Since women are the scarcer resource, some would argue their input is more valuable
If a particular behaviour is not delivering a desired result, people usually change this behaviour. But sometimes people don’t make the change, so they continue to experience the same failing result repeatedly. Why do people act this way? Undoubtedly, human nature bears some responsibility.
But this pattern of “failed behaviour” plays a major role in the lack of advancement of women at many organizations.
Women have changed their behaviour a great deal to achieve what they seek. So why do we continue to believe women can run businesses only five per cent of the time, as seen in a 2015 United Nations report looking at the number of women in top roles at the biggest enterprises?
Not all men believe this and many men today are strong proponents of change. Yet, it is this failed behaviour on the part of the majority that leads to inferior corporate performance.
Women and men not the same
First, let’s go out to the cliff’s edge and talk about something we rarely discuss in the business world — women and men are different. As leaders, we should actively seek this difference by bringing women into management teams with men, because this diversity leads to better outcomes.
Here is how men used to think: “We need more Margaret Thatchers (former prime minister of the United Kingdom) if women are to lead our corporations. We need more women who act like men.”
However, we know today this isn’t true. Why hire a woman to act like a man when you already have lots of men in positions of management? What do you expect to change?
Today, we recognize the solution is not to change women — their innate difference from men, when combined with men’s personalities, will result in a better outcome almost every time.
One author who has done a significant amount of work in this area is Barbara Annis. In her book Gender Intelligence, co-written with Keith Merron, she notes:
“Fixing women perpetuates the belief that women’s contributions and styles are inferior to those of men. Not only do women feel disenfranchised and discouraged because of this blind spot, there continues to be a huge opportunity lost for many organizations given the fundamental shift in business over the past 40 years — the influx of women into the workforce and the growing influence of women in the marketplace.”
For Annis and Merron, there is no question women and men are different:
“At its core, gender intelligence is an appreciation for the natural differences between men and women that goes beyond the biological and cultural to include variations in brain structure and chemistry that influence thoughts and actions. Gender intelligence is the awareness that gender differences are first informed by nature, then influenced by family, and, on occasion, culture and environment.”
Some may find this tough to accept. How can men and women be so different but with skills that are equally important in a business setting? Since women are the scarcer resource, some would argue their input is even more valuable for businesses that use it.
We seek these differences when we create boards and management teams because we have seen this happen right in front of us when dealing with some of the most difficult management situations.
So, why have all companies not adopted gender diversity in their strategies? While it can be difficult for many, when did difficult ever stop anyone? To achieve the desired result, there are four lessons to be learned:
Know that “different” does not mean “unequal”: Many people collapse sameness with equality, which is inaccurate and hinders the effectiveness of this work. By understanding and acting on the knowledge that men and women are different and deserve equal opportunities, you will create astounding results.
Believe the goal is achievable and see a logical path to achieving it: You must decide whether the thing you are trying to achieve is a dream to be avoided or a genuine task that hard work can make into a reality.
Break down any preconceptions about what is possible and what freedom of action you have: Start with the possibility you have unfettered freedom of action and all the resources you need. Could you then succeed? If the answer is yes, then what is it about the current environment that is stopping you? Deal with that blockage.
Use every resource available and do not accept second best or limitations: Build strong teams, hire the best individuals, and guard yourself against a bias to inaction and a bias to yourself. In other words, accept that you cannot achieve the goal alone and you want the most you can get out of others who join you on the task.
The above approach led us directly to the observation that a successful leader must seek qualified candidates from the entire available universe of men and women. Teams that have a good balance of both perform to high standards, according to a 2014 Gallup study. And having all companies embrace the need for diversity in their management and governance is an achievable goal. But first they must accept it is something they want to achieve.
The advancement of women into management and boards is neither a mission to Mars (nearly impossible) nor a moonshot (high-cost with indeterminate benefits). In fact, it can be done with very little incremental cost, and the results are improved performance for your firm.
But it is not easy — the CEO and chair of the board must commit themselves publicly to this goal. There needs to be focus by the entire team on the goal. New management information systems must be produced and made public. Special groups may be needed to clean up the plumbing and break down barriers.
What if you are offered the project of the advancement of women in management at your firm? If you assembled the right team, got the resources you needed, had enough time and everyone worked very hard, you could accomplish your tasks and achieve the goals.
Richard Nesbitt is the co-author (along with Barbara Annis) of Results at the Top: Using Gender Intelligence to Create Breakthrough Growth. He was previously COO at CIBC and CEO of the Toronto Stock Exchange.
