5 surprising truths about how Australians really feel about gender equality

The great news? An overwhelming majority of Australians (9 out of 10) believe gender equality is important.

But here’s the catch: 6 in 10 think we are close to or have already achieved it.

So, while support for gender equality in principle is high, 60% of Australians believe we’re either already in a society where women have the same rights, opportunities and outcomes as men, or are very close.

The reality? The World Economic Forum (2025) tells us we’re still 134 years away from true gender equality.

So if people care about gender equality, but think it is mostly realised, that limits urgency and action.

Further, if people can’t see the inequality, any efforts to advance equality can be seen as creating an imbalance or going ‘too far’.

As of right now, only 1 in 10 Australians believe we’re far from achieving gender equality.

134 years feels pretty far off—don’t you think?

You’ve probably heard the phrase, “let’s not argue over semantics.”

But when it comes to gender equality, the language we use really does matter.

Words can inspire action or shut it down. They can build connection — or create division.

And when aiming to build broad support and action for gender equality, these nuances can make all the difference.

Take the Trailblazers, for example. This segment is comfortable with academic language and systemic explanations of inequality.

But for other groups, that same language can be alienating.

Just having the vocabulary to talk about gender equality is a hard-earned privilege. And while Stage 2 of the Gender Compass gives us new insights into how to activate more Australians than ever before, it’s just as important to continue engaging Trailblazers — the issue’s most dedicated champions.

That includes helping Trailblazers understand why inclusive, everyday language is key to bringing others along. It's not about dumbing things down — it's about opening the door to people who aren’t yet fluent in the language of equality.

One of the most significant findings from Stage 2 is the emergence of groups that are ‘moveable’ and open to gender equality messaging including Hopefuls, Moderates, and the Conflicted.

Together, they represent nearly two thirds of Australians. They’re open to being a part of the conversation, but we need to meet them where they’re at.

To reach this group effectively, the research suggests that messaging should:

• Focus on broadly resonant values like freedom, safety, and opportunity
• Use inclusive language (we, us, everyone) and write people of all genders into the story
• Avoid jargon and abstract ideas—rather than saying “patriarchy,” say it in plain language
• Highlight how rigid gender norms harm everyone, not just women
• Keep messages grounded in everyday life and relatable experiences

Other segments need a more tailored approach.

The Indifferent segment, for example, isn’t opposed to gender equality — it just doesn’t feel relevant to their daily lives. To reach them, messaging should be relatable, and clearly tied to everyday benefits.

The Rejectors are by definition more resistant. Many feel blamed or left behind and believe gender equality have gone too far. For this group, accusatory or structural injustice language can further polarise and reinforce their resistance.

Convincing this segment will take significant effort, and engaging in debate may only escalate tensions.

Instead, we can help drive change by communicating with the ‘moveable middle’ using language that doesn’t antagonise Rejectors.

1 in 3 Aussies feel that the tide is now turning on men — a sentiment especially common among Rejectors and Conflicted segments.

37 per cent of Australians believe men are “under attack” for everything they say and do.

34 per cent agree that men don’t get enough credit for their contributions.

Alongside this, there’s a strong undercurrent of zero-sum thinking in these groups.

So, what is zero-sum thinking? It’s the belief that progress for women must come at the expense of men.

Here’s an analogy to help explain it:

Zero-sum thinking assumes that passing the ball more to one player means others lose out.

But real progress is like a winning team — everyone plays better when each player is supported and able to contribute.

After all, studies show that:

• Companies with greater gender diversity in leadership are more profitable and innovative.
• Countries with strong parental leave for both parents see better child development and stronger family wellbeing.
• Men in more gender-equal societies report better mental health outcomes and life satisfaction.

Over a third of Australians think women simply choose different paths — like pursuing lower-paid careers or choosing to step back from work to raise kids — rather than acknowledging the impact of gendered expectations and systemic barriers.

This belief shifts responsibility away from the systems we live in, and onto individual decision-making.

But in reality, the choices women make are often shaped by deeply embedded social norms, limited policy support, and a lack of structural flexibility.

For example:

• Women are more likely to take on unpaid care because paid parental leave and childcare access remain uneven.
• Female-dominated industries are often lower paid and undervalued.
• Leadership pathways are often less accessible to women due to bias, lack of mentorship, or inflexible work structures.

Framing inequality as a matter of personal choice reinforces the myth that we’ve already achieved equality — and reduces urgency to address the barriers that still exist.

We end with one of the most encouraging findings from Stage 2 of the Gender Compass.

Australians are open to having conversations about gender equality. In fact, three in four support these discussions taking place in the workplace.

Despite the noise around cancel culture and backlash to feminist rhetoric online, most Australians said they would feel hopeful, proud, and safe having these conversations, particularly at work.

This suggests that the workplace could be a powerful setting for progress.

With the right language, leadership, and tools, this openness could translate into meaningful steps toward lasting change.