gender truths: what it takes to build a female leadership...
TRANSCRIPT
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1©Lee Hecht Harrison 2016
Gender Truths: What it takes
to build a female leadership
pipeline
Tammy Heermann
SVP, Leadership Transformation
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2©Lee Hecht Harrison 2016
Today we’ll discuss…
• How organizations are missing the mark when it comes to making progress on their gender diversity agenda
• What it really takes to advance women through your leadership pipeline
• What bright spot organizations are doing to develop and advance female leaders
• Q&A
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Discussion
What is the most pressing issue in your organization with respect to advancing women
in leadership in today?
Attracting women to field/company
Retaining women
Advancing to senior roles
Making leadership desirable for women
Removing biases
Getting leaders to pay attention to this issue
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4©Lee Hecht Harrison 2016
WHERE WE ARE TODAY
Advancing Women in Leadership
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We are investing, but change is slow
Global representation of senior management roles held by women ranges from 13-35%
Pay Equity: Educated women earn on average 18-21% less than men. Worse
for mothers and women of color.
Men with 2 years work experience out-earning women with 6 years.
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Will we catch up?
Weak representation at the C-Level.
Higher representation in typical areas such as HR and Marketing.
2186: The year the economic gap closes, maybe.
World Economic Forum, 2016
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The bright side
We are making movement…
And there is a whole new generation with different views from us!
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Gender truths
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We are more confused than ever what to do
Do we need a different approach?
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How are companies missing the mark?
Misunderstood
• Not seen as a strategic business imperative
Misaligned
• Scattered initiatives
• Limited focus on long-term pipeline
Misdirected
• Failure to invest in the role of people managers
Miscommunicated
• Lack of engagement throughout organization where impact is felt
Misled
• Not walking the talk or holding self and others accountable
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3 key shifts that require a dual response3 key shifts that require a dual response
+
Tackle perception of strategic capability
Address a mindset of possibility
Create a workplace to support the results you
want
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SHIFT #1 Address a Mindset of Possibility
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At the heart of the problem
Organizations need to take a longer-term view of pipeline development
Slow increase in#’s despite
investment
Large drop-off
occurs here
Roughly 50/50representation
Address a mindset of possibility, the skills for advancement, and
the practices to addressunintended biases
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Discussion
What does the gender gap look like in your organization?
What are the real and perceived challenges?
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Taming the inner critic through 1:1 coaching
I didn’t think I would stand a chance applying for that job.
I question myself repeatedly.
I don’t want to sound stupid.
I don’t know enough to contribute in the meeting.
I’m not ready for the position.
I get interrupted all the time.
I don’t get credit for
ideas.
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SHIFT #2 Tackle perception that women
are not strategic
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360 surveys consistently show women lower on strategic acumen
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Men are rated measurably higher on strategic
+ persuasive scales
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The big strategic blockers
Avoiding RiskMulti-Tasking Over Strength
Keeping Tight Control
Drowning in Execution
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Building and showing your strategic breadth
• Connecting dots & generating insights
• Creating long-term perspective
• Taking risks
• Influencing up & across
• Showing political savvy
• Collaborating & managing diverse perspectives
• Advocating for self & team
• Securing sponsors & mentors
• Networking & managing profile
• Displaying confidence
• Articulating a point of view
• Showing gravitas & leadership presence
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‘Strategic gap’ implication
• Women are not brandingthemselves as strategic
• Seen as not having what it takes from a leadership or business perspective
• Not getting/taking the roles, assignments, projects to get the experience required
• Career trajectory stalls
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SHIFT #3 Create a workplace that supports
the results you want
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Aligning your culture, leaders and systems
Culture of accountability among leaders (clear expectations, reward & consequences)
Develop people leaders & female populations
Exec aligned vision, strategy
& goals
Communication permeates the
organization
Policies to support & use not penalized
Diverse & HIPO pools actively
managed
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Bright spot examples
• Recruit
– Screening in & diverse candidate slates
– Gender blind resumes
– Returnships
– Job webinars
– Community outreach
• Retain
– 1:1 reintegration & leadership coaching, group coaching
– Childcare, family & self-care benefits
– Transparent & collaborative career planning
• Advance
– Actively managed talent pools owned by business
– Experience plans and diverse feedback
– Sponsorship programs (internal/external)
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Discussion
What is your organization doing to attract, retain, and advance females?
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Integrated Solutions to Advance Women
in Leadership
SUPPORT ACCELERATE
DEVELOPINSPIRE
Target Support for Career Advancement
• 1:1 leadership and reintegration coaching
• Peer Group Coaching Circles
• Coaching workshops for managers to support advancement of talent
Change Mindsets through Presentations & Keynotes
• 30-60 min keynotes
• 1-2 hour interactive presentations and facilitated sessions
Build a Strong Pipeline of Female Leaders
• Elevate Your Influence™ 2-day workshop that shifts mindsets and develops skills for progression
Advance High Potential Females
• Custom Leadership Development programs for identified high potential & key talent
POSSIBILITY
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Thank You
Questions &
Answers
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About Today’s PresenterTammy Heermann. Senior Vice President, Leadership Transformation.
Tammy is a sought-after advisor who helps individuals and organizations getserious about leadership. She has developed pioneering and multiple award-winning programs aimed at changing mindsets, advancing skillsets, and sustainingdeliberate practices to achieve high performance.
Passionate about advancing female leaders, she is specifically sought out byFortune 500 companies for her expertise in gender diversity and programs thataccelerate female talent.
While having significant impact in the C-Suite, she is happiest when pushing up-and-coming leaders to break through organizational and self-imposed barriers toreach their potential. With real-world stories of her journey from SeniorConsultant to Senior Vice-President, people express the value of Tammy’s downto earth, practical style in creating an environment of trust in a room of strangers.
Tammy sits on the Women’s Leadership Advisory Committee for Women inCommunications and Technology. She is a graduate of the London School ofEconomics with a Master of Science degree in Personnel Management andIndustrial Relations, and holds an Honours Bachelor of Commerce degree fromthe University of Saskatchewan. She lives in Toronto with her daughter Ava andhusband Thomas.
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About Lee Hecht HarrisonLee Hecht Harrison helps companies simplify the complexity associated with transforming their leadership and workforce so they can accelerate results, with less risk. We do this by helping their employees navigate change, become better leaders, develop better careers, and transition into new jobs.
As the world’s leading integrated Talent Development and Transition company, we have the local expertise, global infrastructure, and industry leading technology required to simplify the complexity associated with executing critical talent and workforce initiatives, reducing brand and operational risk. Teams in more than 60 countries around the world leverage our proven programs and global experience to deliver tailored solutions to clients that align talent with the needs of their business.