Disclaimer - PowerPoint Presentation

Slide1

Disclaimer

Show Me 50, Inc. is

a 501(c)(3) corporation whose mission is to provide a platform to engage individuals in actions that level the playing field for women. We encourage individuals to actively collaborate with their companies to inform and implement a culture of gender equality that leads to the achievement of 50% women in senior leadership positions.

Show Me 50, Inc.

retains

any and all intellectual property rights in these materials and requires the retention of the copyright mark on all pages reproduced.

Show Me 50,

Inc.

is

not able to independently verify information contained in this document. This document is provided solely for informational purposes and is not to be construed as providing advice, recommendations, endorsements, representations or warranties of any kind. Neither

Show Me 50, Inc.

nor

any of its directors, employees or agents accept any responsibility or liability with respect to this document. Slide2

Boss Presentation - Guide

View Notes Page Version of this SlideSlide3

WelcomeSlide4

IDEA + MOMENTUM

x

ACTION WITH PURPOSE

=

RESULTS

4Slide5

Executive Summary5

Despite decades of effort, women remain grossly underrepresented in senior leadership positions in corporate America.

The business case for gender balanced leadership has been accepted more broadly in recent years. However, the vast majority of corporations have not implemented the changes required to eliminate gender bias and achieve representation at the top.

Today, I am going to tell you about a change movement I’m joining to execute a win-win solution.

Together with like-minded peers, we wish to collaborate with HR senior management to be catalysts for transformational change. We want to engage in building a timed roadmap for achieving gender balanced leadership.

By supporting

us,

you can play an important leadership role in this

public conversation

.Slide6

Senior Leadership in Corporate AmericaWomen remain grossly underrepresented

Populate Source Here

Female

Male

Senior Management

xx%

xx%

Middle Management

xx%

xx%

Admin/Technical

xx%

xx%

Populate Source Here

FemaleMaleMarch 2014xx%xx%March 2013xx%xx%March 2012xx%xx%

<Company> Management Pipeline

<Company> Board of Directors

6

Women in Management

151.5%Women CEOs2Less than 5%Women Board Directors319%

1

Bureau of Labor Statistics

http://

www.bls.gov/cps/cpsaat11.htm

2

Catalyst

http://

www.catalyst.org/knowledge/women-ceos-sp-500

3

Catalyst http://www.catalyst.org/blog/catalyzing/disrupting-default-gender-diversity-corporate-boardsSlide7

Gender Diversity in Leadership is a Business Issue not a Women’s Issue

By increasing women in leadership positions, companies can:

Improve financial

performance

Leverage talent

Better

reflect the marketplaceEnhance their reputation

Increase innovation

http://www.catalyst.org/knowledge/why-diversity-matters

7Slide8

Studies show a correlation between gender diversity in leadership positions and improved financial performance

ShowMe50

TM

infographic. Data source: http

://

www.catalyst.org/knowledge/bottom-line-corporate-performance-and-womens-representation-boards-20042008

https://publications.credit-suisse.com/tasks/render/file/index.cfm?fileid=8128F3C0-99BC-22E6-838E2A5B1E4366DF

8

Catalyst (2011) found a connection between sustained high levels of women on boards and better performance on key financial measures

Credit Suisse conducted a more recent study (2014) and found similar correlations. Companies with higher representation of women in senior management outperformed those with

lower

representation: higher

returns on

equity; higher valuations; and higher dividend payout ratios.Slide9

“The closer that America comes to fully employing the talents of all its citizens, the greater its output of goods and services will be. We've seen what can be accomplished when we use 50% of our human capacity. If you visualize what 100% can do, you'll join me as an unbridled optimist about America's future.”

- Warren Buffett

Gender Diversity in Leadership Positions =

$$$

©2013. Time Inc. All rights reserved. Translated from FORTUNE Magazine and published with permission of Time Inc. Reproduction in any manner in any language in whole or in part without written permission is prohibited.

Boost productivity

Optimize 100% not just 50%

From the pages of

9Slide10

Leverage Talent

10

Research has shown that women outperform men on numerous leadership competencies. Companies should leverage female talent.

A diverse climate and inclusive leadership styles reduce turnover.

Employee satisfaction and engagement is impacted by satisfaction of how the company treats diverse people.

Employee engagement depends on managers and effective managers are committed to diversity.

ShowMe50

TM

infographic.

All data from:

http://www.catalyst.org/knowledge/why-diversity-mattersSlide11

Better Reflect the Marketplace

11

Women are a significant part of the economy yet they are saying “you don’t understand me.”

Too

many companies continue to make poorly conceived

products for women

1

.

Companies with women in leadership give a louder voice to women’s preferences in product development.

ShowMe50

TM

infographic.

1

Data from: http://www.bcg.com/expertise_impact/publications/PublicationDetails.aspx?id=tcm:12-39511Slide12

Strengthen Corporate Reputation

12

Gender diversity in leadership is connected with

1

:

better corporate governance and board oversight

less unethical behavior

increased corporate social responsibility

ShowMe50

TM

infographic.

1

Data from:

http://www.catalyst.org/knowledge/why-diversity-matters

All of which enhance corporate reputationsSlide13

Increase Innovation13

Gender diverse groups have higher collective intelligence than homogeneous groups

1

A 2015 study confirmed earlier findings that more women on teams makes them smarter

2

.

ShowMe50

TM

infographic.

1

Data from:

http://

www.catalyst.org/knowledge/first-step-link-between-collective-intelligence-and-diversity2

http://www.nytimes.com/2015/01/18/opinion/sunday/why-some-teams-are-smarter-than-others.html?_r=1Slide14

If all that is true, why don’t we have gender balanced leadership?Slide15

Root Causes of Gender Imbalance in Senior Leadership

15Slide16

So how can we achieve gender balance in senior leadership?Slide17

We CHANGE the Landscape

17Slide18

Introducing…

18Slide19

VISION

Achieve

50%

women

in senior leadership positions at America’s largest

corporations.

MISSION

Provide a website platform to engage individuals in actions that level the playing field

.

Actively

collaborate with companies to inform and implement a culture of gender equality for the mutual benefit of employees, customers, communities and shareholders.

.

A two-gender solution

19Slide20

Core Beliefs

Gender equality is a business issue – not a woman’s issue.

Aspiration for 50% women in executive leadership positions one corporation at a time.

No quotas – we believe in voluntary progress as a result of individual enlightenment and systemic change.

Men are important stakeholders in the conversation. We seek and value their viewpoints and participation.

Knowledge is power. Small steps by many can lead to big change.

Change

is needed

now. We will show individuals how to make

a

difference

in smart ways. Genuine collaboration between individuals and company leadership.

Make gender intelligence cool!

20Slide21

What Needs to Change

Reliance on stereotypes which lead to unconscious bias at work

1

Unequal

access to information and programs

Exclusive

, command-and-control cultures

1

Creating a Level Playing Field by Shelley Correll at LeanIn.org; video and discussion guide; http://leanin.org/education/creating-a-level-playing-field/

Current environment results in lower employee productivity and hurts our ability to innovate at the pace the market demandsSlide22

What Does Gender Bias Look Like?

22Slide23

How Can We Change It?

Create

motivation

to act through the website and social media

Provide

ability

to execute through seven toolkits

23

Introduction and Overview

Gather Facts About Your Company

Learn About Gender Bias

Learn to Influence Change

Build a Coalition

Talk to Your Boss and HRSustain Momentum

Use the ShowMe50

TM

Win-Win Checklist as a guide for building timed roadmaps in collaboration with HRSlide24

ShowMe50TM Win-Win ChecklistOptimize 100% of the Workforce

Who wins?

Employees, Customers, Communities, Shareholders

1

Catalyst: Beyond Flexibility, Work-Life Effectiveness as an organizational tool for high performance; 2008.

Education

of employees and managers about stereotyping and gender bias

Objective

and transparent performance evaluation and talent management systems

Work-Life Effectiveness (WLE)

a

pproach to workplace

flexibility

1

Accountability

24Slide25

Education of Employees and Managers About Stereotyping and Gender Bias1

Provide skill based training

2

to educate managers about stereotyping

Teach techniques to override automatic tendencies to use stereotypes, learn to recognize the conditions that place them at risk for stereotyping and have opportunities to practice interacting with people who are different from themselves

Equip employees with skills to self-monitor their perceptions

Implement a system of checks and balances to safeguard against stereotypic bias

1

Adapted from Catalyst: Women Take Care, Men Take Charge: Stereotyping of U.S. Business Leaders Exposed

2

Skill-based training demonstrates and explains the desired behavior then requires sufficient in-class practice and coaching time. It engrains skills to recognize and self-correct bias after leaving the class.

25Slide26

Objective & Transparent Performance Evaluation and Talent Management Systems

Partially adapted from Catalyst: Women Take Care, Men Take Charge: Stereotyping of U.S. Business Leaders Exposed and A Bright Spot Case Study: How Diverse Slate Policies Help Close the Gender Gap

Clearly define and communicate performance evaluation and candidate job selection criteria

Create explicit decision rules about how evaluation criteria are weighted and applied for performance evaluations and candidate job selections

Post and effectively communicate all jobs internally

Implement diverse slate policies

Utilize panels of diverse, bias-trained interviewers

for candidate selection

Publish career development programs and their qualifications

26Slide27

Catalyst on Talent Management

http://www.catalyst.org/knowledge/cascading-gender-biases-compounding-effects-assessment-talent-management-systems

Create opportunities for senior leaders and employees to engage in interactive dialogues about talent

management

Create strategies that increase development and advancement opportunities for

women

Develop targeted programs based on the unique needs of each business unit

27Slide28

Establish work practices that create business agility including flextime, job sharing, and telecommuting

Use employee needs, interests and concerns about burnout as a catalyst for creatively designing work

Give employees with significant parental responsibilities more time to show they’re qualified for promotion

Establish alumni programs for women who need to step away from the workforce; tap their expertise to show that returning is possible

Work-Life Effectiveness (WLE)

Approach

to

Workplace Flexibility

Adapted from Alice H. Eagly and Linda L. Carli, Women and the Labyrinth of Leadership and Catalyst: Beyond Flexibility, Work-Life Effectiveness as an organizational tool for high performance.

28Slide29

29Accountability

Demonstrate a commitment to diversity and inclusion and to increasing the percentage of women in senior leadership positions though the visible and vocal personal actions of the CEO and his/her direct reports

Commit and sustain financial resources to internal employment diversity programs and culture change efforts

Hold senior management accountable for diversity within all business activities and evaluate managers based on their ability to achieve diversity goals for senior leadership representation across all business units

Show

results: move

statistics meaningfully toward achieving 50% women in director and above

positions

Slide30

ShowMe50

TM

Supporters are

Growth Catalysts

We want our companies to earn more profits!

Our ideas, our leadership and execution styles

bring diversity of thought,

i

nnovation and

earnings growth.

30Slide31

31Slide32

Next Steps and How You Can Help

Continue our dialogue to better understand the current state including recent progress and how to leverage it

Participate in the development of a roadmap and timeline for improvements

Engage in authentic gender-intelligence dialogue

Model inclusive behavior and influence 360

◦

accountability

Encourage others to learn more at ShowMe50.org

32Slide33

IDEA + MOMENTUM

x

ACTION WITH PURPOSE

=

RESULTS

33Slide34

BACKUP34