I’ve been thinking a lot about how to support the multitude of movements going on right now, like #MeToo and Time’s Up. Women are underrepresented at executive levels in organizations around the world—and this has big implications for us, for business and the world around us. There is ample data out there demonstrating that teams and organizations with an equal or greater proportion of women at the senior levels perform better. If we don’t get this right in our own organizations, we’re limiting our talent from achieving what’s possible—and ultimately, lengthening the road to gender parity.
There isn’t a simple fix. This is a complex, multifaceted issue that is bigger than you and me. And yet, we
can take action and make a difference within our own areas of influence. I’m working to make sure that our organization has executive and organizational balance of men and women. In the last couple years, we’ve made remarkable progress—our executive team is nearly 50 percent female, and we went from 40 percent women in full-time positions to nearly to 60 percent.
But these indicators are not enough—we need to focus on actions and activities that will drive balanced outcomes. For example: We’ve differentially invested in the development of our women leaders here by offering internal training and learning opportunities in addition to supporting their attendance at conference and other learning events.
We’ve also continued to focus on expanding our point of view and have partnered with other organizations invested in advancing women. We’ve applied a lot of this thinking into trainings on inclusive leadership, bias, and harassment for our own talent. Also top of mind is finding the best talent for every position—looking inside and outside of the organization and ensuring that we have a gender balanced mix of talent to consider to make the best hiring decision.
What can I do?
All of this said, it’s incumbent upon each of us to think about how we show up for our teams each and every day. I’ve worked on developing greater awareness for how my own interactions—the way I’m communicating various issues—impacts my team. The way we communicate with one another is nearly as important as the decisions that we make.
Think about reframing your communications to be more inclusive by listening, inviting feedback, and acknowledging what you could do differently—in the moment and down the road. For example, in a recent strategic decision that we made, a few members of my team gave me feedback that it fell flat and unilateral—which allowed us to open up a dialogue and shift both of the actual outcomes, as well as the way we make decisions.
I’ve also come to realize that I have the unique privilege of working with leaders at dozens of organizations globally who are committed to advancing women into senior leadership positions. Participating in conversations and ideating with leaders who are tackling this very issue
every day is a great learning opportunity.
An interesting conversation with a client recently got me thinking about inclusion and what it means to lead from a place where we are truly listening to
all of our employees—becoming curious in ways that invite creativity, innovation and engagement. How can we make getting curious
the cool thing to do? How can we catch people doing
great things (instead of focusing on mistakes) and celebrate greatness in
every individual?
Take, for example, Maureen MacInnis, the CHRO of
Dentsply Sirona. Our team is partnering with her organization to create a more inclusive culture and build a pipeline of women in senior leadership positions. We were talking the other day about framing this effort as
Listen, Learn and Lead. It starts with
listening to the people around you,
learning from what they have to say, and
leading yourself, your team, and your organization differently—more
inclusively.
Using this framework, we’re also trying to tackle the bigger issue of how to make inclusion and advancing women
go viral inside of their organization. Said differently: How can we make
doing the right thing go viral?
When we make a conscious effort to lead inclusively, we incorporate diverse experiences, opinions and perspectives into our decision making. This is the starting point to achieving gender parity in leadership. Today, as we recognize International Women’s Day, I’m reminded of all of the remarkable women leaders in my life and the profound impact that they’ve had on me personally and professionally. I’m also reminded that we have a long way to go to reach gender equality.
I’m thankful that we’ve made this topic an organizational priority and I encourage you to do the same—regardless of where you sit in your organization. Think about what you can do personally, within your sphere of influence, that will make a difference. What would our world look like if we each took the time to
listen, learn and lead differently—starting today?
How will things be different with your leadership?
By Mark Hannum on March 5, 2018
http://blog.linkageinc.com/blog/mhannum-how-will-things-be-different-with-your-leadership/
Most leaders didn’t start out to become leaders; they started out trying to
make a difference in something. In my last blog, I explored how we can create greater impact by
maximizing our “podium.” Wait, isn’t leadership about getting the job done—and generating results? Yes, and
not just status quo results or more of the same. Not just results with a small
r, but
Results that happen because the performances of many people are amplified over time to create a cascade of change. Taking all of this into account, the real question in my mind is: “How will things be different with your leadership?”
Vision matters
Your
vision is foundational to making a difference. When you look around your organization right now, where does it need to go? Can you articulate a very clear change that needs to be made? Can you engage the right people to get behind it? Can you target a very clear innovation that needs to happen to make that change come to fruition? Can you organize a group of people to achieve that change?
Vision is key to leadership, and vision starts by understanding context, your organization, and yourself. It’s important to understand who you are. Why do you want a leadership role? What about you is going to create that cascade of people doing the right things to achieve something bigger than themselves?
Well, first of all, it isn’t going to happen overnight. In fact, I would argue that you need to go
slowly in order to go
fast. When you spend time putting the vision, the right resources, the change required for the vision, and the right organizational structure in place, you will ultimately go faster.
Why, you ask? Because leadership begins with self-awareness, self-knowledge, and self-efficacy. Do you understand enough about your internal vision to articulate what you want to have happen? What difference needs to be made to make things more positive? Can you clearly articulate that difference? Can you say it in a way that inspires others to think, “Hey, I want to achieve that too!”
Leadership is not about perks and rewards for oneself.
Leadership is about others.
One of my favorite stories of leadership is about a small-town automobile mechanic with three children. He saw a need for the town to build a playground. As he worked on customer’s cars, he talked to them, one by one, about his vision for a town playground. He asked for their help. He asked for their votes. He asked for their money. He got a pretty good segment of the community excited about a town playground. Together, that small army of people excited the rest of the town into building a first class playground for “their kids.”
Your purpose is your vision
The dictionary defines vision as “the power of anticipating that which will or may come to be.” Articulating a clear, simple, inclusive vision has to start with an understanding of what you want to contribute to your team, your function, your organization, your community, your world. And remember, it’s not about you.
It just starts with you!
