“It will take more than women talking to women to close the gender gap in corporate America,” says Betsy Myers, director of the three-year-old Center for Women and Business (CWB) at Bentley University. “Engaging men in the advancement of women is the new frontier for every company in America that wants to compete and grow in the 21st century.”
She and CWB colleagues take square aim at a persistent paradox. Women comprise 58 percent of college graduates and occupy 50 percent of middle-management positions. But they hold a scant 10 to 15 percent of senior leadership posts in business today.
“The good news is that the vast majority of CEOs no longer ask ‘why’ they should include, retain and advance women in the organization,” observes Myers. “But there is a giant hole in the ‘how.’”
A recent Best Practices Forum at the CWB gathered experts of both sexes to discuss the relevant issues. Here, in edited excerpts, some forum participants and other leading thinkers share their philosophies and strategies for managing talent and ensuring gender diversity at every level of an organization. Download the full thought-leadership gallery on the topic at bentley.edu/cwb/thought-leadership.
Beware Blind Spots
We all have “blind spots” and people make unconscious assumptions that may lead to missed opportunities for advancing women as leaders. PwC hosts interactive sessions for our leaders about how to identify potential blind spots and better understand how they influence decision-making. ... Breaking the cycle of people sponsoring [only] those who are similar to themselves requires this type of intentional effort.
Chris Brassell, National Director, Office of Diversity, PricewaterhouseCoopers
Give Pull-No-Punches Feedback
A term that resonates for me is “fearless reciprocity.” This is the mix of personal responsibility, demonstrated respect and courageous candor that fuels every healthy human relationship.
A lot of male executives I talk to right now know that they aren’t giving women the same corrective feedback they give men. The reason they are abdicating — much to women’s disadvantage — is the worry that gender issues will enter the feedback conversation. We need to work on this. Women can’t successfully advance as leaders in companies if there isn’t corrective feedback equality from their male managers. And, for their part, men can’t lead if they’re busy deflecting, fearing or fabricating gender issues.
Chuck Shelton, Managing Director, Greatheart Leader Labs
Establish Accountability
I have two ideas that could help C-level executives if they want to — and they should — get the best and right women positioned for future leadership roles in their organization.
First, give the up-and-coming women managerial and operational roles in independent business units. Give them something to run, set expectations and measure results. Just do it. Within five years, you’ll have a strong group of female leaders who are ready for even bigger things. Second, if a senior executive fills a job with a man, ask the executive to explain why a woman considered for the post wasn’t selected. We’re talking mindfulness and accountability here. Just ask why.
Tom Peters, Author and Business Management and Leadership Consultant
Plan Deliberately
CEOs have plans designed to move revenues, profits and stock price. So why not a plan that quantifies how many female leaders are going to be in the C-suite? Put in achievable objectives requiring managers to develop and fill the pipeline with qualified female candidates. If the CEO demands this, we will see more female candidates for promotion when opportunities arise.
Steven Manfredi, Chairman of the Bentley University Board of Trustees and Retired President and COO, Learning Express Inc.
Assume Difference
Recent research by Korn/Ferry found that women rated higher than their male counterparts in 17 critical leadership skills, including operating, interpersonal, courage and drive — competencies that enable women to connect with customers, engage employees and build talent. Despite this, women may still be penalized for not exhibiting leadership in the way that men may favor.
Saying one is “gender blind” is delusional. Rather, let’s get more comfortable assuming difference [exists] and then, together, constructively surface what those differences may be. A good place to start is with appreciative inquiry: What is right and working in how women and men are leading today?
Andrés Tapia, Senior Partner, Korn/Ferry Leadership and Talent
Build New Networks
[One hard task to be done is] building informal networks and relationships between men and women outside work, where so much socializing and bonding goes on. Most of the guys have traditionally done this at a golf club or ballgame. We have to come up with new ways to do this, new approaches that include women in comfortable ways.
Stephen DelVecchio, Partner, PricewaterhouseCoopers
Get Comfortable with Discomfort
It’s essential for us to understand that women can generate powerful results without mirroring male expectations and male style. Men should have confidence in giving a talented woman a tough or complex assignment — even if she doesn’t approach the work or drive results in the same way as her male counterpart. To male leaders, this may feel uncomfortable at times. But the best leaders recognize the immense and inherent value of varying perspectives, strengths and temperaments.
Michael Simonds, President and CEO, Unum US