1. Targets can focus the mind
• As anyone who has ever had to set them knows, targets can be a double-edged sword. And the devil is in
the detail. The problem being that whilst people are generally motivated to work hard to meet targets
(depending sometimes, of course, on the perceived carrots and sticks) realised output isn’t necessarily
desired outcome.
• That said, there are two targets, both relating to increasing the number of women in leadership positions,
which deserve positive comment.
• Fiona Cannon, Director of Diversity and Inclusion at Lloyds Banking Group, has written recently in The
Guardian about the group’s declared commitment that 40% of its top 8000 jobs will be occupied by
women by 2020 – up from a current figure of 27%.
• As, of course, was Lord Davies’ report that set a deadline of 2015 for the achievement of a 25% female
representation at main board director level across the FTSE 100. In a recent article, Vince Cable, Secretary
of State for Business, Innovation and Skills, and a firm supporter of the Davies’ target, wrote encouragingly
of the progress that has been made since the report was published in 2011. But even he had to admit that
“while the target is in sight, it is by no means certain that we are going to reach it”.
• Needless to say, I hope we do reach it, just as I hope that Lloyds Banking Group meets its target. But even
if neither target is reached, the undeniable fact is that targets of this nature focus minds. They stimulate
action. And above all, they make it impossible for the whole issue of the serious under-representation of
women at the most senior levels to be kicked into the long grass.