It Starts With Me: Advancing Women's Equality in the Workplace

It has rocked society globally, from the halls of government to Hollywood, the boardroom table to the classroom desk. In this poignant time of #MeToo, #HeForShe, #ItsOnUs, and more, as a man and an executive leader, I think its critically important to take a step back and try to understand what role I can play to advance this human rights issue, participate in making the change permanent, and lead by example.

This equality topic obviously is a huge one, and can and should include so much more; religious choice, inclusion, diversity, LGBTQ, and many more basic human rights issues that should be discussed and put on the table to address, progress, and learn from. But I want to write about this as a beginning, and share from my personal experiences, those of friends and colleagues, research I have done, and expert articles I have read.

Recently, I was honoured to be invited as a panelist by a women's network to share my views on gender equality in the workplace; it was an outstanding event. As I pondered both before and after it, my experiences building and managing teams, driving performance in business, and the role of being a present and conscious leader, I was compelled to write down my thoughts and share some research that illustrates the need to take this to heart and get involved...

Whats the point?

Well, roughly 1/2 the planet is male and the other female. But, aside from the fact that this equity is a basic human right, many companies still need a reason to take this seriously. Where do you start with something that is so obviously common sense? Many companies that start to address this look first through the business opportunity lens. While businesses around the world are working to increase diversity and promote gender equity, there is still a lot room for improvement. In researching the composition of Fortune 500 companies, data shows that 85% of executive leadership is male. Research experts have proven overwhelmingly that having a higher percentage of women on the board of directors generates dramatic benefits for companies including a 42% higher return on sales, 53% higher return on equity, and 66% higher return on invested capital. It is proven organisations that embrace diversity and inclusion are more competitive and outperform the companies that fall behind. Reading through McKinsey’s “Delivering Through Diversity” study, you'll note that companies in the top quartile for gender diversity on executive teams are 21% more likely to have demonstrably better profitability. But I want to highlight this 85% number for a moment. Men are still 85% of senior leadership, which means we are 85% of the problem AND 85% of the solution. We will never drive long-term systemic change for women without male advocacy... so how do we get going?

"The willingness to accept these numbers and choose to accept status quo is not unconscious bias... its wilful blindness." — M. Hefferman, researcher

Do Ask, Do Tell

Start the dialogue. Leaders need to realise men and women are having vastly different experiences at work. I have heard real stories from women many times about the challenges they face – challenges that most men and most senior leaders never hear about because they simply don’t ask. We have to ask questions to see real progress, and it's imperative we spend time listening, learning from our female colleagues and trying to engage other men as change agents for gender equity. But heres the rub: men invariably tend to have a false sense of progress. It seems obvious that involving men, therefore increasing the number of people who support these programmes, would get better results. But part of the challenge of getting men to join on, according to data from McKinsey, BCG, and YWomen Gender Consulting, (See “Dispelling the Myths of the Gender ‘Ambition Gap,’” BCG article, April 2017) is that they tend to overestimate how well their company is doing in terms of gender issues, and thus simply don't get involved.

"Part of my personal leadership vision is to move the needle on gender equality." — D. Nally, Chair of PWC Int'l. Ltd.

Demographic shifts are likely to exacerbate this. Most of the people entering the workforce today are millennials, who are soon to become the the largest share of the workforce at most organisations. Many millennials expect to be part of a dual-career household, where both spouses will need to balance work and family commitments... they are more likely to see a company’s position on equality issues and an indicator of the culture of the company, and thus what it is like to work there. Firms all around the world are really feeling baby boomer retirements. Heres an incredible statistic: roughly 10,000 boomers a day are retiring and most are older white men. New hires and the existing workforce are younger, include more people of colour and are required to have modern skills the generation before them didn’t. With this shift underway, many women who are corralled just below the c-suite will certainly see more opportunities, and organisations need to be ready to help them take full advantage of this.

Three Ways to Make an Impact

Support Flexible Work Policies

Offering flexible work—which includes gig economy roles, part-time employment, remote work, parental leave, job sharing, and additional unpaid vacation—is the most effective way for companies to create a gender-balanced workforce. Many companies have flexible-work programs in place, but they are often under-utilised or used by only a limited group of employees, such as mothers with young children. These policies and programmes will never become a realistic option for everyone unless men explicitly support it, and they can do so in two ways.

First, men themselves need to take advantage of these, by working remotely, working part-time, or taking full parental leave, for example. In dual career households especially, flexi-work arrangements can have a huge impact on a couple’s ability to better balance domestic and work commitments. Second, and perhaps even more important, male leaders need to visibly and explicitly support everyone on their team who chooses to work this way. For example, they should set clear boundaries about when people will or will not be available, transparently communicate their teams’ schedules to clients, and make sure that no one on the team disparages people using flexible-work models.

"Achieving gender equality requires the engagement of women and men, girls and boys. It is everyone's responsibility." — Ban Ki-moon

Lead By Example

We fellas HAVE to be mindful of the work environment we create and the messages we send, and take steps to model the right behaviours. For example, the way we communicate. The usual male communication style dominates discussions and fills the room... but many talented employees—particularly women—have equally strong ideas and contributions albeit may be less dominant in the way they present them. The most effective communicators are able to employ a variety of styles and tailor their approach to the situation, and male leaders should recognise and support all styles. In meetings, ensure that everybody has sufficient opportunities to speak, that nobody is talked over or consistently interrupted, and that credit goes to the originator of a good point and not just whoever talked the longest or the loudest. 

Think of all the opportunities we have at work to provide feedback to our employees and colleagues... when giving feedback, focus on actions rather than personality traits. Research shows that when providing feedback—for example, during a formal performance review—many managers use words such as “assertive” or “helpful.” But giving specific feedback about actions taken and outcomes achieved is much more effective. For example, rather than describing an employee as “helpful,” highlight a specific action, and a measurable outcome. Data driven insights go a long way to illustrating impact, and recognising actionable results and outcomes makes performance clear.

Aligned with this advice on performance reviews and feedback, don't make career assumptions about female employees, including their goals, needs, and ambition levels. For example, a well-intentioned move to “help” a new mother by taking her out of contention for an international job assignment may instead end up negatively impacting her career. Simply ask her whether she wants to be considered for such a position—and if so, support her to make it work. Women are just as ambitious and eager to take on leadership roles as men, and the culture in which they (and frankly anyone else) work determines whether they stay at an organization. The classic: "people don't leave companies, they leave managers." Ignore this, and prepare to lose the "war for talent".

Sponsor a High Potential Woman: “A coach talks to you, a mentor talks with you, and a sponsor talks about you.”

In my experience, sponsors, mentors, and coaches can all make a difference in how individuals advance through organisations but there are key differences between each. Coaches provide guidance on development and often help with soft skills, such as active listening. Mentors help their mentees navigate their careers choices through formal or informal mentoring relationships. Sponsors use their influence or leadership status to advocate for the advancement of an individual. They are often senior leaders or other people of power appropriately placed within an organization who help protégés obtain high-visibility projects or jobs. When women have sponsors, it can narrow the advancement gap between women and men. Understanding these differences can assist when embarking on these work relationships. Learn the most critical elements of sponsorship programs and mentoring partnerships and how to make the most of your role on either side of the equation. And if your organisation doesn't have a formal programme, raise this opportunity and help get one started.

Just do it. Now.

Companies that aren’t committed to advancing women in leadership positions are missing out on opportunities to drive business growth and deliver higher levels of customer value. Despite the focus and attention on diversity and the plentiful research proving the significant importance of gender equity, there is still clearly a vast gap between men and women in these roles. So with these three ideas as a starting point, the ball is in your court. Get involved, look for opportunities to learn, share, form a network, be an ally. Don't wait for it to happen... if you're not a part of the solution, you're a part of the problem.

“When women are empowered, they immeasurably improve the lives of everyone around them—their families, their communities, and their countries. This is not just about women; we men need to recognise the part we play too. Real men treat women with dignity and give them the respect they deserve.” —Prince Harry