CPA Canada Advancing Women in Leadership.

Transcription

1 CPA Canada Advancing Women in Leadership

2 Engaging Men as Inclusive Leaders Vandana Juneja, MBA, LL.B. Senior Director Catalyst CPA Canada Webinar February 21, 2017 Catalyst

3 About Catalyst OUR VISION OUR MISSION OUR VALUES Changing workplaces. Changing lives. Accelerate Progress for Women Through Workplace Inclusion Connect Engage Inspire Impact» Over 50 years of experience partnering with corporate, government, and academic leaders» Over 800 supporter organizations worldwide» We create and implement solutions to help organizations make sustainable change Catalyst

4 Regions We Serve 2000 Canada 1962 United States 2006 Europe 2011 India 2014 Japan 2013 Australia Catalyst

5 Catalyst Research Centers The Catalyst Research Center for Corporate Practice What successful initiatives and programs can you learn from? The Catalyst Research Center for Advancing Leader Effectiveness How can leaders leverage inclusion for success in a changing business world? The Catalyst Research Center for Equity in Business Leadership What is the current status of women in business leadership? The Catalyst Research Center for Career Pathways What factors are behind the persistent gender gap in business leadership? Catalyst

6 Women in Business Catalyst

7 Why Talk About Men? Identities explored in many businesses: Race Gender Sexual orientation This approach inadvertently leaves out other identities that significantly impact workplace culture such as being white or male. Catalyst

8 The Man Box OUT IN OUT Catalyst

9 Men & Diversity Assumptions Impacts Catalyst

10 Organizational Progress Many organizations are striving to achieve business benefits of diversity and inclusion, yet report: Dissatisfaction with their rate of progress Difficulty with execution of D&I initiatives Catalyst

11 Why Aren t Many Men Involved in D&I? Less than half of men think genderstereotyping is a barrier to women s advancement 76% of women disagree Fears about reverse discrimination Engaging men is a critical pathway to inclusive workplaces Catalyst

12 Barriers to Real Change Apathy Fear Missed understanding of the personal value of equity Fear of losing status Fear of making mistakes Fear of other men s disapproval Perceived and Real Ignorance Perceived: By virtue of being male, men believe they are uninformed Real: A lack of awareness of gender bias Catalyst

13 Removing the Barriers Three Factors Pave the Way to Awareness of Inequity Defying masculine norms Women mentors Sense of fair play But only a sense of fair play predicts championship behavior. Catalyst

14 A Winning Solution Benefits to Employees and Teams Greater career satisfaction and commitment Increased perceptions of fairness Better relationships with managers and colleagues Benefits to Organizations Reduced costs (e.g., absenteeism and turnover) Attracting top talent as an employer of choice Increased productivity, profitability, and engagement Tapping new markets and building customer loyalty Catalyst

15 MARC A Unique Opportunity MARC is the only community dedicated to men and women allies committed to creating inclusive workplaces. Catalyst

16 A Call to Action Stand for Equality Continue to Learn Be a Role Model Take Action Today Catalyst

17 Broader Solutions Catalyst

18 Inclusion Makes A Difference The more employees felt included, the more they reported innovating and helpfulness. Catalyst

19 Common Formula for Inclusion Catalyst

20 Leadership Behaviors Predicting Inclusion EACH Catalyst

21 Leadership Behaviors Predicting Inclusion You enable all direct reports to develop and excel. Catalyst

22 Leadership Behaviors Predicting Inclusion You enable all direct reports to develop and excel. You demonstrate confidence in direct reports by holding them responsible for performance they can control. Catalyst

23 Leadership Behaviors Predicting Inclusion You enable all direct reports to develop and excel. You demonstrate confidence in direct reports by holding them responsible for performance they can control. You put personal interests aside to achieve what needs to be done; you act on convictions and principles even when it requires personal risk-taking. Catalyst

24 Leadership Behaviors Predicting Inclusion You enable all direct reports to develop and excel. You demonstrate confidence in direct reports by holding them responsible for performance they can control. You admit mistakes; you accept and learn from criticism and different points of view; you seek contributions of others to overcome limitations. You put personal interests aside to achieve what needs to be done; you act on convictions and principles even when it requires personal risk-taking. Catalyst

25 EACH Promotes Psychological Safety Employees feel Psychologically Safe when, they: are willing to take risks regardless of rank or status freely speak up about problems and tough issues are confident honest mistakes will not be held against them trust their teammates will not act in ways that would undermine their efforts or work Catalyst

26 Psychological Safety Predicts Inclusion The more psychologically safe employees felt, the more they felt included. Giving people an environment where they feel comfortable putting forward an opinion [it is] actually encouraged, it s sought after. Catalyst

27 How Inclusive Leaders Practice EACH 1. Provide Air Cover Provide protection and support when employees encounter difficulty and challenges. 2. Create a Coaching Culture Make EACH behaviors normative through peer coaching. 3. Share Struggles Be transparent about struggles and leadership challenges. 4. Lead With Heart Show your vulnerability and make authentic connections. Catalyst

28 Conclusions Progress for women including women of colour is stagnating in organizations. Men are diverse and also pay a cost for failing to provide equal opportunities. Engaging men in inclusion efforts is critical to progress for everyone. Employees who experience their managers practicing EACH were more likely to feel included. EACH leadership affects inclusion through psychological safety. There were no gender differences in employees responses to EACH leadership. Catalyst

29 Actions For Women Be the change you want to see by being an inclusive leader. Discuss your experiences of being outside of male privilege in a non-accusatory way. Realize the pace of societal change is dependent on male allies alienation slows that pace. Be aware that men also face challenges as they negotiate masculine norms. Use Catalyst reports to connect increased gender diversity to improvement of your company s bottom line. Catalyst

30 Stay Connected to Catalyst Facebook.com/CatalystInc Linkedin.com/groups?gid= Twitter.com/CatalystInc Youtube.com/user/CatalystClips Catalyst.org/blog Catalyst.org IAmA.Catalyst.org OnTheMARC.org Catalyst

31 Vandana Juneja Senior catalyst.org

32 CPA Canada Advancing Women in Leadership