The No Club: Putting a Stop to Women's Dead-End Work
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Linda Babcock. (2022). The No Club: Putting a Stop to Women's Dead-End Work. Simon & Schuster.

Linda Babcock. 2022. The No Club: Putting a Stop to Women's Dead-End Work. Simon & Schuster.

Linda Babcock, The No Club: Putting a Stop to Women's Dead-End Work. Simon & Schuster, 2022.

Linda Babcock. The No Club: Putting a Stop to Women's Dead-End Work. Simon & Schuster, 2022.

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1. • value: gender discrimination
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3. • value: Women in Business
4. • value: liberation
5. • value: Social Activism
6. • value: gender equality
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8. • value: Female friendship
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30. • value: feminist manifesto
31. • value: leadership books
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33. • value: how to say no
34. • value: international women's day
35. • value: #metoo
36. • value: women supporting women
37. • value: #TimesUp
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creators

1. • role: Author
   • fileAs: Babcock, Linda
   • bioText: Linda Babcock is a professor of economics at Carnegie Mellon University. She is the author of Women Don't Ask and Ask for It. A behavioral economist, she is the founder and director of PROGRESS, which pursues positive social change for women and girls through education, partnerships, and research. Babcock's media appearances include Good Morning America, ABC's World News Tonight, The New York Times, The Washington Post, The Wall Street Journal, Glamour, Cosmopolitan, USA TODAY, and more.
   • name: Linda Babcock
2. • role: Author
   • fileAs: Peyser, Brenda
   • bioText: Brenda Peyser has held leadership positions in the corporate world and academia for over thirty years. Most recently, she was a professor of communications at Carnegie Mellon, where she also served as associate dean of the School of Public Policy and Management. She has worked with organizations as a consultant and speaker on women's workplace issues.
   • name: Brenda Peyser
3. • role: Author
   • fileAs: Vesterlund, Lise
   • bioText: Lise Vesterlund is a professor of economics at the University of Pittsburgh and founding director of the Behavioral Economic Design Initiative. Her work with Fortune 100 companies addresses issues of diversity, equity and inclusion. Published in leading economic journals, her research has been covered by NPR, The New York Times, The Washington Post, The Economist, The Atlantic, The Guardian, Chicago Tribune, and Forbes.
   • name: Lise Vesterlund
4. • role: Author
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   • bioText: Laurie R. Weingart is a professor of organizational behavior at Carnegie Mellon University. She served as CMU's Interim Provost/Chief Academic Officer, Director of the Accelerate Leadership Center, and a senior associate dean at CMU's Tepper School of Business. Her award-winning research on team collaboration and conflict has been covered by The New York Times, The Wall Street Journal, and Business Insider and published in top management and psychology journals.
   • name: Laurie Weingart

publishDate

2022-05-03T00:00:00-04:00

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title

The No Club

fullDescription

In this "long overdue manifesto on gender equality in the workplace," (Angela Duckworth, bestselling author of Grit), The No Club offers a timely call and an action plan to unburden women from work that goes unrewarded.
The No Club started when four women, crushed by endless to-do lists, banded together to get their work lives under control. Working harder than ever, they still trailed behind their male colleagues. And so, they vowed to say no to requests that pulled them away from the work that mattered most to their careers. Their over-a-decade-long journey and subsequent, groundbreaking research reveals that women everywhere are unfairly burdened with "non-promotable work," a tremendous problem we can—and must—solve.

All organizations have work that no one wants to do: planning the office party, screening interns, attending to that time-consuming client, or simply helping others with their work. A woman, most often, takes on these tasks. In study after study, the original "No Club"—professors Linda Babcock (bestselling author of Women Don't Ask), Brenda Peyser, Lise Vesterlund, and Laurie Weingart—document that women are disproportionately asked and expected to do this work. The imbalance leaves women overcommitted and underutilized as companies forfeit revenue, productivity, and top talent.

The No Club walks through how any woman can rebalance her workload, empowering individuals to make savvy decisions about the work they take on. The authors also illuminate how organizations can reassess how they assign and reward work to level the playing field. With hard data, personal anecdotes from women of all stripes, self- and workplace-assessments for immediate use, and innovative advice from the authors' consulting with Fortune 500 companies, this book will forever change the conversation about how we advance women's careers and achieve equity in the 21st century.

reviews

1. • premium: True
   • source:
   • content:

     March 7, 2022
     Whether they’re being asked to chair a committee or bring coffee to a meeting, women need to learn to say no, argue economics professor Babcock, former communications professor Brenda Peyser, economics professor Lise Vesterlund, and organizational professor Laurie R. Weingart in this forceful if cursory guide. For many women, the authors write, the real time-sucks are the “non-promotable tasks” that don’t help with career advancement. This dead-end work is sometimes allocated unconsciously—women, for example, are asked disproportionately to take meeting notes—and sometimes due to misguided equity efforts, as when a university proudly announced that its committees were made up of 50% women, but its faculty skewed male so women had to serve on more than double the committees as men did. From a law firm associate who missed billable hours to help with recruitment to a bartender who lost tips while training staff, the authors provide dozens of examples of the non–career-advancing work that eats up women’s time, though to diminishing effect. They offer advice, too, such as how to figure out which tasks are promotable and which aren’t, how to avoid the negative repercussions of saying no, and how managers can redistribute work. The advice is solid stuff, but the authors’ tendency to restate their case and flood the book with predictable examples make end up making the going rather slow. This is likely to leave readers wanting.

2. • premium: True
   • source:
   • content:

     March 15, 2022
     A guide for achieving balance and equity in the workplace. Overwhelmed at work, Babcock, a professor of economics at Carnegie Mellon, invited a group of her colleagues to get together to discuss why it is often difficult for women to turn down requests for their time--particularly regarding "non-promotable tasks." Each of these assignments "was critical to the organization, but wasn't going to earn her praise, a raise, or a promotion. It was invisible unless she messed it up." Along with Babcock, Peyser, Vesterlund, and Weingart--all of whom also have years of experience in the business, communications, and academic arenas--hope to share what they learned with other women facing similar struggles in the workplace. Based on their research, including "experiments, surveys, interviews, and organizational data on how employees spent their time," the authors clearly show that women are much more likely to be asked to perform such tasks, versus their male counterparts, as well as to accept such requests. This situation is often driven by unfounded expectations. "We think it is our own voice compelling us to feel guilty for not saying yes, and our own voice telling us to be offended when a woman says no," they write. "But it's not us! It is the collective expectation that women will take on the non-promotable work." Placing such an unfair burden on women can lead to countless problems, from career stagnation to excessive stress to serious health issues. The authors also argue that organizations as a whole would benefit if employees were to share nonpromotable tasks, which leads to an engaged workforce that can attract and maintain the best talent. Although the facts that the authors marshal won't surprise many readers, women struggling to turn down requests will find comfort knowing they are not alone. They will also learn valuable tips for changing the status quo, including how to craft an effective no and avoid the traps that lead to yes. Sound guidance for sparking change in organizations.

     COPYRIGHT(2022) Kirkus Reviews, ALL RIGHTS RESERVED.

3. • premium: True
   • source:
   • content:

     April 1, 2022
     How do women employees so often get roped into nonproductive, nonpromotable tasks at work? It could be chairing an affinity group, organizing an after-work celebration, or leading a group charged with conference planning. This book's four professor-authors, friends who work in the fields of economics and communications, started the original "No Club" out of their own frustration with this issue; here they help to define what Rosabeth Moss Kanter dubbed "office housework" and showcase the detriment it causes to both individuals and organizations. Almost every chapter includes some sort of personal exercise aimed at understanding the true cost of commitments and the toll they take on everything from family to mental health. The authors' research and subsequent how-tos are outstanding. Women uniformly do more nonpromotable tasks than men do, the authors prove, before underscoring how to say no and pragmatically outlining how to move an organization's culture away from such tasks. Heads nodding? The advice proffered here will last a work-time. Appended with "How to Start a 'No Club, '" a glossary of terms, references, and notes.

     COPYRIGHT(2022) Booklist, ALL RIGHTS RESERVED.

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In this "long overdue manifesto on gender equality in the workplace," (Angela Duckworth, bestselling author of Grit), The No Club offers a timely call and an action plan to unburden women from work that goes unrewarded.
The No Club started when four women, crushed by endless to-do lists, banded together to get their work lives under control. Working harder than ever, they still trailed behind their male colleagues. And so, they vowed to say no to requests that pulled them away from the work that mattered most to their careers. Their over-a-decade-long journey and subsequent, groundbreaking research reveals that women everywhere are unfairly burdened with "non-promotable work," a tremendous problem we can—and must—solve.

All organizations have work that no one wants to do: planning the office party, screening interns, attending to that time-consuming client, or simply helping others with their work. A woman, most often, takes on these...

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No Club Putting a Stop to Womens DeadEnd Work

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Putting a Stop to Women's Dead-End Work

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1. • code: BUS071000
   • description: Business & Economics / Leadership
2. • code: BUS109000
   • description: Business & Economics / Women in Business
3. • code: SOC028000
   • description: Social Science / Women's Studies