Source: Mckinsey | By: Natacha Catalino and Kirstan Marnane
For years, female executives have come away from women-only leadership programs empowered to do—and ask for—more, valuing the opportunity to examine their strengths and shortcomings in the psychological safety of their peers and to use the experience as a springboard for personal development.
But organizations are leaving unexamined the most powerful lessons these programs offer.
The oft-overlooked benefit of women-only leadership programs is that they hold up a mirror to the organization. When women scrutinize their own leadership traits and experiences, they reveal important information about the day-to-day environment in which they operate. If a company is receptive, the content of the sessions can help gauge how well the organization promotes effective leadership behavior and can offer a portal into where the company succeeds, as well as where it fails to foster an environment in which everyone can bring their best self to work. In short, companies can use such programs not only to improve the skills of the participants but also to assess—and ultimately improve—the workplace itself.
We’ve come to these conclusions through a decade’s worth of experience in a particular women’s leadership program—McKinsey’s Remarkable Women Program, which has helped develop female leaders from Warsaw to Washington, DC, to Singapore to Stockholm. Remarkable Women sessions generally include participants from multiple organizations, but many companies send more than one woman, and we believe that the lessons we’ve learned are equally relevant for organizations running their own in-house programs.
In this article, we describe what hundreds of program sessions and 150 interviews with participants have taught us. Not only do women and men experience work differently; not only is it the system—rather than women—that needs fixing; but there are three critical actions organizations need to take: they must broaden their leadership models, stimulate dissent, and encourage more effective introspection across the board.
Broadening the leadership model
Most women we interviewed said their organization defined leadership clearly and that it was the traditional, stereotypically masculine style exemplified by the majority of their senior-most male and some female colleagues that was considered the benchmark. In many companies, the commonly held perception was that nothing else counted. A smaller number said that their organization voiced an appreciation of other leadership characteristics, such as listening and collaboration, but negated that message by promoting primarily on the basis of more traditional types of leadership behavior, such as authoritative decision making, control, and corrective action.
These dynamics are problematic for organizations, not just for women. McKinsey research into the leadership behaviors that are most effective for addressing future challenges concludes that the traditional behaviors of control, corrective action, and individualistic decision making are the least critical for future success. Much more important are intellectual stimulation (which men and women apply in equal measure), and five other traits (inspiration, participative decision making, setting expectations and rewards, people development, and role modeling) applied more frequently by women.
The narrowness of many companies’ leadership models was evident in the experiences of multiple program participants. Consider the following examples:
- Anne, a senior leader of a public-sector organization, had long suffered imposter syndrome because her leadership style did not match the traits her company signaled that it valued. Only when she attended a leadership program did she recognize the value of her clear vision, her collaborative style, and her ability to listen. “I realized [leadership] doesn’t need to be brutal,” she told us.
- Jake, a participant in a mixed-gender leadership program, asked whether we could teach him a more traditionally masculine style of leadership. “It’s great that my caring style and good listening have got me this far,” he noted, “but can you help me develop a more directive and strong approach?” This, he added, was what he needed to progress to the next level. When we asked why, Jake explained that all of his role models at his company, mainly men and a few women, exhibited such traits.
- Three senior female officers from the strategic services of one country’s military believed that their strengths in listening, making connections, and building relationships were standing in the way of their promotion, because all the evidence that these women could see showed that the military had rewarded only the more traditional strengths.
As these examples suggest, many organizations inadvertently embrace a narrow set of traditional leadership traits. Progress toward a more relevant definition of leadership is possible when senior leaders devote themselves to it—but the number of priorities competing for limited management time and attention make true commitment a scarce commodity. Crucially, it also requires an often-uncomfortable mind-set shift from top leaders and particularly from frontline managers, who may lack the emotional intelligence or willingness to truly engage. In our experience, the odds of progress increase when both groups engage with women’s leadership programs as they are taking place or by asking participants after the program has finished what they learned about their work environment. Those conversations can be invaluable for highlighting antiquated leadership traits that the company may overemphasize, clarifying and strengthening the organization’s values, and identifying ways to promote a broad range of leadership traits.
When our three military members told their institution that it had been conveying a narrow view of leadership, senior officers realized the importance of their less traditional leadership traits. As part of an effort to foster skills such as listening and relationship building in all ranks and disciplines, including combat, the military decided to incorporate them into training for new colonels and generals. It also launched an internal women’s leadership program. Meanwhile, the three women were promoted and five years later still serve in the military, encouraging others, men and women alike, to lead differently.
Another disconnect we have observed is between the frequency with which women in leadership programs cite problem areas (such as unfair talent reviews, ineffective sponsorship programs, and casual, omnipresent biases), and the low levels of awareness that their organizations seem to have about such issues. How can this be, particularly when many of these challenges would be advantageous and relatively cheap to fix?
Our experience has made abundantly clear to us that women are hesitant, or even unwilling, to point out to their employer the barriers they face at work.
For example, when the 25 most senior women at one Eurasian financial-services company gathered for a women-only leadership program, each one mentioned the strained relationship between herself and her sponsor. One woman went further into detail, speaking of the tension between the cultural unacceptability of dining alone with an older male sponsor and her wish to take part in the company’s initiative. The rest, all of whom had been paired with more senior male sponsors, acknowledged that they had been shying away from the initiative for similar reasons. But none of them had been willing to raise the issue with their employer.
Beverly, a corporate lawyer, also had reason for reticence. In her first performance evaluation after maternity leave, she was penalized for having too few client-billable hours, even though her clients had been handed to two colleagues in her absence. Fearing that she would be seen as unreasonably sensitive if she pointed this out, Beverly accepted the status quo as set out by her boss.
Several issues keep women from raising concerns. They are aware that they face a double standard, and they want to avoid being unfairly characterized as weak or as complainers. They also know that not all employers will react positively and that they could face pushback or punishment.
Even the most enlightened employers can become better at recognizing the barriers and trade-offs that women face in reporting problems. Reassuring employees that they won’t be penalized for speaking up is just a start. Leaders also must demonstrate, through visible actions, that women’s views will be respected and appropriately acted upon, while deeply ingraining in the corporate culture a sense that everyone must contribute, in large ways and small, to building a more inclusive system.
By listening to women more closely, organizations can build momentum toward getting the best out of everyone. For example, when Beverley discussed her situation with other women in a leadership program, all of them voiced outrage. That validation from peers working at a range of organizations gave Beverly the confidence to raise the issue at work. Her employer was equally outraged and quickly took corrective action, making clear across the organization how parental leave should be handled.
Beverly’s experience is common, and one aspect of it is positive: nearly every woman we interviewed who did speak up encountered a receptive employer willing to take corrective measures and felt that highlighting systemic institutional problems helped the women and men coming up the ranks behind her. The implication for senior executives is clear: embracing the openness encouraged by women’s leadership programs benefits not only the women who participate in them but also the institutions themselves as they become more aware of common problems, including those that leaders may think they have already addressed. The organization also gains a sense of the frequency with which concerns go unvoiced and can encourage an environment in which individuals throughout the organization are comfortable dissenting constructively. This will have a broader effect than simply improving leadership and gender equality; it will enhance communication, whether it’s about building a better widget or how to operate safely.
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Source: Mckinsey | By: Natacha Catalino and Kirstan Marnane