Deloitte lfw linked in ppt

Evaluation Report

Leadership for Women™ Program

Why Research in Women’s Leadership?• When women hold senior positions in business,

there is a direct correlation to higher returns, enhanced attraction & retention (Ernst & Young, 2010)

• Women = 50% of workforce in Canada, make up less than 33% of managerial roles, most at lower levels (Vinnicombe & Singh, 2003)

• Of the 4061 board member in 500 companies in Canada, 13% are female (Catalyst, 2007)

• Leadership has a “male gender orientation” among most cultures. (Meyer, 2006)

• What is effective for men, may not be most effective for women’s leadership development (Yoder, 2001)

Why the Research in Women’s Leadership?

Obstacles to Women’s Leadership

1. Gender Stereotypes2. Workplace culture3. Workplace policies

Erkut, 2001

1. Gender Stereotypes

Expectations arising from gender stereotypes result in “devaluation of their (women’s) performance, denial of credit to them for their success, or the penalization for being competent”

Heilman, 2001

“I don’t have a traditionally female way of

speaking...I’m quite assertive. If I didn’t speak

the way I do, I wouldn’t have been seen as a

leader. But my way of speaking may have

grated on people who were not used to hearing

it from a woman. It was the right way for a

leader to speak, but it wasn’t the right way for a

woman to speak. (Nov. 30, 2007).

1. Gender Stereotypes

• Women still battling credibility in non-traditional roles (Perrone, 2009)

• Women often left standing on “glass cliff” (Ryan & Haslam, 2005) – results in precarious leadership role & expectations

2. Workplace Culture

There is a knowing-doing gap:

Successful policy implementation hampered :– More words than deeds; lack of company “buy-in”, – Questions by others of perceived fairness of policy– lack of wide-spread understanding as to “why” such policy promoting

advancement of women is critical to organizational success

Kottle & Agars, 2001

3. Workplace Policies

• 73% of employed women had children less than age 16 (2006 Canadian Census)

• Bulk of child-rearing, domestic duties still carried out by women (Eagly & Carly, 2007)

• Women spend an additional 2 hours per day on non-paid activities; men spend an additional 2 hours per day on paid work activities (Lindsay, 2008)

Family Obstacles

Goal Setting• There are over 700,000 internet

links to “women leaders and goal setting”.

• These same words typed into

academic search engines produce a drastically reduced result.

• The Deloitte Research sought to make a meaningful contribution in this regard.

Women’s Leadership Development & Goal Setting

• Goal Setting and Personal

Perception of Self

• Confidence

• Relational Skills

• Leadership Actions

Results of the Leadership for Women™ Program

Development of Leadership Competencies:

• Ability to maintain a clear focus• Implementation of goal setting as daily

habit• Increase in self-reflection with respect to

personal & professional goals (critical to resilient leadership)



Goal Setting & Personal Perception of Self

• More than half the participants reported that the program impacted confidence levels to lead themselves and others



Confidence:

• Developed new strategies for communication

• More accurately assessed personal skills• Developed courage to move out of

comfort zones• Built trust in abilities of others – better

delegation



Relational Skills*

* All of these skills are emotional intelligence competencies

• High levels of motivation & energy in achieving goals (accountability)

• Positive impacts in terms of empowering, motivating and coaching others

• Realized changes in attitudes and actions with respect to work/life balance; ability to set personal and professional priorities.



Leadership Actions

• Writing Goals and Tracking Progress – critical to realizing success

• Action Plan – again, “key to success”• Support from others – powerful impact• Assigning Meaning – those who assigned high

levels of importance to goals were most successful in realizing

• Challenges – all participants able to identify and build strategies to overcome personal and organizational barriers.


Goal Setting Practices – the Keys to Success

• Time to self-reflect critical• Write goals down• Self-Belief, persistence, patience

required• Tracking and measuring success

imperative


Lessons Learned Through the Goal Setting

Process

• Working with women, hearing their perspectives, voicing opinions, learning from them, and seeing their growth very empowering

• Working with women in a group resulted in the formation of strong, authentic relationships

• Getting to know yourself and engaging in self-reflection led to heightened self awareness


RECOMMENDATIONS:

Program Successes:

• Being accountable (mentors, program facilitator, and one another) encouraged participants to do their homework and get results!

• Taking time to focus on goal setting practices in personal and professional settings was life changing.


RECOMMENDATIONS:

Program Successes:

• Offer the program more frequently and use former participants to promote it; they will be your best advocates.

• Make the program a little more affordable

• Offer the program in different locations so as to be more accessible to more women


Recommendations for the Future:

• Ensure mentors are able to meet once per month

• Use technology (delivery & daily planning)

• Enhance introduction to create clarity for participants

• Offer this program in high school


Recommendations for the Future:

For more information:

Contact: Kathy [email protected]

Deloitte lfw linked in ppt

Education

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