Women are rising to the moment as stronger leaders, but their work is going unrecognized (Courtesy Mckinsey)
Richa Agrawal
Leadership | Strategy & Planning | Consulting | Digital Transformation| (ISC)2 CCSP| SAFe Agilist|CSM| AWS cloud SA| Azure BI| Data Science Enthusiast
The events of 2020 put extraordinary pressure on companies and employees. The COVID-19 crisis shook the economy and turned people’s lives upside down, both at work and at home. A heightened focus on racism and racial violence triggered a reckoning on diversity, equity, and inclusion. Companies’ current priorities reflect these changes: an overwhelming majority of companies say that managers’ efforts to promote employee well-being are critically important and that DEI (Diversity, Equality, and Inclusion) is one of their key areas of focus.
Women leaders are meeting this moment and taking on the work that comes with it. They are doing more than men in similar positions in supporting the people on their teams—for example, by helping team members navigate work–life challenges, ensuring that their workloads are manageable, and checking in on their overall well-being. Women leaders also spend more time than men on DEI work that falls outside their formal job responsibilities, such as supporting employee resource groups and recruiting employees from underrepresented groups. Senior-level women are twice as likely as senior-level men to dedicate time to these tasks at least weekly. And finally, women leaders are showing up as more active allies to women of color. They are more likely than men to educate themselves about the challenges that women of color face at work, to speak out against discrimination, and to mentor or sponsor women of color.
Companies see the value of women leaders’ contributions. Almost 70 percent of companies say that the work employees do to promote DEI is very or extremely critical, and an even greater number say this is true of the work managers do to support employee well-being. But less than a quarter of companies are recognizing this work to a substantial extent in formal evaluations and performance reviews of women employees ?. I can't agree more.