Once I listened to a dialogue, on the train, in the compartment beside me: “The Netherlands became European Football Champion on Sunday”. – “No! That’s Portugal since 2016.” – “Yes, with the men’s team.” – “And now, the Dutch with the wheelchair club, perhaps?”- “No, with the women’s team.” – “Well, frills.”
With the men, there’s the excitement: horrendous transfer sums, abnormal merchandising turnovers, dazzling players, there’s the money. – “Did you see the women play?” – “No, why should I?” – “Good football, for example.” – “Pah, women’s soccer – uninteresting side stage!”
Football is like real life, I thought to myself. When thirty “new” top managers are introduced on a large scale in this paper in the middle of the summer holidays (who read it?), I realise: They’re not new at all, but hardly anyone knew them before. Switzerland has over 1000 large companies, over 200 of which are listed on the stock exchange. One in turn fears legal paternalism in strategic personnel matters and conjures up the enemy image of a quota woman: underqualified, overambitious goats with a chatty instinct.
Federal Councillor Johann Schneider-Ammann sees 70 percent of the unused domestic skilled labour potential among women and is implementing compatibility and tax relief measures for families. The employers’ association is voluntarily publishing a selection of 400 eligible women and obliging personnel consultants to promote women. Deloitte goes one radical step further: The consulting firm turns the tables. All “minority” initiatives such as measures to promote women have been abolished; the diversity of all “minorities” forms the majority, according to the new approach. Those who are not inclusive are trained and held accountable.
So, what is to be done? Switch perception to the professional women’s channel so that they become known and electable by the thousands. Watching women’s football can be a start.