Rachel Thomas, Co-Founder of LeanIn, presents the Women in the Workplace data at the Seat @ the Table event hosted by Costanoa Ventures and LinkedIn. May 9, 2018.
A description of Rotman's Ally Program WiMen - a network of men who are committed to understanding and increasing diversity and gender inclusion in the Rotman community and in the workplace.
This document discusses how increasing gender diversity, especially having more women in leadership positions, can lead to greater profitability in the market research industry. It notes that while emerging areas like big data and mobile are fueling growth globally, the industry has seen little growth in North America, Europe, and other regions. Traditional business leadership is seen as "male" focused on direct orders and competition, but relationship building is also vital. Studies show companies with more gender diversity on boards outperform those with less in terms of financial measures. The document argues the industry needs to address its lack of gender diversity at senior levels to unlock more growth and profit potential.
The document discusses barriers that women face in achieving leadership positions. It notes that while women make up over 40% of managers in the US, they hold only 6% of top positions in Fortune 500 companies and 2% of CEO roles. Similarly, in the EU only 11% of top executives and 4% of CEO positions are held by women. Prejudices against women's leadership styles and responsibilities like family life contribute to what is described as a "glass ceiling". Suggested interventions include increasing awareness of biases, reducing long hours, using open recruitment, and helping women develop social networks to support their careers.
While women possess the same leadership characteristics as men, such as being tough, decisive, and demanding, political power structures remain male-dominated due to social and cultural factors. Masculinity is associated with positions of power in Western politics, and both men and women in leadership see themselves as similarly masculine. For women to gain more political leadership roles, masculine assumptions about power must be balanced with female approaches that support women's issues through commitment, awareness of consequences, and expertise in shaping policy.
This document discusses female leadership in cooperatives in British Columbia. It finds that while women dominate in early cooperative development, men often take over leadership roles once the cooperative obtains funding. The document also describes barriers faced by female cooperative leaders, such as lack of support, having to justify ideas more than men, and being seen as intimidating if asking hard questions. It recommends including these issues in cooperative training manuals and providing funding for leadership training and retired experts to support female leaders.
Learning Objective: Assessing methods for navigating corporate politics from the male perspective
Do you know why women are not sitting at the leadership tables in your organization? Have you ever thought that, if given the opportunity, you could help make your organization better? Many professional women have reported feeling left out of key decisions or impacted by the politics that lessen their contributions. At the same time, several top women executives who continue to excel say YOU must learn to understand, rise above, and effectively use politics to get things done. In her book, Lean In: Women, Work, and the Will to Lead, COO of Facebook Sheryl Sandburg encourages women to promote themselves in order to achieve professional advancement. This session is part one of a two-part series that will help women to address the best methods of navigating organizational politics from the all-male panel’s perspective.
At the end of this seminar, participants will be able to:
a. Identify how men view organizational politics.
b. Learn the skills and traits used by male employees to be successful in organizational politics.
c. Explore possible opportunities and challenges in various industries.
Building the pathway to leadership for women in the law. This presentation discusses gender bias for women in law firms and as in-house counsel and actionable steps to create pathways to leadership development for women.
Graham-Pelton Women in Philanthropy infographic US version June2015Elizabeth Zeigler
High net worth women rely more on planning and budgets for their giving than men. They also rely more on philanthropic advisors for guidance. Women are more motivated by knowing other women who are leading philanthropy for causes they care about and tend to give larger individual gifts of $1 million or more to organizations in their local regions, especially in the areas of higher education and human services.
A description of Rotman's Ally Program WiMen - a network of men who are committed to understanding and increasing diversity and gender inclusion in the Rotman community and in the workplace.
This document discusses how increasing gender diversity, especially having more women in leadership positions, can lead to greater profitability in the market research industry. It notes that while emerging areas like big data and mobile are fueling growth globally, the industry has seen little growth in North America, Europe, and other regions. Traditional business leadership is seen as "male" focused on direct orders and competition, but relationship building is also vital. Studies show companies with more gender diversity on boards outperform those with less in terms of financial measures. The document argues the industry needs to address its lack of gender diversity at senior levels to unlock more growth and profit potential.
The document discusses barriers that women face in achieving leadership positions. It notes that while women make up over 40% of managers in the US, they hold only 6% of top positions in Fortune 500 companies and 2% of CEO roles. Similarly, in the EU only 11% of top executives and 4% of CEO positions are held by women. Prejudices against women's leadership styles and responsibilities like family life contribute to what is described as a "glass ceiling". Suggested interventions include increasing awareness of biases, reducing long hours, using open recruitment, and helping women develop social networks to support their careers.
While women possess the same leadership characteristics as men, such as being tough, decisive, and demanding, political power structures remain male-dominated due to social and cultural factors. Masculinity is associated with positions of power in Western politics, and both men and women in leadership see themselves as similarly masculine. For women to gain more political leadership roles, masculine assumptions about power must be balanced with female approaches that support women's issues through commitment, awareness of consequences, and expertise in shaping policy.
This document discusses female leadership in cooperatives in British Columbia. It finds that while women dominate in early cooperative development, men often take over leadership roles once the cooperative obtains funding. The document also describes barriers faced by female cooperative leaders, such as lack of support, having to justify ideas more than men, and being seen as intimidating if asking hard questions. It recommends including these issues in cooperative training manuals and providing funding for leadership training and retired experts to support female leaders.
Learning Objective: Assessing methods for navigating corporate politics from the male perspective
Do you know why women are not sitting at the leadership tables in your organization? Have you ever thought that, if given the opportunity, you could help make your organization better? Many professional women have reported feeling left out of key decisions or impacted by the politics that lessen their contributions. At the same time, several top women executives who continue to excel say YOU must learn to understand, rise above, and effectively use politics to get things done. In her book, Lean In: Women, Work, and the Will to Lead, COO of Facebook Sheryl Sandburg encourages women to promote themselves in order to achieve professional advancement. This session is part one of a two-part series that will help women to address the best methods of navigating organizational politics from the all-male panel’s perspective.
At the end of this seminar, participants will be able to:
a. Identify how men view organizational politics.
b. Learn the skills and traits used by male employees to be successful in organizational politics.
c. Explore possible opportunities and challenges in various industries.
Building the pathway to leadership for women in the law. This presentation discusses gender bias for women in law firms and as in-house counsel and actionable steps to create pathways to leadership development for women.
Graham-Pelton Women in Philanthropy infographic US version June2015Elizabeth Zeigler
High net worth women rely more on planning and budgets for their giving than men. They also rely more on philanthropic advisors for guidance. Women are more motivated by knowing other women who are leading philanthropy for causes they care about and tend to give larger individual gifts of $1 million or more to organizations in their local regions, especially in the areas of higher education and human services.
This document discusses the importance of nonprofits and philanthropy. It provides statistics on the size and scope of the nonprofit sector in the US and Ohio. The nonprofit sector accounts for over $1.4 trillion in revenue and $2.6 trillion in assets in the US. There are personal and professional benefits to getting involved with nonprofits through board service, including networking opportunities, career development, and fulfillment. The document offers tips for choosing the right board and maximizing one's board experience through workplace and personal strategies.
Emotional Intelligence - St. Charles - June 3, 2015Ron Steinkamp
This document summarizes a presentation on emotional intelligence and its importance for public sector leadership. It begins with introductions and then discusses challenges that public sector employees often face, such as not feeling valued or engaged. It then defines emotional intelligence as the ability to recognize and manage one's own emotions and recognize and influence the emotions of others. The presentation explains that emotional intelligence is critical for leadership success and is more important than IQ. It identifies four branches of emotional intelligence: self-awareness, self-management, social awareness, and social skills. Finally, it provides tips for improving emotional intelligence in each of these areas.
Emotional Intelligence - St. Louis - June 5, 2015Ron Steinkamp
This document summarizes a presentation on emotional intelligence and its importance for public sector leadership. It begins with introductions and then discusses challenges that public sector employees often face, such as not feeling valued or engaged. It then defines emotional intelligence as the ability to recognize and manage one's own emotions and recognize and influence the emotions of others. The presentation explains that emotional intelligence is critical for leadership success and is more important than IQ. It identifies four branches of emotional intelligence: self-awareness, self-management, social awareness, and social skills. Finally, it provides tips for improving emotional intelligence in each of these areas.
How to engage men in inclusionary leadership programs within your Diversity and Inclusion initiatives. by Dale Thomas Vaughn, presented at the Women In Tech International Summit 2017, previous versions presented at SHMR Diversity and Inclusion 2016, and various corporations.
This presentation is the first in a series about sponsorship in business. Hard work does a lot for your career, but research shows that sponsorship is key to climbing the ladder. This is especially true for women, who are significantly underrepresented in executive positions.
This document outlines how to make a business case for women's leadership development programs. It argues that such programs are not just a diversity issue but a bottom line imperative. It suggests utilizing business economics rather than moral arguments when presenting the case to senior leadership. An effective program would help women develop skills and attributes needed for modern leadership by moving away from outdated masculine models and embracing feminine strengths. The document provides questions to consider and outlines We R Artemis Leadership's process for accelerating the business case development.
This newsletter provides information on CREW Hampton Roads' activities in the first quarter of 2015. It includes a letter from the president highlighting programs, events, and committee accomplishments. It also features an article summarizing interviews with 10 executive women in commercial real estate about their careers and views on networking, risk-taking, and mentoring. Additionally, the newsletter provides statistics on CREW Hampton Roads, recognizes the 2014 Member of Excellence, lists member achievements in 2014, welcomes new members, and announces upcoming events.
This document discusses the importance of diversity on nonprofit boards and provides strategies for improving diversity. It notes that board diversity has remained largely unchanged since 1994, with most boards being predominantly white. While nonprofit leaders recognize the value of diversity, improving diversity is not a top priority for most boards. The document advocates for increasing diversity by recruiting people of color onto boards and ensuring boards consider issues related to race when setting policies. It also defines common terms related to diversity such as cultural competency, inclusiveness, and multiculturalism.
What are the future trends for successful women in business? How many women have an MBA and what impact has this had on their career? What can we expect in the next few years? Find out more with our short presentation!
Conflicts can be happen anywhere, at work place, home, school, and among people. In organizations its really important to resolve conflicts timely and wisely.
Millennial men could have a significant impact on advancing gender equality and partnership based on their attitudes. As the first native gender-neutral generation, millennials believe gender should not define roles or opportunities. However, engaging men, especially millennial men, is important because many still do not recognize barriers facing women or advantages men enjoy. Building systems in companies to identify biases, leverage women's leadership, and engage men through accountability and role models can help establish gender partnership.
Board members play an essential role as fundraisers and ambassadors for their organizational missions. As the biggest champions for the organization, they are models for financial support — fostering confidence in other current and potential donors.
There is much more to fundraising campaigns than “the ask,” however. Join BoardSource to learn how to leverage the board member ambassador role to effectively ensure financial resources for your organization. In this session, we will explore specific tools and strategies that go beyond the elevator pitch and raise money.
The webinar will provide participants with information on
the fundraising process
the role of the board in fundraising
strategies for serving as an ambassador to raise funds
shared leadership responsibilities between board and staff
Which Leadership Style is Best for Your Nonprofit Fundraising?Bloomerang
This document discusses the impact of different leadership styles on nonprofit fundraising. It identifies four main leadership styles: servant leadership, transactional leadership, transformational leadership, and charismatic leadership. Servant leadership and transformational leadership are linked to stronger cultures of philanthropy within an organization, while transactional and charismatic leadership can be less effective if not implemented properly. The document advises leaders to reflect on their own style and ensure it aligns with creating a strategic culture of fundraising.
This is a presentation given at the Center for Nonprofit Excellence on useful legal and compliance tips for officers and directors of nonprofit organizations. The featured speaker was Richmond, Virginia business and nonprofit attorney Eric Perkins, who also shared with the group his Five Finger Philosophy of Nonprofit Board Composition. Which finger are you? Email eric@ericperkinslaw.com for copies of the program handouts.
Practical Ways Men Can Address Tech's Gender Imbalance | Startup Week Chattan...Very
Countless studies show companies with gender-diverse teams outperform those where women are underrepresented. If you aren’t investing in increasing diversity, you’re likely to lose out to competitors who are. And yet, women only hold 25% of computing jobs and 11% of executive roles in Silicon Valley.
This is a big, contentious problem, and we need the best minds—both men and women—to collaborate and work toward a solution. Since men hold the majority of leadership positions at all types of companies, men have an opportunity to make a real difference.
In this Startup Week Chattanooga event, Very's director of marketing Emily Maxie shares the stories of the men who have supported, challenged, and encouraged her so far in my career, and she gives no-nonsense tips for advocating for more gender equality in the workplace.
Want to work at Very? Visit www.verypossible.com/careers to learn more.
This document discusses factors that influence political behavior in individuals and organizations. At the individual level, people with a high self-monitor, internal locus of control, or Machiavellian personality are more likely to engage in political behavior. Organizational factors that can encourage political behavior include declining resources, promotion opportunities, role ambiguity, unclear performance evaluations, high performance pressure, and self-serving senior managers. Political actions are also more common when there is low trust, zero-sum rewards, or resistance to democratic decision making within an organization.
In an industry in which nearly 80 percent of the workforce is female, why are there still pay and opportunity gaps and what is the event industry doing about it?
Whose Turn is It? How to be a Successful Power Couple
Learning objective: Discover techniques for couples to work together and not against each other
It used to be that a woman would attend college, meet a good man who would get a great job and they would live happily ever after. In today’s economic world, this is not the case. Now we have men and women that are CEOs, presidents of the board, or successful small business owners that become staples in the local economy. Did we lose the comfort of love and marriage in the pursuit of being a power couple? Are they doomed to tear each other down rather than build each other up? Are they able to turn it around and construct one powerhouse unit? These are ways to strengthen the love of entrepreneurship and the love for each other as a successful couple.
At the end of this seminar, participants will be able to:
a. Examine the potential for success in your relationship and your careers
b. Learn about ways to work together and not against each other
c. Identify individual and couple’s interests
d. Design a plan for keeping work life balance a priority
Despite more companies committing to gender equality and women earning more college degrees, women remain underrepresented in corporate leadership. A study found that progress is slow because of blind spots regarding diversity, particularly for women of color. Men are more likely than women to think the workplace is equitable and that gender diversity efforts are successful, but women see more barriers. The study suggests comprehensive actions are needed to promote women through fair hiring and promotions, training, flexibility, and accountability. Addressing distinct challenges faced by women of color is especially important.
Women face barriers to advancement and unequal treatment in the workplace according to a study of over 130 companies and 34,000 employees. Women are less likely to be promoted or hired externally, especially to senior roles. As a result, few women reach the senior-most levels. Women also receive less access to opportunities, senior leaders, developmental assignments, and feedback. They are more likely to be penalized for negotiating promotions. Fewer women than men aspire to top leadership roles, and women have less confidence in achieving those roles. Women of color face even greater challenges and are the most underrepresented group. Overall, the study finds women experience disadvantages and unequal treatment compared to men throughout their careers.
McKinsey Global Survey results: Moving mind-sets on gender diversity: To ens...Lucia Predolin
Moving mind-sets on gender diversity: McKinsey Global Survey results
To ensure that corporate culture supports—not hinders—the ability of women to reach top management, companies must address mind-sets and develop a more inclusive, holistic diversity agenda.
This document discusses the importance of nonprofits and philanthropy. It provides statistics on the size and scope of the nonprofit sector in the US and Ohio. The nonprofit sector accounts for over $1.4 trillion in revenue and $2.6 trillion in assets in the US. There are personal and professional benefits to getting involved with nonprofits through board service, including networking opportunities, career development, and fulfillment. The document offers tips for choosing the right board and maximizing one's board experience through workplace and personal strategies.
Emotional Intelligence - St. Charles - June 3, 2015Ron Steinkamp
This document summarizes a presentation on emotional intelligence and its importance for public sector leadership. It begins with introductions and then discusses challenges that public sector employees often face, such as not feeling valued or engaged. It then defines emotional intelligence as the ability to recognize and manage one's own emotions and recognize and influence the emotions of others. The presentation explains that emotional intelligence is critical for leadership success and is more important than IQ. It identifies four branches of emotional intelligence: self-awareness, self-management, social awareness, and social skills. Finally, it provides tips for improving emotional intelligence in each of these areas.
Emotional Intelligence - St. Louis - June 5, 2015Ron Steinkamp
This document summarizes a presentation on emotional intelligence and its importance for public sector leadership. It begins with introductions and then discusses challenges that public sector employees often face, such as not feeling valued or engaged. It then defines emotional intelligence as the ability to recognize and manage one's own emotions and recognize and influence the emotions of others. The presentation explains that emotional intelligence is critical for leadership success and is more important than IQ. It identifies four branches of emotional intelligence: self-awareness, self-management, social awareness, and social skills. Finally, it provides tips for improving emotional intelligence in each of these areas.
How to engage men in inclusionary leadership programs within your Diversity and Inclusion initiatives. by Dale Thomas Vaughn, presented at the Women In Tech International Summit 2017, previous versions presented at SHMR Diversity and Inclusion 2016, and various corporations.
This presentation is the first in a series about sponsorship in business. Hard work does a lot for your career, but research shows that sponsorship is key to climbing the ladder. This is especially true for women, who are significantly underrepresented in executive positions.
This document outlines how to make a business case for women's leadership development programs. It argues that such programs are not just a diversity issue but a bottom line imperative. It suggests utilizing business economics rather than moral arguments when presenting the case to senior leadership. An effective program would help women develop skills and attributes needed for modern leadership by moving away from outdated masculine models and embracing feminine strengths. The document provides questions to consider and outlines We R Artemis Leadership's process for accelerating the business case development.
This newsletter provides information on CREW Hampton Roads' activities in the first quarter of 2015. It includes a letter from the president highlighting programs, events, and committee accomplishments. It also features an article summarizing interviews with 10 executive women in commercial real estate about their careers and views on networking, risk-taking, and mentoring. Additionally, the newsletter provides statistics on CREW Hampton Roads, recognizes the 2014 Member of Excellence, lists member achievements in 2014, welcomes new members, and announces upcoming events.
This document discusses the importance of diversity on nonprofit boards and provides strategies for improving diversity. It notes that board diversity has remained largely unchanged since 1994, with most boards being predominantly white. While nonprofit leaders recognize the value of diversity, improving diversity is not a top priority for most boards. The document advocates for increasing diversity by recruiting people of color onto boards and ensuring boards consider issues related to race when setting policies. It also defines common terms related to diversity such as cultural competency, inclusiveness, and multiculturalism.
What are the future trends for successful women in business? How many women have an MBA and what impact has this had on their career? What can we expect in the next few years? Find out more with our short presentation!
Conflicts can be happen anywhere, at work place, home, school, and among people. In organizations its really important to resolve conflicts timely and wisely.
Millennial men could have a significant impact on advancing gender equality and partnership based on their attitudes. As the first native gender-neutral generation, millennials believe gender should not define roles or opportunities. However, engaging men, especially millennial men, is important because many still do not recognize barriers facing women or advantages men enjoy. Building systems in companies to identify biases, leverage women's leadership, and engage men through accountability and role models can help establish gender partnership.
Board members play an essential role as fundraisers and ambassadors for their organizational missions. As the biggest champions for the organization, they are models for financial support — fostering confidence in other current and potential donors.
There is much more to fundraising campaigns than “the ask,” however. Join BoardSource to learn how to leverage the board member ambassador role to effectively ensure financial resources for your organization. In this session, we will explore specific tools and strategies that go beyond the elevator pitch and raise money.
The webinar will provide participants with information on
the fundraising process
the role of the board in fundraising
strategies for serving as an ambassador to raise funds
shared leadership responsibilities between board and staff
Which Leadership Style is Best for Your Nonprofit Fundraising?Bloomerang
This document discusses the impact of different leadership styles on nonprofit fundraising. It identifies four main leadership styles: servant leadership, transactional leadership, transformational leadership, and charismatic leadership. Servant leadership and transformational leadership are linked to stronger cultures of philanthropy within an organization, while transactional and charismatic leadership can be less effective if not implemented properly. The document advises leaders to reflect on their own style and ensure it aligns with creating a strategic culture of fundraising.
This is a presentation given at the Center for Nonprofit Excellence on useful legal and compliance tips for officers and directors of nonprofit organizations. The featured speaker was Richmond, Virginia business and nonprofit attorney Eric Perkins, who also shared with the group his Five Finger Philosophy of Nonprofit Board Composition. Which finger are you? Email eric@ericperkinslaw.com for copies of the program handouts.
Practical Ways Men Can Address Tech's Gender Imbalance | Startup Week Chattan...Very
Countless studies show companies with gender-diverse teams outperform those where women are underrepresented. If you aren’t investing in increasing diversity, you’re likely to lose out to competitors who are. And yet, women only hold 25% of computing jobs and 11% of executive roles in Silicon Valley.
This is a big, contentious problem, and we need the best minds—both men and women—to collaborate and work toward a solution. Since men hold the majority of leadership positions at all types of companies, men have an opportunity to make a real difference.
In this Startup Week Chattanooga event, Very's director of marketing Emily Maxie shares the stories of the men who have supported, challenged, and encouraged her so far in my career, and she gives no-nonsense tips for advocating for more gender equality in the workplace.
Want to work at Very? Visit www.verypossible.com/careers to learn more.
This document discusses factors that influence political behavior in individuals and organizations. At the individual level, people with a high self-monitor, internal locus of control, or Machiavellian personality are more likely to engage in political behavior. Organizational factors that can encourage political behavior include declining resources, promotion opportunities, role ambiguity, unclear performance evaluations, high performance pressure, and self-serving senior managers. Political actions are also more common when there is low trust, zero-sum rewards, or resistance to democratic decision making within an organization.
In an industry in which nearly 80 percent of the workforce is female, why are there still pay and opportunity gaps and what is the event industry doing about it?
Whose Turn is It? How to be a Successful Power Couple
Learning objective: Discover techniques for couples to work together and not against each other
It used to be that a woman would attend college, meet a good man who would get a great job and they would live happily ever after. In today’s economic world, this is not the case. Now we have men and women that are CEOs, presidents of the board, or successful small business owners that become staples in the local economy. Did we lose the comfort of love and marriage in the pursuit of being a power couple? Are they doomed to tear each other down rather than build each other up? Are they able to turn it around and construct one powerhouse unit? These are ways to strengthen the love of entrepreneurship and the love for each other as a successful couple.
At the end of this seminar, participants will be able to:
a. Examine the potential for success in your relationship and your careers
b. Learn about ways to work together and not against each other
c. Identify individual and couple’s interests
d. Design a plan for keeping work life balance a priority
Despite more companies committing to gender equality and women earning more college degrees, women remain underrepresented in corporate leadership. A study found that progress is slow because of blind spots regarding diversity, particularly for women of color. Men are more likely than women to think the workplace is equitable and that gender diversity efforts are successful, but women see more barriers. The study suggests comprehensive actions are needed to promote women through fair hiring and promotions, training, flexibility, and accountability. Addressing distinct challenges faced by women of color is especially important.
Women face barriers to advancement and unequal treatment in the workplace according to a study of over 130 companies and 34,000 employees. Women are less likely to be promoted or hired externally, especially to senior roles. As a result, few women reach the senior-most levels. Women also receive less access to opportunities, senior leaders, developmental assignments, and feedback. They are more likely to be penalized for negotiating promotions. Fewer women than men aspire to top leadership roles, and women have less confidence in achieving those roles. Women of color face even greater challenges and are the most underrepresented group. Overall, the study finds women experience disadvantages and unequal treatment compared to men throughout their careers.
McKinsey Global Survey results: Moving mind-sets on gender diversity: To ens...Lucia Predolin
Moving mind-sets on gender diversity: McKinsey Global Survey results
To ensure that corporate culture supports—not hinders—the ability of women to reach top management, companies must address mind-sets and develop a more inclusive, holistic diversity agenda.
The Gender Gap At The Top: What's Keeping Women From Leading Corporate America?Subha Barry
This Working Mother research project takes a comprehensive look at the experiences of women - and men - at all levels of corporations to ascertain what perceptions and realities are keeping them out of the highest ranks and to offer real solutions to close the gap.
A ManpowerGroup whitepaper on female leadership. Making the case for more women leaders in businesses today. Find out how to get them and keep them in your organisation.
Women as Mentors Does She or Doesn’t She? A Global Study of Businesswomen and...Meghan Daily
In 2012, there were no more women in top leadership positions at Fortune 500 companies than in 2011.
There are a few who successfully make it to the top of their field, but it is a long, hard climb. Among them are familiar names like Meg Whitman, Oprah Winfrey, Indra Nooyi, and Hillary Rodham Clinton.
These are all very different women—from different backgrounds, with different education and careers spanning different industries. What they do have in common is the role that mentoring played in helping them along the way.
Why top management eludes women in Latin America: McKinsey Global Survey results
Executives in the region say gender diversity has moved up on their companies’ agendas, but they still report few women at the top. Women and men disagree on the reasons why.
This document discusses the benefits of gender-balanced leadership in business. It summarizes interviews with CEOs and executives who note that gender-balanced teams are more successful due to characteristics like listening, collaboration and empathy. However, most leadership teams currently lack these traits. The document advocates taking action to increase gender diversity through practices like flexible work policies, mentorship programs, and succession planning that considers gender balance. It argues that gender-balanced leadership can improve company culture, brand and ultimately profits.
The document discusses the invisible barriers that hold women back from advancing into senior leadership roles despite corporate commitments to diversity, such as entrenched beliefs among managers that subtly hamper women's careers, and it proposes a hard-edged approach of systemwide change driven by targets, data-driven performance reviews, and genuine sponsorship to help companies overcome these problematic mindsets. It also examines data showing the leaky talent pipeline for women and common explanations given for failing to retain or promote promising women.
The document discusses changing corporate mindsets about advancing women's careers. It argues that invisible, unconscious biases block women's advancement and that committed leadership is needed to implement systemwide changes through targets, data-driven performance reviews, and genuine sponsorship. Companies that have made progress, like Pitney Bowes and Shell, focus on metrics like promotion slates that include women and long-term targets for women in senior roles. Reviews of succession plans and promotion slates also help broaden opportunities for women. Addressing biases requires buy-in from both men and women in an organization.
The document discusses the glass ceiling phenomenon that limits the advancement of women into senior leadership positions in corporations. It provides background on the term "glass ceiling" and notes that while overt discrimination may not exist, barriers like unequal pay, lack of promotions, and gender stereotypes prevent women from advancing to the highest levels of organizations. Some ways to address this issue discussed are promoting diversity, flexible work policies, leadership training for women, and removing other barriers that disproportionately impact women.
This document discusses gender diversity in organizations. It provides several facts and statistics showing that while many organizations aim to increase the number of female employees at mid-levels, very few see increases at executive levels. Research shows gender diverse companies outperform those that are not, and diversity can significantly boost economic growth. However, barriers remain like lack of flexible work arrangements and support for women, especially in negotiating compensation and rising to leadership. The document examines benefits of diversity and key factors important to retaining women, such as leadership programs and mentoring, though organizations often fail to provide these.
Women remain underrepresented in corporate leadership. While women earn 57% of college degrees, they hold only 20% of senior roles. They face challenges including unequal pay, lack of support from managers, carrying a larger burden of household work, and perceiving their gender as a disadvantage. However, companies that focus on accountability, flexible work policies, and fair hiring/promotions see faster progress getting more women into management and leadership. Individual actions like calling out bias, sponsoring women, and changing biased language can also help close the gender gap.
Happy International Women's Day. Cracking the Case. Why you need women leader...Mika Wilén
Maat, jotka ovat onnistuneet sukupuolten välisen tasa-arvon toteuttamisessa, ovat muita kilpailukykyisempiä. Silti naiset ovat yksi suurimmista alihyödynnetyistä osaajaresursseista maailmassa – ja erityisesti yritysten johtotehtävissä. Miksi? Johtuuko tämä siitä, että yritysten henkilöstökäytännöt eivät ole tältä vuosisadalta? Mihin asioihin ylimmän johdon tulisi kiinnittää huomiota, jotta muutos olisi mahdollinen? Lue lisää: Cracking the Case .
Hays Global Gender Diversity Report 2016Hays Portugal
De acordo com um inquérito realizado pela Hays junto de mais de 11.500 inquiridos em 24 países, por ocasião do Dia Internacional da Mulher, homens e mulheres têm percepções muito diferentes quanto à desigualdade entre géneros a nível profissional.
O relatório analisa as respostas dos inquiridos em factores como ambição, auto-promoção, igualdade salarial, oportunidades de carreira e políticas de diversidade de género nas empresas.
This document summarizes the key findings of a global gender diversity report compiled by Hays based on a survey of over 11,500 respondents across 25 countries. Some of the main findings include:
- Women have nearly equal ambition to men for reaching senior roles like director and CEO, but significantly fewer women actually attain these roles, showing companies are not effectively promoting female talent.
- Fewer than 50% of respondents globally feel they have opportunities to self-promote and communicate career ambitions, which is important for career development. This number is lower for women (47%) compared to men (53%).
- Developed markets like the US and Germany lag behind other regions in measures of female ambition and opportunities for self-promotion,
The document discusses women in leadership roles and the barriers they face. While women have made progress, they remain underrepresented in leadership. Only 34% of Indian businesses surveyed have women leaders. Studies show women can make better leaders, yet biases and lack of support hold them back. To increase women leaders, companies must create an inclusive culture with flexible work, childcare support, and mentorship. Society must also challenge gender stereotypes and norms that limit women's opportunities.
Our annual report finds significant numbers of startups continue to have no women in leadership, yet a growing percentage have programs in place to change that.
The document examines differences and similarities between male and female CEOs and their impact on corporate reputation. It finds that having a female CEO does not negatively impact a company's reputation. While some small differences in perceived leadership qualities exist along traditional gender stereotypes, the essentials of strong reputation are largely the same for both male and female CEOs. Both genders contribute similarly to their company's market value through reputation. However, perceptions of the number of female CEOs are inaccurate, and women are significantly more reluctant than men to take on the CEO role.
Similar to Women in the Workplace Data at Seat @ the Table May 2018 (20)
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
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2. Nearly half of men think women are well represented in leadership at companies where only one
in ten senior leaders is a women. And just over half of women think women are well represented
in leadership at companies where three in ten senior leaders are women.
4. Women are
underrepresented at
every level in the
corporate pipeline
C-SUITE
SVP
VP
SR MANAGER/
DIRECTOR
MANAGER
ENTRY
LEVEL
WOMEN
OF COLOR
WHITE
WOMEN
MEN OF
COLOR
WHITE
MEN
5. Women in the C-suite
1 in 5 C-suite leaders
is a woman . . .
. . . and fewer than 1 in 30
is a woman of color
12. Men and women see the
workplace differently
Thomas Barwick/Getty Images
13. Women see their gender as a bigger obstacle…
My gender played a role in
missing out on a raise, promotion
or chance to get ahead
My gender will make it harder
to get a raise, promotion or
chance to get ahead
37% 8% 39% 15%
14. Men are more optimistic about gender
diversity efforts…
My company is doing what it takes
to improve gender diversity
Managers consider a diverse
lineup of candidates to fill
open positions
49%63% 35%50%
15. Perhaps as a result, men are less
personally committed
Gender diversity is a very important
or top personal priority to me
58%47%
17. Women of color
face more
obstacles and
receive less
support
SUPPORT WOMEN RECEIVE
STATE OF WOMEN IN THE PIPELINE
BLACK LATINA ASIAN WHITE
Managers advocate for
them for an opportunity
Managers give them
stretch assignments
Managers provide advice
to help them advance
Managers help them navigate
organizational politics
Managers defend
them or their work
Rate of women’s promotions
Rate of women’s attrition
18. Women of color face double discrimination – biases for being women and
biases for being people of color. When diversity initiatives treat gender and
race as different issues, women of color are left out.
19. Women of color
have higher ambitions
to be a top exec
DESIRE TO BE A TOP EXECUTIVE
BLACK
WOMEN
WHITE
WOMEN
LATINA
WOMEN
ASIAN
WOMEN
21. 39%
50%
52%
My direct manager
My CEO
My company
Gender diversity is a high priority to…
Managers need to commit to gender diversity
22. Managers need to do more to foster gender diversity
Managers make sure a diversity
of voices is represented in
decision-making
39% of employees say...
39%
Managers regularly address
gender-biased language and
behavior when it happens
30% of employees say...
30%
23. Managers need to do more to
advance women
Employees are more likely to be promoted
when managers advocate for them, give
them stretch assignments and advise them
on how to advance
But women are less likely to get this type of
support and mentorship
24. Companies can help managers
get this right
Share gender metrics Offer bias training Reward progress
30. Advancing women is not just
the right thing to do;
it’s the smart thing to do
MoMo Productions/Getty Images
31. Organizations with more
women have a lower incidence of
sexual harassment
1. Jennifer L. Berdahl, “The Sexual Harassment of Uppity Women,” Journal of Applied Psychology 92, no. 2 (2007): 425–37, https://www.ncbi.nlm.nih.gov/pubmed/17371089.
1
32. Employees on diverse teams are
more committed and work harder
2. Credit Suisse, Gender Diversity and Corporate Performance (August 2012), https://www.credit-suisse.com/newsletter/doc/gender_diversity.pdf. 3. Corporate Executive Board, Creating Competitive
Advantage Through Workforce Diversity (2013), http://www.executiveboard.com/exbd/humanresources/corporate-leadership-council/diversity-and-inclusion/diversitywhite-paper/index.page.
2, 3
33. Companies with more women in
leadership have more generous
employee policies and produce
better business results
4. Paul Ingram and Tal Simons, “Institutional and Resource Dependence Determinants of Responsiveness to Work-Family Issues,” The Academy of Management
Journal 38, no. 5 (1995): 1466–82, http://www.jstor.org/stable/256866?seq=1#page_scan_tab_contents. 5. Vivian Hunt, Dennis Layton, and Sara Prince, “Why
Diversity Matters,” McKinsey & Company, 2015, https://www.mckinsey.com/business-functions/organization/our-insights/why-diversity-matters.
4, 5