bridging the gender gap – a new approach to shattering the glass ceiling
DESCRIPTION
Training women to advance in leadership roles is important, but it will never shatter the glass ceiling - it takes culture change to do that. Learn about a comprehensive approach to advancing women leaders...and the business case for doing so!TRANSCRIPT
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
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).