Alison Farmer’s Post

It’s a statistic that we already know but more research has confirmed that having women in senior leadership roles does deliver better results for organisations A report published by the Universities of Leicester and Glasgow suggests that companies with more than 30% female executives are more likely to outperform organisations with a lower gender balance. In their “Women in the Workplace” report, McKinsey has also recently highlighted that companies are 25% more likely to be more profitable if they have greater diversity in their executive teams. Three quarters of young women now aspire to senior leadership positions, and with outcomes such as greater profitability, equality and performance surely this is a no brainer for every organisation. And it starts with supporting the women already in the workforce, who are quitting in droves, just as much as ensuring a strong pipeline of talented women from all backgrounds. It is clear that companies with more women in senior leadership roles have a distinct competitive advantage so why are organisations not doing more to stop women leaving the workforce, or hiring more talented women to senior positions? . #WomenInLeadership #GenderDiversity #BusinessPerformance https://lnkd.in/ecSh7_qz

Why do we need more women in leadership and board roles? The National Bank of Ethiopia has issued a directive requiring corporate boards to include at least two women to improve diversity. Research indicates that companies with more women in senior leadership positions are more profitable, socially responsible, and provide safer, higher-quality customer experiences. We should have more women in leadership roles not just for gender diversity but because it's critical for business success and sustainability. An article by Harvard Business Review explains why having more female executives is linked to better business outcomes and the specific mechanisms that drive these positive changes. https://lnkd.in/dqsiN9Uh

Embracing Gender Diversity in Leadership: A Pathway to Enhanced Performance As we stand at the precipice of significant change in corporate governance and leadership dynamics, the message is clear: "Women are here – and they are ready to lead." The imperative for more balanced gender representation in leadership roles has never been more critical, not just for ethical reasons but for the tangible value it brings to organizations. With increasing diversity and inclusion regulations globally, companies are encouraged, if not mandated, to embark on this transformative journey. The dichotomy between career advancement and personal life decisions often disproportionately impacts women, compelling them to make tough choices that can hinder their professional growth. Whether deciding between family life and promotion or navigating the challenges of being a primary carer while aspiring for leadership roles, women face unique hurdles. These challenges underscore the need for organizations to adopt more inclusive practices that support women throughout their careers. The evidence is compelling: diverse boards foster a positive culture and significantly enhance financial performance. Countries like Iceland, Norway, Finland, and Sweden, leading in the global gender gap index, exemplify the benefits of gender-balanced leadership. It's time for companies to take proactive steps to include, nurture, and retain female talent in leadership pipelines. This includes addressing the 'Career or Carer Zero Sum Game,' challenging traditional norms, and ensuring transparent recruitment processes prioritizing skills and diversity. Moreover, with the impending EU Women on Boards legislation mandating 40% female representation by July 2026, the urgency for action has never been more pronounced. With its blend of cultural expectations and regulatory mandates, the Nordic model offers valuable insights into creating more inclusive and diverse leadership structures. As we move forward, companies must recognize the intrinsic value of gender diversity in leadership roles. By embracing and implementing strategies to support and elevate women in leadership, organizations can unlock untapped potential, drive innovation, and enhance performance. Let's commit to this change as a compliance requirement and a strategic imperative for sustainable growth and success. Thank you, IMD, for sharing this article. #Leadership #GenderDiversity #Inclusion #CorporateGovernance #WomenInLeadership #Boardofdirectors London Intercultural Center (LIC) London Intercultural Academy | LIA Dr. Hala ElMiniawi Hadi B.

Dismantling the structural biases and organizational barriers that impede women's growth remains vital. This Forbes article showcases an interview with Jennifer McCollum, author of In Her Own Voice, on pervasive issues, such as: - Gender Equity Hurdles "Seeing women, especially women of color, leading from the front, whether in politics or business, can be uncomfortable for many, especially those currently in positions of power." This discomfort signals the deep-seated biases and structural hurdles that women face, accentuated by stark statistics: women constitute half of the entry-level workforce yet represent only 30% in senior roles and a mere 10% at the helm of Fortune 500 companies. - Inclusive Leadership McCollum points to a critical shift required in our approach: "Inclusive leadership demands not only a seat at the table for everyone but also a voice in the decisions that shape our future. It's about recognizing the unique contributions of each individual and leveraging those differences to drive innovation and growth." - Silencing the Inner Critic McCollum describes the inner critic as "the voice inside the heads of women" that can be particularly loud and critical, often holding them back from pursuing their aspirations. Highly recommend this article and checking out her book. Article Found Here: https://lnkd.in/gqrP-yZJ In Her Own Voice Book Found Here: https://lnkd.in/gJBCDiVF

Discover the latest insights from the Harvard Business Review in 'Women Rising: The Unseen Barriers,' shedding light on the crucial role of empowering women in Corporate America. Don't miss out on this transformative perspective. #WomeninBusiness

Today, Cranfield University and EY released the 2024 report into the number of women in Executive Board positions (ie sitting at the top table) in the FTSE 25O companies and it is down again, now at 12%. For business leaders reading this, if you have an un-diverse C-Suite, you are, statistically, missing out on innovation, productivity and EBITDA. Gender balance isn't something "nice" to have. It is crucial for business success. https://lnkd.in/eYC3V-Hi

A recurring theme in discussions about gender disparities in the workplace is that women often hesitate to put themselves forward for opportunities. This hesitation can stem from a variety of systemic, societal, and internalised barriers 👎 Books like Sheryl Sandberg's Lean In and Tara Sophia Mohr's Playing Big provide us with valuable insights into these challenges 📚 Sheryl discusses how women are less likely to apply for promotions unless they meet 100% of the qualifications, while men apply when they meet 50%. Which highlights a confidence gap that often prevents women from advancing in their careers. Tara Mohr introduces the concept of the inner critic, which disproportionately affects women. This inner voice often magnifies doubts and diminishes confidence, making women less likely to 'put themselves forward.' So why is is a problem? When women do not put themselves forward, not only are their careers impacted, but it also contributes to a lack of diversity in leadership, affecting organisational decision-making and innovation. 💭 The underrepresentation of women in senior roles perpetuates the cycle, as fewer role models exist for aspiring women leaders. Have you experienced this hesitation? What strategies have helped you or others to 'put themselves forward'? Let's discuss 👇 she does data. she does it all 💜 #genderdisparity #gendergap #shedoesdata #womeninleadership #womenindata #putyourselfforward

Females in leadership roles can boost performance Having females in senior leadership roles can ensure that companies perform better, according to research from the universities of Glasgow and Leicester. The report suggests that companies with more than 30% female executives are more likely to outperform organisations with a lower gender balance. Analysis from McKinsey highlights that companies in the top quartile for gender diversity on executive teams are 25% more likely to have above-average profitability. McKinsey's Women in the Workplace report also found that three in four young women now aspire to senior positions. With analysis suggesting that more needs to be done to ensure women take top jobs, British companies are being urged to reach a target of 40% female leadership by the end of 2025. Bina Mehta, chairwoman of KPMG UK, said: “While setting the tone from the top is crucial, so, too, is attracting and retaining a strong pipeline of talented women from all backgrounds.” #HR #humanresources #womeinbusiness

“Feminism isn't about making women stronger. Women are already strong, it's about changing the way the world perceives that strength.” - G.D. Anderson Fresh data from the S&P reports that women are now losing seats in C-Suite positions for the first time since 2005. Companies are neglecting diversity and inclusion efforts, with mentions in earnings calls at multi-year lows. We seem to be forgetting that diversity is not just a metric to achieve; it's a catalyst for innovation and success, and more diverse boards and management have been shown to give better financial performance. I call on all leaders, CEOs, Chairs and Boards to hire more women to your teams. One 'token' woman on a board or management team is not enough, it's only window-dressing. I was once in an HR 'High Potentials' meeting. The short list of high potentials in an organization of several hundreds of people contained only 1 woman. I asked the question to the room (of 1 woman and 7 men) - 'What is wrong with this list?' That started the conversation and eventually one woman was added to the list. It was progress, but it was only a small beginning. We need to keep bringing the topic to the forefront in every meeting, and start a change in the system of how performance is measured and rewarded, which tends to be toward the 'male leadership blueprint' of stereotypical male behaviours such as competitiveness and confidence. Please share and comment on what practices you have implemented that works to promote diversity in your teams and organizations, and what you think is needed to spur a larger and sustainable change in gender equity. https://lnkd.in/eHd9sM3n #SeeHer #innovation #management #leanin #womenleaders #TimesUp

Women have unique characteristics and a distinctive approach to lead, we need to embrace diversity and continue to narrow the gender gap in corporate boardrooms, as well as in STEAM careers. It must be a collaborative initiative among governments, organizations, women in top roles and from all of us. According to a report by McKinsey & Company, companies with greater gender diversity at the executive level are 25% more likely to experience above-average profitability compared to those with lower gender diversity. We need to create more opportunities for women, challenge gender bias and stereotypes, and provide support for women to develop the necessary skills and networks. https://lnkd.in/eD6mitYG https://lnkd.in/e53uT72Y https://lnkd.in/eAZG5AZC #internationalwomenday #8m #diverisity #letsclosethegap