
In "Likeable Badass," behavioral scientist Alison Fragale reveals the science-backed strategy women need: be both caring AND capable. Endorsed by HBR's Amy Gallo, this guide transforms imposter syndrome into your secret weapon. Ready to command respect without sacrificing authenticity?
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Why do women with identical credentials as men earn less, get promoted slower, and have their ideas dismissed in meetings - only to watch those same ideas praised when a male colleague repeats them minutes later? We've spent decades blaming sexism, demanding policy changes, and teaching women to "lean in." Yet the gender pay gap persists, projected to last another 169 years. What if we've been solving the wrong problem? The real obstacle isn't just discrimination - it's status. Status determines who gets heard, respected, and rewarded. Without it, even the most qualified woman remains invisible. Here's the frustrating truth: competence alone won't earn you status. You can work twice as hard, deliver better results, and still watch less qualified people advance past you. That's because humans judge each other along two dimensions - Warmth (how much we care about others) and Assertiveness (how capable we appear). Together, these create four possible reputations: Hostile Strength (competent but cold), Hostile Weakness (neither liked nor respected), Friendly Weakness (nice but ineffective), and Friendly Strength - the likeable badass territory everyone instinctively wants to occupy. Women face a cruel bind: act assertive and risk being labeled aggressive; prioritize warmth and get dismissed as weak. This explains why female professors' teaching evaluations decline with age while men's improve, and why gaining power without status subjects women to harsher treatment. The solution isn't choosing between being liked or respected - it's strategically projecting both qualities simultaneously to build the status that makes everything else possible. This isn't about changing who you are; it's about ensuring others finally see your true value.
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