bridging the gender gap – a new approach to shattering the glass ceiling

Bridging the Gender Gap:A New Approach to Shattering the Glass Ceiling

Deborah RoccoSenior Consultant

Interactionassociates.com

Linda StewartPresident and CEO

Presenters

Bridging the Gender Gap• The Gender Gap

– Where are we now in terms of gender diversity?

• The Gender Dividend– Why gender diversity matters to your bottom line.

• Busting the Myths about Women in Leadership– A look at some myths . . . and why they’re wrong.

• Reaping the Gender Dividend– What you can do now to shatter the glass ceiling and reap the

“gender dividend.”

POLL

I’m here today because:

A. I’m responsible for Talent Management or Diversity in my organization.

B. I sponsor and/or lead leadership development efforts.

C. I consult to others about leadership development.

D. I’m interested in the topic as a woman leader or one who works with women leaders.

E. The issue of women in leadership have been identified as a priority in my organization.

POLL

I am:

A. Male

B. Female

The Gender Gap

Thinking about your organization, what is the rough (approximate?) % of senior leadership roles filled by women?POLL

A. 1-10%B. 11-20%C. 21-30%D. > 30%

9© Interaction Associates Inc.

"Benchmarking Women’s Leadership in the United States, 2013“, University of Denver.

Fewer than

20%of US executives

Executive Director Michelle Bachelet, quoted on unwomen.org

Fewer than

20%of US executives

11%of EU executives

Worldwide Index of Women as Public Sector Leaders, 2013, Ernst & Young.

Fewer than

20%of US executives

11%of EU executives

Fewer than

20% of Public Sector

leadership

It’s not a pretty picture.

The Gender Dividend

GfK MRI, Survey of the American Consumer (2011).

US Women control $20 trillion in buying power and make up to 80% of all buying decisions.

Since 2004, a series of studies by Catalyst has shown that companies that achieve diversity in their management and on their corporate boards, on average, attain better financial results than other companies.

Nancy M. Carter and Harvey M. Wagner, The Bottom Line: Corporate Performance and Women’s Representation on Boards (2004–2008) (Catalyst, 2011).

Companies with more women board directors outperformed those with the least on 3 financial measures.

Lois Joy, Nancy M. Carter, Harvey M. Wagner, and Sriram Narayanan, The Bottom Line: Corporate Performance and Women's Representation on Boards (Catalyst, 2007).

Lois Joy, Nancy M. Carter, Harvey M. Wagner, and Sriram Narayanan, The Bottom Line: Corporate Performance and Women's Representation on Boards (Catalyst, 2007).

Return on equity

+53%

Return on sales

+42%Return on invested

capital

+66%

Busting the Myths

Myth #1

Having women in top leadership positions is a “nice to have,” or the right thing to do. It doesn’t really affect the success of the business.

Myth #2

The younger generation of men is more supportive of the idea of working with women executives in top positions, so it is just a matter of time before women are better represented at the senior levels of management.

Myth #3

Employees reject a typically “feminine,” collaborative leadership style, finding it weak and not compelling.

Myth #4

Women aren’t in top roles because they are less ambitious than men.

Myth #5

If we train women in specific leadership skills, inevitably, they will rise to the top.

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How can I reap the Gender Dividend?

Thinking about your organization, what is a common challenge or obstacle that faces women leaders?

Your Turn

Please type a phrase or sentence in your chat box now.

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A comprehensive strategy that incorporates:

• Change Management• Talent Management• Leadership Development

(targeted to women)

Bringing men and women together to bridge the gender gap for mutual success..

Change Management

Culture is the collective sense of the way things get done in an organization . . . What is expected, and what is rewarded.

It is conveyed in values in action, in symbols, in stories,and in whom is held up as heroes.

Selectively creating new stories and new heroes, and spreading the word is the work of culture change.

“Culture Eats Strategy for Lunch.”

Context

Where We Want

To Go

How We Plan to Get There*

Where We Are

The Big Picture: Building a Pathway to Change

Stakeholders

*Organization implications

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A comprehensive strategy that incorporates:

• Change Management• Talent Management• Leadership Development

(targeted to women)

• Recruiting. • Rewards and

benefits. • Development. • Performance

management. • Promotion &

Advancement.

Talent Management

Talent Management Executive Sponsorship CEO & SVP HR

Diversity Council

Succession Plan

Organizational CapabilityLeader Assessment

High-potential Talent Pool

Measurement

Executive CoachingPeer Coaching

Job Rotations

Talent Management Strategy

Affinity Groups

Women Support Group

Development Programs

Sponsorship Mentorship

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A comprehensive strategy that incorporates:

• Change Management• Talent Management• Leadership Development

(targeted to women)

Research-based workshop targeted to women’s challenges.

LeadershipDevelopment

Women in Leadership

• A workshop that targets women, readying them to advance into leadership positions.

• Women leaders and potential women leaders learn to:– Understand their unique strengths as well as barriers to

success,– Learn negotiation skills critical to their career success, and, – Create action plans to overcome systemic barriers and grow

their leadership skills,– Build a network with other women leaders.

Self Awareness

Networking & Sponsorship

Negotiation

Gender Dilemmas

Questions?

drocco@interactionassociates.com lstewart@interactionassociates.com

Interactionassociates.com

Thank you!

Interactionassociates.com

Resources

catalyst.org

interactionassociates.org/insights

Benchmarking Women’s Leadership in the United States, 2013, University of Denver.

Worldwide Index of Women as Public Sector Leaders, 2013, Ernst & Young.

GfK MRI, Survey of the American Consumer (2011).

Nancy M. Carter and Harvey M. Wagner, The Bottom Line: Corporate Performance and Women’s Representation on Boards (2004–2008) (Catalyst, 2011).