Multipotential women, while sharing with their male counterparts the ability to excel in multiple domains, often face specific challenges related to their gender. In a professional world and society that still largely value specialization, where women are often underappreciated, multipotential women must navigate particularly complex, delicate, and sometimes sexist environments to have their potential fully recognized and utilized. The male ego in both business and society, regardless of the level of responsibility, is a significant factor in many situations women experience.

Underestimation of Women's Competencies: A Major Obstacle

In many companies, the status of women remains marked by systemic inequalities. According to a study by Moss-Racusin et al. (2012), women are often perceived as less competent than their male counterparts, particularly in technical or scientific fields. This erroneous perception is even more pronounced for multipotential women, whose nonlinear career paths can be interpreted as a lack of focus or seriousness. This phenomenon is further confirmed by the research of Sylvie Kerisit (2017), who highlights that women, particularly in France, face stereotypes that limit the recognition of their varied competencies. 

Multipotential women are also paid less than men, even when they hold similar positions (Blau & Kahn, 2017). In France, the report by the Observatoire des Inégalités (2020) shows that the wage gap between men and women persists and is even more pronounced in sectors where versatility is essential, such as the creative industries. 

Moreover, women often face microaggressions or paternalistic behaviors that undermine their confidence and ability to fully express their multiple competencies (Rowe, 1990). And when it's not sexist or borderline comments of another kind.

There's three problematic dimensions to take into account here.

The Glass Ceiling: A Heightened Challenge for Multipotential Women

The infamous "glass ceiling" is a reality that many women encounter in their careers. For multipotential women, this glass ceiling can be even more difficult to break, as they must constantly prove their value in several fields simultaneously, while also contending with stereotypical expectations of what a "proper" feminine career should look like (Kanter, 1977). The work of Catherine Marry (2004) on gender inequalities in scientific careers in France illustrates how gender stereotypes limit the progression of women, particularly those with less conventional career paths.

Multipotential women often face specific professional dilemmas: should they specialize to be taken seriously, or continue exploring multiple fields at the risk of being perceived as scattered? This tension can limit their professional advancement, as companies often value specialized careers over those that are more varied and cross-functional (Heilman & Caleo, 2018). Fortunately, the trend is conceptually shifting towards roles requiring cross-functional skills, but the perception of women's competence to occupy them is, unfortunately, slow to change.

Managing Multiple Interests and the Double Burden

Another challenge for multipotential women lies in managing their diverse interests while facing the "double shift" many of them experience: a day of professional work followed by a second shift at home, where they often take on the majority of domestic and family responsibilities. According to the study by François de Singly (2012) on the distribution of domestic tasks in France, women continue to carry a disproportionate mental load, which reduces their availability to pursue their various passions or fully develop their professional competencies.

Balancing personal and professional life is therefore particularly delicate for these women. Multipotential women may feel pressured to sacrifice certain aspects of their multipotentiality to meet societal expectations regarding the role of women in both the family and workplace (Hochschild & Machung, 2012). A study conducted by Nicole Aunty in 2018 across Europe highlights that even when women successfully integrate multiple passions into their careers, they still face obstacles related to managing multiple roles and the expectations of perfection in each.

And yes, any flaw that their superior can find to diminish their contribution or competencies will be used against them. It’s lean management with a gendered twist.

Navigating a Discriminatory Professional Environment: Strategies and Solutions

Despite this context, there are strategies that multipotential women can adopt to overcome the specific obstacles they face. A key approach is to build a solid support network, surrounding themselves with mentors, coaches, and peers who understand and value their unique profiles. These networks can offer valuable advice, professional development opportunities, and a space to share similar experiences. Williams & Dempsey (2014) confirm the unsuspected benefits of such networks.

Moreover, it is important for multipotential women to develop a professional narrative that highlights the coherence of their journey but especially their unique cross-functional competencies, despite its diversity. By presenting their diverse skills as a strategic asset capable of solving complex problems, they can transform what might be perceived as a weakness into a competitive advantage and thus alter the perception that management might have of their contributions. For instance, a multipotential woman can position herself as an innovator capable of navigating between different sectors to create integrated and innovative solutions (Wapnick, 2017).

It is also essential to actively combat the impostor syndrome, which particularly affects women. Working with a coach to strengthen self-confidence and learn to fully value their multiple skills can make a significant difference. Programs specifically designed for women, such as those developed by Elisabeth Moreno in France, can also offer additional support and practical skills to navigate often biased professional environments. However, be cautious of typical programs that praise the merits of services tailored for a specific profile by that same profile, as they may lack the necessary openness in the process of questioning reality and finding solutions. You know, this kind of discourse: "by women for women," "by bikers for bikers," "by artists for artists," as if one must belong to a group for it to be meaningful or effective. If that were the case, it would create a real revolution in the world of psychology and support services, wouldn't it? I like to use this shocking analogy because it forces reflection with a certain degree of intensity: Does one need to have been raped to be able to help or support someone who has been a victim of this trauma?

Of course not, and thankfully.

References

1. Moss-Racusin, C. A., et al. (2012). Science faculty’s subtle gender biases favor male students. Proceedings of the National Academy of Sciences, 109(41), 16474-16479.
2. Kerisit, S. (2017). Femmes et compétences : Reconnaissance et valorisation dans le monde professionnel. Presses Universitaires de Rennes.
3. Blau, F. D., & Kahn, L. M. (2017). The Gender Wage Gap: Extent, Trends, and Explanations. Journal of Economic Literature, 55(3), 789-865.
4. Rowe, M. (1990). Barriers to Equality: The Power of Subtle Discrimination to Maintain Unequal Opportunity. Employee Responsibilities and Rights Journal, 3(2), 153-163.
5. Kanter, R. M. (1977). Men and Women of the Corporation. Basic Books.
6. Marry, C. (2004). Les femmes ingénieurs : une révolution respectueuse. CNRS Éditions.
7. de Singly, F. (2012). Sociologie de la famille contemporaine. Armand Colin.
8. Hochschild, A. R., & Machung, A. (2012). The Second Shift: Working Families and the Revolution at Home. Penguin Books.
9. Aunty, N. (2018). Women in the Workforce: Balancing Career and Family. European Journal of Social Sciences, 56(2), 245-259.
10. Williams, J. C., & Dempsey, R. (2014). What Works for Women at Work: Four Patterns Working Women Need to Know. NYU Press.
11. Wapnick, E. (2017). How to Be Everything: A Guide for Those Who (Still) Don’t Know What They Want to Be When They Grow Up. HarperOne.
12. Clance, P. R., & Imes, S. A. (1978). The Impostor Phenomenon in High Achieving Women: Dynamics and Therapeutic Intervention. Psychotherapy: Theory, Research & Practice, 15(3), 241-247.