3 reasons women in leadership programs fail - everwisewomen
TRANSCRIPT
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Setting the Stage
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Why Are We Here?
If companies continue to advance women into leadership
at current rates…
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Why Are We Here?
How long will it take to achieve global gender parity in the
workplace?79 years
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Today’s Agenda
What When
Why This Matters (A Quick Review) 10 minutes
Why We’re Not There Yet: Roadblocks Faced by Women Leaders 10 minutes
Best Practices 10 minutes
Lessons from EverwiseWomen (Beta) 5 minutes
Q&A 5 minutes
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D&I: Not Just A “Nice to Have”
SOURCE: Garr, S. (2013). Diversity & Inclusion: An Analysis of the Current Landscape. Bersin by Deloitte, Deloitte Consulting LLP.
5xMore likely to report that
they are agile
More likely to report they are
high performing
3.3x
Inclusive Organizations:
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Measuring the Power of Gender Diversity
Conducted study of 50,000 global managers to understand the benefits of diversity to the companyFindings: • More gender balanced business units had
greater client retention rates and customer satisfaction
• Units with gender balanced management were:• 13% more likely to deliver consistent
organic growth• 23% more likely to show increase in gross
profit
SOURCE: Harvard Business Review, 2016. Why Gender Balance Can’t Wait, Michel Landel.
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Innovating for Diverse Customers
8
Up to
158%
more likely to understand that end
userSOURCE: Center for Talent Innovation.
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The Problem with “Pink It and Shrink It”
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D&I as a Virtuous Cycle
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So, What’s Stopping Us?
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Not for lack of ambition
SOURCE: Bain & Company, 2015.
Aspire to reach top management
43%9%
Have confidence to reach top management
34%28%27%
Women Men
New Employees (< 2 years of work experience)
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Key Challenges to Gender Equity in the Workplace1. Institutional and Individual Bias2. Lack of Relationship Capital3. Programs Don’t Go Far Enough
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Bias• MIT Sloan School of Management Study:– One video pitch (identical script and slides)– Two voice overs (one male and one female)
• The outcome?
Male voice was 40% more likely
to receive funding
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Different Forms of Bias• Likeability bias• Performance evaluation bias• Performance attribution bias• Maternal bias
SOURCE: Lean In & McKinsey “Women in the Workplace” 2016 Study.
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Painfully AwareIs your gender inhibiting your success?
Entry Level Senior ManagerMid-Level Manager
23%
9%
31%
10%
40%
11%
SOURCE: Lean In & McKinsey “Women in the Workplace” 2016 Study.
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Lack of Relationship CapitalMen are
46% more likely than women to have a
sponsor
Caucasians are
62% more likely than
POC employees to have a sponsor
In a study of 350 women entrepreneurs, most cited “lack of available advisers” as a chief challenge
SOURCE: Center for Talent Innovation.
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Limited support of superiors
SOURCE: Bain & Company, 2015.
New Employees
64%9%
Experienced Employees
59%56%
44%
Women Men
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The Importance of Role ModelsJournal of Experimental Social Psychology • Students were asked to give a speech arguing against
higher tuition fees• Posters in the back:
SOURCE: Bombari, D., Latu, I., Lammers, J., & Mast, M. S. (2013 May). Successful Female Leaders Empower Women’s Behavior in Leadership Tasks. Journal of Experimental Social Psychology, 49(3), 444-448
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The Importance of Role ModelsJournal of Experimental Social Psychology • Students were asked to give a speech arguing against
higher tuition fees• Posters in the back:
SOURCE: Bombari, D., Latu, I., Lammers, J., & Mast, M. S. (2013 May). Successful Female Leaders Empower Women’s Behavior in Leadership Tasks. Journal of Experimental Social Psychology, 49(3), 444-448
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The Importance of Role ModelsJournal of Experimental Social Psychology • Students were asked to give a speech arguing against
higher tuition fees• Posters in the back:
SOURCE: Bombari, D., Latu, I., Lammers, J., & Mast, M. S. (2013 May). Successful Female Leaders Empower Women’s Behavior in Leadership Tasks. Journal of Experimental Social Psychology, 49(3), 444-448
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The Importance of Role ModelsJournal of Experimental Social Psychology • Students were asked to give a speech arguing against
higher tuition fees• Posters in the back:
SOURCE: Bombari, D., Latu, I., Lammers, J., & Mast, M. S. (2013 May). Successful Female Leaders Empower Women’s Behavior in Leadership Tasks. Journal of Experimental Social Psychology, 49(3), 444-448
No Poster
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The Importance of Role ModelsJournal of Experimental Social Psychology • Students were asked to give a speech arguing against
higher tuition fees• Posters in the back:
Female students who gave their speech with Hillary Clinton or Angela Merkel on the wall…• …spoke for significantly longer than those that
didn't – an increase of 49% and 24%, respectively• …rated their own performance more positively
SOURCE: Bombari, D., Latu, I., Lammers, J., & Mast, M. S. (2013 May). Successful Female Leaders Empower Women’s Behavior in Leadership Tasks. Journal of Experimental Social Psychology, 49(3), 444-448
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3 Reasons Programs Don’t Go Far Enough
1
2
“One and Done” Programs
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3 Reasons Programs Don’t Go Far Enough
1
2
3
“One and Done” Programs
“One Size Fits All” Learning
No Relationship Building Support
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3 Reasons Programs Don’t Go Far Enough
1
2
3
“One and Done” Programs
“One Size Fits All” Learning
No Relationship Building Support
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Best Practices
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Key Takeaways• Make the conversation about D&I
more inclusive
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Two Forms of Diversity
Acquired Diversity
Inherent Diversity
SOURCE: Center for Talent Innovation.
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Key Takeaways• Make the conversation about D&I more
inclusive • Incentivize leaders and managers to
take part
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The Importance of ManagersManagerial support is one of the strongest predictors of success in a learning program.Key managerial behaviors that support learning transfer include:
• Help with goal-setting at the outset of a learning program
• Direct feedback on newly acquired skills and behavior
• Recognition, rewards, and encouragement as learning continues
• Identification of opportunities for further growth and development
SOURCES: Journal of Management, 2010. Int’l Journal of Training and Development, 2011.
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Key Takeaways• Make the conversation about D&I more
inclusive • Incentivize leaders and managers to take
part• Orient learning around relationship
building
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Expand our action
repertoire
Result in broadened thinking
Increase engagement
and playfulness
Allow us to absorb
knowledge more quickly
Make us more
resilient in the face of
failure
High Quality
Connections
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What Peer Groups Provide• Support• Problem Solving• Network Amplification• Mirroring• Goal Attainment• Deeper Learning• Bonding
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Key Takeaways• Make the conversation about D&I more
inclusive • Incentivize leaders and managers to take
part• Orient learning around relationship
building• Create (formal) pathways for
mentorship and sponsorship
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Formal Programs
“Women with formal mentors were more likely to be promoted than
women with informal mentors by a ratio of 3:2“
-- 2011 Catalyst Study
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Key Takeaways• Make the conversation about D&I more
inclusive • Incentivize leaders and managers to take
part• Orient learning around relationship
building• Create (formal) pathways for mentorship
and sponsorship• Put the individual at the center
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EverwiseWomen Programming
Learner at the
Core
1:1 EXEC
MENTOR
PEER GROUP
ONLINE LEARNING
LIFELABS WORKSHOPS
PM SUPPORT
ONLINE COMMUNITY
ExM SUPPORT
EXEC FIRESIDE CHATS
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Key Takeaways• Make the conversation about D&I more
inclusive • Incentivize leaders and managers to take
part• Orient learning around relationship
building• Create (formal) pathways for mentorship
and sponsorship• Put the individual at the center• Create opportunities for meaning
and purpose
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Q&A
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“Empathy is the most radical
of human emotions.” – Gloria Steinem
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“When I grow up I’m going to be a leader. Want to follow me?”
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