Mar. 10, 2017 "A letter to the woman promoted off the glass cliff": Today I found this article by Justin Weinhardt and Ana Maria Piedrahita in the Globe and Mail:
This column is part of Globe Careers’ Leadership Lab series, where executives and experts share their views and advice about leadership and management. Follow us at @Globe_Careers.
This week’s series of Leadership Labs is being published in conjunction with International Women’s Day.
Pop the champagne! It is time to celebrate. You have finally broken through the glass ceiling. You, a female in North America, have reached a position that few women hold – you were promoted to CEO. Why not pop two bottles? You really do deserve them. However, not for the reason you think. The second bottle is not to celebrate; the second bottle is a coping mechanism to deal with what lies ahead.
What happens after you make it to the top?
In the study Leading at the top: Understanding women’s challenges above the glass ceiling, Christy Glass and Alison Cook analyze the conditions under which women are promoted to top leadership positions and find that women are subject to greater disadvantages than men post-promotion.
What you can expect?
- A lack of support and respect for your authority to accomplish the company’s strategic goals
- Shorter tenure compared to your male peers
- Greater performance pressure and significantly more scrutiny than your male counterparts
It doesn’t sound like a lot of fun but you have the position, so what happens next?
Women in high-risk situations
“This job was risky… I had to rebuild an organization from scratch.”
– Female executive interviewed by Glass and Cook
What type of company are you inheriting when you step up as a CEO? Research shows that women and minorities are more likely to be promoted to CEO of companies that are struggling, in crisis or at risk of failure.
Glass and Cook found that 44 per cent of women were appointed to CEO when firms were doing well compared to 70 per cent of men appointed when firms were doing well. Women are often promoted in higher risk situations. Inevitably, these female CEOs have a harder time staying in their positions due to the higher hurdles the face once promoted.
What type of company are you inheriting when you step up as a CEO? Research shows that women and minorities are more likely to be promoted to CEO of companies that are struggling, in crisis or at risk of failure.
Glass and Cook found that 44 per cent of women were appointed to CEO when firms were doing well compared to 70 per cent of men appointed when firms were doing well. Women are often promoted in higher risk situations. Inevitably, these female CEOs have a harder time staying in their positions due to the higher hurdles the face once promoted.
“You don’t belong here”
“[Their attitude is] you don’t belong here–this job should be going to a male.”
– Female executive interviewed by Glass and Cook
Once you get your high-risk promotion, you will experience two significant challenges: a lack of support and available resources, and resistance to your authority from subordinates. The study found that one of the biggest reasons behind these challenges was that women promoted to CEO were not simultaneously promoted to Chairman of the Board, known as dual appointment.
Only 13 per cent of women started as CEO and Chair of the Board, whereas their male counterparts held this dual appointment 50 per cent of the time. Without holding the position of Chair of the Board, the CEO has less influence and power over the board of directors, which restricts their decision-making abilities and makes it difficult to execute strategies.
Once you get your high-risk promotion, you will experience two significant challenges: a lack of support and available resources, and resistance to your authority from subordinates. The study found that one of the biggest reasons behind these challenges was that women promoted to CEO were not simultaneously promoted to Chairman of the Board, known as dual appointment.
Only 13 per cent of women started as CEO and Chair of the Board, whereas their male counterparts held this dual appointment 50 per cent of the time. Without holding the position of Chair of the Board, the CEO has less influence and power over the board of directors, which restricts their decision-making abilities and makes it difficult to execute strategies.
Lacking a dual appointment is only one of the many results found in the study that prevents women in leadership positions to succeed. Another surprising result found that female CEOs and executives are often excluded from professional and social networks, restricting them from professional advancement.
Women are excluded from some social events and although there is not a lot of work being done – there is still plenty of business taking place. After-hour meetings build trust among employees, client relationships and strengthen the corporate culture.
Women are excluded from some social events and although there is not a lot of work being done – there is still plenty of business taking place. After-hour meetings build trust among employees, client relationships and strengthen the corporate culture.
Women are also excluded during meetings and discussions, where their perspective is necessary. A CEO described a strategy meeting where she was blatantly ignored and dismissed during considerations of the firm’s maternity leave policy.
Not only does exclusion from these important events and discussions inhibit female leaders’ performance, it inevitably makes them feel like outsiders.
Not only does exclusion from these important events and discussions inhibit female leaders’ performance, it inevitably makes them feel like outsiders.
Sticking it to the man
“There are many incompetent men. Women, to attain these top positions have really fine-tuned their skill sets.”
– Female executive interviewed by Glass and Cook
It is tempting to turn down the job. However, you are exactly what the sinking ship needs. Women are more likely to outperform male leaders on interpersonal skills and cooperation, and are more likely to exhibit characteristics associated with transformational leadership such as inspirational motivation, going beyond one’s own needs and a focus on high-quality relationships.
Most surprisingly, the study by Glass and Cook revealed, “in response to their minority status and to the negative visibility that being a woman entails, women develop strategies to become visible for the ‘right’ reasons.”
As one respondent put it, “You knew the risk was high but you knew the rewards were high too. You could go up in flames or you could get rewarded and do a great job.” Although a promotion or assignment was of high risk, women’s motivation to demonstrate themselves as leaders and be respected by their colleagues proved to outweigh that risk.
As one respondent put it, “You knew the risk was high but you knew the rewards were high too. You could go up in flames or you could get rewarded and do a great job.” Although a promotion or assignment was of high risk, women’s motivation to demonstrate themselves as leaders and be respected by their colleagues proved to outweigh that risk.
Clearly, women are still at a great disadvantage. Whether it is a smaller task or a big promotion off the glass cliff, these obstacles continue to exist for all women. Through these perils we should keep in mind what Rupi Kaur, Canadian feminist poet asks:
What’s the greatest lesson a woman should learn?
that since day one, she’s already had everything
that since day one, she’s already had everything
she needs within herself.
It’s the world that convinced her she did not
It’s the world that convinced her she did not
So, pick up the glass of champagne, take a drink and get to work. The road might be a little rockier and a little more painful than for your male CEO colleagues, but you can do it.
Justin Weinhardt, PhD, (@OrgPsychologist) is an assistant professor at the University of Calgary’s Haskayne School of Business (@haskayneschool). He is an expert in organizational behaviour, and has a particular interest in understanding how motivation and decision making change over time. Ana Maria Piedrahita is a business analytics and strategy consultant in Calgary.
http://www.theglobeandmail.com/report-on-business/careers/leadership-lab/a-letter-to-the-woman-promoted-off-the-glass-cliff/article34127460/
This article finishes with these paragraphs:
Clearly, women are still at a great disadvantage. Whether it is a smaller task or a big promotion off the glass cliff, these obstacles continue to exist for all women.
Through these perils we should keep in mind what Rupi Kaur, Canadian feminist poet asks:
What's the greatest lesson a woman should learn?
that since day one, she's already had everything
she needs within herself. It's the world that convinced her she did not
So, pick up the glass of champagne, take a drink and get to work.
The road might be a little rockier and a little more painful than for your male CEO colleagues, but you can do it.
None of it makes any sense. The reason the glass ceiling exists is because everyone continues to think it should. So, men and women, please eliminate it. Please choose to look at merit over genitals. Do everything you can do to make it possible for women to succeed. Don't turn to poetry. Turn to facts.
Don't struggle over the metrics presented in this article.
With so few women being promoted in the first place, the % of x,y,z as compared to men is skewed. ie. if 2 women are promoted, one to a successful org and one to a failing org, then 50% of all women are promoted to failing orgs.
The real news is that women are breaking through the glass ceiling and it's good news is if it's merit based.
The real thing is that it's not merit based and they are not breaking through the glass ceiling. They are not getting the chance because both men and women are holding them back. I think that it is interesting that you don't use your own name when you post.
DoeBouy
3 days ago
Something I've noticed, sadly, is that the old boys will give a woman a shot at the top spot.....when they're just looking for a scapegoat.
JPVancouver
3 days ago
Like Kim Campbell.
Mr. Potato Head
2 days ago
In reply to:
Something I've noticed, sadly, is that the old boys will give a woman a shot at the top spot.....when they're just looking for a scapegoat.
— DoeBouy
or a photo opportunity.....thinking of Trudeau's appointment of the very unqualified Maryam Monsef for the very difficult democratic reform file.
A. Shetsen
3 days ago
One way or another, the junk between someone's legs is the most important thing in the world. That's a terrible thing, but with age comes the realization that the oatmeal between the ears counts for practically nothing.
It's very sad.
2 Reactions
Vote4Me
3 days ago
From the study referenced .. "Our analysis reveals that women are more likely than men to be promoted to high risk leadership positions ..."
Hmm ... so why were they promoted.
"Organizations need to redefine differing gender-based expectations": Today I found this article by Caroline Riseboro in the Globe and Mail:
There are certain unwritten rules about perfection and performance that apply to women exclusively, rooted in society’s long-held beliefs about what it means to be female.
Not only are they harmful for women, they are harmful to society as a whole.
Business leaders, both male and female, have a responsibility to stand with women by changing those expectations – ultimately changing the story for everyone.
International Women’s Day presents a perfect moment in time to review perspectives on gender roles and what we each might be doing – even subconsciously – to perpetuate harmful gender norms that hold women back.
Consider what you can do to change the story. If women have the opportunity to fully participate and thrive in the global workforce, and men are able to identify and change how these entrenched norms affect them, then we will all succeed.
Consider what you can do to change the story. If women have the opportunity to fully participate and thrive in the global workforce, and men are able to identify and change how these entrenched norms affect them, then we will all succeed.
The first step is to simply acknowledge that these deep-seated gender norms heavily influence how we work together, thanks in part to cultural expectations about the roles and responsibilities that men and women should have.
Girls and women have long been socialized to believe that they should attain a kind of feminine perfection, a social pressure that continues to perpetuate a harmful cycle of gender inequality. We see the “perfect” woman in movies and magazines – looking fabulous while she balances a great job with a happy family, busy social life and a perfectly decorated (and always spotless) home.
No one can live up to that. The problem is we still feel we have to try.
Although acutely aware through my work at Plan International Canada, I am not immune to these pressures either; I must constantly remind myself of the need to personally balance an innate drive to be perfect and perform at top-notch levels. Simply put, a bit of imperfection is okay.
We know that these expectations differ for every woman depending on her unique social and economic challenges. But we also know that, according to Statistics Canada data, women spend an average of twice as much time on child care each week than men, and an average of 1.5 times as many hours on domestic work.
Even in homes where both partners equally contribute and share the load, a recent study finds that only men reap the workplace advantages. Women still face barriers to leadership positions and an average pay gap of 28 cents on every dollar, a differential that is even more exaggerated when you include other factors of disadvantage like race and disability.
One study found that women only applied for jobs when they felt they were 100 per cent qualified, while men went ahead and applied even when they were just 60 per cent qualified. Throughout my career, I have prompted the most capable women to take on leadership roles, but for some, it seems pressure to be “perfect” is holding them back.
We need to change what we expect of women – and of men – to rebalance the scale in order to unleash human potential in Canada and around the world.
As president and CEO of Plan International Canada, I am driven to redefine traditional gender roles both in the work we do abroad and the way we work at home. I want everyone to feel comfortable going against the grain to cultivate better ways of working together.
To successfully drive systemic change, leaders must encourage both men and women to look differently at traditional gender roles to create an environment where both men and women can focus on what is most important.
This means building a work environment that accommodates family life and empowers and rewards all employees that seek more balance between professional and personal commitments. In some cases, it requires calling out those that continue to perpetuate gendered expectations that harm our society as a whole. As a female leader, I have a responsibility to empower women to have realistic and fair expectations of themselves that are reflected by the society around them.
Even at Plan International, an organization that lives and breathes equality in every aspect of our work here and abroad, I sometimes find these deeply rooted gender norms creeping to the surface. For example, when faced with a difficult organizational decision recently, I found myself thinking about what the “perfect” solution would be, the one that would make everyone happy. I went with the unpopular decision that I knew would serve the best interest of the organization.
There are benefits to all of us of resetting the scale. Studies have shown that companies with more women on the board and in leadership positions financially outperform those with fewer, on average.
And when more women work, economies grow; an increase in female labour force participation results in faster economic growth. Furthermore, when women are economically successful and labour is shared more equally, incidents of gender-based violence decrease.
Not to mention that the presence of strong female role models dramatically influences the perceptions and aspirations of young girls around the world.
And when more women work, economies grow; an increase in female labour force participation results in faster economic growth. Furthermore, when women are economically successful and labour is shared more equally, incidents of gender-based violence decrease.
Not to mention that the presence of strong female role models dramatically influences the perceptions and aspirations of young girls around the world.
Caroline Riseboro is president and CEO of Plan International Canada.
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