1
     
 
The Glass Ceiling Is Still Unbreakable for Many
 
Every month, I meet here in the US with a group of executive women to discuss issues related to entrepreneurship, leadership, success-building and business development. It has been interesting for me to observe that, no matter what our main topic, the conversation invariably veers to gender issues in the workplace.

These bright, accomplished, polished and professional women candidly admit that self-employment is their only choice if they are to experience true career success. Reaching the pinnacle, it seems, is still an arduous journey in the corporate world.

Let's face it - for many women, the "glass ceiling" is really a cement roof. And, from the tales my female colleagues tell, they have the cerebral hematomas to prove it. "I banged my head on the glass ceiling for twenty years," says one female vice president, "and had to find an entirely new career in a small company just to make it to this level. From here, there is no place to go but out."

To say that women are angry and exasperated about workplace inequality is an understatement. But, even more important, women are still operating from a fear-based mentality when it comes to their corporate positions. Said another in my women's group who works for a large international consulting firm, "I'd love to market myself more energetically, but my bosses wouldn't approve. Blowing your own horn is not acceptable female behavior in my company and I'm afraid of the repercussions, so I need to do my outreach in the community instead."

One glass ceiling theory we discussed was the difference in male-female communication styles and how this may be an influencing factor in determining corporate success. Several members of our group observed that men are typically outspoken about their successes and communicate their accomplishments from a first-person perspective. Women, on the other hand, tend to use language that is feelings-oriented and less self-directed. For example, rather than saying, "I exceeded income generation in my division by 16%," women execs might say, "Our team exceeded our goals because we really pulled together as a group. We feel very proud to contribute to the company's success."

The women in our group believe strongly that these female communication characteristics make for strong, approachable, and highly effective leaders. "Women are natural communicators, nurturers and negotiators," said one business owner. "We truly understand how to interact positively with others, how to influence, and how to make people feel good about themselves. These are strengths that are invaluable in today's business world. It's not just about who makes the best or cheapest widget; it's about encouraging people to become their best and feel good about their contributions to the organization."

According to a study ("Women in U.S. Corporate Leadership: 2003") conducted by Catalyst, a non-profit organization headquartered in New York that monitors the advancement of women in the workforce, communication and perception are key factors for women wanting to move up the corporate ladder.1

"Women are still challenged when searching for a mentor," said Sheila Wellington, a former president of Catalyst. "They report feeling excluded from informal networks of communication and facing stereotypes and preconceptions about their abilities and commitment."

The study compared women executives' viewpoints from 1996 and 2003 and found that, for the most part, the same barriers to advancement still exist: lack of general management or line experience; exclusion from informal networks; and stereotyping and preconceptions of women's roles and abilities. The biggest hurdle, according to the study, is a woman's lack of significant profit and loss experience.

The study confirmed that women are eager to move into CEO roles and committed to the process. But according to Wellington, women are not yet claiming the corner office because they are not getting experience in the business of the business. "This is the key that will unlock the doors for women throughout corporate America," she said.

Of significant concern is a USA Today report pointing to several companies' burgeoning stock prices when their female CEOS were replaced by men.3

It's damaging to women to compare their performance against men, according to Judy Rosener of the University of California-Irvine Graduate School of Management. Rosener has additionally observed a significant talent drain at large corporations as women become discouraged and leave to start their own businesses.

More recently, the Catalyst organization conducted its 2006 census of 361 Fortune 500 companies and found that women hold just 1% of the Fortune 500 CEO positions, yet the research shows that companies with the highest percentage of women at the top financially outperform those with the lowest number of women at the top.3

One of the most profound moments of our recent executive women's roundtable was the realization that we were among a uniquely diverse group - diverse in color, age, religion, cultural heritage, family status, and political affiliation. What came of this realization was the deep value we all saw in this intriguing mix. Everyday brainstorming and barn raising suddenly became innovation, creativity, and ingenuity because of our different perspectives and experiences.

The glass ceiling is not simply a gender issue - it is also a cultural issue. This is particularly true for women of color who hold only 3.4% of board director positions in America.4 Two of the women in our group - one Asian, the other African-American - both left corporate positions in Chicago because they were continually passed over for promotions, mentoring programs and upper level meetings.

According to Catalyst, senior leaders need to assume responsibility and accountability for women's advancement. Following are a number of measures companies can take to foster the development of women leaders:

  • Identify and seek out women who have the desire to lead at the executive level.

  • Develop innovative, intensive mentoring programs that encourage professional development and require accountability from all participants (both mentors and protégées).

  • Initiate and maintain a strong commitment to inclusion.

  • Include the development of women and minorities as part of the organization's overall mission statement.

  • Provide women with high-impact, career-boosting projects and responsibilities. Make them accountable for profit and loss decisions.

  • Make women feel comfortable blowing their own horn, both within the organization and in the community. Utilize every opportunity to publicize the excellent contribution they provide to the organization.

  • Encourage women to seek advanced degrees, certifications, and other education or training. Support a woman's lifelong commitment to education.

  • Promote women into positions of greater responsibility and visibility, and groom them for long-term success.

As a professional woman, you can implement the following strategies to take your career to the next level:

  • Polish your public speaking and communication skills. Maximizing your lexicon and putting it to good use is a very powerful tool in business. Women tend to be taken more seriously the more powerfully and articulately we communicate.

  • Dress for success not sex appeal. Many women make the career-killing mistake of dressing to titillate, rather than get the job done. Choose your wardrobe wisely; it communicates much more than you know. Select clothing that commands respect, not ogles.

  • Write! One of your most powerful secrets is the written word. You don't have to be an expert in a particular field to get your name in the newspaper. Write a sharp, convincing letter to the editor and include your photo with your submission. If you are comfortable addressing a particular topic, submit a professionally written article to a number of publications and include them in your portfolio once they're published. Make friends with journalists, editors and reporters and make yourself available as a resource. Your employer will take notice of the fact that you are a respected and influential member of the team.

  • Adopt a new mindset. Women have traditionally taken lower wages and lower positions because we felt we had to. This simply isn't the case any longer. More and more women are earning graduate and doctoral degrees, realizing great successes at work and making noteworthy contributions. Women bring a wealth of attributes and talents to the workplace and should be rewarded, compensated and acknowledged in the same manner as their male counterparts. If we keep silent when we see inequality, however, we are essentially giving our permission to companies to continue this archaic practice. And, we give away our personal power at the same time.

Of equal importance is how women treat and promote each other. In today's competitive world of work, women may feel the need to fight for the coveted brass ring rather than helping a coworker to reach it. The true prize is in mentoring and supporting other women to achieve CEO and board of director positions. We simply must turn around the bleak statistics by putting our individual egos aside, focusing on the big picture and fostering positive change.

As companies around the world begin planning their success strategies for 2008 and beyond, we must encourage them to include the advancement of women into their strategic plans. This vital sector of the workforce is ready for the challenge, committed to the process, and eager to take the helm.

---
Sources:
1. http://www.catalyst.org/files/full/Women%20in%20US%20Corporate%20
Leadership%202003.pdf
2. http://www.catalystwomen.org/knowledge/wbd.shtml
3. http://www.usatoday.com/money/companies/management/
2005-12-22-women-ceos-usat_x.htm
4. http://www.catalystwomen.org/knowledge/wbd.shtml

Debra Davenport, PhD, is an Executive Professional Mentor and the president of DavenportFolio, a licensed firm with offices Los Angeles, California and Phoenix, Arizona that mentors entrepreneurs and professionals. She is the creator of the Certified Professional Mentor® certification program and is the national workplace spokesperson for Panasonic. She can also be heard on KSYY-FM radio. Her new couture fashion line debuts November '07. Contact Debra at debra@davenportfolio.com or toll-free (866) 232-6492. www.davenportfolio.com
 

 
 
     
  © 2002-2007 The Davenport Companies, Inc. All rights reserved. Proprietary material.
No information from this Web site may be copied or reproduced in any manner without express written permission.
Privacy Protocols