Bridging the Gender Gap – a New Approach to Shattering the Glass Ceiling

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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!

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Bridging the Gender Gap – a New Approach to Shattering the Glass Ceiling

  1. 1. Bridging the Gender Gap: A New Approach to Shattering the Glass Ceiling
  2. 2. Deborah Rocco Senior Consultant Interactionassociates.com Linda Stewart President and CEO Presenters
  3. 3. 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.”
  4. 4. 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.
  5. 5. POLL I am: A. Male B. Female
  6. 6. The Gender Gap
  7. 7. 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%
  8. 8. 9© Interaction Associates Inc. "Benchmarking Women’s Leadership in the United States, 2013“, University of Denver. Fewer than 20%of US executives
  9. 9. Executive Director Michelle Bachelet, quoted on unwomen.org Fewer than 20%of US executives 11%of EU executives
  10. 10. 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
  11. 11. It’s not a pretty picture.
  12. 12. The Gender Dividend
  13. 13. 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.
  14. 14. 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).
  15. 15. 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).
  16. 16. 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%
  17. 17. Busting the Myths
  18. 18. 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.
  19. 19. 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.
  20. 20. Myth #3 Employees reject a typically “feminine,” collaborative leadership style, finding it weak and not compelling.
  21. 21. Myth #4 Women aren’t in top roles because they are less ambitious than men.
  22. 22. Myth #5 If we train women in specific leadership skills, inevitably, they will rise to the top.
  23. 23. © Interaction Associates 24 How can I reap the Gender Dividend?
  24. 24. 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.
  25. 25. © Interaction Associates 26 A comprehensive strategy that incorporates: • Change Management • Talent Management • Leadership Development (targeted to women)
  26. 26. Bringing men and women together to bridge the gender gap for mutual success.. Change Management
  27. 27. Cultureis 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.
  28. 28. “Culture Eats Strategy for Lunch.”
  29. 29. 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
  30. 30. © Interaction Associates 31 A comprehensive strategy that incorporates: • Change Management • Talent Management • Leadership Development (targeted to women)
  31. 31. • Recruiting. • Rewards and benefits. • Development. • Performance management. • Promotion & Advancement. Talent Management
  32. 32. Talent Management Executive Sponsorship CEO & SVP HR Diversity Council Succession Plan Organizational Capability Leader Assessment High-potential Talent Pool Measurement Executive Coaching Peer Coaching Job Rotations Talent Management Strategy Affinity Groups Women Support Group Development Programs Sponsorship Mentorship
  33. 33. © Interaction Associates 34 A comprehensive strategy that incorporates: • Change Management • Talent Management • Leadership Development (targeted to women)
  34. 34. Research-based workshop targeted to women’s challenges. Leadership Development
  35. 35. 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.
  36. 36. Self Awareness Networking & Sponsorship Negotiation Gender Dilemmas
  37. 37. Questions? drocco@interactionassociates.com lstewart@interactionassociates.com Interactionassociates.com
  38. 38. Thank you! Interactionassociates.com
  39. 39. 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).

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