Gender Truths: What it takes to build a female leadership...

1©Lee Hecht Harrison 2016

Gender Truths: What it takes

to build a female leadership

pipeline

Tammy Heermann

SVP, Leadership Transformation


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


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


WHERE WE ARE TODAY

Advancing Women in Leadership


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.


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


The bright side

We are making movement…

And there is a whole new generation with different views from us!


Gender truths

http://www.google.ca/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwjjnJDokNjPAhVFMSYKHenkAtkQjRwIBw&url=http://www.shutterstock.com/video/clip-6518087-stock-footage-beautiful-shot-of-happy-family-pregnant-mother-father-and-little-daughter-at-sunset-silhouettes.html&psig=AFQjCNHgHPXGm9HpqRyrsQoGuYG_kvH8Pw&ust=1476460098217331

http://www.google.ca/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwjjnJDokNjPAhVFMSYKHenkAtkQjRwIBw&url=http://www.shutterstock.com/video/clip-6518087-stock-footage-beautiful-shot-of-happy-family-pregnant-mother-father-and-little-daughter-at-sunset-silhouettes.html&psig=AFQjCNHgHPXGm9HpqRyrsQoGuYG_kvH8Pw&ust=1476460098217331


We are more confused than ever what to do

Do we need a different approach?


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


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


SHIFT #1 Address a Mindset of Possibility


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


Discussion

What does the gender gap look like in your organization?

What are the real and perceived challenges?


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.


SHIFT #2 Tackle perception that women

are not strategic


360 surveys consistently show women lower on strategic acumen


Men are rated measurably higher on strategic

+ persuasive scales


The big strategic blockers

Avoiding RiskMulti-Tasking Over Strength

Keeping Tight Control

Drowning in Execution


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


‘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


SHIFT #3 Create a workplace that supports

the results you want


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


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)


Discussion

What is your organization doing to attract, retain, and advance females?


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


Thank You

Questions &

Answers


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.


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.

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