Diversity Equity Inclusion
Gender diversity in the digital era – an opportunity still a challenge
Despite a greater understanding of the positive effects of gender diversity in leadership positions, there is significant debate about how to resolve it
Despite the fact that half of the educated population is made up of women who outperform their male counterparts in academic excellence, once in the work place, the gender gap at senior levels still persists, in some countries contracting and in others expanding overall — still significant enough for governments, organizations and leaders to make it high on their agenda. But despite a greater understanding of the positive effects of gender diversity in leadership positions, there is significant debate about how to attempt to resolve it.
Gender diversity is not masculine or a feminine issue, it is an issue that affects us all, and as such, we should be nurturing from the earliest stages of our education journey, the opportunities that both men and women can access as they develop their professional lives.
The reality is that because we don’t often visualize the strength and benefits that diversity can bring to an organization, a community and our lives, we are not quite sure how to develop it at the different points of its required growth.
And while women are becoming more prominent in professions that were traditionally male dominated, such as the accounting or finance profession, because of the flexibility and objectivity that such professions offer to women, more needs to be done to ensure that it does not get interrupted and that the journey is for life or at least lived in its own terms.
As women progress through their careers, two key areas that will make them “lean on” and push the perceived glass ceiling are the ability to demonstrate equal standing of performance and professionalism than male counterparts (and this is most straightforward in professions that demand objective results) and can showcase talent despite flexible work schedules.
Organizations are also increasingly introducing initiatives not only to increase the number of women who stay or return to work after family commitments, but increasing clearer career paths so that working becomes an investment in a lifelong career journey that intertwines and reconciles personal commitments with professional aspirations.
And the benefits are not just for women and their families!
According to a McKinsey report, organizations in all sectors with a high percentage of women in their boards consistently and considerably outperform those with no female employees — 41 percent in terms of return on equity and 56 percent in terms of operating results. Thomson Reuters compared organizations’ performance and those with more than 30 percent women on their board performed better in times of economic volatility.
I see many talented women in business, but as the lift goes higher, the number of women on the lift diminishes, and yet there are enough senior positions for a woman to access.
The digital age, with its requirement to be committed to learn and adapt as we go, and with its invisible presence, may well be the greatest opportunity for women to finally step up convincingly without always having to reveal identity and insecurities. It provides for greater flexibility in both work practice but also the delivery of KPIs and projects.
In this age of disruption and digital transformation and change, women can demonstrate their resilience, adaptability and persuasive skills to succeed. Women should also show the creative and collaborative strength that we typically have, and that it is often missed.
I am a firm believer in the “Lean on” concept. Women need to demonstrate their confidence in their own abilities, creativity and their ability to work collaboratively by getting out there and demonstrating their capabilities in their own style, with their own unique footprint.
As the corporate world becomes increasingly flatter, women, who are well disposed to work in teams and prioritize the group’s success to their own, have to bring these as assets that would make them succeed in the turbulence of disruptive times.
While at the height of the disrupting wave, it feels there is so much more to accomplish; we have come a long way and have many inspiring examples of women leaders who can not only ride but lead this age of disruption.
Bibliography:
http://www.accaglobal.com/gb/en/technical-activities/technical-resources-search/2015/march/increasing-gender-diversity.html
http://www.accaglobal.com/uk/en/technical-activities/technical-resources-search/2014/august/exploring-diversity-in-business.html
https://express-abinternational-acca.content.pugpig.com/2017/02/09/17mar_uk_f_boardsandneds/pugpig_index.html
http://www.orfonline.org/research/gendering-g20-empowering-women-in-the-digital-age/
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