Has the diversity revolution hit a reinforced glass ceiling?
The proportion of businesses with no women in senior leadership positions has risen to 34% this year according to Grant Thornton, despite evidence showing that diversity in leadership improves business performance, writes Ita McNeil-Jones.
Inspired to find out what can encourage more women into leadership roles, I spoke to several female leaders in Welsh businesses. What enabled them to reach senior level and what lessons could they give to others? Their insights were revealing.
Somewhat surprisingly, all the women I spoke to had worked for organisations with a fairly even gender split. Hannah Heath, financial director for JoJo Maman Bébé, said: “At PwC we were given the same opportunities regardless of gender. HBOS was also very diverse. I never felt there was a limit to what I could achieve.”
Lynda Campbell, former director in Wales at British Gas, says the company is a good example of one that has nailed gender equality: “They really recognise the value women bring. They employ many good female leaders and the internal board has a good 50:50 ratio of men to women,” she said.
While some cited incidents of gender discrimination during their careers, these weren’t the defining moments. By empathising with the underlying reasons, they were able to overcome such challenges.
Now director of LJC Associates, Ms Campbell added: “One person used to call me ‘sweetheart’ and ‘darling’ and was very condescending… I tried to understand where he was coming from . ... It actually came down to a lack of confidence and the fact he saw me as a threat, so I learned what he needed from me and how to handle him.”
For these women at least, gender might not have been a great barrier, but their age has sometimes presented a challenge.
Ms Heath said: “I had to fight for my role here; there was a perception I was too young, but I had already proven I was capable of the job.”
It’s probable that any person looking for promotion to director before the age of 30 would have experienced the same, regardless of gender, but that’s a whole other issue.
So if gender isn’t always a barrier to women in the workplace, what is?
“I think family circumstance is a big issue,” said Creditsafe CFO Carys Hughes. “My career might have been very different if I’d had children.”
Amanda Wilkinson, director of Universities Wales, agreed. “Childcare is a massive issue and can be career-limiting. Seniority often equates to giving your employer every hour under the sun, but if both partners are working it can be challenging to reach that pinnacle,” she said.
Progressive employers can make all the difference in this respect.
“I think they’ve got to move the focus away from quantity to quality...” said Ms Hughes.
“Women might not be able to give as much time for practical reasons, but they’ve got a lot to give.”
And this is where gender becomes an indirect barrier, because it’s a mother-father issue rather than female-male and one which sees men discriminated against as much as women.
Extending more opportunities to women is a big part of the solution.
“Giving them a chance, providing opportunities and being more flexible,” said Ms Heath, are all ways that CEOs and directors can help more women reach the top.
The view on greater flexibility was collective.
“Whether it’s supporting homeworking, enabling extra leave and so on, it would make a big difference,” said Ms Campbell.
One of the greatest challenges of achieving gender equality may come down to lack of choice. As Ms Hughes observes, “the pool of women is smaller, often because women are the main [child] carers”.
But this isn’t just a problem for women and it’s not always fuelled by parenthood. JoJo Maman Bébé has a disproportionately low number of male employees.
“It’s not for want of trying,” said Ms Heath. “It’s just that not many men want to work in maternity and babywear.”
Does this suggest the goal of universal gender equality is unrealistic? No, but it must be kept in perspective.
As Ms Hughed said: “A gender balance is important, but it’s got to be about getting the best person for the role. I would never want to be a position where I’m just there because I’m a woman.”
In terms of advice for aspiring leaders, believing in and staying true to yourself was a common theme.
“If you believe in yourself and believe that something is possible, it is,” said Ms Heath.
Fighting for what you deserve was another.
“If you don’t ask, you don’t get,” said Ms Hughes. “It’s about balance, though – know your worth, but don’t be overbearing.”
The insights and tips these women offer indicate that gender isn’t always, or certainly needn’t be, a barrier for women. Rather, with tenacity, self-belief and the right leadership, women can achieve great success at senior leadership level.
And it’s the business leaders who offer fair and flexible opportunities to such women who will reap the benefits of a more diverse organisation.
Ita McNeil-Jones is a director of Sitka Recruitment.