRATION

‘A Risky Time For Gender Parity’

Is the experience of coaching women different to coaching men? I posed this question at my coaching book club, which meets regularly for two hours of zesty discussion. We are all women.
The question sparked a lively exchange. Some of us had recently read Barsh and Cranston’s How Remarkable Women Lead. Some argued that the points made could equally apply to men.
I thought about the clients I have coached. Certainly men and women bring common issues to their sessions: self-esteem, presence, being grounded under stress, delegating, networking, managing upwards, etc.
So what have I noticed that is different?
Some women clients of mine want to get out of what is called the ‘velvet ghetto’, the ‘pink collar’ jobs for women in areas considered to be gendered: human resources, public relations and marketing. They want core business jobs that show their delivery on the bottom line. I have only had one male client trying to make this switch.
Recently, I attended a briefing in the financial services industry. The Manco was indeed a MAN-committee! Fourteen of the 15 members were men; the lone woman was the director of human resources.
But progress is being made. Career guidance at my convent school proposed social work and teaching prior to our becoming stay-at-home mothers.
Most of my women clients (with or without children) take on more household responsibility and struggle more with the work-life balance. In her keynote address at the launch of FORBES WOMAN AFRICA, Cheryl Carolus said: “Superman for women is a con job. Superman has a mother and never worries about matching socks both coming out of the washing machine, or what’s for dinner and whether there’s enough cat food.”
One of my black women clients sits on a board that has only two women members. One of her challenges was how to engage with the men during the breaks. She was angry: “The chairperson could only think of saying, ‘I like your shoes’. I realized that none of the men on the board have wives that work; they have ‘charity wives’. They can’t relate to us.”
I am not saying that all men are like this, and there certainly are ‘charity wives’ who are hard-working philanthropists. But our history of patriarchy leaves all of us, women and men, with a legacy that needs to be addressed alongside the legacy of race.
One black woman COO arrived at her new job. Her welcome from the CEO (a black man) included a description of how the previous incumbent (a woman) had failed. He had given her two days’ notice to prepare an important document for submission to the board. He had approved six weeks’ leave for her most senior direct report (a black man) at a critical time when compliance reporting was due. That same report had been on the shortlist for the COO position and was rumored to be the CEO’s preferred candidate. No wonder she felt that she was being set up to fail.
In her chapter, ‘Gender Issues in Business Coaching’ (Passmore, 2013), Sunny Stout-Rostron reviews Lerato Motsoaledi’s 2009 doctoral thesis, Executive Coaching in Diversity.
“Motsoaledi studied issues of male insubordination to female authority, finding that in several instances males refused to accept it, projecting in-adequacies on to women leaders and using aggression as a tool to dominate them. Although the women managers wielded power as individuals, they still had to deal with being a member of a subordinate group expected to comply with traditional patriarchal roles,” Stout-Rostron notes. Motsoaledi argues that being black as well as being a woman adds another layer of challenge that white women do not experience.
Research indicates that companies with more women in senior management have better results; others note that better, more forward-thinking firms hire more women.
In 1973, Samora Machel, the late president of Mozambique, said: “The emancipation of women is not an act of charity, or humanitarianism. The liberation of women is a fundamental necessity.”
Carolus, at the launch of this publication, noted, “Let us be there for our men folk – to help them on their way to the joys of freedom from sexism. For in the same manner that racism dehumanized black and white, sexism diminishes the potential of both men and women. Let us break the culture of silence we sometimes impose on ourselves.”
It is not easy. I have known of women executives who assert their authority so fiercely that when I have coached their male direct reports, loss of self-esteem is identified as an issue.
Moving forward requires commitment and compassion. I will share with you what has worked with my clients. Send me your experiences and concerns: helena.dolny@gmail.com

Tag: Gender Issues

FORBES AFRICA SOCIAL MEDIA

‘A Risky Time For Gender Parity’

Should coaching be gendered?