Editor’s Note: This is the fourth post in a series of posts written by members of the AASLH Gender Discrimination and Sexual Harassment Task Force. You can read the previous posts in the series: Small Museums and Gender Discrimination and Sexual Harassment by Joan Baldwin, Gender Discrimination and Sexual Harassment and the All-Volunteer History Organization by Anne W. Ackerson, Gender Discrimination and Sexual Harassment in Museums: What Boards Should Know by Jennifer Van Haaften
By Veronica Gallardo,
Let’s be honest: the effectiveness of addressing workplace gender discrimination and sexual harassment often depends on various factors. Your role within the organization, the type of organization itself (small, state, non-profit, etc.), whether a Human Resource (HR) professional is available to handle such matters, and the willingness of leadership to take action all play significant roles in determining how seriously these issues are addressed. It’s also crucial to understand that not everyone feels empowered to do or say something against discrimination or harassment. This is particularly true for emerging professionals, those with limited authority, or individuals who may be experiencing harassment themselves and are afraid. Despite the valuable insights provided by AASLH—an organization dedicated to fostering an inclusive community—the challenge remains. This is precisely why AASLH has taken the initiative to guide the field on these matters.
After participating in a session at the 2024 Annual Conference focused on Technical Leaflet 303: Gender Discrimination and Sexual Harassment Policy Rubric, the AASLH Gender Discrimination and Sexual Harassment Task Force acknowledges the critical necessity of open conversations about actions individuals can take when they encounter or observe instances of gender discrimination and sexual harassment in the workplace. The leaflet serves as a resource to assist organizations and individuals alike in establishing performance indicators for preventing, addressing, and removing discrimination and harassment.
More personally, as a task force member and chair of AASLH’s Diversity and Inclusion Committee, I want to take a moment to share my personal experiences with gender discrimination and sexual harassment, as well as the strategies I used to confront these issues. I will outline some actionable steps that may be helpful if you find yourself in a similar predicament. I believe the lessons I’ve learned can offer valuable insights, particularly for those in middle management who may not have much authority.
In my career, I’ve experienced gender discrimination and sexual harassment in the forms of receiving inappropriate comments regarding my appearance and clothing choices, as well as sexual remarks made about other women’s appearances; working closely with colleagues who often shared distasteful jokes that made me feel uncomfortable; and being approached by a colleague after they witnessed an incident of sexual harassment, seeking my counsel on how to address the matter. How did I respond to these incidents, and what advice can I offer those in similar situations?
Receiving inappropriate comments regarding my appearance and clothing choices, as well as sexual remarks made about other women’s appearances
While a compliment on your looks can be flattering, it can also lead to uncomfortable situations. To address this, I prefer to handle it directly by speaking with the individual first. They may not be aware of how such remarks come across. Explain that comments on others’ appearance is unprofessional, unless it pertains to a dress code violation, which should be outlined in the organization’s policy. I would also document the date of the comment for your records. If the comments continue, go to HR if available; if not, speak to your direct supervisor. If your supervisor is the person being inappropriate, and HR is unavailable, speak with your colleagues to see if any collective measures can be taken—and reach out to a legal organization to build a case.
Working closely with colleagues who often shared distasteful jokes that made me feel uncomfortable
In a work environment where you may spend a lot of time with your colleagues, the atmosphere can often feel familial, with everyone bringing their unique personalities to the table. Some team members may have a rapport that allows them to share jokes comfortably, but for those of us who find such humor inappropriate or uncomfortable, it can be a different story. I’d much rather be seen as a “Debbie Downer” than feel uncomfortable or uneasy in the workplace. Further, I believe respect is an essential foundation for every work environment, and respect cannot exist when one is made to feel fear or discomfort. Directly addressing the individual(s) involved, either at the moment of the joke, or at a scheduled time later, can be an effective way of stopping the inappropriate behavior. Focus on “I” statements and request they kindly refrain from such behavior moving forward. And, like in the first example, document everything just in case.
Being approached by a colleague after they witnessed an incident of sexual harassment, seeking my counsel on how to address the matter
Working in partnership with another organization can sometimes lead to confusion due to differing organizational policies. In my case, there was an incident of sexual harassment that occurred on the premises of the organization I worked for, but an employee from the partner organization witnessed it. I advised the individual to speak with their HR department or site director to seek guidance on how to proceed. They were hesitant to take that step, concerned about the potential consequences for the individual involved. Ultimately, they had three options: report the incident to their HR, report it to my organization’s HR, or have a direct conversation with the individual to address the inappropriate behavior. In the end, they decided to report the incident to my organization’s HR, which allowed them to address the issue within the context of our workplace policies. This crucial step ensured that the matter was handled appropriately and that necessary measures could be taken to prevent similar situations in the future.
In the end, open communication and accountability are essential to maintaining a respectful work environment. I believe strongly in the importance of standing up for oneself and expressing the impacts of others’ actions, especially in situations involving inappropriate conduct. These experiences have profoundly influenced my understanding of workplace harassment and have equipped me with strategies to navigate such situations effectively, even in non-leadership roles.
Note: The information provided in this post is for informational purposes only based on the author’s experiences and should not be construed as legal advice. Please consult with an attorney regarding your specific situation.
Veronica Gallardo is the Surratt House Museum Director with the Natural and Historical Resources Division of the Maryland-National Capital Park and Planning Commission. She also serves on the AASLH Council, Gender Discrimination and Sexual Harassment Task Force, and chairs the Diversity and Inclusion Committee.
