What Women Leaders Need to Know About Framing Ethical Objections

As a woman leader in the trade show industry, I often observe that women – even women in power – are more likely to refrain from raising ethical objections. It’s not because they lack clarity or courage, but because they (we) have learned, sometimes the hard way, that voicing concerns can result in career consequences.

New research confirms what many women already know instinctively: Raising ethical issues can backfire. This research was highlighted by Amy Gallo, cohost of Women at Work, in a recent episode of the podcast. The study revealed that women at the top are more likely than men to be marginalized or penalized for calling out behavior or actions that cross a line.

How Women Leaders Can Frame Objections Effectively

What stood out to me from this research, and why I think this deserves real attention from boards, executive teams, and emerging leaders alike, is that how we frame those concerns dramatically shifts what happens next.

When presenting ethical objections through a strategic, organizational lens, it is far more effective than relying on moral appeals. For example, explaining that the company’s reputation will be put at risk allows the female leader to raise the issue in a way that increases the chance they will be heard, rather than the leader simply questioning the ethics of a decision.

Shifting How We Frame Objections Reduces Retaliation

Whether we like it or not, women in leadership positions are more vulnerable to retaliation when they object to unethical practices. They are perceived as “too emotional” or “difficult.” This undermines our authority.

According to the research completed by Nancy Rothbard and Timothy Kundro, framing objections in terms of organizational risk significantly reduces retaliation, regardless of gender or status. In other words, while this increases the likelihood that women will be heard more clearly, anyone can use this tactic to successfully raise issues.

In an era of heightened ethical scrutiny and DEI awareness, knowing how to raise concerns is just as important as what concerns to broach. Leaders who want to cultivate psychologically safe and accountable organizations must equip themselves and others with skills such as these.

The trade show industry is not immune to the issues facing women leaders, but as Amy Gallo explained in her newsletter, “It’s a relatively simple change and one I wish wasn’t necessary for women to be treated fairly. But I’m all for anything that not only gives women the freedom to speak their mind but also increases the chances they’ll be heard.”