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Women in Agile @ Business Agility 2019 | The Power of Female Leaders in the Agile Enterprise

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New York | Mar-12-2019
Great leaders come in all forms, and gender should not matter when determining if someone has the individual strengths and characteristics to lead employees. But even though men and women are equally qualified, many barriers still persist and women are still underrepresented in top leadership.
This is about to change: Feminine traits long considered as drawbacks to strong people management are the key strengths of 21st century leadership.
But the new leadership approach is about far more than equality and closing the gender gap. It is about creating workplaces that stand for empowering employees and embracing diversity of thought while shaping the next generation of leaders, that can successfully guide people in an age of uncertainty and change.

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Women in Agile @ Business Agility 2019 | The Power of Female Leaders in the Agile Enterprise

  1. 1. ©2019JustLeadingSolutionsLLC|AllRightsReserved @FabiolaEyholzer Women in Agile | New York City | Mar-12-2019 THE POWER OF EMALE EADERS IN THE AGILE ENTERPRISE
  2. 2. ©2019JustLeadingSolutionsLLC|AllRightsReserved
  3. 3. ©2019JustLeadingSolutionsLLC|AllRightsReserved Diversity of Thought
  4. 4. ©2019JustLeadingSolutionsLLC|AllRightsReserved “One of the most pervasive false dichotomies in the modern world is the idea that for women to have power – politically, personally or in the workplace – men must lose power.” Nicole Smartt
  5. 5. ©2019JustLeadingSolutionsLLC|AllRightsReserved Small Power DistanceSmall Power Distance Big Power DistanceBig Power Distance IndividualismIndividualism CollectivismCollectivism MasculinityMasculinity FemininityFemininity High Uncertainty AvoidanceHigh Uncertainty Avoidance Low Uncertainty AvoidanceLow Uncertainty Avoidance Long-Term OrientationLong-Term Orientation Short-term OrientationShort-term Orientation IndulgenceIndulgence RestraintRestraint Source: Geert Hofstede Cultural Dimensions Hofstede Cultural Dimensions
  6. 6. ©2019JustLeadingSolutionsLLC|AllRightsReserved Source: Geert Hofstede Cultural Dimensions Hofstede Cultural Dimensions MasculinityMasculinity FemininityFemininity • Ambitious, need to excel • Tendency to polarize • There are rewards (e.g. wealth and status) for the successful • Decisiveness • Live in order to work • Admiration for the achiever • Separate roles, men/women • Ambitious, need to excel • Tendency to polarize • There are rewards (e.g. wealth and status) for the successful • Decisiveness • Live in order to work • Admiration for the achiever • Separate roles, men/women • Quality of live, serving others • Striving for consensus • Trying to be better than others is neither socially nor materially rewarded • Intuition • Work in order to live • Sympathy for unfortunate • Overlapping roles, men/women • Quality of live, serving others • Striving for consensus • Trying to be better than others is neither socially nor materially rewarded • Intuition • Work in order to live • Sympathy for unfortunate • Overlapping roles, men/women
  7. 7. ©2019JustLeadingSolutionsLLC|AllRightsReserved
  8. 8. ©2019JustLeadingSolutionsLLC|AllRightsReserved Source: Zenger Folkman | Women in Leadership | March 2018 Women in Leadership Positions
  9. 9. ©2019JustLeadingSolutionsLLC|AllRightsReserved Female CEOs at Fortune 500 Companies 2018: 24 female CEOs (4.8%) ↓ 25% 2017: 32 female CEOs (6.4%) Sources: Business Insider Aug-2018 | Statista
  10. 10. ©2019JustLeadingSolutionsLLC|AllRightsReserved THE AGILE LEADER
  11. 11. ©2019JustLeadingSolutionsLLC|AllRightsReserved In business, female leaders are seen as more compassionate than men; men are more likely to be seen as willing to take risks Source: Survey “Women and Leadership 2018“ | Pew Research Center | Jul-2018
  12. 12. ©2019JustLeadingSolutionsLLC|AllRightsReserved MALE/FEMALE LEADERSHIP TRAITS
  13. 13. ©2019JustLeadingSolutionsLLC|AllRightsReserved Typical profile and behavioral traits of female and male leaders Source: The impact of gender on leadership styles | Hudson
  14. 14. ©2019JustLeadingSolutionsLLC|AllRightsReserved Women have a more transformational leadership style Transformational Leadership: Transformational leaders aim to enhance the motivation, morale and job performance of followers by working with teams to identify needed change, to create a shared vision and to guide through inspiration. Source: adapted from Wikipedia
  15. 15. ©2019JustLeadingSolutionsLLC|AllRightsReserved Why women make great leaders 1. They value work-life balance 2. They are empathetic 3. They make great listeners 4. They are nurturing 5. They focus on teamwork 6. They’re motivated by challenges 7. They’re strong communicators 8. They handle crisis situations well 9. They check their egos 10. They have high emotional intelligence 11. They lead by example 12. They defy the odds Source: adapted from Business News Daily, Why Women Make Great Leaders
  16. 16. ©2019JustLeadingSolutionsLLC|AllRightsReserved Sources: Ivy Exec Organizational Culture | Yoni Blumberg, CNBC Make it Are female-led firms more successful? A firm with 30% female leaders adds more than 1 percentage point to their net margin compared to similar firms with no female leaders. (With a typical net profit margin of 6.4 %, a 1-%-point increase represents a 15% boost to profitability.) – Peterson Institute for International Economics Survey of 21,980 firms from 91 countries Fortune 500 companies with women in top management experience an 'innovation intensity' and produce an average of 20 % more than teams with male leaders. – Eller College of Management, University of Arizona A 2002-2014 study compared the returns of Fortune 1000 companies led by female CEOs to those of the S&P 500. During that time period, the companies with women at the helm saw returns that were 226% higher. – Boston-based trading firm Quantopian
  17. 17. ©2019JustLeadingSolutionsLLC|AllRightsReserved Embrace Female Leaders
  18. 18. ©2019JustLeadingSolutionsLLC|AllRightsReserved GENDER-BIAS TERMINOLOGY
  19. 19. ©2019JustLeadingSolutionsLLC|AllRightsReserved
  20. 20. ©2019JustLeadingSolutionsLLC|AllRightsReserved INSTITUTIONAL BIAS
  21. 21. ©2019JustLeadingSolutionsLLC|AllRightsReserved Avoid Bias in Recruiting 1. Gender-Neutral Job Ads 2. Overcome the Confirmation Bias (From 90 Seconds to 5 Minutes) 3. Gender Reversal Exercise 4. Team-based Hiring Decision
  22. 22. ©2019JustLeadingSolutionsLLC|AllRightsReserved Invest in Growth 1. Career Kaleidoscope 2. Job Enrichment Workout 3. Exploratory Assignments
  23. 23. ©2019JustLeadingSolutionsLLC|AllRightsReserved Career Kaleidoscope Skills Tools you have collected in your tool kit including those capabilities you developed in that very first job and ever since Interests Your inventory of interests includes those work tasks you like to do. You may not yet be an expert in the things that interest you; it is the things that intrigue you enough to make the work of learning or polishing them worth it Values Those things you hold dear; things that are important to you. What keeps you committed to accomplishing a tough or challenges task Source: Rethinking Career Mobility | Career Systems International
  24. 24. ©2019JustLeadingSolutionsLLC|AllRightsReserved Source: Rethinking Career Mobility | Career Systems International Job Enrichment Workout Reach up What is something managers do that you’ve always wanted to take on? Reach out What is something a colleague is currently doing that you would like to learn? Reach down What are you willing to delegate that would not only give you some space but would also open up a learning opportunity for one of your colleagues? Reach sideways What ability do you have – something that comes easily to you – that you could teach, train, or mentor others in the group to do?
  25. 25. ©2019JustLeadingSolutionsLLC|AllRightsReserved Exploratory Assignment • Cross training • Mentoring • Sabbaticals • Job rotations • Project assignments • Vacation/absence coverage • Task exchanges Source: Rethinking Career Mobility | Career Systems International
  26. 26. ©2019JustLeadingSolutionsLLC|AllRightsReserved Do great Agile Businesses create more diversity in leadership? Does greater diversity in leadership create more Agile Businesses?
  27. 27. ©2019JustLeadingSolutionsLLC|AllRightsReserved Summary Male and female leaders have different leadership styles. Companies that embrace diversity (of thought) are more successful.
  28. 28. ©2019JustLeadingSolutionsLLC|AllRightsReserved Summary To ensure there is adequate diversity of thought within leadership teams, organizations should: • Avoid institutional bias • Pay attention to gender bias terminology • Embrace diversity of thought on all levels and not shy away from it • Encourage more women to take up leadership roles – men are more likely to make themselves known without assistance • Assess and build on the strength and grow areas to build the necessary leadership qualities • Guide (emerging) leaders through ongoing personal and professional development
  29. 29. ©2019JustLeadingSolutionsLLC|AllRightsReserved “In the future, there will be no female leaders. There will just be leaders.” Sheryl Sandberg
  30. 30. ©2019JustLeadingSolutionsLLC|AllRightsReserved Stand up if you are … … willing to embrace diversity of thought … strong in the face of adversity … a role model for the next generation … pathing the way for agile leaders … bold to break the status quo … not defined by labels … the future of female leaders
  31. 31. ©2019JustLeadingSolutionsLLC|AllRightsReserved Just Leading Solutions 275 Madison Avenue 14th Floor New York, NY 10016 nyc@justleadingsolutions.com www.justleadingsolutions.comFabiola Eyholzer CEO fabiola.eyholzer@justleadingsolutions.com +1 908 340 8091 Thank You!

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