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The lack of women in top management is a missed opportunity Promoting women in leadership positions is not a moral or social issue. There are good business reasons for managing diversity as an organizational strategy. Research done as part of the ongoing gender diversity discussion shows that diverse teams are more creative and likely to perform better. A landmark study commissioned by the Catalyst Foundation in the US found a strong correlation between the numbers of women in all management layers and companies' financial performance. The greater the percentage of women in higher management, the better the bottom line and total return to shareholder. A recent McKinsey study has confirmed that this is also the case for European corporations. In spite of many years of discussions, action programs, award dinners and media attention, efforts to promote gender diversity do not seem to be having much effect. In most of Europe, the number of women in top management positions in business is relatively low and in Holland has actually decreased over the past three years.
Where are the women? An often heard complaint from top managers is that there are no capable ambitious women. This is strictly speaking not true: many women are excellent leaders and team players and have the same ambitions as their male counterparts. This mismatch between perceptions and facts is caused partly because it is more difficult to find the women with relevant background and experience. Also, the number of qualified women is significantly smaller than the number of men with management talent and aspirations. In addition, women's career paths often take different turns than those of their male colleagues and women with ability and experience are therefore not always part of the normal (male) networks. These women are harder - but not impossible - to find.
Changing minds and hearts? The complexity of implementing true gender diversity including the underlying change in mentality that has to occur (with both men and women!) has daunted CEOs and HR Directors in spite of the strong business case. Continuous top management attention is a requirement for success of most programs promoting diversity. It is a long term effort in a world demanding short term results. In Norway the remedy has been to implement a law requiring all publicly traded companies to instate 40% women as members on company Boards. Although there are many doubts about this affirmative action approach - even among the Norwegians themselves- the results will be followed with great interest.
Quality is of the essence Woman Capital believes in a simple and pragmatic approach: appoint more women to positions in management at every level. This does not preclude hiring the most qualified people. A pre-condition for success is the selection of talented women with the potential and will to excel and to lead.
Six Thousand women in our data base Woman Capital is an executive search firm for women, established by two experienced women executives and entrepreneurs. We have gathered a data base of more than six thousand women, all of whom have years of professional experience and proven management skills. Woman Capital is convinced that the number of women in management will increase significantly if a greater number of women candidates are considered for each vacant function. This will considerably increase the possibility that a woman will be chosen. Appointing qualified women to top management positions will have a huge positive effect on every organisation.
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A second summons to Wouter Bos, the Dutch Secretary
of the Treasury NOW is the time for women in de boardroom We know that women contribute to a balanced view in
boardrooms and that women have a positive influence on the culture
and proceedings in top management teams. Extensive research and
our own experience have proved this to be true
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A call on Wouter Bos, the Dutch Secretary of the Treasury Give the new financial sector the best possible start Mistakes made in the past are no guarantee for a better
future. Quite to the contrary; we seem to have the ability to make
the same mistakes over and over. A reform of the financial system
that is now glaringly necessary should therefore be carried out
by the best teams of managers and leaders.. |
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