Compiled by Macey Shofroth and Emily Barske Wood
More than two-thirds of Iowa women say they have experienced gender bias at work, according to a recent Business Record survey. Respondents noted challenges related to child care, not being taken seriously and wage disparities as some of the main causes of persistent inequity.
The Business Record has published its annual survey on women’s and gender issues as part of our Fearless initiative for the last several years. While nonscientific, we believe the results of this questionnaire illustrate current opinions about Iowa women’s equity in and outside of the workplace.
This year we also introduced some new questions, inquiring about whether respondents had experienced gender bias at work or in everyday settings. We asked people, when applicable, to share how salary transparency and paid leave works at their organizations. Last year we asked a question about whether the rollback of diversity, equity and inclusion efforts across business, education and government organizations was a good or bad thing, and this year we added additional follow-up questions to see how organizations had changed, or not changed, given the environment.
Respondents were invited to answer multiple-choice and short-answer questions, and to leave comments when they wished. They could pick which questions they responded to, and we did not require that they submit their name in hopes of getting more honest answers. We did, however, ask that respondents tell us their gender identity; we note where we’ve broken down answers based on respondents’ gender.
We selected comments, which have been edited for clarity, to represent a wide range of perspectives. While the vast majority of respondents answered questions in a civil manner, we chose not to include comments that didn’t seem to be made in good faith.
In reading this coverage, we hope business leaders and individuals can identify new ways in which they can empower Iowa women to succeed in work and life.
Demographics breakdown
Note about numbers: We rounded all percentages to the nearest percentage point. Because of this, the sum of percentages on some questions doesn’t equate to 100 exactly.
Total respondents: 255
What do you consider to be some of the biggest advancements of women in the last year?
“Increasing participation of women in prominent elected and business roles, allowing generated equity and setting examples for others who follow.”
“Women assuming top leadership positions at ABI, Greater Des Moines Partnership, Catch Des Moines, Simpson College, Iowa Gaming Association.”
“It is an unfortunate reflection on state and national events that I cannot think of any advancements of significance but rather rights being taken away.”
“More women in government (and being more vocal), more attention on issues that mainly affect women (child care, reproductive rights, workplace discrimination, etc.), more attention on women’s sports.”
“One of the biggest advancements for women in the past year has been the formalization of flexible workplace policies. Many organizations now offer structured hybrid work, core hours and caregiving leave, better supporting work–life balance and helping retain women in the workforce.”
“More companies offering parental leave, more flexibility for adults of any gender and familial status to work remotely part of the time if they meet goals consistently.”
“Hormonal health has become more of a topic of research and discussion. More women are running for (and being elected to) office. I have also seen a lot of women reclaim their femininity as it exists outside of the male gaze, returning to things they enjoy, wearing what they want and generally feeling unbothered by the protests or irritation of men about their choices.”
“Samantha Mosser taking over as president at Bankers Trust was a huge move. We also have some strong political figures in government from Gov. Reynolds with more running for political office. Renee Hardman’s win is good for people of color and the community!”
“Governor, lieutenant governor, senator, county leadership roles, mayors, running Iowa Workforce Development, Iowa Economic Development, Iowa Department of Revenue, many leadership roles across Iowa – president of University of Iowa, retired president of Iowa State University.”
“Women are raising their hands and their voices across the political and business spectrum.”
“I cannot think of a single one. 2025 has been a year of regression. The WNBA is the only bright spot to me, but if the owners cannot pay the players what they’re worth, 2026 will be a sad year too!”
What are the biggest challenges, obstacles or barriers that you and other women face at work?
“I have none. And in my previous careers the only barriers were incompetent management. If that’s a barrier for you in your current job, move on. Opportunities are endless.”
“Being constantly overshadowed by men who hold positions of ‘power’ with no meaning. Doing the same exact work or more as most male counterparts and still being paid less.”
“My employer treats women equal to men. I really don’t feel any challenges because I’m a woman.”
“Little has still changed around the expectation that women are the primary caregivers, and the workday has not changed to reflect the needs that raising a family requires. Women still routinely get talked over and their ideas are not heard; however, the man’s perspective is given positive regard immediately. Networking and socialization events continue to be male-centric activities, such as hunting and golf.”
“As a younger woman in the workforce, I definitely feel like it can be difficult to be taken seriously without sacrificing some of my personality.”
“Work-life balance. The ‘second shift’ of house work and child care. Loss of work-from-home opportunities in the private sector.”
“Looks and intelligence are not mutually exclusive. Making sure what I wear to work isn’t ‘too sexy’ when I’m literally wearing dress pants and a blouse. Being able to have hard days without coming off as ‘too emotional.’ Not being penalized for not being able to work late consistently because you have other responsibilities like being a mom.”
“Women are oftentimes our own worst enemies. I’ve experienced other executive women not wanting to see another woman succeed within the same organization. Why do women see others as ‘threats’? Why do some women prefer to be the only woman at the table?”
“As a man in the construction industry, countering a toxic culture centered on this as a ‘man’s job’ is very important. Making sure that women are made to feel welcome, respected and safe is something I’m always striving for.”
“Women more often need to explain or share their credentials and experience whereas men are considered ‘qualified’ at face value.”
“It’s really hard to be a working mom or caregiver. Even in the most equal households, my experience is that the default parenting or caregiving is on the mother/woman. In workplaces where the highest percentage of upper management and leadership are men, there is definitely a gap in understanding how personal lives and roles – such as default parenting on the mother or caregiving – create higher stress and time management crunches for women at work. Rather than being able to discuss it, I’ve found I have more success at work when I suppress and hide stressors related to family care with men or women who’ve chosen not to have children or have other caregiving obligations. It’s still very much perceived in the workplace as a character or work ethic weakness to be a caregiver in your personal life.”
“I have more women in leadership and office positions than men. We have not hired a man in several years.”
“Even though we have seen many women reclaim their own choices and desires, in many spaces, men still hold power. Many women still are not safe enough to be themselves, to have economic freedom, to completely discount or disregard the negative opinions or preferences of the men in their lives. Women still struggle with maternity leave, being paid equal wages and the idea that they have to ‘do it all.’”
Have you experienced gender bias at work?
Comments from respondents who identify as women or nonbinary:
“Men tend to connect with other men at work on their hobbies while overlooking that women may have the exact same hobbies, leading to missed opportunities for growth and professional development.”
“White men hire and promote white men.
Affinity bias.”
“I have an idea in a meeting and maybe it’s acknowledged, but the older man across from me reiterates the same idea and it’s almost immediately implemented.”
“As a woman in a leadership position, it is impossible to not have had my position/authority/knowledge/expertise challenged.”
“Asked to do tasks that are ‘traditionally female’ and not asked to do tasks that are ‘traditionally male.’”
“Early in my career, absolutely. As I gained experience, confidence and credibility, I became less susceptible to it; a direct, no-nonsense approach made it harder for bias to take hold.”
“I feel like being nice is seen as a weakness and in conversations men are often taken more seriously or thought of as the experts.”
“As a nurse my male colleagues who had the same credentials, experience and previous job experience were hired at $1/hour more.”
“I have never been treated differently based on my sex.”
“In previous positions, I experienced gender bias in several forms. In multiple instances, men who were less educated and less qualified were placed in supervisory roles over me, and my professional input and expertise were often dismissed or disregarded. I worked in environments where I was explicitly told to ‘know my place,’ was subjected to comments suggesting I was hired based on appearance rather than capability and was discouraged from pursuing advancement. I also experienced inappropriate and unacceptable behavior, including harassment and public humiliation. These experiences created hostile work environments that negatively impacted both personal well-being and professional growth. I am grateful that my current employment does not reflect these conditions and provides a respectful, equitable and supportive workplace.”
“I was once told that men were better at math and that women should work in administration so men could handle the underwriting and other more difficult work that requires math. (Excuse me, but I mastered five college math courses while still in high school.)”
“Two examples stand out. First, when I raise points or challenge issues that men frequently raise, I have been labeled difficult, aggressive or unreasonable. The same behavior from men is often praised as leadership. Second, access to financing has been a challenge in my own experience. Banks routinely have requested ‘household income’ information from me. My male business-owner peers in Iowa report they have never encountered this.”
Comments from respondents who identify as men:
“If I did, I was unaware of it.”
“Women are in leadership and key positions, but I have seen men pushed out and passed over.”
“I got in a heated argument with a co-worker for stating that equity in a construction industry scholarship meant giving more weight to female candidates. I couldn’t get him to see that we’re never getting out of the male-dominated past if we don’t actively encourage women to join our field.”
What is the most effective way for men to be allies to women?
“Understand sexism and what it is and what it does and how it affects women.”
“Share domestic and emotional labor in personal life.”
“Listen. Set the tone of wanting to hear our thoughts, call out other people that are pushing us down. Invite more women and people of color to the team, meetings, boards and committees. Ask for input in front of those that put us out.”
“I think it can be as simple as asking our thoughts/opinions and being willing to actually hear our answers. I don’t think most men these days actively go into the world thinking about how they can tear down women, but without intentionally listening to what we have to say, they can often inadvertently silence us.”
“Speak up. Back up women who use their voice, and when there aren’t women around, be that voice for them. When you hear misogynistic comments, say something. When things like promotions, pay and human rights are being discussed, tell folks how far behind women are and suggest ways to close gaps.”
“An effective way for men to be allies is to intentionally recognize women for specific accomplishments, both big and small. Clear, genuine acknowledgment helps counter invisibility, reinforces expertise and creates a culture where contributions are valued.”
“Be mentors to young men/boys by treating the women in their lives/family with respect and understanding.”
“The most effective way for men to be allies to women is to actively share responsibility — both at home and in the workplace. This includes stepping up and contributing equally to household duties such as cooking, cleaning and caregiving, rather than placing a disproportionate burden on women. If men want women to succeed, lead and thrive in their careers — especially in leadership roles where they may earn the same or more — there must be mutual support behind the scenes. Beyond the home, allyship also means listening to women’s perspectives, respecting their expertise, advocating for equitable treatment and challenging biased assumptions when they arise. True allyship requires intentional action, accountability and a willingness to unlearn long-standing norms that place unrealistic expectations on women. When men participate as equal partners, women are better positioned to succeed without sacrificing their well-being.”
“In our company it starts and flourishes based on mutually honest communication. Men and women can think differently about the same issue. Listening to understand and move ahead together is key to building a viable foundation of trust and security.”
“It’s the little things. Men learning where stuff is in the house rather than blaming ADD or not being the one to put it there. Men thinking ahead to the holidays, about what needs to be done at work before break or participating in presents shopping. At work, it’s always the female employees who clean up food and wrappers after a meeting while the male employees take off for the next thing, having already not been part of the food ordering process or putting everything out, probably showing up right on time rather than early to set up.”
If you live with a partner, who does the majority of the work and/or caregiving in your house? How do you split up responsibilities?
Editor’s analysis: We’ve included this question in our survey for a few years. It seems that we’ve had a growing number of respondents sharing that they split household responsibilities fairly, though it seems to be more common in younger couples. Of note, however, more women respondents tend to share that mental load of tasks that involve planning, organization and keeping track of schedules often falls to them.
“Responsibilities are split fairly equally based on job expectations at any one time.”
“Divorced now. I did 75%. I have an adult child with a disability and provide 90% of the care.”
“We don’t have children, so that’s a nonissue. As far as chores, it is pretty typical that I am doing most of the housework. This can be a pain point for us because he works a more labor-intensive job, and is often more physically worn out than me who sits in an office. We attempt to be ‘fair’ by allocating the physical housework to me and some of the mental load to him, but it’s not always perfect. We are always working toward a better equilibrium.”
“I handle more of the mental load of appointments, meal planning, schedules, communicating with family/friends, etc. as well as most of the cleaning. My partner does more of the exterior work (example: yard) and home maintenance. We do our own laundry, and when one person cooks, the other cleans up.”
“We play to our strengths. I handle the logistics and keep our family connected; he manages the finances and the house. Neither of us enjoys cleaning, so that responsibility is determined by rock, paper, scissors.”
“We don’t think about it, we just do what needs to be done.”
“Depends on the day, but lately it’s been 60% me, 40% husband, mostly because of his work hours. He does do a lot of the kids’ appointments, which is huge.”
“I currently handle the majority of household responsibilities, including cooking, cleaning, laundry, dishes, caregiving and managing my children’s daily routines and activities. These responsibilities are in addition to my full-time work schedule, which runs Monday through Friday from 7:30 a.m. to 4:00 p.m., with additional early mornings, evenings and occasional weekends. My partner contributes in more limited ways, including doing some laundry — primarily his own — and preparing meals approximately once per week. He also takes responsibility for household projects and maintenance, such as painting, updating fixtures and addressing repairs. Recently, he has begun to assist with some light cleaning after I communicated experiencing burnout.”
“We divide it fairly equally. However, I manage the mental load. My husband cannot understand what the mental load entails or how to lighten it. Even when I’m away on work trips I create a day-by-day planner to help him keep track of activities, timing, chores, meal prep needs and anything else I would normally think about.”
“Our children are young and when things are hard for them emotionally, they default to me. Not because my husband won’t help, but because I am mom. I’m blessed with a partner who rolls up his sleeves and helps with cooking, cleaning, laundry, etc. I feel like those tasks are even. It’s the planning and mental load of making sure we have everything and planning ahead that falls on me as that’s not something he’s great at.”
“My husband does most of the cooking, we split laundry, he does more of the housework than I do and I pay the bills.”
“We split the work, but that’s likely because we are lesbians.”
“While my partner tries his best, there are domestic and emotional tasks he was simply not taught growing up that has fallen on me to do. Cooking, laundry, emotional labor like buying presents/hosting/sending cards, etc. he does not do.”
FINANCES AND PAY EQUITY
Editor’s analysis: The data on financial challenges is fairly similar to our 2025 analysis, with more women perceiving barriers than men. Last year, 63% of respondents said they believed businesses and organizations should implement salary transparency policies; that number dropped to 59% this year. We also asked new financial questions and learned that about a third of respondents work at an organization that practices salary transparency.
Which, if any, of these tasks related to finances are a challenge for you?
(Respondents could select all that applied.)
“Finding the time and advice to budget and invest money the right way is a challenge.”
“Care for an adult child with a disability.”
“These are challenges in general and I don’t really attribute them to being a woman (except for the pay gap of course). The current economy just makes things challenging all around, regardless of how much I make versus my husband.”
“I am now 50, so the child care and everyday money worries are behind us. But retirement, planning for future health needs and such are a worry.”
“My child care costs are two times the cost of my mortgage.”
“Our family health care premiums just doubled per paycheck.”
“Paying for our children’s college tuition and expenses is a huge cost for our family.”
“We make decisions daily concerning how we spend our money or save our money. We plan for today and for tomorrow.”
“Owning two homes, as I currently serve as a landlord, has significantly limited my ability to save at the level I once could. Additionally, my child’s father no longer has custody or visitation rights and does not pay the court-ordered $1,200 per month in child support.”
“My husband and I are fortunate that we can coordinate our schedules to not need child care during the school year. However, summers are extremely expensive for us in regards to child care because our three children are elementary-aged, and we still must work. We pay $600-plus each week for child care for our three children in the summer.”
“I manage financial affairs diligently and efficiently.”
“When I decide whether or not to have kids, a big part of that decision will rely on my ability to move finances around from where I am now – comfortable – to child care needs.”
“Financial planning has always been a high priority for me, enabling me to effectively navigate challenging periods such as recessions, a global pandemic and gender bias.”
How big an issue do you perceive pay inequity in Iowa to be?
“I think it’s still an issue, but companies have implemented policies to address it. These efforts, including formalized pay scales, should continue.”
“Wage gap surveys show this has narrowed significantly.”
“Women have the same or even more expenses than men. Paying men more is an antiquated mindset as men are no longer considered the breadwinner. Women are rarely homemakers like they have been in the past. We still see society from a past lens. Sexism is also still rampant in the culture. Men in higher positions pay each other more. Women generally have the expense of family needs. Men in Iowa are still not paying child support as they should. The abortion issue will once again put more women in deeper poverty than men.”
“Same issue as inclusion in boards and committees. It won’t happen unless it’s legalized. More transparency on all salaries.”
“The excuse is that women work in roles that are typically lower paid in nature, i.e. teachers, nurses, administrators. Roles that care for others should be paid as such.”
“Before we address pay equity, I think we all need to get more comfortable talking about our pay in general. I have no idea if pay equity is a big issue in Iowa because most roles don’t publish their employees’ current salaries. I can only guess it follows the national trend, which says women are more often paid less than their male counterparts in the same roles.”
“It’s an issue but pay is not the most important thing on my list of priorities. I would rather have balance in work and life.”
“I have known over the years how much male counterparts have made, and I have never caught up.”
“I do not perceive pay inequity to be an issue.”
“Our pay policy directly and indirectly is not tied to sex, age, race, religion or marriage status. In recent team meetings the actual pay scales and sex issues were presented to all without names. It shocked a bunch of people.”
“I think there is still unintentional bias towards paying men more, although there are women who have succeeded in securing reasonable comparable compensation.”
“Part of the challenge, I believe, is that women are not socialized to be shrewd negotiators. Should employers take the lead on paying well and fairly? Yes. But we also need to teach our girls not to leave money on the table and to know their worth. Too many girls feel like they’re an imposition when they are assets.”
Does your organization practice salary transparency?
If your organization practices salary transparency, how is it handled?
“Pay scales.”
“We publish salary ranges when staff are hired, and they are updated/shared annually as they increase. Staff are welcome to share pay rates, benefits, etc. as they wish, but they do not have to.”
“We talk about salary growth projections as part of the hiring and annual review process.”
“I’m retired, but previously no transparency until the media began to post state salaries.”
“Our company does a salary study every two to three years and salaries are posted since we are a government agency.”
“We benchmark team member salaries every few years against a handful of relevant research studies and adjust pay scales accordingly.”
“We don’t. But employees talk.”
“Salary is posted on positions.”
“I believe my supervisors would have open discussions about salaries and hiring if they were asked.”
Should businesses and organizations implement salary transparency policies?
“Salary transparency means less bias that goes unnoticed.”
“Salary transparency is pretty broad. To some level I would support transparency so long as it does not become personalized.”
“Pay is based on merit and performance. No one else needs to know what you make.”
“Everyone should understand the criteria for pay decisions.”
“Yes, businesses should consider salary transparency, but it must be implemented thoughtfully. Employees need to understand that roles with higher market demand, greater responsibility or specialized skills — such as language proficiency or technical expertise — may warrant higher pay. Transparency works best when it is paired with clear role definitions, market-based benchmarks, and an explanation of how skills and value are rewarded.”
“We can’t fix what we don’t measure.”
“Not implementing salary transparency policies gives an impression of hiding something.”
“Just like real estate, no two parcels, no two people, are the same. If we are talking about entry-level positions like a cashier, retail worker or someone that performs the same routine task, then yes. In the sales world, in the world of athletics, stronger employees should be able to negotiate a better deal.”
“When the range is posted, I wonder how often it is followed.”
CHILD CARE AND PAID LEAVE
Editor’s analysis: Three-quarters of Iowa children under the age of 6 have all parents working outside the home, and 63% of parents say child care costs influence their careers, according to the Iowa Women’s Foundation. Over the past few years, respondents have overwhelmingly shared they believe access to affordable child care is an issue in Iowa, and this year was no different. Notably, this year 90% of women or nonbinary respondents considered it a major issue, while only half the male respondents did.
New this year, we added questions about whether respondents work at an organization that offers paid family leave and, if so, whether they felt those policies were adequate. More than three-quarters of respondents said their organization offered paid family leave, but many didn’t feel the time off given was sufficient.
How big an issue do you perceive access to affordable child care in Iowa to be?
“Having a child is a large financial hit for most families. Child care is the largest ongoing expense that many struggle to meet. Implementing cost-effective child care or financial benefits to help families cope would be beneficial.”
“Families with good salaried jobs cannot afford $450/week for infant care. This is also insane!”
“I don’t have children but I’ve worked in child care as a nanny. From this experience, I have seen parents struggling. They often have to choose between crowded day cares or preschools with long waitlists, or a full-time nanny, which can be equally as expensive. I don’t have a scientific answer to address it, but I wonder if there were more subsidies for child care businesses, if some full-time private caregivers wouldn’t open up their homes to more children. If every nanny I knew was able to take on four to six kids in their home and manage the expenses that come with that, I think that would exponentially increase the amount of available child care. And subsidies would make those ‘mini day cares’ more affordable for parents.”
“There should be more regulations around child care and create more consistency. Part of the problem is staffing these facilities, so if they were given some kind of support to pay their staff well, that might help resolve some of that problem.”
“Child care workers aren’t paid a living wage. Lack of access to affordable child care is an issue that falls mostly on women.”
“Solutions must include reducing bureaucratic barriers for in-home providers, increasing reimbursement rates, raising wages for child care workers and encouraging employers to offer child care financial assistance as a standard benefit. We cannot expect child care workers to care for our families if they cannot afford to support their own.”
“I live in a county that is considered a ‘child care desert.’ It is often hard to get a spot and be able to afford the cost of child care. For many it’s more cost effective to stay home and do child care, which also affects the economy because there are not enough workers.”
“The gender pay gap contributes to women being the parent to sacrifice their career if their family can’t afford child care. Which reinforces the gender pay gap as a vicious cycle. Plus, lack of quality child care leads to children entering school unprepared, requiring more time from parents (usually moms) to deal with the issues that are caused at school.”
“I don’t have to worry about this anymore, but when my kids were young I had to work a part-time job to pay for the day care my kids went to while I was at my full-time job. I don’t think anything has improved.”
“Parents can’t work if they don’t have affordable child care. At one point in my life, I only worked because I needed health insurance benefits. I have chronic conditions that require regular medication. Since my partner and I were not married, I could not be on his health insurance, but literally my entire paycheck went to paying for day care for our two children.”
“We go to one of the cheaper day care centers in Waukee and it still costs more than our mortgage to send two kids. The government needs to step in to provide increased tax breaks or subsidies for working families and/or increase funding to child care centers so they can appropriately pay their staff and keep their business open while lowering costs for families. Other developed countries have figured this out and offer models.”
Does your organization have a paid family leave policy?
If your organization has paid family leave, what does the policy look like? Do you feel it’s adequate?
“Four weeks fully paid for any parent, including adoptions. It is not adequate but I’m grateful our parents have some paid time off to enjoy the time with family.”
“Short-term disability or FMLA.”
“Six weeks of leave for the birth of a child plus additional six weeks of bonding time for either parent. Yes.”
“No. Use medical and vacation leave for all leave.”
“FMLA. Yes it is adequate.”
“Our family leave policy falls under our short-term disability benefit. So we get a percentage of our usual take-home pay for several weeks before we have to return. I’m not a parent, but it doesn’t feel adequate at all knowing even full salaries aren’t enough to cover children’s expenses. I can’t imagine only getting part of my usual wage would cover much of anything for a new child.”
“The first two weeks have to come from your PTO balance and then you have short-term disability for four more weeks. If you want more time, it is unpaid.”
“We have paid leave for those who have to work 20-plus hours per week, but we need to have more. We are a staff of just six, but we need to have more benefits, PTO and leave.”
“Twelve weeks. Two weeks paid, use of two weeks PTO and then eight weeks unpaid.”
“Paid leave for 12 weeks for primary caregivers and four weeks for secondary caregivers.”
“Twelve weeks of paid leave for the birthing parent and four weeks of paid leave for the non-birthing parent. It’s good, but it can always be better. Sixteen weeks for the birthing parent and eight weeks for the non-birthing parent would be a significant improvement.”
“We are creating a leave policy that is available to everyone who needs time to care for family. I think all employees should have adequate leave (four weeks annually) that they can use however they choose.”
“It’s six weeks of paid leave for maternity and paternity. Six weeks of unpaid leave optional for maternity. It’s somewhat adequate, but I compared with 10-plus comps, and without offering short-term disability, we are offering slightly above market for paternity leave and below market for maternity leave.”
“Paid up to 21 weeks for women and one week for men.”
“Enacted recently, it provides support for new parents and the firm works with individuals who have special family needs. When my former husband was struggling with cancer and nearing the end of his life, they provided compassionate support to give me the time to focus on his comfort. I value that greatly.”
How many weeks of paid family leave do you feel parents should be entitled to?
Birthing parent
Most popular answer: 12 weeks
Non-birthing parent
Most popular answer: 4 weeks
What does the ideal family leave policy look like?
“It’s a company-dependent question.”
“Mothers and fathers working as a tandem to be financially, physically, nutritionally, emotionally and socially responsible for their family. Let them decide how much time they need to secure their well-being.”
“Ideally, the birthing parent should have adequate time to recover physically. More and more research is saying that full physical and hormonal recovery can take six to 18 months! I feel like women should be entitled to at least six months of some form of paid leave if we want them to truly show up to work at their best when they return.”
“Ideal family leave makes it so that the workplace is not a hindrance to being a parent. That’s not just a birth and the early important months of a child’s life, but also as they grow (has anyone raised teenagers?), and it should also consider non-traditional situations like adoption, foster care, child illness (chronic or not) and loss. Many bereavement policies don’t spell out loss of a child or miscarriage – something else that needs updating!”
“12 weeks paid for all parties.”
“Can stagger it with a spouse or partner, need not take all 12 weeks sequentially.”
“There is no ideal. There are many factors that come into play. You have to look at the entire picture, for instance how many employees are there, what type of business is it, etc.?”
“Finland has a great one: Gender-neutral paid leave, providing each parent with 160 days of parental allowance, plus 40 days of pregnancy allowance for the birthing parent, totaling around 14 months shared, with flexibility to take leave in chunks until the child turns 2. This system allows parents to transfer days (about 69) to the other parent, supports single parents with the full allotment and aims to promote equality by encouraging fathers to take leave.”
“All employees should have adequate leave. There should not be an additional benefit to some employees over other employees. All employees should accrue leave to use as they wish – whether that be having a baby or taking a longer break from work, etc.”
“Since a day care can’t take a child before six weeks, it’s important to make sure that at least one parent is able to take that time off no matter where they work, without going bankrupt.”
“It would be nice if it was equal among males and females as this would not incentivize promoting males who are less expensive with fewer benefits or who won’t take paternity leave.”
WOMEN BUSINESS OWNERSHIP
How big an issue do you perceive access to capital or contracts for women-owned businesses in Iowa to be?
“There are programs out there for female business owners, but the fact that there are programs tells you it’s not on par with male-owned businesses.”
“Due to recent decisions made by the presidential administration, simply being an organization that is woman-focused is a liability in terms of obtaining grants and funding.”
“Women face greater difficulty than men in securing startup capital and encounter more obstacles when financing business growth. The data on this is clear yet leaders fail to act, which perpetuates the problem.”
“Without regulation that requires equity for balance, there will be no balance.”
“Banks should loan based on the business plan, not on a borrower’s sex.”
“Scale of businesses and growth can show this. Learning how to access capital or ask for capital isn’t something many women are taught generation to generation. Men are. We need to fix this in our country to even the playing field.”
“Raising capital is hard for all entrepreneurs, bar none. Women entrepreneurs also contend with smaller professional networks and unconscious bias in lending decisions, which only add to these challenges.”
“Why women-owned business? Do men not have female wives and daughters and employees?”
“Access to capital and contracts for women-owned businesses in Iowa is a significant issue. Women entrepreneurs often face greater barriers when seeking startup funding, business loans and investment capital, despite having strong business plans and proven performance. These challenges are frequently compounded by limited access to professional networks, fewer opportunities for mentorship and sponsorship, and biases — both conscious and unconscious — within lending and contracting processes.”
“I’m really impressed by the Commercial Real Estate Women (CREW) team and the growth there. Women led and owned companies are on the rise.”
What are the most effective ways to improve support for women-owned businesses and/or female entrepreneurs?
“Forming groups and providing assistance through the community pro bono.”
“Stop talking about it. A business is a business, regardless of the gender of the owner.”
“Shop local, look local and do your research as to who owns/operates the services you seek.”
“The most effective way to support women-owned businesses is to improve access to real contracting opportunities. The current federal women-owned small business designation is overly bureaucratic and often yields limited results. Streamlining certification, expanding state and local procurement pipelines, and holding agencies and large employers accountable for awarding contracts would provide more meaningful support for women entrepreneurs.”
“In addition to funding options, support to better promote their businesses especially for the first couple years.”
“Get out of their way and let them thrive. Stop telling them they need a crutch.”
“Address child care, health care and education issues to make sure women aren’t stacking unfair burdens on top of their work.”
“Mentoring support.”
“Increasing access to capital is the answer, but the ‘how’ is much more challenging. Expanding mentorship and sponsorship programs is an idea but yields mixed results. Training and coaching are also worth talking about, but we need to go a step further.”
“Encourage risk-taking and creativity.”
“Shop, be a patron, share on social media, vote for leaders who use policy to invest in small, women-owned businesses.”
“Attend a NAWBO awards event and count the number of men in the room to quickly get a picture of how little attention from the broader business community is given to women-owned businesses and female entrepreneurs. Similarly, do a gender headcount of audience members at the Business Record’s Women of Influence annual event. Check out the membership lists for EO (Entrepreneurs’ Organization) and YPO (Young Presidents’ Organization) and it becomes clear how far female representation remains from parity. A simple way to improve support is to start showing up.”
“Grants, micro-loans, free or low-cost quality child care.”
LEADERSHIP
What actions need to be taken to achieve gender parity in leadership positions?
“Use common sense. Women can be strong self advocates. Stepping up can be difficult at first but worth the perceived risks.”
“I think there are many capable female leaders within companies that get passed over because the company is looking to hire from outside. I think we need to go back to a model of promoting from within whenever possible.”
“Encourage women to step up. Make sure all openings are advertised openly. Allow work-from-home arrangements and don’t glamourize working all the time.”
“Training to unlearn biases, learn better communication and hire/promote based on strengths and skills rather than progression in title or length of tenure.”
“Retaining talented women requires recognizing that flexibility and accountability are not mutually exclusive — high performers should be supported, expected to deliver results and not lost due to rigid structures.”
“None, women are outpacing men in almost all aspects of life.”
“Identify ways for women to be heard more effectively and when they have the opportunity to share those important messages, make sure they are delivered in a manner that isn’t accusing or from anger but in a manner that is productive and not fueled from emotion.”
“Accountability is key to achieving real progress. Company leadership needs to measure who gets promoted, who gets high-visibility assignments and who has access to decision-makers. Then, company leaders need to be transparent about outcomes and take remedial steps to correct whatever shortcomings are revealed by the data. Formal sponsorship in addition to informal mentorship are also critical. Women need leaders who will speak up for them without having to be coached or prompted.”
“I think we have some work to do in accepting and supporting women who choose to have children. Make it acceptable to take time off after childbirth.”
“Most leadership positions in my company are women.”
“Iowa gutted its gender balance law and that changed how women are appointed to boards and commissions.”
DIVERSITY, EQUITY AND INCLUSION
Editor’s analysis: Last year, on the heels of many executive orders and state legislation, we added a question about whether the rollback of DEI efforts across various sectors was a good thing or a bad thing. We asked the same thing this year and got comparable results. In 2025 we heard 26% say the rollback was a good thing, 65% say it was a bad thing and 10% say they were unsure. Last year only 44% of the men who responded said the rollback was a good thing, compared with 71% this year, though the percentage of women and nonbinary respondents remained about the same. We added questions this year to ask how organizations had or had not made changes to their DEI initiatives.
Is the rollback of diversity, equity and inclusion efforts across business, education and government organizations good or bad?
“We’ve seen professional associations, companies and our government roll back DEI. This breaks down the great work and strides we had seen in the previous five years. We should bring back a strong narrative and support for DEI.”
“How can diversity, equality and inclusion ever be considered bad policies? Diversity has proven to be a best practice and exemplifies what the best and brightest workforces should include. Equity and equality should be a human right not a privilege. Everyone wants to be included; segregation and separation is an outdated, antiquated, biased and ignorant mindset.”
“Many of the DEI efforts were divisive and created animosity. Some instances of unqualified people advancing over more qualified.”
“I think it’s obvious why it’s bad. Without being intentional about including diverse voices and perspectives, it’s still far too normalized for us to fall back into the same patterns of consulting with old white dudes. I understand why some companies may feel the pressure from outside politics, sponsors, supporters, etc. to roll back DEI, but I hope for everyone’s sake that it’s all for show and that DEI work is still continuing quietly behind the scenes.”
“Like anything, some people took DEI too far. Its advocates did a terrible job in responding to the attacks and effectively describing its goals and purposes. Business capitulated in the face of backlash. DEI reminded us that different people experience life and opportunities differently, and that reminder is now gone.”
“I feel like for a while it felt very forced and not genuine. If there is a way to continue these efforts while being genuine in the work rather than checking a box, I think it could be really impactful. But, some people are unwilling to change their mindset no matter what ‘training’ they go through.”
“Going back is never beneficial. Treating others with dignity and respect has never hurt anyone. Now everyone is in their own silo and has an us versus them mentality.”
“DEI done correctly is not about offering unfair advantages. It is about making the table of inclusion bigger. Diverse teams innovate more and achieve better results.”
“If the only talent pool we’re hiring out of is straight, white men we will be scraping the muck off the bottom to fill positions and overlooking the very talented people that are otherwise discouraged from applying. We can’t undo centuries of bias by pretending it doesn’t exist. Active measures are needed.”
“We need people to be mindful of individuals’ culture, race and overall makeup, but it shouldn’t inform how we promote or hire individuals professionally.”
“At this time, I remain uncertain about the overall impact of the rollback of diversity, equity and inclusion efforts. While DEI initiatives are important, I observed that many efforts had shifted focus primarily toward immigration and racial equity, with less attention given to advancing gender equality. As a result, it is unclear whether the rollback will ultimately address these gaps or further limit progress toward comprehensive equity, including gender parity.”
“We should normalize the conversation and acceptance that DEI has been traditionally ignored and there have been active measures to keep people of color, women and those with disabilities ‘down.’ However, there have also been cases where DEI seems very performative rather than causing actual change for those groups.”
“DEI covers so many more groups than just women or people of color. The true benefits of DEI efforts are felt by everyone. I am a strong believer in the ‘curb cut effect.’ When systems put in place to protect vulnerable minorities are cut back, eventually everyone will feel them. DEI acknowledges the Venn diagram of human traits without creating a society default that usually ends up being racist, ableist and sexist. Even straight, wealthy, blond, tall, white men eventually get old and need a walker, and then they’ll wish they hadn’t gotten rid of the curb cut program.”
“Research and workplace data clearly show that systemic biases against women, people of color and other marginalized groups continue to influence who gets hired, promoted, mentored and supported. Ignoring that reality does not make it disappear but it does undermine positive momentum that has been built. If you don’t measure it or focus on it, you can’t improve it.”
In the past year, how has your organization made changes to diversity, equity and inclusion-related efforts or practices?
(Respondents could select all that applied.)
“DEI group was renamed.”
“We were not foolish enough to implement them to begin with.”
“Funding has been cut in our educational institution. We can’t offer ELL programs, which greatly reduced our GED programs. It’s insane!!”
“If anything, the current climate made us more adamant that we continue the work we’ve been doing. And strangely, it has opened us up to even broader DEI conversations. We aren’t just talking about race or gender, we’re looking at ageism, ableism, speech and language inclusivity and other, more niche ways to be inclusive in our company.”
“As a female majority org (staff and board) we will not go backwards.”
“I had a leader describe my words (stating facts about anti-LGBTQ+ legislation in Iowa) as subjective, aggressive and political. Other times when I’ve tried to ask questions or share other DEI-related information, I’ve been brushed off or asked to tone it down. I have not felt fully safe or able to be myself at work for a long time.”
“We stayed the same but became very quiet about it as to not draw attention.”
“DEI has no place in a serious work environment.”
“It has made it less important, which feels great. Everyone is equal.”
“We are a private company led by purposefully inclusive people. We don’t have to answer to anyone for doing the right thing.”
“We completed a voluntary inclusion book study in 2025.”
“Still seeing some younger people, both sexes, choose to leave when they do not see fast advancement.”
“Our organization focuses on DEI so we have made efforts to practice what we preach and have frank discussions and group activities internally.”
What changes to workplace policies and practices would help women succeed in the workforce?
“Flexible work arrangements.”
“Make the space more friendly to all things family/life-work balance. Be realistic about how much time needs to be spent in person/remote, as well as actual weekly hours. Let the expectation be the work getting done, not filling the time (i.e. 40 hours is the only way).”
“Transparency about pay, how to advance, accommodations for things like neurodivergence and nursing; more flexibility in time and place of work; better access to child care; resources for caregivers.”
“Provide more corporate part-time opportunities so we can balance priorities.”
“Having the expectation that men need the same family support policies as women is a start. Without that common expectation workplaces continue the bias that only women need it. Start building the expectation at work and everyday life.”
“Normalize time off for sales leaders and professionals who give birth. Change the comp plans to accommodate these women so that at the very least, they aren’t choosing between their time off and their livelihood.”
“Mentoring is very important. We are fortunate to have an HR director who spent time working on best practices recommendations for the industry before moving into her current role.”
“Get more women into decision-making roles – and listen to them.”
