Setting the Stage

Why Are We Here?

If companies continue to advance women into leadership

at current rates…

Why Are We Here?

How long will it take to achieve global gender parity in the

workplace?79 years

Today’s Agenda

What When

Why This Matters (A Quick Review) 10 minutes

Why We’re Not There Yet: Roadblocks Faced by Women Leaders 10 minutes

Best Practices 10 minutes

Lessons from EverwiseWomen (Beta) 5 minutes

Q&A 5 minutes

D&I: Not Just A “Nice to Have”

SOURCE: Garr, S. (2013). Diversity & Inclusion: An Analysis of the Current Landscape. Bersin by Deloitte, Deloitte Consulting LLP.

5xMore likely to report that

they are agile

More likely to report they are

high performing

3.3x

Inclusive Organizations:

Measuring the Power of Gender Diversity

Conducted study of 50,000 global managers to understand the benefits of diversity to the companyFindings: • More gender balanced business units had

greater client retention rates and customer satisfaction

• Units with gender balanced management were:• 13% more likely to deliver consistent

organic growth• 23% more likely to show increase in gross

profit

SOURCE: Harvard Business Review, 2016. Why Gender Balance Can’t Wait, Michel Landel.

Innovating for Diverse Customers

8

Up to

158%

more likely to understand that end

userSOURCE: Center for Talent Innovation.

The Problem with “Pink It and Shrink It”

D&I as a Virtuous Cycle

So, What’s Stopping Us?

Not for lack of ambition

SOURCE: Bain & Company, 2015.

Aspire to reach top management

43%9%

Have confidence to reach top management

34%28%27%

Women Men

New Employees (< 2 years of work experience)

Key Challenges to Gender Equity in the Workplace1. Institutional and Individual Bias2. Lack of Relationship Capital3. Programs Don’t Go Far Enough

Bias• MIT Sloan School of Management Study:– One video pitch (identical script and slides)– Two voice overs (one male and one female)

• The outcome?

Male voice was 40% more likely

to receive funding

Different Forms of Bias• Likeability bias• Performance evaluation bias• Performance attribution bias• Maternal bias

SOURCE: Lean In & McKinsey “Women in the Workplace” 2016 Study.

Painfully AwareIs your gender inhibiting your success?

Entry Level Senior ManagerMid-Level Manager

23%

9%

31%

10%

40%

11%

SOURCE: Lean In & McKinsey “Women in the Workplace” 2016 Study.

Lack of Relationship CapitalMen are

46% more likely than women to have a

sponsor

Caucasians are

62% more likely than

POC employees to have a sponsor

In a study of 350 women entrepreneurs, most cited “lack of available advisers” as a chief challenge

SOURCE: Center for Talent Innovation.

Limited support of superiors

SOURCE: Bain & Company, 2015.

New Employees

64%9%

Experienced Employees

59%56%

44%

Women Men

The Importance of Role ModelsJournal of Experimental Social Psychology • Students were asked to give a speech arguing against

higher tuition fees• Posters in the back:

SOURCE: Bombari, D., Latu, I., Lammers, J., & Mast, M. S. (2013 May). Successful Female Leaders Empower Women’s Behavior in Leadership Tasks. Journal of Experimental Social Psychology, 49(3), 444-448

The Importance of Role ModelsJournal of Experimental Social Psychology • Students were asked to give a speech arguing against

higher tuition fees• Posters in the back:

SOURCE: Bombari, D., Latu, I., Lammers, J., & Mast, M. S. (2013 May). Successful Female Leaders Empower Women’s Behavior in Leadership Tasks. Journal of Experimental Social Psychology, 49(3), 444-448

The Importance of Role ModelsJournal of Experimental Social Psychology • Students were asked to give a speech arguing against

higher tuition fees• Posters in the back:

SOURCE: Bombari, D., Latu, I., Lammers, J., & Mast, M. S. (2013 May). Successful Female Leaders Empower Women’s Behavior in Leadership Tasks. Journal of Experimental Social Psychology, 49(3), 444-448

The Importance of Role ModelsJournal of Experimental Social Psychology • Students were asked to give a speech arguing against

higher tuition fees• Posters in the back:

SOURCE: Bombari, D., Latu, I., Lammers, J., & Mast, M. S. (2013 May). Successful Female Leaders Empower Women’s Behavior in Leadership Tasks. Journal of Experimental Social Psychology, 49(3), 444-448

No Poster

The Importance of Role ModelsJournal of Experimental Social Psychology • Students were asked to give a speech arguing against

higher tuition fees• Posters in the back:

Female students who gave their speech with Hillary Clinton or Angela Merkel on the wall…• …spoke for significantly longer than those that

didn't – an increase of 49% and 24%, respectively• …rated their own performance more positively

SOURCE: Bombari, D., Latu, I., Lammers, J., & Mast, M. S. (2013 May). Successful Female Leaders Empower Women’s Behavior in Leadership Tasks. Journal of Experimental Social Psychology, 49(3), 444-448

3 Reasons Programs Don’t Go Far Enough

1

2

“One and Done” Programs

3 Reasons Programs Don’t Go Far Enough

1

2

3

“One and Done” Programs

“One Size Fits All” Learning

No Relationship Building Support

3 Reasons Programs Don’t Go Far Enough

1

2

3

“One and Done” Programs

“One Size Fits All” Learning

No Relationship Building Support

Best Practices

Key Takeaways• Make the conversation about D&I

more inclusive

Two Forms of Diversity

Acquired Diversity

Inherent Diversity

SOURCE: Center for Talent Innovation.

Key Takeaways• Make the conversation about D&I more

inclusive • Incentivize leaders and managers to

take part

The Importance of ManagersManagerial support is one of the strongest predictors of success in a learning program.Key managerial behaviors that support learning transfer include:

• Help with goal-setting at the outset of a learning program

• Direct feedback on newly acquired skills and behavior

• Recognition, rewards, and encouragement as learning continues

• Identification of opportunities for further growth and development

SOURCES: Journal of Management, 2010. Int’l Journal of Training and Development, 2011.

Key Takeaways• Make the conversation about D&I more

inclusive • Incentivize leaders and managers to take

part• Orient learning around relationship

building

Expand our action

repertoire

Result in broadened thinking

Increase engagement

and playfulness

Allow us to absorb

knowledge more quickly

Make us more

resilient in the face of

failure

High Quality

Connections

What Peer Groups Provide• Support• Problem Solving• Network Amplification• Mirroring• Goal Attainment• Deeper Learning• Bonding

Key Takeaways• Make the conversation about D&I more

inclusive • Incentivize leaders and managers to take

part• Orient learning around relationship

building• Create (formal) pathways for

mentorship and sponsorship

Formal Programs

“Women with formal mentors were more likely to be promoted than

women with informal mentors by a ratio of 3:2“

-- 2011 Catalyst Study

Key Takeaways• Make the conversation about D&I more

inclusive • Incentivize leaders and managers to take

part• Orient learning around relationship

building• Create (formal) pathways for mentorship

and sponsorship• Put the individual at the center

EverwiseWomen Programming

Learner at the

Core

1:1 EXEC

MENTOR

PEER GROUP

ONLINE LEARNING

LIFELABS WORKSHOPS

PM SUPPORT

ONLINE COMMUNITY

ExM SUPPORT

EXEC FIRESIDE CHATS

Key Takeaways• Make the conversation about D&I more

inclusive • Incentivize leaders and managers to take

part• Orient learning around relationship

building• Create (formal) pathways for mentorship

and sponsorship• Put the individual at the center• Create opportunities for meaning

and purpose

Q&A

12-Month EverwiseWomen Experience

*6-months of formal match support; match starts based on participant preference and is encouraged to continue post-6 months

In-Person WorkshopFacilitated in

partnership with LifeLabs New York

Month 1 Month 12Month 6

Executive Fireside

Chat

1:1 Executive Mentor Match*

Peer Group Sessions

Access to Virtual Learning and Online Community

Experience Manager Support

Assessment & Progress Tracking

41

Full-Day Kick-Off &

WorkshopFacilitated in

partnership with LifeLabs New York

Virtual Kick-Off

Calls

In-Person Design

Thinking Session

Executive Fireside

Chat

EverwiseWomen Participants

*Representative of SF, Seattle, and NYC 2015-2016 programs

If you’re interested in enrolling your high-

potential women into EverwiseWomen, reach out

to heather@geteverwise.com

(mention this webinar and get a discount!)

“Empathy is the most radical

of human emotions.” – Gloria Steinem

“When I grow up I’m going to be a leader. Want to follow me?”