Women in Leadership - The Road Map

The relative inequity of women in senior leadership positions in most organisations is well documented. This has important implications, including the waste of talent it implies.

Many organisations’ lament the lack of female contenders for senior level positions; even when corporations have recruited men and women equally for decades the short lists presented for senior positions contain few women. Meanwhile, large numbers of women struggle to clear the hurdles to a senior appointment.

There are many theories about the reasons for these circumstances but despite the evident goodwill, practical ways to change them have not emerged.

The reason may be because solutions offered have not fully engaged both supply and demand. This is a market. On the demand side, companies seek suitable candidates. On the supply side, there are suitably qualified women.

Why aren’t women contributing as much to increase the supply of qualified candidates as their representation in junior and middle management would lead us to expect?

There are two possible explanations. Firstly, perceived or real gender inadequacies in women candidates and second, inadequacies in selection processes. For real traction both of these areas need to be tackled in tandem.

Praesta has identified a “Road Map” which can be taken to addresses these issues. This is based on research obtained through our facilitation the UK’s ground breaking FTSE100 Cross-Company Mentoring Program which sees FTSE100 Chairmen mentor women aspiring to top strategic positions.

The “Road Map” is a practical guide, to support both organisations and women in the quest to achieve greater female success to top appointments. For example, we identify 8 focus areas for aspiring women:

1. Deciding to Engage
Women need to consider and consciously take the decision about whether they want a senior leadership role. If so, it is about being overt with stakeholders and influencers. An important component of this is “getting to grips” with politics, not necessarily a comfortable space.

2. The Written Rules of Engagement
It is fundamental to understand the scope and structure of business. This includes developing commercial savvy and an understanding of business including elements such as governance and finance.

3. The Unwritten Rules of Engagement
Much work of leaders is not done inside the meeting room. Understanding and able to work the “shadow” organisation works, the social etiquette, the informal syndication and decision making dynamics is critical.

4. A Sense of Direction
This is about knowing the type of role, function and organisation where one wants to operate.

5. Cultivating Leadership Qualities
Focus areas include increasing the woman’s profile with influencers and decision makers. Key to success is cultivating the appropriate image and “presence”.

6. Setting Out Your Stall
Developing and enacting a personal “marketing plan” based on understanding of own strengths, interests and areas for contribution.

7. Mind the Gap
Understanding and leveraging strengths as well as an unfiltered view and active work to address development needs is fundamental. Coaching is an effective support.

8. Be Match Fit
Find or create opportunities to develop the skills. This may be inside or outside the immediate organisation or corporate arena.

Using this as a starting point I have just commenced a research project to capture and reflect the Australian and Asia experiences. I would value your reflections and input as key contributions to inform this research. If you would be interested in participating please email me.

If you would like any further information on this topic please contact us.