Despite the fears of Tesco’s chairman John Allan that men are becoming an “endangered species” in the boardroom, most leadership teams in the top UK companies today still fail to represent Britain’s diverse population. In fact, research indicates that the proportion of senior business roles held by women in the UK fell from 21% to 19% in 2017, while the number of British businesses with no women in senior management has now risen to 41%.
So how can existing leaders break the cycle of underrepresentation?
Unfortunately, there is no magic solution, and it certainly can’t be resolved overnight. However, if businesses are to benefit from the advantages a balanced board can bring, they must address the leadership pipeline and ensure that all candidates are given equal opportunities to rise to the top, which is our passion at Audeliss. It starts with three steps:
1. Make leadership possible for women
Achieving gender parity at executive level requires dedication from the top; it demands commitment from today’s leaders to inspire, motivate and encourage women to expand beyond their current roles into senior management. If leaders are to build a balanced pipeline, they must actively work to provide support and development for all employees and ensure women do not feel restricted to grow into leadership roles by archaic stereotypes or an oppressive culture. Rather than waiting until interest in leadership is expressed, efforts should begin at the onset of their employment to ensure equal opportunities are available for all staff.
Earlier this year, a study from the Equality and Human Rights Committee revealed that over 40% of employers see women who have had more than one pregnancy while in the same job as a “burden” to their team. But the lack of women in leadership teams is not related to motherhood; instead, it hinges on the day-to-day experiences of women at work. Their ambition is not delayed by pregnancy, it is shaped by the interactions and opportunities they receive throughout their professional life, and suggesting otherwise is misleading.
2. Be wary of behavioural traps
Several studies have revealed unconscious bias to be the main culprit of uniform leadership teams; a behavioural trait that lurks silently in the shadows of hiring and promoting decisions, affecting our ability to judge candidates objectively. It’s been proven, for instance, that men tend to be promoted based on potential while women are judged on their past accomplishments.
Breaking through the barrier of unconscious bias requires an awareness of this behaviour; it demands the ability to identify potential in those whose personality, background, age, gender or race does not necessarily mimic your own. If you do place importance in past results over leadership potential, however, this should be the case for all candidates rather than one group. A sustained awareness of these behaviours will help you to avoid falling into the same old patterns and naturally inspire a more inclusive approach.
3. Integrate new leaders
Ensuring a balanced pipeline requires commitment from executives to demonstrate investment in their development. All too often, freshly-plucked executives experience a baptism of fire; they are left to flounder and find their feet due to the assumption that their potential is enough to see them succeed. However, for a female or ethnic minority executive entering a predominantly white, male team, a lack of proper integration can set the relationship off to a challenging start.
Instead, leaders must work with new executives in the first few months to ensure they are equipped with everything they need to perform to the best of their ability. Further to this, they must actively identify areas of contrast and harmony between the new executive’s approach and the approach adopted by existing leadership team.
Thorough on-boarding should never be underestimated, especially at this level of the business, and early efforts to make an executive feel welcome in their new team will go a long way.
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We take huge pride in the fact that our leadership pipeline is balanced, because it means Audeliss benefits from a variety of experience, humanity, and the desire to create change in our industry. Contact us today to see how we can help you transform your leadership potential.