Tag Archive for: International Women’s Day

International Women’s Day: It’s About Every Day

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group of business women - career-adviceOn International Women’s Day (IWD), The Glass Hammer takes the opportunity to set our focused mission to inspire, empower, and inform you in your professional career against the broader backdrop of achieving gender equality on a global basis.

As United Nations (UN) Secretary-General Ban Ki-moon states, “Let us devote solid funding, courageous advocacy and unbending political will to achieving gender equality around the world. There is no greater investment in our common future.”

Women…Just One Day?

Wait. Is having one day designated to over half of the planet’s population itself a barrier to ever achieving gender equality?

We asked Morra Aarons-Mele, blogger, former political consultant, and founder of Woman Online what she thought. “Whenever we focus our attention on a particular issue for a day, we run the risk of thinking and acting for one 24-hour period, patting ourselves on the back, and then putting the issue on the back burner for the rest of the year. The positive change I see is that an increasing number of individuals, governments, businesses, and organizations are considering and working towards gender equality every day. I like to think of IWD as a day where those actors can share their good work and where we can all put focused efforts toward advancing the cause.”

Stepping It Up

This year, with the theme “Planet 50-50 by 2030: Step it Up for Gender Equality”, the UN is focusing on accelerating progress towards sustainable development, which includes 17 Sustainable Development Goals. Many of the goals have heightened significance for women, with “quality education” as goal 4 and “gender equality”as goal 5.

The UN recognizes that sustainable development depends on gender equality. Turned another way, until global society achieves gender equality, including gender equality at key levels of decision making, society will perpetuate an unsustainable world.

On September 27th, 2015, 80 world leaders met in New York to kick-start changes to end discrimination against women, with each country being called to make commitments and pledges focusing on “increasing investment in gender equality, reaching parity for women at all levels of decision-making, eliminating discriminatory legislation, and addressing social norms that perpetuate discrimination and violence against women.”

In the spirit of HeForShe, anyone attending the International Women’s Day Forum in New York, co-hosted by the U.S. Chamber of Commerce Foundation and focusing on the business community, is granted a two-for-one registration when they bring a male colleague. It’s not just a women’s issue.

#PledgeforParity

An acceleration to gender equality is necessary, since the World Economic Forum’s most recent prediction indicates that the global gender gap won’t close until 2133, which was a big slowdown from their 2014 prediction of 2095.

The IWD #PledgeforParity campaign, whose partners include EY and Accenture among others, focuses on prompting individuals, both men and women, to “move from talk to purposeful action”in one of five areas: helping women and girls achieve their ambitions; challenging conscious and unconscious bias; calling for gender-balanced leadership; valuing women’s and men’s contribution equally; creating inclusive, flexible cultures.

Accenture is also holding their annual celebration, with live broadcasts around the world, which will focus on “Being Greater Than: It’s about going beyond boundaries and expectations. It’s about raising our voices and our sights to advance the women, the ideas and the goals that will drive the next generation of leaders.”

Walking the walk, Accenture’s annual event is substantiated by every day action with hiring goals and retention practices in place to create accountable change.

It’s About Every Day.

The biggest thing we can take from IWD is that gender equality is about every single day. It’s not only about the special initiative, or the big event, or the dedicated task force. These things only exist to redirect our attention and energies to the prevalent imbalances that current organizational operations too often stem from and collude with.

According to our CEO and resident organizational psychologist Nicki Gilmour, “Action is what is needed, because I’ve witnessed thattoo often companies stop at lip service.Even when they pay for consultation andsolutions, they often take none of the steps outlined; theypull none of the levers available to them to createequity in the system.Instead many firms throw a party on International Women’s Day and feel that the mission is somehow accomplished whilst talent processes and management practices remain untouched.”

IWD is about what happens every day.

As Aarons-Mele puts it, “IWD gives us all the chance to think about how we address rights and equality all other 364 days each year (or 365 days, this year). How can we move beyond thinking and acting on one day to make equality part of the bones of our organizations? How can we make operational and systemic changes so that we don’t have to take “extra” actions that improve the lives of women. How can we improve our systems to have advancing equality baked right in to our missions? We can all benefit from treating IWD as less a be-all, end-all day for women and more as a jumping off point to use each day of the year to advance women’s rights.”

With that, The Glass Hammer will keep talking about gender equality andacting to create real change today,tomorrow, and each day after that.

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International Women’s Day

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women smilingInternational Women’s Day known as IWD is on Tuesday 8th March this year and we have great coverage from our writers, our clients and our partners all month long.

The career tip of the week has a distinct hint of counting our blessings as we look at the broader scope of women everywhere. My advice today is to get out of the weeds and do some big picture perspective taking today. Never mind the nitty gritty at work, list the 3 regular tasks that you enjoy most at work currently. Now look ahead at what you want to achieve in the next 18 months. Are you on track to increase the number of things that you enjoy doing? If so, excellent! if not, time to think about what is your next move to improve your work life and while you are at it, take a look at the big picture also. What can you commit to doing to make your life overall better and more fulfilling?

Check theglasshammer.com all month for our International Women’s Day coverage and our usual selection of excellent profiles.

By Nicki Gilmour, Executive Coach and Organizational Psychologist

Contact nicki@theglasshammer.com if you would like to hire an executive coach to help you navigate the path to optimal personal success at work

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International Women’s Day Coverage: Professional Women in Nigeria

International Women’s Day is an opportunity for theglasshammer.com to look at the status of professional women in other parts of the world. Africa is a huge continent with varying business environments. South Africa gets the most attention followed by somewhat negative attention for Nigeria due to reported high levels of corruption.

Nigeria is Africa’s most populous country and largest economy is in the midst of an workplace equality revolution. How easy is it for Nigerian woman to climb the corporate ladder in modern day Nigeria?

Today, the participation of women in corporate managerial roles is being discussed at all levels of Nigerian society. Traditionally a Nigerian woman’s place was by her husband’s side but todays Nigeria is becoming a much different society. In the last decade women have held positions of leadership in the Nigerian Medical Association, Nigerian Bar Association and the Institute of Chartered Accountants. In government, the two important cabinet positions of finance and petroleum are also held by Nigerian women. These advances have stirred Nigerian public sentiment over the viability of women in positions of power. The minister of Nigerian finance, Diezani Alison-Madueke recently felt the need to state, “We are there not because we are women. We are there because of our competence as managers.”

The present reality and the future progress

Despite being well educated with the appropriate training and experience Nigeria is still facing a problem when it comes to getting women into top level positons in the corporate world. But the ambitions of young, professional Nigerian women seem to be rising to meet this challenge. In a 2008 survey conducted by Nigeria’s University of Ilorin, 52.5% of female Nigerian managers were 21 to 30 years of age while only 25% were between 31 to 40 and 15% were between 41 to 50 years old. This represents a massive boom in the early hiring of young female professionals into Nigeria’s managerial roles. The Chairperson and Chief Executive of Britannia U Group, an oil and gas conglomerate, Catherine Uju Ifejika said, “We are able to hold your homes together, and we are beginning to translate that into boardroom jobs, and then owning companies. In six years I have formed seven companies.”

Today’s recent rise in public discussion and government interest in the participation of women in the corporate world comes from newly published studies on the economic benefits of female participation. A big push to include women comes from the economic success of neighboring South Africa and its relative achievements in this area. Winihin Ayuli-Jemide, a Lagos-based entrepreneur and former lawyer said of South Africa’s women, “They dominate the low capital businesses, the ‘informal sector’ such as manufacturing knitwear, tie and dye and homemade food for sale in municipal markets.” She sees this as the key to South Africa’s success but wants Nigeria’s women to aim higher. She cites investment, particularly in oil and gas as Nigerian women’s most efficient way to gain economic and power equality.

International studies also seem to have had a large impact on Nigeria’s view of professional women. McKinsey and Company, a multinational management consulting firm, has since 2007 published a series of surveys and studies entitled Women Matter. The overall conclusion of these studies is that companies with a higher female representation at the executive level maintain a higher economic output than those with lower representation. Winihin Ayuli-Jemide welcomes the influence of these studies and cites the need for more African based research. She says, “In Africa we really don’t have information about gender issues, nothing on how we are doing in the economy.”

A lack of mentorship for rising women in the corporate world has also been blamed for Nigeria’s lack of women in senior positions. And women who attempt to learn are sometimes seen as more of a secretary and/or mistress then colleague. A respondent to a survey conducted by Petroleum-Gas University of Ploiesti who has over 12 years in the corporate banking, oil and gas sectors had this to say. “There was a stage in my career where I was discriminated against as a family woman, when I was given a mentor, he was too bossy and spoke to me sometimes as if I were his girlfriend. He wanted me to stay late evening at work and wanted me to also meet up with him in restaurants, canteens… I could not keep up with these demands and our relationship became tense…. I prefer to have female mentor…it is easier to compare notes and learn from one another’s effort.”

Many Nigerian Women also feel that they must sacrifice their familial lives for the careers in an effort to appear more “macho”. In a 2011 survey by the Petroleum-Gas University of Ploiesti, a respondent was quoted, “The corporate environment here in Nigeria is difficult and very Macho. As a woman you have to strive harder and do twice as well as the guys in order to be noticed or succeed. Women are always considered not fully committed, especially if married with children”.

But despite deeply entrenched gender roles, Nigerian society’s view of women as professionals seems to be changing. The same survey mentioned in this article by University of Ilorin in 2008 showed that 90% of respondents believed Nigerian women were capable as managers and can possess leadership traits which are similar to their male co-workers. This indicates an encouraging trend that will possibly change gender dynamics further and will take time to play out in real working environments over the next ten years.

By Ben Rozon

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Reckoning with Institutional Double Standards on International Women’s Day

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IWDBy Melissa J. Anderson (New York City)

What is it that keeps women from ascending to executive levels in business in numbers comparable to men? It’s not for lack of commitment or ambition. It’s not a matter of skill level or about being “tough enough.” It’s not even about negative perceptions on women’s ability to turn a profit.

What it is, is bias. It’s a culture created by men and women that offers men greater opportunities to succeed, while holding women to higher standards. And now, finally, the American public is actually coming to terms with the double-standards keeping women out of leadership roles. In fact, in a recent Pew survey, the majority of respondents acknowledged that women do, in fact, face a tougher road to the top, even today.

“Americans widely believe that men have a better shot at leadership positions in business and politics, even as majorities say that men and women make equally good leaders,” the Pew report states.

In the survey, majorities (including both women and men) agreed that there aren’t many women in executive leadership because companies simply aren’t ready to hire women leaders. It was also recognized that it is because women are held to higher standards than men. Yet, respondents also said women would do just as good a job as men.

The Pew study illuminates a point of view The Glass Hammer has supported for many years. That is: women are not the ones who need changing. The reason women are not advancing into senior leadership roles in greater numbers is because they are locked out by institutional, systemic biases that favor men over women implicitly.

Yet, this runs contrary to so much of the professional advice offered to women – to do more of this or less of that, to behave more in one way or another. Lean in, lean out, be nice, be tough, always wear heels, never let them see you cry. These pieces of advice may work for some women or they may not. Many women may find power or inspiration there, while others may find them empty promises. But they will not fix the problem that persists to this day, that the corporate world is set up to give the benefit of the doubt to men over women every time when it comes to promotion and advancement.

As of January, there were only 26 female Fortune 500 CEOs, according to Pew. And it’s taken 20 years to reach that puny five percent threshold. This year’s International Women’s Day theme is “Empowering Women, Empowering Humanity: Picture it!” At this rate, what will the picture of women in leadership be in another twenty years? Is ten percent good enough?

We, as a culture, can do vastly more for women and we should. It will take work by all of us, though, and real acknowledgment from powerful business leaders – both male and female – that double standards are keeping talented, driven women from succeeding. Change starts at the top but is lived by everyone.

Double Standards by the Numbers

Looking at Pew’s numbers, it’s clear that the majority of respondents – a sample of almost 3,000 US adults – agree that women face double standards in the workplace.

Two-thirds of respondents (67 percent) said the reason there aren’t many women running major corporations is that many businesses just “aren’t ready” for to hire women for top jobs. Two in five (43 percent) said this was a “major” reason there weren’t more women in executive positions while 24 percent cited it as a “minor” reason.

Almost the same share (65 percent) of respondents said that women have to “do more to prove themselves,” and the “major” and “minor breakdowns were almost identical.
In comparison, 58 percent of respondents said they believe women’s responsibilities to their families don’t leave much time for executive leadership, with a quarter (23 percent) designating this is a “major” factor that there aren’t more women running companies, while 35 percent cited it as a “minor” factor.

Respondents were also asked to compare whether men or women are more suited toward certain characteristics. A third (34 percent) said women were better at “working out compromises,” while only 9 percent said men were better at that task. Over half (55 percent) said there was no difference between the genders here. Similarly, 31 percent said women were better at being “honest and ethical,” while three percent said men were, and 64 percent said there was no difference between the genders. Three quarters of respondents said there was no difference between the genders when it came to “negotiating deals,” while 18 percent said men were better suited to this task then women, and seven percent said women were better suited to it.

Finally, a third (34%) said men were better at being willing to take risks than women, while five percent said women were better than men at taking risks, and 58 percent said there was no difference between men and women here.

Indeed, men’s propensity for risky behavior has been studied, lauded, condemned, and questioned in equal measure.
Perhaps its time for men, who make up the vast majority of senior business leaders, to take a risk and openly support the advancement of women, by using their influence to challenge unfair workplace institutions and gender biases.

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OP-ED: Why what your company does the other 364 days of the year beyond International Women’s Day is what matters

Nicki GilmourIn celebration of 2014’s International Women’s Day (IWD), and in keeping with the mission of The Glass Hammer to inform, inspire and empower you in your career, the many interesting, useful events that IWD creates will be covered extensively here throughout the month. Instead, today let’s talk about the elephant in the room; what is your company doing every other day to ensure that systemic biases are removed so that you thrive, not just survive?

Organizational culture, the often tacit and engrained ways that work gets done in your firm, is where the rubber meets the road for diversity, despite it often still being treated like the entrance checklist to Noah’s Ark. Observing the behaviors of leaders and managers will tell you a lot about your potential to get that corner office. Practically speaking, you can start to examine what actions get rewarded, what gets tolerated, what gets rewarded and who gets authorized to lead.

A good example of someone who fell foul to how things were being managed at their firm is Ina Drew and the London Whale scandal, which demonstrated that doing your job sometimes isn’t enough since silent endorsements of other people’s bad behavior, or even failure to act, can sink you. Ignore your people’s behavior at your peril is advice for a leader of either gender, but there is an added dynamic of having to prove yourself as a female leader.

Will we see change by 2020?

We all want to say yes. We all want to say we live in a post-bias world where meritocracy rules. In a recent survey by Accenture for International Women’s Day, 70 percent of the 4100 respondents globally said that the number of women CEOs will increase by 2020; with 15 percent believing the increase will be significant. Whilst admiring this optimism and hoping these results to be true, due to the absolute lack of growth over the past six years, this scenario is hard to envision. Data and history show the contrary, and I think there is a huge behavioral gap between what people think they want and consciously voice, and then what they unconsciously do.

Recently, I was involved in a career session where I presented research by a colleague of mine who extrapolated the “Think Manager, Think Male” research to include further dimensions around “Think Manager, Think Straight Male.” The respondents to the survey were aged 18-28 and were mostly females based in NYC. The results were surprising, with the survey revealing that respondents believed that straight men still had more leadership traits than straight and gay women. Interestingly, gay men were assigned attributes that least lined up with what they thought a successful manager looked like. Stereotyping is real. I am pretty sure if you had of asked these women if they wanted to be CEO, they would have said yes. Yet they are authorizing the other gender to do the job based on just that –their gender (and the intersection with their sexual orientation as straight).

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On International Women’s Day, Hard Questions: How Do You Define Career Success?

On International Women's DayToday marks International Women’s Day – and this year’s theme is “Pathway to Decent Work for Women.” After all, being seen as an equally capable economic performer is key to being seen as an equally valuable person.

It’s only appropriate that on Friday, in honor of IWD, Accenture released the results of a global study on attitudes toward work, surveying 3,400 business executives from medium to large organizations across 29 countries. The survey reveals some telling statistics about how people across the globe feel about women, work, success, and ambition.

What may be most surprising about the report is how similar the responses were between men and women. Apparently, securing satisfying, fairly compensated work is important to everyone!

But there were some notable differences between genders – mainly around the areas of career planning and development. Women are seeking their own brand of professional success and taking their own path to get there. The study revealed that fewer women than men (14% compared to 22%) are hoping to attain C-suite roles. Indeed, the freedom to define your own success is wonderful and freeing, but this begs a very difficult question: are women choosing a different definition of success because obstacles, glass ceilings or sticky floors perhaps, are obstructing the path to the corner office?

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