From our recent study, one insight became impossible to ignore: resistance towards gender equity initiatives is not uniform. Furthermore, targeted and nuanced communication is critical for the success of such initiatives rather than relying on ‘one-size fits all’ approaches.

When it comes to gender attitudes, the Gender Compass identified that most people fall into a segment called the ‘moveable middle’. This group are sympathetic to gender equity cause but are cautious, confused, or ambivalent.

We see the greatest opportunity for accelerating workplace gender equity lies with men who sit within the Moveable Middle.

That is, not the small group who strongly oppose equity efforts. Not the champions who already support them. But a large cohort who sit in the neutral zone, because they are ambivalent, uncertain, and open to influence.

These men are not resistant. They’re reachable. And if organisations want real, sustained progress, this is the group they need to design for.

Why the Moveable Middle Matters

Our research found that only 12% of men strongly endorsed hostile sexist beliefs. That is, overtly negative attitudes towards women who do not confirm to traditional gender roles.

Those men who indicated a neutral response towards hostile sexist statements aren’t entrenched in opposition — they’re simply unsure how gender equity applies to them or how these initiatives benefit everyone.

This is exactly why this group of men are so important. Their views can shift with the right framing, the right stories, and the right organisational support.

And their attitudes directly shape support for every major workplace initiative we examined.

How the Moveable Middle Influences Key Workplace Policies

Gender Pay Gap Action

Our findings show that 61% of men agree the gender pay gap needs addressing. However, support drops sharply among those with stronger hostile sexist beliefs.

This tells us that clear, relatable communication can move this group toward stronger support.

Gender Quotas

Nearly half of men (47%) support gender quotas, but support was lowest among men without children, Baby Boomers, and Middle Managers who more strongly held hostile sexist beliefs.

These men aren’t rejecting quotas outright; they’re wrestling with questions of fairness and merit. When organisations address those concerns directly, support increases.

Flexible Work

Our research shows when flexible work is offered by organisations, then men are willing to access this arrangement (95%). However, when flexibility isn’t readily available, then men are less likely to see it as desirable. This reinforces the need to normalise flexibility for men, where it can be offered.

Equal Parental Leave

This gender equity initiative obtained the strongest area of support: 71% of men endorse equal parental leave, whether men do or do not have children. This is the entry point into broader conversations about equity, care, and shared responsibility.

Why Focusing on the Moveable Middle Changes Culture Faster

The Moveable Middle is embedded across organisations:

They make up a large share of Team Members and Middle Managers

They influence day‑to‑day culture

They shape norms around flexibility, parental leave, and fairness

Middle Managers, in particular, are pivotal in influencing change. They approve flexible work, support parental leave, and implement equity policies. When their attitudes shift, entire teams shift with them.

Reducing Backlash Starts with the Moveable Middle

We’re seeing a rise in public sentiment that Australia has “gone too far” on gender equity. The Moveable Middle is the group most vulnerable to being swayed by this narrative.

But they’re also the group most likely to shift when organisations:

Emphasise fairness

Highlight shared benefits

Use relatable stories

Avoid zero‑sum framing

This is how we build durable, long‑term support.

When Men Participate, Everyone Benefits

One of the strongest findings in our research is that when men engage in gender equity initiatives (taking parental leave, working flexibly, supporting pay equity) the benefits ripple outward:

Better wellbeing

Stronger family relationships

Reduced burnout

Healthier team cultures

More equitable workplaces

The Moveable Middle is the group most likely to try these initiatives if they feel supported and see them as legitimate.

Where Organisations Should Focus Their Efforts

Based on our findings, the biggest impact comes from:

Tailoring communication to the Moveable Middle — speak to fairness, shared benefits, and team performance.

Normalising men’s participation in flexible work and parental leave.

Equipping Middle Managers with practical tools and support.

Framing gender equity as a collective win, not a zero‑sum game.

Embedding accountability through measurement and leadership expectations.

Our Bottom Line

If organisations want meaningful, sustainable progress on gender equity, they must target men who sit within the Moveable Middle.

They are open. They are influential. And when they shift, workplaces shift with them.

This is where the real opportunity lies — and where organisations can make the biggest difference.

To delve further into our findings, please access our whitepaper here.

The Moveable Middle: Why These Men Hold the Key to Workplace Gender Equity