IWD 2022 (Danish Conditions) - Under-Representation on Executive and Supervisory Boards

Challenges:

An article by Annemette Schultz J?rgensen in?Lederstof.dk?on 20 January 2021 illustrates many of the challenges that lead to under-representation of women on executive boards and boards of directors. Caroline Farberger thought that as a man she had understood equality but learned as a woman that she had got nothing. The rules of the game in today's organizations are set on the men's terms. That's why we're losing both women's potential and huge business opportunities, says CEO Caroline Farberger, who has undergone gender correction and as a woman sees gender equality in a whole new light. According to the article, the challenges or barriers for women can be summarized as follows:

1.????Women told new, surprising stories after Caroline's gender correction from male to female, including how management meetings and management rooms are actually experienced as a woman when you are always surrounded by men. And about being exposed to cross-border behaviour, bad attitudes and abusive behaviour.

2.????Excluded women without knowing it.

3.????Brought up with a Danish management style, which is to show decisiveness, but which is highly exclusionary because it invites only those into the conversation who agree with the boss.

4.????Never thought about the male privileges, as Caroline as male CEO always believed that she worked for diversity and equality and therefore that the culture and norms of her organization accommodated and considered everyone. But once she had seen her own male-dominated meeting management from the outside, a larger pattern began to emerge for her. She saw the extent to which norms and culture are based on men's premises and how unequal it is for women.

5.????Women restrain themselves - one of the first things that struck her as a woman was how much energy women spend on their appearance to make sure they are seen for the skills and attitudes - and not the look. The acceptance of men's behavior and appearance in professional contexts is extremely much broader than that of women.

6.????A sad new insight was that behavior and appearance are just one aspect of how exclusionary norms and cultures are in organizations. Another is the late working hours, ditto management meetings and the inflexibility. Late encounters are an expected victim of the careers of men, but for female leaders, on the other hand, it is many times an unbearable sacrifice. Because they also must live up to a strict social norm that, as a mother, you naturally have dinner with your children.

7.????I misunderstood equality, which I thought was primarily about hiring more women as a boss and, moreover, ensuring that the Equality Act on equal rights for both sexes are respected. However, this kind of equality is only about figures and statistics and is no guarantee of real equality. Because it is secured through the right culture and the right standards that give way to everyone and not just men.

8.????Real equality is inclusion, which is about letting people contribute on their own terms and with everything they have to offer. Inclusion is a completely different approach and is based on a culture where everyone can be themselves with the differences we have. One where everyone can use all their skills and their full potential. This requires a deliberate creation of a framework and structures that will allow everyone to contribute on equal terms without having to make special sacrifices. For example, by abolishing late management meetings, but also introducing a different kind of meeting style and conversation culture than the one that prevails in many places.

9.????Inclusion is a philosophy and not just a practical measure that deals with meeting rules and meeting management. It is a philosophy and a different mindset about what one really wants from equality. Working with inclusion requires that you as a manager believe in the value of involving everyone and bringing out more perspectives on the same issue. As a man, I was also interested in bringing out the differences in my employees, but naively thought that it would happen automatically if only there were different types gathered around the table. I now know that it will not do so if we do not actively work for it. And that's inclusion.

10.??Diversity is good for business, so contrary to expectations, the management style was changed to a more listening, more patient and to let the curiosity to gain different opinions over the need to be effective. Not to be a sweeter and more inclusive leader, but because it is a clear advantage for the business when many views and opinions that were held back before coming to light. There are so many resources saved that we lose if we don't listen to all managers and employees. And today, more than ever, we need everyone's opinions and ideas in order to keep up with developments and be creative enough.

11.??When diversity is only about numbers - even though more inclusion management has been paved today, many organizations still primarily have a Slavic approach to gender equality, which is about numbers and statistics. About looking right in the annual reports, so you can say that you take your CSR work seriously. In doing so, organizations miss the point of what diversity is really about. And lose women's potential and great business opportunities on the floor. Consequently, female leaders are becoming more and more dominant in the so-called pink ghettos – i.e. in staff functions such as HRM, communication, marketing and law – and male managers become the same in the directional areas and the heaviest executive positions.

12.??Use privileges to include differences - the advice for male leaders is clear: Be aware of the privileges you have as a male boss and share them. Use your influence to engage others who have different perspectives on things than you. Ask others: "What do you think the solution is to this or that problem?", and "How can we structure your job to make it more attractive for you to work here?" Become more aware of your own behavior; You need to think about the fact that if your management style doesn't actively include others, it risks easily becoming exclusionary. Be sincerely interested in differences and learn to see the value in them. It makes for a better business.

13.??Say 'yes' and at the same time make demands on women, the advice is just as direct: "Do not try to make a career on the men's terms, because it will ultimately drain you of energy." It is important for women to insist on trying to be themselves. "Believe in your skills and attitudes and be yourself. Take on the challenges you face. Learn to say "yes" to opportunity, but practice making demands as well." If you get the opportunity to be a boss, say 'yes', but also say: 'I need this or that to make the job work''. And with that advice, she continues the vital mission for her. The one that's about making leaders realize how different we all are and how much value there is in bringing out those differences in organizations.

Suggested solutions:

Caroline Farberger's advice to male and female leaders:

1.????If you are a male leader, use your privileges to actively bring out other views

2.????Think about whether your diversity and gender equality policy are mostly about numbers or also focuses on changing norms and culture so that differences emerge

3.????Think about your own leadership behavior and whether you are actually listening to learn

4.????Cultivate the diversity of your employees and know that it pays off on the bottom line

5.????If you are a female leader, spend less energy on your appearance and more on being yourself

6.????Trust your skills and experience

7.????Be brave and say yes to challenges and be even more courageous and make demands so that new challenges are adapted to your premises