 The stereotypes that are mainly in small-holder tea farming is that women, the way women are perceived, they perceive that not able to achieve most things that men can achieve. So because of that, and because of the society, because the way they've been socialized, the women as well, they believe that kind of stereotypes that they cannot achieve as much as men achieve. And the men as well, because of the way they were socialized in that community, they believe that those stereotypes are real. So the way they conduct themselves, like the way they go about their business, they go about making those stereotypes reality for both men and women. So the women would look down on themselves, and the men would look down on the women, and the women, and that makes the women not able to fully participate in the commercial farming as fully as to their ability. Stereotypes are commonly everywhere in the world, each part of the world, each country have their own stereotypes, and in each country you find different areas in the same country having also different stereotypes about gender. So what we did as Warwick, we wanted to understand what sort of stereotypes are with the people that we're working with. The main reason of it was to understand how the women believe about themselves and how men perceive the women. So the gender audit was just to understand the stereotypes that would be broken, the progress of our work when we're doing gender mainstreaming in that area. So we had a set of questions that we asked for to both men and women of different ages, the Edari, the middle age, and also young. The questions were same to men and women. There were a lot of questions that surrounded the understanding of leadership on women and also whether the ability of women, how men perceive women in that society, whether they can be able to lead an association or they can lead a business, and how women perceive themselves, whether they are able. One of the most things that came out in the audit is that the women don't think that they can't lead or don't think that they are not able. They don't think that they cannot do as much as men do. But what brings them back is the same cultural beliefs that they have been socialized in, they are socialized to let the men go first. Even though a woman is more capable to take a leadership position, cultural socialization that she has is that you have to let the man go first. That's respect. That's your being a good woman. A woman would live out positions that they are able to do that, and they will give away opportunities and they will give away benefits that may work for themselves because of the belief that if I grab this, if I take this opportunity of a leadership opportunity, I am grabbing a man's opportunity because a man is supposed to be the leader of this. So this cultural socialization comes from that understanding that men are natural born leaders. They are leaders in the family, they are leaders in the society. So even if we have groups of farming, commercial farming groups, men are naturally leaders, even though some of them don't have the leadership qualities, but they'll just still be put in position because of the gender stereotypes that women are not born leaders, cannot lead. So we should put a man in the position. From the gender audit, Wallach worked with the results and tried to build any gaps that were there so that the women could believe themselves again to see that they can lead the associations that they have, the commercial associations they have, and also they can make decisions and contribute to the society. So that involved going through some gender mentorship sessions with the women and the whole of the association, the men as well. The reason we did with men was for them to understand the gender mainstreaming that it does not mean that women are taking over the positions of men. It just means that equality, like equity, you need to work together. Everybody is capable. If he's capable, put them in the right position beyond the agenda, beyond that this is a woman or beyond that this is a man. So we worked to encourage women's agency because when only men have the right to speak, only men have the right to make decisions. They are one way, they don't benefit everybody wholly. So when women are involved in that, when they see themselves that this is what we need, this is the development that we need to work for women. It works for both men and women because it's community development which has everybody involved in it, other than women being participants, but not making decisions just attending the sessions. So there's a difference when women have agency, it's their participation in making decisions that counts. The decision becomes more beneficial to the society and also more sustainable because they took part. It's different when they are participating, but they are just a crowd in the decision making. Wallach worked with men in the Suwazi community, mainly on gender mentorship as well as legal empowerment. So we use legal empowerment a lot to make the men understand that gender equality is a legal requirement for them to be in the same equity, same positions as women. So mainly we touched on that and to help them understand that because it's important for them to understand that we're not trying to change their culture. We're not trying to change the way their society is ordered or the way their society is leading, but it's important for them to understand how they're leading the society. It's important for them to understand the legal requirements that everybody has the responsibility to follow. So it helped them to see the reasons why the decision, the processes of decision making that they have to have a female perspective of it. So if they're making decisions about the community, making decisions about their farming association, what is the female perspectives to the benefits that they're trying to bring? The benefits that they're trying to bring only answering the men's problem or they're answering the female problem as well. So if they see the way that the decisions that we're making are answering both the men and women problems, the agency is much stronger that way because it is answering what the society needs. So it was easier for them to understand in that way that when we talk about gender equality and agency and legal empowerment, we mean that the answers to the problems are looking both at both genders are answering the problems of both genders.