More Women Leaders – Time For A Different Approach

First published in The Glass Hammer July 7, 2010

One definition of insanity is to do the same thing again and again and expect a different result.

If we want more women in senior leadership positions we need to take a different approach. The current one isn’t working.

We’ve repeatedly called on Board Directors and C-suite executives to act on the strong business case for appointing more female colleagues, with minimal impact.

The 2009 Catalyst Census of Fortune 500 Women Board Directors revealed that less than one fifth of companies have three or more women on their boards, and more than 40 percent have no women directors whatsoever.

At the last count, women comprised only 15.2 and 13.5 percent of board directors and corporate officers respectively in Fortune 500 companies.

The United States is not alone in its boys club mentality.

Canada’s Financial Post 500 companies have only 14 percent female board directors, and 16.9 percent corporate officers.

Similarly, women hold only 9.7 percent board positions in Europe’s top 300 companies.

Research shows companies with at least three female board members, and more women in senior leadership roles, produce stronger-than average financial and organizational results. But the boys at the top just aren’t buying it.

It’s time to stop banging our heads against the same brick wall and instead, think more broadly about where we might influence change.

Mobilize shareholders

One fairly untapped area of influence is shareholders of publicly quoted companies. These people, whether they be individual investors, or fund managers, have the right to demand the best possible management of the organizations in which they invest.

Are shareholders aware that companies with three or more women on their board have stronger organizational performance and healthier bottom line results?

Do they know that a 2007 Catalyst report, The Bottom Line: Corporate Performance and Women’s Representation on Boards, shows companies with more female board members outperform those with the least on:

  • Return on equity (by 53%)
  • Return on sales (by 42%)
  • Return on invested capital (by 66%)

Might they be interested in research done by Professor Michel Ferrary (CERAM Business School, France) in 2009, showing companies with a higher ratio of women in management coped more successfully with the global financial crisis?

Ferrary’s study looked at 32 major companies in the CAC40, comparing the ranks of female managers to the performance of the company. Firms with high ranks of women managers all performed better than the CAC40 average.

Boards fail to take corrective action

Boards of directors are legally responsible to choose management teams and chief officers, oversee their performance and generally act prudently to increase share value.

If gender-balanced leadership is good for business (and it seems increasingly likely that it is), then directors should recruit more women to the boardroom, and ensure that CEOs have gender diverse senior management teams.

But are they? The short answer is no.

The good news is, we can do something about it.

Forward an open letter to every shareholder you know

I have a vision of shareholders demanding from their directors at least 40% women leaders on their boards and in their senior management teams.

To that end, I have written an Open Letter to Shareholders. It makes a strong case for gender balanced leadership at the top of the companies in which shareholders invest.

Read the letter. If you like it, please forward it to all the shareholders you know (and remember, if you invest in a pension you are a shareholder.)

Let’s join forces, take action, try a different approach and help create better leadership and better organizations.

 

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20 Reasons Why We Still Need The “F” Word

In our privileged world “Feminism” has become a dirty word. For most western young women, to be called a Feminist is an insult.

My son and his girlfriends associate Feminism with anti-men and women who wear unattractive clothes. To them the “F” word is, at best, dated and no longer relevant.

If we could perhaps change the name, I’m told, Feminism might become more palatable.

I don’t really care what it’s called.

What I do care about is that the job of Feminism is far from done. In fact, there are many urgent reasons why we need Feminism now, more than ever.

Here are 20 of them:

  1. Approximately once every ten seconds, a girl somewhere in the world is pinned down. Her legs are pulled apart, and a local woman with no medical training uses a knife or razor blade to slice off some or all of the girl’s genitals. In most cases, without anesthetic.
  2. Of the estimated 300,000 child soldiers around the world, about 40% are girls and most are sexually abused.
  3. An estimated one hundred million girls worldwide are involved in child labor.
  4. More than 900 million girls and women are living on less than a dollar a day.
  5. More girls have been killed in the last 50 years, precisely because they were girls, than men were killed in all the battles of the twentieth century. (Read this one again to make sure you really got it.)
  6. Female infanticide persists in many countries, and often it is mothers who kill their own daughters.
  7. One American-sponsored abstinence-only approach to controlling the spread of AIDS, consists of handing out heart-shaped lollipops inscribed with the message: DON’T BE A SUCKER! SAVE SEX FOR MARRIAGE. Then the session leader invites girls to suck on the lollipops and explains:  “Your body is a wrapped lollipop. When you have sex with a man, he unwraps your lollipop and sucks on it. It may feel great at the time, but, unfortunately, when he’s done with you, all you have left for your next partner is a poorly wrapped, saliva-fouled sucker.”
  8. Approximately 730,000 American teenage girls will get pregnant this year.
  9. When a group of girls were interviewed on 20/20, ABC’s primetime news magazine, and asked if they’d rather be fat or lose an arm, they unanimously answered that they’d rather lose an arm.
  10. The mortality rate associated with anorexia nervosa is twelve times as high as the death rate of all causes of death for American females aged fifteen to twenty-four.
  11. Far more women and girls are sold into brothels each year in the early twenty-first century than African slaves were sold into slave plantations each year in the eighteenth or nineteenth centuries.
  12. Approximately one third of women worldwide face beatings in the home. Women aged fifteen through forty four are more likely to be maimed or die from male violence than from cancer, malaria, traffic accidents, and war combined.
  13. A major study by the World Health Organization found that in most countries, between 30% and 60% of women had experienced physical or sexual violence by a husband or boyfriend.
  14. Grand Mufti Sheikh Abdulaziz, a leading religious authority in Saudi Arabia, declared in 2004: “Allowing women to mix with men is the root of every evil and catastrophe.”
  15. It is increasingly common for men in South Asia to hurl sulfuric acid into the faces of girls or women who have rejected them. The acid melts the skin and sometimes the bones underneath; when it strikes the eyes, the women are blinded.
  16. In South Africa, rape has become so endemic, that some women protect themselves by inserting a device called a Rapex. It’s a tube, with barbs inside. The woman inserts it like a tampon and any man who tries to rape her impales himself on the barbs and must go to an emergency room to have the Rapex removed.
  17. In 2008 the United Nations formally declared rape a “weapon of war.”  In one of its reports it claimed that in parts of Liberia during the civil war, 90% of girls and women over the age of three were sexually abused. Major General Patrick Cammaert, a former UN force commander, said: “It has probably become more dangerous to be a woman than a soldier in an armed conflict.”
  18. 122 million women around the world want contraception and can’t get it. Up to 40% of all pregnancies globally are unplanned or unwanted – and almost half of those result in induced abortions.
  19. The equivalent of five jumbo jets’ worth of women die in labor each day. The World Health Organization estimates that 536,000 women perished in pregnancy or childbirth in 2005, a toll that has hardly changed in 30 years.
  20. It would take an estimated $9 billion a year to provide all effective interventions for maternal and newborn health to 95% of the world’s population. In contrast, the world spends $40 billion per year on dog food.

Stand up and be counted

It’s not sexy to be a feminist; it never has been. You won’t be the most popular girl in the room if you have the courage to use the “F” word.

But Feminism, and what it stands for, is needed as much now as it was a hundred years ago when women fought for the right to vote.

In my work, I have the relative luxury of addressing such inequalities as 88% of all board appointments in the world’s 200 largest companies are still held by men.

From the safe confines of my Montreal office I can rant about the fact that Rwanda has 56.3% women in parliament, but Canada and UK have only 22% and the U.S. only 16.8%.

Of course we must continue to support women who want to lead governments and organizations – we still have our own battles to fight.

But even more important, we need to support our sisters worldwide who are fighting for their lives and their fundamental human rights.

5 things you can do right now:

  1. Start the discussion – forward this article and argue about it with others (women and men).
  2. Read “Half The Sky. Turning Oppression Into Opportunity For Women Worldwide” by Nicholas Kristof and Sheryl WuDunn. When you’ve recovered from the shock of what you’ve read – get angry about it.
  3. Be inspired by watching Isabel Allende’s passionate TED talk
  4. Support women survivors of war and help them to rebuild their communities through Women for Women International.
  5. If you think the term “Feminism” is working against rather than for us – think of a new name and send it to me by commenting on this blog page. Or post comments and suggestions on Unwritten Rules-The Book facebook page.

Information in this blog courtesy of:

Half The Sky. Turning oppression into opportunity for women worldwide by Nicholas Kristof and Sheryl WuDunn

I Am An Emotional Creature. The Secret Life Of Girls Around The World by Eve Ensler

Corporate Women Directors International 2010 Report: Women Board Directors of the 2009 Fortune Global 200.

Women in National Parliaments: World Classification


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Gender Stereotypes- Not Just A Woman’s Issue

Not enough women in senior leadership roles is often blamed on gender stereotyping.

Gender stereotypes are widely shared views on what is considered appropriate and effective behavior for men and women.

To “fit in” and be socially accepted, men are told explicitly and implicitly to be:

  • Primary breadwinners
  • Emotionally and physically tough
  • Competitive
  • Decisive
  • Assertive

Men know they need to avoid all things feminine or be labeled a “wimp” or a “sissy.”

Masculine stereotypical behavior fits nicely with our current “macho” leadership model. Senior leaders are expected to be tough, competitive, decisive and assertive.

If men conform to their gender stereotype they are clearly good leadership material.

Women, on the other hand, are expected to be:

  • Secondary breadwinners
  • Emotionally fragile
  • Collaborative
  • Likable
  • Receptive

Women have to tone down their assertive behavior or be labeled a “bully broad” or “dragon lady,” (or much worse names).

Female stereotypes clearly don’t fit with the “macho” model of leadership. They are one factor that hinder women who want to lead.

If we meet expectations about how we are supposed to behave as women, we are seen as unsuitable leadership material.

If we conform to stereotypical leadership behaviors, we are seen as “unfeminine” and unlikeable.

It’s a tough line to walk.

Not just a woman’s burden

In our efforts to overcome gender bias and promote more women leaders,  we’ve focused on gender stereotyping as a woman’s burden.

In reality, however, men also suffer its unwanted consequences.

Many men don’t want the pressure of being the primary breadwinner and suffer under the psychological pressure of this expectation (although, of course, it would be “unmanly” to admit this).

Many men strive to live up to masculine norms and prioritize career advancement over relationships with their  family, spouse and friends. This can leave them with poor work/life balance and no-where to turn in times of stress.

Asking for help is generally seen as a weakness in men because they are expected to be tough, decisive and in control. This limits mens ability to acknowledge and seek help for problems such as depression, anxiety and illness.

In reality, therefore, gender stereotypes burden both men and women.


Accelerating Change

If we want to see women equally represented at the top of organizations we need to stop positioning gender as a woman’s issue.

Instead, we need to find ways to help women and men work together as allies to change the behavioral norms that hinder both sexes.

In their report, Engaging Men In Gender Initiatives, Catalyst found that “the higher men’s awareness of gender bias, the more likely they are to feel that it was important to achieve gender equality.”

In other words, if men experience gender norms as a hinderance or barrier in their own lives, they are more likely to understand the problems they cause for women operating within a male leadership structure.

Catalyst recommends that we “help men recognize the personal costs they suffer due to gender bias…People are more likely to judge a situation as unfair if they are personally disadvantaged by it…When men recognize that gender disparities cost men – not just women – they will be more motivated to correct them.”

If we look at a potential cost/benefit analysis of gender bias and gender equity for men, it might look something like this:

Cost to men of gender inequity

Benefits to men of gender equality

Pressure to bear the primary financial responsibility for one’s household

Freedom to share financial responsibilities with one’s spouse

More distant relationships with spouse or partner

More rewarding and intimate relationships with spouse or partner

More distant relationships with children

Freedom to parent more substantively; more rewarding relationships with children

Pressure to acquire status and compete with men

Freedom to define oneself according to one’s own values rather than traditional gender norms

Poor psychological and physical well-being

Better psychological and physical health

Table from Catalyst report: Engaging Men In Gender Initiatives

If we want to accelerate change for both women and men, it’s time to look at the issue of gender stereotypes holistically, and not just from a woman’s perspective.

Before men can support women breaking female stereotypes and achieving positions of power, they must first be convinced there is something wrong with the status quo for both sexes.

What do you think?


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Women’s Networks Not Enough – Get a Sponsor!

There’s no doubt that female networks connect women, nourish career advancement, provide learning opportunities, boost confidence and generally provide much needed support and encouragement.

But then what?

We need more women in positions of senior leadership to work collaboratively with men, influence strategy and make important decisions. Networking with other women isn’t enough to achieve this.

What works in some companies is matching high potential women employees with  sponsors in senior level positions.

A sponsor is more than a mentor. Sponsors make introductions to the right people, facilitate career moves and guide you through the unwritten rules of organizational life.

According to research by the Center for Work-Life Policy as part of their “On-Ramps and Off-Ramps Revisited” study (to be published in the June Harvard Business Review), 89 percent of highly qualified women don’t have a sponsor and 68 percent lack mentors.

If you are serious about breaking through into the senior ranks of your organization you would be smart to continue building your networks, but also cultivate a sponsor.

To get a sponsor, you either need to take matters into your own hands and establish a sponsor relationship with a senior executive in your organization;  or influence your company to become a “matchmaker” and pair senior executives with high potential women as part of your talent management system.

Some forward thinking companies are already taking steps to facilitate this type of sponsor relationship.

American Express has created “Women in the Pipeline and at the Top.” With full support from CEO Ken Chenault, the program aims to identify and develop women with the potential to reach the top two levels and give them more opportunities to interact and get exposure to the executive team.

Deloitte’s “Leading to WIN” program, prepares high-potential women for leadership positions over the course of 18 months. In addition to one-on-one coaching, participants attend leadership meetings to give them direct exposure to executives and potential sponsors.

Cisco’s “Inclusive Advocacy Program”, pairs the company’s highest potential diverse talent — both men and women — with a VP or SVP “advocate” in a different function and different geography over a nine-month period.

What is your organization doing to promote this type of strategic matchmaking? How can you develop sponsor relationships and get the exposure you need to break through to the top? I’d love to hear your comments.


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Men Who Get It

Since Unwritten Rules was published earlier this year I have been speaking at conferences, corporations and on panels. All of these events have had one thing in common – the audience has been almost exclusively women.

Given the book provides pragmatic professional development for women leaders, this isn’t surprising. But to achieve gender balanced leadership in organizations I believe we need to engage more men in the conversation.

As Ilene Lang, CEO of Catalyst, says:

“before individuals will support efforts to right an inequality they must first recognize that the inequality exists.”

Therefore, before men can support gender diversity at the top of organizations, they must get that there are inequalities inherent in the system.

Most men either aren’t interested or don’t get it.

But some men do get it and we would be wise to recognize and leverage them as allies.

Jeff Joerres, Chairman, CEO and President of Manpower Inc. believes in diversity, and as a result a large percentage of his executive and board members are women, including a 40 percent female executive team.

“We now have so many key positions that are filled by women that I no longer think of it as diversity,” he says. “It’s become a part of what we are as a company … The presence of women in leadership roles has significantly affected our financial performance. More than 70 percent of Manpower’s total revenues are generated by women.”

John Rogers, Chairman, CEO and Chief Investment Officer of Ariel Investments is also an advocate of women leaders:

“Of the top four officers at Ariel Investments, two are very strong women. Both are outspoken, and rightly so, as they have a knack for challenging ideas and bringing more to the table. This sets a tone for the company – it makes it OK to say what you think. The vibrant openness of these women is a great example of the firm’s leadership and sends the message to other women in the company that great leadership is not limited by gender.”

Don Fry, President and CEO of the Greater Baltimore Committee, agrees:

“Until I became involved … there was a legacy of mostly male leaders. When I became president in 2002, I made a deliberate attempt to find women CEO’s because it’s critically important to have a strong leadership team that reflects the community in which we serve. Having women in a company’s senior leadership ranks brings a new perspective to the decision-making process.”

Jeff Joerres, John Rogers and Don Fry are three men who get it. I think there are many more guys out there who, if we include them in the conversation and encourage their support, will help us create more gender balance at the top of organizations.

What do you think?

(Quotes from the ION report: Guys Who Get It: Business Leaders Who Understand the Value of Diversity at the Top.)


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Rethink Networking

Why you should view networking as an essential leadership competency

Many of my coaching clients either say they don’t like networking, or they simply don’t have the time for it. They say things like:

“People who network contact me only when they want something.”

“Networking events are awful. They are full of people thrusting business cards into my hand while looking over my shoulder for someone who might be more useful.”

“I don’t have the time or the energy to network. At the end of the day all I want to do is get home to see my kids before they go to bed.”

In the light of such comments, it might be helpful to clarify what networking is not about.

It’s not about exchanging business cards, working a room, having unproductive lunch or coffee meetings, sucking up to important people or manipulating others for your own benefit.

What networking is about is building strategic business relationships as a core leadership competency.

Why bother?

Building a network of professional relationships enables you to:

  • Develop your leadership capacity by accessing diverse perspectives and relevant information from which you can gain new insights and make intelligent decisions.
  • Influence successfully within your industry/profession and across your organization.
  • Support others within your network of relationships.
  • Get the support you need to be even more successful in your current role.
  • Influence your career progression.
  • And gain energy and stimulation from interesting people.

Taking networking seriously as a core leadership competency can make the difference between :

Being a good leader who is stuck you your current role, to an excellent leader who is going places;

Being a member of a profession, and a respected leader of that profession;

Being a person whose sphere of influence is small, to a leader who is known and respected by many;

And being a person who thinks and acts strategically to manage your career, and someone who reacts to career opportunities if and when they come along.

If you have so far viewed networking as a “nice to do if I had the time” it would be wise to rethink your approach and view it as “an essential leadership attribute I need to master.”

How to take a more strategic approach

A reactive approach to networking goes something like: “I will set aside five hours per week to network.” This doesn’t usually work because you are creating a task out of a perceived need.

As soon as more immediate needs come along, this task drops off the end of your to-do list.

A more strategic approach is to create a diverse network of relationships as a way of life. This means you need to:

  • Be open and available to make contact with people around you, rather than burying your head in tasks.
  • Find ways to invest in and become an asset to others.
  • Dig your well before you’re thirsty – build your network of relationships through investing in others long before you need help or support from the people in your network.
  • Build relationships all the time, as a way of life. We all have opportunities to develop relationships every day, both inside and outside of our organizations – take them.
  • Be interested and interesting – building a network of relationships requires mutual connection where both parties are stimulated by the interaction.
  • Don’t be afraid to talk about yourself – women, in particular, have a reputation for putting others’ needs and interests before their own, which might be an admirable quality but will not result in mutual connections and a network of mutually beneficial relationships.
  • Be a connector – make introductions and bring individuals and groups together.
  • Join professional networks where you can make new contacts, be exposed to diverse thinking and build new friendships.
  • Follow through – reconnect and stay in touch with people.

In today’s organizations, building and maintaining networks of mutually beneficial professional relationships is the way we do business and progress our careers.

Just in case you hadn’t realized it – networking has become an essential leadership competency, not a “nice to do if I had the time.”

If you want more in-depth advice on how to build networks of strategic professional relationships, you will find a whole chapter on it in the book.

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50-50. Do we need quotas to guarantee balanced leadership?

imagesAre legislated quotas the only way, within our lifetime, to see a balance of women and men leading governments and organizations?

There are two sides to this hotly debated issue.

First, the naysayers point out that quotas are a form of reverse discrimination – the group now discriminated against (men) are previously the ones that did the discriminating (poor things).

Quotas for 50% women at the top of organizations therefore replaces one form of discrimination with another, and discrimination is a bad thing.

Second, the idea that women might be promoted based on their gender, rather than their ability to do the job, is offensive to many women and men.

“There is no appetite for quotas here,” commented Jacey Graham, co-director of a FTSE-100 cross-company mentoring program for women and the author of a recently published book on women in boardrooms in the U.K.. “There is an appetite to facilitate talented women coming through, but they must be seen to compete on the same terms as male colleagues,” she says.

On the other side of the fence stand those of us (yes, that includes me), who look at the evidence and conclude that quotas are the only way women will be equally represented at the top of organizations.

Women are currently 15.2% of Board Directors and 13.5% of Corporate Officers in Fortune 500 companies. The picture is similar in Canada and most parts of Europe. It’s worse in many other parts of the world.

What’s more, the rate of progress is glacial and shows no sign of speeding up.

Relying on the good sense of male dominated governments and organizations to grasp the excellent business case for gender balanced leadership is not working!

We have tried patience and waiting our turn; we continue to present research that shouts the benefits of more women in board rooms and executive suites – but it’s not working!

Ansgar Gabrielsen, Norwegian minister for trade and industry (2001-2004) was ahead of the game in realizing that such efforts were ineffective. In 2003,  he forced through legislation that now has Norway leading the world with over 40% women on the boards of publicly quoted companies.

He knew that this wouldn’t happen without the implementation of legislated quotas.

Other European countries, such as France and Spain, are now treading the same path to force companies to achieve gender balance at the top of organizations.

In India, the women’s reservation bill, has just passed the upper house imposing a 33% quota for women in India’s federal and state assemblies.

Quotas are not an elegant or sophisticated way to bring about change – but unfortunately they might be the only way.

I believe we should start with voluntary quotas for organizations to achieve a minimum 40% women in government, on boards and on senior executive teams with a reasonable time scale to make the change. If this doesn’t work, move straight to legislation to enforce it.

I’m in good company. Kim Campbell, former prime minister of Canada, comes to a similar conclusion in her excellent piece, Holding Half the Seats, published recently in  Newsweek.

What do you think? I’d love to know your views.

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Worlds Biggest Employers Still Losing Out On Female Talent.

corp-gender-coverThe World Economic Forum has just published its 2010 Corporate Gender Gap Report. It surveys 600 leading companies across 16 industries in 20 countries and explores women’s participation in business and companies’ adherence to gender equality policies.

The survey also asked respondents to identify the biggest barriers to women’s leadership and their opinion on the probable effects of the economic downturn on women’s employment in their countries and industries.

Some key findings:

  • Female employees are concentrated in entry or middle level positions and remain scarce in senior management or board positions in most countries and industries.
  • The average for women holding the CEO-level position was a little less than 5% among the 600 companies surveyed. Finland (13%), Norway (12%), Turkey (12%), Italy (11%) and Brazil (11%) have the highest percentage of women CEOs in this sample.
  • Although the problems of wage gaps between women and men are universally recognized, 72% of the companies surveyed do not attempt to track salary gaps at all.
  • Almost 40% of the companies surveyed claim to be setting specified targets, quotas or other affirmative policies to improve women’s participation in their structures.
  • The biggest barriers to women’s access to leadership positions identified by the respondents are “general norms and cultural practices”, “masculine or patriarchal corporate culture” and “lack of role models”.
  • The least important barriers are identified as “lack of adequate parental leave and benefits” and “inadequate labour laws and regulations”.
  • More than 30% of respondents in France, Italy, Mexico, Spain and the United Kingdom believe the economic downturn would be more harmful for women’s jobs in their country.

Zahidi Saadia, Co-author of the repor tand head of the Forum’s Women Leaders and Gender Parity Programme concludes:

“The findings of The Corporate Gender Gap Report are an alarm bell …that the corporate world is not doing enough to achieve gender equality. While a certain set of companies in Scandinavia, the US and the UK are indeed leaders in integrating women, the idea that most corporations have become gender-balanced or women-friendly is still a myth. With this study, we are giving businesses a one-stop guide on what they need to do to close the corporate gender gap.”

Download the full report: http://www.weforum.org/pdf/gendergap/corporate2010.pdf

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If Women Ruled The World

if women ruled the worldThere have been several recent articles extolling the virtues of women and fantasizing about how great the world would be if only we replaced male leaders with women.

In a scathing piece entitled A Nope for Pope, acid-tongued New York Times op-ed columnist Maureen Dowd suggests replacing the Pope with a nun, thus producing a “Nope.”

Washington Post article claims that the recent U.S. health care bill passed only because a woman (Nancy Pelosi) is now in a strong position of leadership as Speaker of the House.

And recently, New York Magazine asked What If Women Ran Wall Street?

It’s tempting to believe that female power would fix all our problems, from the Catholic Church to Wall Street, but in reality good leadership has nothing to do with gender. It’s not about women being better leaders than men, or visa versa, and it’s not helpful when the media frames it in this way.

What we need at the top of organizations is balanced leadership. Instead of 80-90% of organizations being led by men, we need leadership to be shared equally between men and women so that we have a much larger pool of talent from which to draw, and so that we benefit from diverse thinking and behavior.

I am passionately in favor of a world where men and women work together to lead more effectively. But glorifying women leaders and demonizing males will not get us there. What do you think?

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The Myth of the Level Playing Field

Why we still don’t have a woman in the White House or Chairing the Board

imagesDuring a recent speaking engagement at a well-known business school I was proudly informed by a university executive that he had recruited mainly women to his team. He clearly expected a pat on the back. I asked him how many women there were on the university executive committee – the answer was none. I was told not to worry, things were getting better and it was just a matter of time.

Because we see women running large companies and leading governments it’s easy to believe that women in positions of senior leadership is a non- issue. The playing field is now level and it’s just a matter of time before we get a balance of men and women at the top of organizations.

A level playing field is a concept about fairness. Not that every player has an equal chance to succeed, but that they all play by the same set of rules and have an equal ability to compete. In post-feminist 2010 many think that women and men have an equal ability to compete for the top jobs. If that’s the case, how come we still have so few women setting strategy and making decisions at the top of organizations?

Currently, whether it’s government, academia, non-profit or for-profit organizations, men are making most of the decisions. In North America around 85 percent of board and corporate officer positions are held by men in the top 500 companies. In the top 300 European companies, men hold around 90 percent of board director positions. The picture is little different in government and academia.

If the organizational playing field is level, why are the numbers of women in top jobs growing at a glacial rate, or not growing at all? The old arguments of not enough women in the executive pipeline, women not being genetically programmed to lead, and men being more committed and ambitious for power, no longer hold water.

Research reveals a global trend in the growing educational advantage of women achieving qualifications that should position them well for senior positions. Research also shows that men and women differ little in the traits and abilities that are most relevant to good leadership. And further,  that there is no difference between men and women being committed to their companies, and that the desire for power is equally strong between the sexes (even though men and women may manifest that power in different ways).

As to it being simply a matter of time – Catalyst, a research organization that works to ensure women’s advancement in the workplace, estimates that at the current rate of change it would take women at least another 47 years to reach parity with men as corporate officers of Fortune 500 companies. If the playing field is level, why must it take so long?

It’s true that women and men who compete for positions of senior leadership in organizations are subject to the same rules. The reason this doesn’t create a level playing field is that women do not have an equal ability to compete within these rules.

In my book, Unwritten Rules: What Women Need To Know About Leading In Today’s Organizations I talk in some depth about how the rules of senior leadership favor men and disadvantage women. I am confident that one day we will see a woman in the White House and see more women chairing boards. But not before we either change the rules to create a true level playing field or become even more skilled at recognizing the rules and succeeding within them.


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