I can also attest that it offers just as much value for men. Despite having worked both with and for women for decades, the book gave me a clearer perspective on the unique challenges and difficult decisions women face while managing their careers.

Lean In also highlights a significant issue faced by employers when it comes to how to retain female employees who decide to start a family, be it in the near or distant future. The problem arises from whether or not employers should be discussing it first.

Australia’s employment and discrimination laws prohibit treating women differently (that is, unfairly) on the basis of pregnancy, breastfeeding and family responsibilities. This is known as ‘adverse action’. Therefore, simply asking employees about their family plans may expose employers to claims of adverse action which are expensive and difficult to defend. Employment lawyers typically advise against asking questions like this during interviews and reviews.

However, in Lean In Sandberg suggests that managers should have an open dialogue with staff regarding their parenting decisions and timing. The idea is that this knowledge allows employers to easily provide the support and opportunities that women need to juggle their family and career. She gives some great examples of ways to keep women engaged at work in order to avoid them “leaving before they have left”, admitting that she has openly asked employees about their parenting plans despite the legal risk.

The book suggests many things employers can do to help overcome these challenges such as special parking for pregnant mothers, child care arrangements, flexible work and more opportunities for women to speak up and support each other.

But how is it possible to implement this extra support in the face of the high risk, potentially contentious conversation which ultimately precedes it? The laws that aim to protect against discrimination appear in this way to be perpetuating it, as they can hinder vital communication between employer and employee. This is a troublesome legal conundrum that Australian legislators need to resolve.

Have you ever experienced a situation where you were afraid to ask an employee a question that would otherwise enable you to provide more support and assistance to an employee?  How did you deal with this situation?

Commissioned by CareerOne.com.au, a survey of over 2,000 people found managers have a lot to learn when it comes to people management, with most rated either ‘horrible’ or ‘average.’

The results indicated that 61 percent claimed they’ve been bullied by a boss, 37.5 percent said their boss had asked them to do something unethical and 12 percent had experienced sexual harassment.

The survey was designed to coincide with the Australian premiere of Hollywood comedy ‘Horrible Bosses,’ staring Jennifer Aniston as one of the three dysfunctional managers who continue to exasperate employees.

When asked to rate their boss’ most horrible traits, the top three responses by employees were ‘bullying,’ ‘belittling,’ and ‘being moody.’

Respondents were also asked to comment on their current manager, where 68 percent described their boss as keeping staff in the dark with secrets, 57 percent felt their manager deliberately caused conflict in the ranks and 56 percent claim their boss is a boot kisser, who manages up while putting the boot onto those below.

When the survey asked how employees would like to deal with their horrible bosses, 50 percent nominated counseling and training, 24 percent wanted the boss fired and 16 percent said they’d settle for the boss to be demoted.

“I was really happy to see that by far the majority of people believed a ‘horrible boss’ should be counseled or receive training,” CareerOne Workplace and Career Expert Kate Southam said.

Southman believes that if a boss were to be fired without counseling or training, he or she would just go on to inflict their brand of poor management on someone else.

“A good manager stays a good manager when the going gets tough so the current challenging climate is a good test of what a manager is made of. Sadly, some managers don’t cut it and get moody or lash out when they get stressed.”