The PeopleAlchemist Edit: change & transformation, business & lifestyle experimentation for TheWomanAlchemist
In my previous article, “Where are we now with gender equality and women on boards?” I’ve talked about how the prediction of the Global Gender Gap Report 2020 states it will take another 100 years to achieve gender equality based on current progress. With Covid-19, the gender equality topics slipped further down the list of priorities in governmental agendas, disadvantaging women even more.
Companies have focused mainly on increasing women on boards. We have indeed seen some positive developments with an increase in percentages across all regions. I don’t believe, however, that Gender Equality performance should be measured solely on the percentage of women on boards. But by looking at the broader spectrum of positions at the leadership and management level. And we can achieve this with a more comprehensive approach.
“Leadership is not defined by the exercise of power but by the capacity to increase that sense of power among those led. The most essential work of the leader is to create more leaders” – Mary Parker Follett
Representation of women on boards has improved over the years in both developed and emerging markets. However, it is still below the women’s rate in the total workforce. In fact, the percentage of women in the entire workforce averages around 35% globally over the past five years. Having board quotas, legislative or otherwise, has pushed companies to take action on gender board representation and women’s representation within leadership positions.
the unfinished business of the 21st century
But, as we move up the corporate ladder, the proportion decreases significantly. This is because limited attention has been paid to women in executive positions. And for this to happen, companies will have to adopt targeted strategies to build a more solid bridge between junior and senior management roles.
More women in leadership positions contribute to the overall talent pool. It also ensures that the women appointed have the experience, skills and legitimacy required. Furthermore having more women in executives positions will make it easier for companies to appoint women directors with a good skill set. And in turn, increase these directors’ influence on the overall decision-making process. So potentially improving the trickle-down effects on other women in the workforce.
And this requires concerted effort, not quotas. The unfinished business indeed …
Here are some previous articles I wrote on the subject:
And, if you like, you can get my book “STOP IT! It is all in your head” or the “THINK, LOOK & ACT THE PART” working-book series.
As I said, I could go on and on about this subject …