WHY WOMEN-ONLY PROGRAMS work
Executive summary
The business case for female representation in senior leadership is compelling(1) and, increasingly, organizations are
pledging public commitment to gender diversity. Yet, despite significant investment in diversity training, business is making
very little inroads in achieving gender diversity at leadership level. Metrics have barely shifted in the last 10 years, despite
$10 billion annually spent on diversity training worldwide. The ASX200 has only seen a 0.6% increase in female executives in
the last 10 years(2). Women simply aren’t reaching the highest levels in large enough numbers for business to unlock the
significant benefits of diversity. At the current rate of change, recent estimates propose that it will take until 2095 to reach
gender equality in the workplace(3). Current approaches to gender equality are failing women, and failing organizations
that want to succeed in a rapidly diversifying market(4).
Many organizations shy away from running women-only leadership programs, stating that they are politically problematic.
While we understand that women-only programs can necessitate difficult conversations within a business, we also know
that women-only leadership programs provide three times the return on investment than mixed gender programs, for five
reasons. Women-only programs:
o
Allow women to explore their leadership identity
o
Address the specific developmental needs of women
o
Provide the opportunity to work with outstanding female role models
o
Account for preferred learning styles(5) and
o
Challenge the unique barriers to advancement faced by women
In this white paper, we outline the evidence behind our assertion that organizations must invest in women’s leadership
development programs to achieve their diversity targets.
What is the problem?
The statistics illustrating the lack of women in senior positions are well known. Most CEOs accept that
there is a problem, and a surfeit of research expounds on the cause. Of particular interest is recent
research that sheds light on the different experiences of women and men.
Only 15.4% of CEOs
are women
McKinsey and Co. identified a leaking pipeline throughout the corporate
ladder(6). At each stage (entry level, middle management, senior
management, and the executive level), men are more likely than women
to advance, but this likelihood more than doubles at the very highest level.
Women are falling behind at every level, but particularly just outside the
gilded doors of the c-suite.
Women make up
46% of the
workforce, yet
only 27% of key
management
positions
Bain and Co. identified a “crisis of confidence” experienced by women in the workforce(7). Both genders enter the
workforce equally confident of reaching senior management. After just two years, this confidence remains stable for men,
but diminishes for women (see Figure 1 on page 2).
As a result, men are more likely to remain in the organization and rise in seniority. At the same time, many talented women
leave full-time work, or languish in the ‘marzipan layer’ of management just below the executive ‘icing’ on the top(8).
(1)
(2)
(3)
(4)
(5)
(6)
(7)
(8)
Workplace Gender Equality Agency (WGEA) (2013), The Business Case for Gender Equality
Workplace Gender Equality Agency (WGEA) (2013), The Business Case for Gender Equality
Brooke-Marciniak, Schreiber & Twaronite (2015), ‘Women. Fast Forward. The time for gender parity is now.’
Mercer (2014), When Women Thrive, Businesses Thrive.
Klenke (2011) Women in Leadership: Contextual Dynamics and Boundaries, p. 245
McKinsey & Co. (2013), ‘Gender diversity in top management: Moving corporate culture, moving boundaries’, p. 9.
Bain & Company, Inc. (2014), Everyday Moments of Truth: Frontline Managers are Key to Women’s Career Aspirations. (7) Spicer & Lee (2014), People, Work and Organizations, p. 265.
Spicer & Lee (2014), People, Work and Organizations, p. 265.
Figure 1: Male and female confidence levels at entry-level and after two years
The loss of female talent is hugely problematic for business. Moreover, it is clear that
traditional strategies are not working. These strategies are to the leaking pipeline what
the apocryphal Dutch boy’s finger was to the flooding dyke. We must strengthen the
entire pipeline. The definition of insanity is doing the same thing over and over while
expecting different results. If we want to see change, we have to be prepared to
change our approach.
25% of organizations do
not have any women in
key management
positions
Why is the problem worth solving?
The business case for gender equality has been thoroughly canvassed. However, it is worth reiterating that organizations with
greater representation of women in senior leadership:
o
Attract the best talent(9)
o
Reduce turnover (10)
o
Achieve better outcomes – organizations with at least 30% women in leadership roles are 12x more likely to be in
the top 20% for financial performance(11)
o
Improve access to target markets – it is estimated that women control or influence 72% of household spending in
Australia(12)
o
Minimise risks, both legal(13) and financial(14)
o
Enhance their industry reputation(15)
Why women only programs work
While there is no shortage of traditional leadership training programs, there is a clear case for exclusively female programs.
How do women-only leadership programs differ from mixed gender programs? Simply, they specifically target women in
the design and delivery stages(16). They take into account several key factors:
o
The socialization of women
o
Their developmental needs
o
Their experiences of leadership
o
Preferred learning styles (17)
o
Barriers to advancement
These differences form the key to why women-only programs achieve far greater return on investment for organizations,
(9) Women are increasingly more qualified than men – ABS data in WGEA (2013)
(10) Both women and men are more likely to remain in an organization where there is a proactive gender equality environment – Australian Human Resources Institute (AHRI) data in WGEA (2013).
(11) Development Dimensions International (DDI), ‘Ready now leaders: Cultivating women in leadership to meet tomorrow’s business challenges’
(12) Deloitte (2011), The Gender Dividend: Making the Business Case for Investing in Women.
(13) Sojo & Wood (2012), Women’s fit, functioning and growth at work: Indicators and predictors.
(14) Wilson & Altanlar (2009),‘Director Characteristics, Gender Balance and Insolvency Risk: An Empirical Study’
(15) Charlesworth, Hall & Probert (2005), Drivers and Contexts of Equal Employment Opportunity and Diversity Action in Australian Organizations
(16) Klenke (2011)
(17) Klenke (2011), p. 245
1. Women-only programs enable women to clarify their ambitions, explore their potential and
re-envision themselves as leaders in their sphere
Men are socialized from childhood to aspire to leadership, more so than women(18). Some researchers have suggested that
the journey to leadership is essentially a process of identity shift(19). In other words, people become leaders by first seeing
themselves as leaders. We need programs that allow women to explore their identities and leadership goals – to first visualize
themselves in a leadership position in order to strive for it. The supportive, encouraging environment of women only
leadership training provides an ideal setting for this identity work(20).
2. A female only learning space allows women space to speak and share ideas without
interruption or silencing
In a recent leadership study by KPMG, 67% of women reported needing more support building confidence to feel like
leaders(21). Initiatives focused specifically on developing confidence with a strengths-based approach allow women to
leverage their considerable leadership abilities (we note that a recent Harvard study showed that women were rated more
highly than men in 12 of 16 leadership measures).(22)
The response to female contributions in the workplace also affects confidence. A 2004 Harvard study confirmed something
that women had long suspected: in a mixed sex environment, men speak far more frequently, and for longer, than
women(23). Women are also three times more likely to be interrupted when speaking than men(24). If women are routinely
prevented from showing their full potential when speaking, then their chances of reaching the executive suite are
significantly reduced.
3. Women’s programs provide the opportunity to work with other outstanding women, paving
the way for female advancement
In research conducted by McKinsey & Co., 67% of professional women reported learning the most important lessons about
leadership from other women(25). Furthermore, 82% believe having access to female leaders, particularly through
networking, will help them advance, while some 86% of women report that the more women in leadership they see, the
more encouraged they are to strive for higher positions. Interacting with other high achieving women has a motivational
effect. Moreover, we note what our clients now refer to as the ‘ripple effect’ of our women-only leadership programs. When
women come together and learn in a safe environment, they then - without prompting - extend the hand of support down
to other women in their organization.
4. Female-only development programs support the learning preferences of women to
maximize results
Well-documented gender differences in learning preferences are significant for leadership training(26). While individual
differences do of course exist, by and large women have different learning preferences to men(27). Women’s development
programs recognize and support these preferences to provide maximum learning: there is a large body of research
demonstrating the benefits of an all-women learning environment(28).
This environment:
o
Boosts self esteem, achievement, and ambition
o
Enhances collaboration
o
Facilitates open and honest communication, and
o
Enables women to recognise their strengths
While alumnae from women-only
colleges are a small proportion of total
female graduates, they are a much
larger proportion of women on
Fortune500 boards, and lists of
outstanding women in business.
(18) Veihmeyer & Doughtie (2015 ), Women’s Leadership Study: Moving Women Forward into Leadership Roles
(19) Ibarra, Ely & Kolb (2013), Women Rising
(20) Vinnicombe, Moore & Anderson (2013)
(21) Veihmeyer & Doughtie (2015)
(22) Zenger & Folkman (2012), ‘Are women better leaders than men?’
(23) The Harvard Crimson: http://www.thecrimson.com/article/2013/5/8/law-school-gender-classroom/
(24) Hancock & Rubin (2014), ‘Influence of communication partner’s gender on language’, Journal of Language and Social Psychology.
(25) Veihmeyer & Doughtie (2015)
(26) Vinnicombe (1987) ‘What Exactly are the Differences in Male and Female Working Styles?’; Honigsfeld & Dunn (2003), ‘High school male and female learning-style similarities and differences in diverse nations’
(27) Wehrwein, Lujan & DiCarlo (2007), ‘Gender differences in learning style preferences among undergraduate physiology students’
(28) Wisner (2013) "Why women's colleges?: Reassessing the benefits of single-sex higher education for women”
5. Women-only programs specifically address the unique challenges women face, allowing
them to overcome these barriers to leadership (29)
Women face unique barriers to advancement(30). A (by no means exhaustive) summary is as follows:
o
The double bind (recent research reported in the Harvard Business Review shows that confident women must also
be perceived as warm to be seen as effective)(31)
o
The perception that ‘good leadership’ is based on traditionally masculine qualities including competitiveness,
short-term decision-making and hierarchy.
o
Experiences of backlash: women who violate gender norms tend to be perceived negatively
o
Disproportionate responsibility for caregiving combined with a lack of flexible work arrangements in some
organizations
o
Reduced access to sponsors in comparison to men
Hold on … all women, you say?
At Inkling Women we encounter several typical responses when we tell people that, in addition to running inclusive
leadership programs with both women and men, we also run women-only leadership programs:
1.
All-women environments are not representative of the ‘real world’.
2.
By providing single sex training programs, we are perpetuating the myth that women need ‘fixing’
3.
Single sex programs stigmatize women. They paint women as ‘other’, leaving them open to snide remarks at work and
sometimes triggering a chorus from male colleagues of “What about me? I want development too”.
Our responses are as follows:
1.
True, we do not live or work in single-sex environments (with a few exceptions). But leadership training is just one part of
our experience of the working world. Bringing women together provides the opportunity to discuss and work towards
overcoming the unique barriers that women face in the workplace, and to do so in a way that reflects the preferred
learning style of the group. For these reasons, women reap significant benefits from an all-women environment in
leadership training.
2.
Clearly women do not need fixing (again, we refer to the Harvard study showing that in 12 of 16 measures, women
make better leaders than men)(32). Research by John Gerzema also shows that good leaders possess what are
traditionally viewed as feminine characteristics(33). Rather, it’s about overcoming barriers to advancement uniquely
experienced by women. To deny that these barriers exist is to deny women the opportunity to break through them.
3.
There is no getting around the fact that, in many organizations, senior female leaders are “other”, in that there is a
distinct lack of gender equality at the most senior levels. Any women-only program must be launched with
communication to the broader organization about the benefits and necessity of the program. We also find that the
inclusion of quantitative and, where possible, qualitative data showing the clear inequality for women tends to quell
chatter.
Final words
The role of management: In their annual Women Matter reports, McKinsey & Co. (34) have shown that gender diversity is
best supported by two factors: women’s development programs and commitment from leaders. We have covered the
program component; we need to stress the importance of consistent, vocal support from management.
The ‘ripple effect’: One of the key ways to ensure organizational change is to invest in programs with broader
outcomes than simple individual development. Women’s programs instigate change at both the individual and the
organizational level. We work with participants’ leaders and the executive team to ensure there is a commitment to,
and skills in, creating a diverse and inclusive environment. Moreover, without placing undue responsibility on our female
participants, we give them the skills to be role models and agents of change within their organization, creating a
significant ripple effect throughout the business.
(29) Hopkins, O’Neil, Passarelli & Bilimoria (2008); Vinnicombe & Singh (2003)
(30) Barsh & Lee (2012), Unlocking the full potential of women at work
(31) Mayo (2016) ‘To seem confident, women have to be seen as warm’
(32) Zenger & Folkman (2012), ‘Are women better leaders than men?’
(33) Gerzema, (2013) ‘The Athena Doctrine: How Women (and the Men Who Think Like Them) Will Rule the Future”
(34) McKinsey & Co. (2013), ‘Gender diversity in top management: Moving corporate culture, moving boundaries’ REFERENCES:
Bain & Company, Inc. (2014), Everyday Moments of Truth: Frontline Managers are Key to Women’s Career Aspirations.
Barsh, J. & Yee, L. (2012), Unlocking the Full Potential of Women at Work, McKinsey & Company.
Brooke-Marciniak, Schreiber & Twaronite (2015), ‘Women. Fast Forward. The time for gender parity is now.’ EY
Charlesworth, S, Hall, P & Probert, B (2005), Drivers and Contexts of Equal Employment Opportunity and Diversity Action in Australian
Organizations, RMIT Publishing, Melbourne.
Deloitte (2011), The Gender Dividend: Making the Business Case for Investing in Women.
Development Dimensions International (DDI), ‘Ready now leaders: Cultivating women in leadership to meet tomorrow’s business
challenges, Global Leadership Forecast 2014 – 2015.
Gerzema, J (2013) The Athena Doctrine: How Women (and the Men Who Think Like Them) Will Rule the Future.
Hancock & Rubin (2014), ‘Influence of communication partner’s gender on language’, Journal of Language and Social Psychology.
The Harvard Crimson: http://www.thecrimson.com/article/2013/5/8/law-school-gender-classroom/
Honigsfeld, A. & Dunn, R. (2003), ‘High school male and female learning-style similarities and differences in diverse nations’, The Journal of
Educational Research, 96(4), 195-206.
Hopkins, M. M., O’Neil, D. A., Passarelli, A. & Bilimoria, D. (2008). Women’s leadership development: Strategic practices for women and
organizations. Consulting Psychology Journal, Vol. 60(4), 348-365.
Ibarra, H., Ely, R. J. & Kolb, D. M. (2013). Women rising: The unseen barriers. Harvard Business Review, September 2013.
Klenke, Karin (2011) Women in Leadership: Contextual Dynamics and Boundaries, Emerald Group Publishing Ltd, Bingley: UK.
McKinsey & Co. (2013), ‘Gender diversity in top management: Moving corporate culture, moving boundaries’, Women Matter.
Mayo, M (2016), ‘To seem confident, women have to be seen as warm’, Harvard Business Review.
Sojo, V. & Wood, R. (2012), Women’s fit, functioning and growth at work: Indicators and predictors, Centre for Ethical Leadership.
Spicer, D. & Lee, H. (2014), People, Work and Organizations, Bradford University School of Management.
Veihmeyer, J. & Doughtie, L. (2015 ), Women’s Leadership Study: Moving Women Forward into Leadership Roles, KPMG.
Vinnicombe, S. (1987) ‘What Exactly are the Differences in Male and Female Working Styles?’, Women in Management Review, 3(1), 13–21
Vinnicombe, S., Moore, L. L. & Anderson, D. (2013), ‘Women’s leadership programs are still important’, Handbook of Research on
Promoting Women’s Careers, Edward Elgar Publishers: Cheltenham, UK.
Vinnicombe, S. & Singh, V. (2003). Women-only management training: An essential part of women’s leadership development. Journal of
Change Management, Vol. 3(4), 294-306.
Wehrwein, Lujan & DiCarlo (2007), ‘Gender differences in learning style preferences among undergraduate physiology students’,
Advances in Physiology Education.
Wilson, N. & Altanlar, A. (2009),‘Director Characteristics, Gender Balance and Insolvency Risk: An Empirical Study’, Social Science Research
Network.
Wisner, T., "Why women's colleges?: Reassessing the benefits of single-sex higher education for women" (2013). Wellesley College, Honors
Thesis Collection, paper 106.
Workplace Gender Equality Agency (WGEA) (2013), The Business Case for Gender Equality, www.wgea.gov.au.
Zenger, J. & Folkman, J. (2012), ‘Are women better leaders than men?’, Harvard Business Review.
Why work with Inkling Women?
There is one very simple reason for partnering with us: We
achieve unparalleled results for organizations and the
women who work in them.
Inkling Women helps organizations to rapidly lift the
percentage of female leaders by inspiring them to step
up, speak up and lead. We also work with people
leaders to give them the motivation and skills to create
diverse and inclusive teams.
We have achieved unparalleled results for clients like
Nissan, AGL, General Mills, PayPal, and Australia Post:
•
50% of women who work with us receive a promotion
within 6 months
•
99% of women who undertake our programs rate
their confidence and ability to contribute back to
their organization as significantly lifted as a direct
result of working with us
•
100% of leaders who work with us have taken direct
action to create diverse and inclusive teams in their
organization
Connect with us at:
•
[email protected]
•
(AUS) + 61 (0)408 507 355
•
(USA) + 1 (650) 753 5723 Further information about Inkling Women’s programs,
team, and testimonials can be found on our website
www.inklingwomen.com
About the Authors
Dr Gemma Munro, PhD Psych
Award-winning business leader, Dr Gemma Munro, is the founder and CEO of Inkling Women. She has worked with hundreds of executive teams to reduce the
gender gap in their organisations, and has inspired tens of thousands of women to step up, speak up and lead.
Gemma is a sought-after speaker on diversity and inclusion. With a PhD in performance psychology and a background in management consulting, she is expert in
helping organisations to understand and break through gender diversity barriers to create cultures in which both men and women can thrive.
Outside of work Gemma is a trained classical singer. She has sung in Westminster Abbey, St Martin-in-the-Fields and to 60,000 screaming fans as a backing singer for
the Rolling Stones.
Rosie Parkhurst, provisional psychologist and Master of Psychology (Organisational and Human Factors) candidate
Rosie recently completed her professional placement under the supervision of Sophie Hampel, Inkling Women’s Head of Programs. Possessing a master’s degree in
international relations, as well as a postgraduate qualification in history, Rosie uses her passion for international affairs both past and present to inform her research
and practice in a transnational business world.
In her leisure time, Rosie loves to travel, both literally, and figuratively (through books). Rosie is currently involved in a gender equity project in the public sector and
is nearing the completion of her degree.