You are managing a project team mostly made up of men. Recently, Jane was hired for her high expertise in the brands that make up your industry. You notice she has been left out of some key meetings and others are overlooking her opinions. You also notice she is being paid significantly less than her male colleagues. What will you do next?
What Won’t Work
We shouldn’t just accept the lower pay as a cost saving for the project and keep it quiet, as it’s not the most ethical approach. Just because she is paid less does not mean the team should benefit while Jane is undercompensated.
We also shouldn’t just document her knowledge in case she leaves so the company is protected. While this might be practical, it does not address the core problem and misses the ethical issue entirely.
If we just do nothing and accept that this is just how the industry works, this normalizes unethical behavior and ignores your responsibility as a leader.
What You Should Do
Take immediate steps to update her pay to match the same range as her male colleagues doing similar work. Pay equity, especially for a valued team member, is ethically conscious and will ensure fairness throughout the team.
Actively seek Jane’s opinion and advice specifically during each meeting. Make it clear that her expertise is valued. Include her in key decisions and give her a voice in strategic discussions.
Why This Matters
As a project manager, you set the culture of your team. When you allow bias or inequity to go unchallenged, you can lose team talent and trust. On the other hand, when you actively create an inclusive environment where all voices are heard and people are treated fairly, your team performs better and your project succeeds.
Ethics in project management starts with how you treat people.
– David McLachlan
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