This document provides an overview of gender diversity and breaking through the glass ceiling. It discusses definitions, the business case for gender diversity, myths and realities about women in leadership, patterns of gender bias, strategies for overcoming bias, explanations for the glass ceiling, reasons it exists, how women rationalize working under it, and best practices for sponsorship. Global examples of the glass ceiling in France and Turkey are also examined, as well as female labor force participation rates around the world.

1. All you wanted to know about
gender diversity and breaking through
the glass ceiling
by Toronto Training and HR
September 2015

2. CONTENTS
3-4 Introduction
5-6 Definitions
7-9 The business case for gender diversity
10-12 Myths and reality
13-14 Second-generation gender bias
15-16 Patterns of gender bias
17-20 Strategies for overcoming bias
19-20 Dimensions of job satisfaction in call centres
21-22 Igniting gender equality in the world of work
23-24 Development payoffs of gender-specific jobs strategies
25-26 How to be more effective and feel more comfortable
27-28 Gendered characteristics
29-31 Leadership characteristics; how men compare to women
32-33 Adopting a more gender intelligent approach
34-35 Explanations generated for the glass cliff
36-37 Reasons why the class ceiling exists
38-39 How women rationalize working under a glass ceiling
40-44 Sponsorship and the glass ceiling
45-46 The glass ceiling in France and Turkey
47-48 Female labour force participation around the world
49-50 Conclusion, summary and questions
Page 2

3. Page 3
Introduction

4. Page 4
Introduction to Toronto Training
and HR
Toronto Training and HR is a specialist training and
human resources consultancy headed by Timothy Holden
10 years in banking
15 years in training and human resources
Freelance practitioner since 2006
The core services provided by Toronto Training and HR
are:
Training event design
Training event delivery
HR support with an emphasis on reducing
costs, saving time plus improving employee
engagement and morale
Services for job seekers

5. Page 5
Definitions

6. Definitions • Gender
diversity
• Glass ceiling
• Glass cliff
• Marzipan layer
• Gender fatigue
• Some global
facts…
Page 6

7. Page 7
The business case for
gender diversity

8. The business
case for gender
diversity 1 of 2
• Economic benefits
including strong
financial performance
• Improved governance
• Ability to retain and
attract talent
• More innovation
• Enhanced client insight
• Strong performance on
non-financial indicators
• Improved board
effectivenessPage 8

9. The business
case for gender
diversity 2 of 2
Specific initiatives
• Female-friendly work
policies have been
shown to boost
profitability
• Gender diversity in
senior leadership has
been associated with
higher profits
• Kenyan and Vietnamese
examples
Page 9

10. Page 10
Myths and reality

11. Myths and
reality 1 of 2
• Women don’t aspire to
senior leadership roles
• Women don’t stick it out to
make it to the very top
• Childrearing stops women
getting to the top
• Women don’t get to the top
because they lack
confidence
• Women lack the leadership
qualities needed at the top
Page 11

12. Myths and
reality 2 of 2
• Women don’t have the
networks that open doors
• Senior women pull up the
career ladder behind them
• High potential programs are
fast tracking women
• Formal flexible working
arrangements ease women’s
route to the top
• The business case for
gender diversity is working
Page 12

13. Page 13
Second-generation gender
bias

14. Second-
generation
gender bias
• Definition
• Supporting women’s
access to leadership
positions
• Educating women
• Educating women and
men
• Types of barrier
Page 14

15. Page 15
Patterns of gender bias

16. Patterns of
gender bias
• Prove it again
• The tightrope
• Maternal wall
• Tug of war
Page 16

17. Page 17
Strategies for overcoming
bias

18. Strategies for
overcoming
bias 1 of 3
• Form a posse
• Gender judo
• Strategic “No”
• Ask for help
• Be explicit
• Make an enemy into an
ally
Page 18

19. Strategies for
overcoming
bias 2 of 3
Specific initiatives to employ
• Stereotype awareness
training
• Outdated views need to
be changed
• More sponsorship for
women, especially high-
potential
• Change of culture
• Focus on competencies
• Ensure leadership
commitment
Page 19

20. Strategies for
overcoming
bias 3 of 3
Specific initiatives to employ
• Hire outside the C-suite
• Recruit beyond traditional
networks
• Increase the number of
women in the pipeline
• Adopt formal board
policies
• Ensure there is an
impartial nominating
committee
Page 20

21. Page 21
Igniting gender equality in
the world of work

22. Igniting gender
equality in the
world of work
• Integrate gender into
jobs diagnostics
• Level the playing field
through government
actions across the
lifecycle
• Proactive private
sector leadership and
innovation for gender
inequality
• Global action is
needed to fill
knowledge gapsPage 22

23. Page 23
Development payoffs of
gender-specific jobs
strategies

24. Development
payoffs of
gender-specific
jobs strategies
• Living standards
• Productivity
• Social cohesion
Page 24

25. Page 25
How to be more effective
and feel more comfortable

26. How to be more
effective and
feel more
comfortable
• Master the ‘pre-
meeting’
• Prepare to speak
• Make your language
more muscular
• Keep an even keel
Page 26

27. Page 27
Gendered characteristics

28. Gendered
characteristics
• Female
• Male
• Neutral
Page 28

29. Page 29
Leadership competencies;
how men compare to
women

30. Leadership
competencies
; how men
compare to
women 1 of 2
• Takes initiative
• Practices self-development
• Displays high integrity and
honesty
• Drives for results
• Develops others
• Inspires and motivates
others
• Builds relationships
• Collaboration and teamwork
• Establishes stretch goals
Page 30

31. Leadership
competencies;
how men
compare to
women 2 of 2
• Champions change
• Solves problems and
analyzes issues
• Communicates
powerfully and
prolifically
• Connects the group to
the outside world
• Innovates
• Technical or professional
expertise
• Develops strategic
perspective

32. Page 32
Adopting a more gender
intelligent approach

33. Adopting a
more gender
intelligent
approach
• Unlock the power of data
• High quality authentic
leadership
• Responsibility and
accountability
Page 33

34. Page 34
Explanations generated
for the glass cliff

35. Explanations
generated for
the glass cliff
• Sexism
• Group dynamics/
in-group bias
• Social-company
factors
• Stereotypes
• Scientific error
Page 35

36. Page 36
Reasons why the glass
ceiling exists

37. Reasons
why the
glass ceiling
exists
• Social role and identity
theory
• Gender stereotyping and
unconscious discrimination
• Double bind hypothesis
• Family-work conflict and
women’s confidence
• Mentoring and networking
within the ‘old boys
network’
• Gender differences in
leadership style
Page 37

38. Page 38
How women rationalize
working under a glass
ceiling

39. How women
rationalize
working under
a glass ceiling
• Denial
• Gender-role socialization
• Historical precedent
• Women turning against
other women
• Corporate culture
Page 39

40. Page 40
Sponsorship and the glass
ceiling

41. Sponsorship
and the glass
ceiling 1 of 4
• Definition
• The hallmark of
sponsorship
• Mentoring
• Relationships
• What does a sponsor
actually do?
• Male sponsors
• Benefits of being a
sponsor
• Recent changes
Page 41

42. Sponsorship
and the glass
ceiling 2 of 4
What are the best
employers doing?
• Make sponsorship robust
• Lead from the top
• Pay attention to the
pipeline
• Make sponsorship safe
Page 42

43. Sponsorship
and the glass
ceiling 3 of 4
Examples of best practice
• Bristol Myers Squibb
• Cisco
• Citi
• Deloitte
• Deutsche Bank
• Ernst & Young
• Intel
Page 43

44. Sponsorship
and the glass
ceiling 4 of 4
Examples of best practice
(cont.)
• Morgan Stanley
• Novartis
• Pepsico
• Time Warner
• Turner Broadcasting
• Unilever
Page 44

45. Page 45
The glass ceiling in France
and in Turkey

46. The glass
ceiling in
France and
in Turkey
• Criteria to be met for a
glass ceiling to exist
• Descriptive statistics
• Barriers for female
executives
• Personal compromises
• Career encouragers
• Corporate culture
Page 46

47. Page 47
Female labour force
participation around the
world

48. Female labour force
participation around the world
Page 48

49. Page 49
Conclusion, summary and
questions

50. Page 50
Conclusion, summary and
questions
Conclusion
Summary
Videos
Questions