CPA Canada Advancing Women in Leadership www.cpacanada.ca/women
Engaging Men as Inclusive Leaders Vandana Juneja, MBA, LL.B. Senior Director Catalyst CPA Canada Webinar February 21, 2017 Catalyst 2016 2
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 2016 3
Regions We Serve 2000 Canada 1962 United States 2006 Europe 2011 India 2014 Japan 2013 Australia Catalyst 2016 4
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 2016 5
Women in Business Catalyst 2016 6
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 2016 7
The Man Box OUT IN OUT Catalyst 2016 8
Men & Diversity Assumptions Impacts Catalyst 2016 9
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 2016 10
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 2016 11
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 2016 12
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 2016 13
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 2016 14
MARC A Unique Opportunity MARC is the only community dedicated to men and women allies committed to creating inclusive workplaces. Catalyst 2016 15
A Call to Action Stand for Equality Continue to Learn Be a Role Model Take Action Today Catalyst 2016 16
Broader Solutions Catalyst 2016 17
Inclusion Makes A Difference The more employees felt included, the more they reported innovating and helpfulness. Catalyst 2016 18
Common Formula for Inclusion Catalyst 2016 19
Leadership Behaviors Predicting Inclusion EACH Catalyst 2016 20
Leadership Behaviors Predicting Inclusion You enable all direct reports to develop and excel. Catalyst 2016 21
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 2016 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. 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 2016 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 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 2016 24
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 2016 25
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 2016 26
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 2016 27
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 2016 28
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 2016 29
Stay Connected to Catalyst Facebook.com/CatalystInc Linkedin.com/groups?gid=2710104 Twitter.com/CatalystInc Youtube.com/user/CatalystClips Catalyst.org/blog Catalyst.org IAmA.Catalyst.org OnTheMARC.org Catalyst 2016 30
Vandana Juneja Senior Director vjuneja@catalyst.org @ms_juneja catalyst.org
CPA Canada Advancing Women in Leadership www.cpacanada.ca/women