READ THIS PLS.
Let me give you an example: the relative difference in confidence between the sexes. In exploring this phenomenon, the book cites a research study of students in a surgery rotation; the study found that when asked to evaluate themselves, the female students gave themselves lower scores than the male students, despite faculty evaluations that later showed the women actually outperformed the men.
Passed through the lens of Lean In’s judgment, the ones at fault here are the women, for not being confident enough in themselves. The recommendation that comes later in the chapter: women should “fake it until they make it.”
But is this really good advice?
While Lean In might see the scenario as women lacking the confidence of men, there is a pretty glaring alternative hypothesis: it wasn’t the women who were lacking confidence — but it was the men who were too confident. It’s not that much of a stretch to suggest that the men who were more confident in their ability were the ones less likely to do the hard yards in preparation before the surgery rotation. The end result? They didn’t perform as well.
And that’s the problem that runs throughout the book. Despite spending so much time citing research about the benefits of having women in leadership positions, a lot of its recommendations focus on, to put it bluntly, making women more like men, without proper consideration of whether that would actually be a good thing.
Amazing piece in the Harvard Business Review on Lean In. AMAZING, I tell you.

