program for your organization designing a women’s ... · designing a women’s development...
TRANSCRIPT
January 25, 2018
Webinar
Designing a women’s developmentprogram for your organization
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Speakers
Elizabeth BorgesSenior ManagerEverwiseWomen Program
Kelly SimmonsSolution ArchitectCenter for Creative Leadership
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The researchCompanies with diverse leadership teams and
inclusive cultures perform better
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More women, better performance
+53% +66%+42%
Source: Catalyst
Return on equity Return on invested capitalReturn on sales
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Men and women with female bosses report more job satisfaction
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©2018 Center for Creative Leadership. All rights reserved. 77
People with a female boss felt their organizations were more committed to their career development
©2018 Center for Creative Leadership. All rights reserved. 88
People with a female boss felt less burned out from their work
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The problemWomen continue to be underrepresented in senior leadership
positions across organizations of all sizes
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Women make up only 21% of SVP roles and 20% of C-Suite roles
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10%
Women in the workplace
Full time engineers
<15%
Executive roles in the technology sector
34%
Of women stay in engineering 15 years post degree
Bureau of Labor Statistics, Frehill, Lemonz & Parsinger
51%
All management professional and
related occupations
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©2018 Center for Creative Leadership. All rights reserved.
• Women get quantitatively less challenging assignments & qualitatively less challenging assignments than men
• Women have to work harder to get career promoting assignments
• Women get more glass cliff assignments
Yip & Wilson, 2010Fitzsimmons, Callan and Paulsen, 2014
Ryan & Haslam, 2005
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Career promoting assignments
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The solutionEverwise and CCL approaches
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Everwise helps organizations design, deliver, and measure their own L&D programs, including women’s development.
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CCL women’s leadership portfolio
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What you will learn
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Attrition and gaps in promotion
At the first critical step up to manager, women are 18 percent less likely to be promoted than their male peers.
In the tech industry, women quit at a rate 2x higher than men
41% for women 17% for men
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What companiesare doing
What companies should be doing
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Attributes to consider
Organizational culture
Leader level
Sector
Where the initiative is originating
Path to success
Move beyond the “one size fits all” model
Create and nurture relationships
Support and measure progress
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Skill developmentWomen’s leadership should focus on
different skills depending on leadership level
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Lead self Lead others Lead managers Lead the function
• Leader for management or leadership role
• Build a common leadership language
• Increase personal effectiveness and performance
• Establish credibility• Lead with purpose• Deliver results• Do whatever it takes
• Interpersonal savvy• Embrace flexibility• Tolerate ambiguity• Understanding one’s own
values and culture
• Transition to leading a team• Build relationships to get
work done• Deal effectively with conflict• Solve problems
• Coach and develop others• Lead team achievement• Build and maintain
relationships• Resolve conflicts
• Learn to delegate• Innovative problem solving• Embrace change• Adapt to cultural difference
• Integrate cross functional perspectives in decisions
• Handle complexity• Manage politics• Sell ideas to senior leaders• Select and lead managers
for high performance
• Think and act systemically• Manage organizational
complexity• Negotiate adeptly• Select and develop others
• Take risks• Implement change• Manage globally dispersed
teams• Build resiliency
• Set vision and build toward the future
• Balance between long and short term trade offs
• Align the organization for strategy implementation
• Be visionary • Drive results• Strategic thinking and acting• Create engagement
• Identify innovation opportunities for new businesses
• Work across boundaries • Lead globally
©2018 Center for Creative Leadership. All rights reserved.
• Employees are 2.6x more engaged when they are learning on the job 1
• 55% of employees do not regularly extract learning from their work 2
• The more time employees spend on challenging tasks, the higher their promotability ratings from bosses 3
• The top reported barrier to on-the-job learning is poor feedback from one’s manager 4
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Learning on the job
©2018 Center for Creative Leadership. All rights reserved.
Open Closed
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Bonding Brokering
Increases groupthink Increases group Innovation
Fails to adapt to new situations
Adapts to changing environments
Lack of job/career opportunities
Enjoys greater careermobility
Influence decreases Influence increases
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Open networks provide more opportunities for growth
Program value
Executive presence
Networking across all levels
Visibility to senior leaders
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Designing a program for lasting impact
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©2018 Center for Creative Leadership. All rights reserved. 27
70%Challenging assignments
10%Coursework &
training
20%Other people
Adverse situations
Personal experiences
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The basic five
Constructive bosses/supervisors
Horizontal move
Turnaround
Increase in scope
New initiative
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Programs geared towards women
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Program benefits
Structured reflection on identity
Practice new approaches
Network built to share the journey
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"I've participated in mostly gender neutral professional development workshops.
It was refreshing to get perspectives from other female leaders in a safe, trusting environment."
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Supporting women for success: key results
80% of participants were promoted within 1 year
Scaled the program 5x pilot size within 1 year
Built strong executive support for diversity initiatives
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Today’s takeaways
Support women to impact the bottom line
Build a healthy and inclusive culture
Tailor programs to account for different leadership positions
Acknowledge that women benefit from a dedicated support system
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Q&A
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