A new article by Harvard Business Review explains how men get more actionable feedback than women.

Although businesses now employ more female managers than ever before, women’s advancement into senior leadership roles remains much slower than for men. While there are a variety of structural causes driving gender inequity in the workplace, one important factor is the disparity in how men and women are given developmental feedback. Identifying and reducing bias in feedback on past performance is somewhat more straightforward, since this sort of feedback tends to be more quantitative — but feedback focused on how employees should change and grow as leaders in the future is fundamentally qualitative, making it much harder to analyze.

Read the entire Harvard Business Review article here.