Gender - What’s Holding Women Back? - Sun and Planets Spirituality AYINRIN

 Gender - 

What’s Holding Women Back? - Sun and Planets Spirituality AYINRIN

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Women are moving into the senior executive ranks. Consider Fortune 500 CEOs Carly Fiorina, Anne Mulcahy, Patricia Russo, Marce Fuller, Andrea Jung, Eileen Scott, and Marion Sandler. The problem is, these women are the only female Fortune 500 CEOs. Three years into the new millennium, women make up more than half of the managerial and professional labor pool but account for just over 1% of all Fortune 500 chief executives. What’s holding them back?

At Catalyst, a research and advisory organization committed to advancing women in business, we track the representation of women in Fortune 500 corporate officer positions. According to our annual census, women held just 8.7% of Fortune 500 corporate officer positions in 1995. By 2002, the percentage had nearly doubled to 15.7%—an increase, yes, though still a very small number.

To understand the reasons for this slow progress, Catalyst recently surveyed Fortune 1000 CEOs and women executives at the vice president level and above about the challenges women face in advancing to the highest levels of corporate leadership. Clearly, the problem isn’t lack of ambition. Less than one-third of the 120 CEOs (almost all male) and the 705 female executives who responded consider a lack of desire to advance to senior levels a barrier to women’s advancement. Of those executive women not already at the very top, 55% said they aspire to the most senior leadership levels.

Our survey did show that executive women and CEOs tend to perceive the barriers to advancement differently. But on one measure they plainly agree: Lack of general management or line experience is the primary obstacle, cited by 79% of women and 90% of CEOs. (See the exhibit “Barriers to Advancement: The Perception Gap.”) CEOs consistently tell us that when seeking successors—particularly for chairman and CEO slots—they look for people with high-level profit-and-loss experience.

ExhibitIndicatorStart

Barriers to Advancement: The Perception Gap The percentage of respondents who agree or strongly agree that each of the following is a barrier to women’s advancement to the highest levels.Female ExecutivesCEOs (mostly male)Percentage Agree/Strongly Agree1008060402007990774372516858684967356349573151295135504643333030273516311324128Lack of general management or line experienceExclusion from informal networksStereotypes about women’s roles and abilitiesFailure of top leaders to assume accountability for women‘s advancementLack of role modelsCommitment to personal or family responsibilitiesLack of mentoringLack of awareness of organizational politicsDifferent behavioral style from organization’s normLack of opportunities for visibilityInhospitable corporate cultureLack of opportunities for challenging assignmentsLack of desire to reach senior levelsNot in management ranks long enoughIneffective leadership styleLack of skills to reach senior levelsSexual harassmentExhibitIndicatorEnd

Catalyst’s 2002 census indicates that men still dominate these senior line positions. Although the number of women corporate officers holding line positions increased from 20% in 1997 to nearly 30% in 2002, men still hold nine out of ten of these jobs in the Fortune 500. (See the pie chart “Lagging in Line Positions.”) Thus, in 2003, the pool from which a CEO might draw successors is overwhelmingly male.

ExhibitIndicatorStart

Lagging in Line Positions In 2002, only a small minority of corporate-officer line positions in the Fortune 500 were held by women.WomenMen9.9%90.1%ExhibitIndicatorEnd

Of course, many women move into powerful staff positions to meet their personal career aspirations. However, we believe that many women don’t rise into senior line positions because they aren’t aware that such positions are open to them, or if they are, they may be discouraged from pursuing these roles by colleagues and superiors who don’t feel that women can perform well in them. Or, they simply aren’t on the slate when succession decisions are made.

Catalyst’s recent survey suggests a multitude of individual, cultural, and organizational factors that executive women feel block their advancement. And it exposes some of the deep disparities between female executives’ and CEOs’ perceptions about the barriers to women’s advancement.

A clear majority of the female executives surveyed cite numerous barriers: exclusion from informal networks, stereotyping, lack of mentoring, shortage of role models, commitment to personal or family responsibilities, lack of accountability on the part of senior leadership, and limited opportunities for visibility. CEOs also acknowledge these obstacles but in many cases seem less convinced of their significance. CEOs also appear to put substantially more weight than female executives do on these barriers in particular: women’s ineffective leadership style and their lack of skills to reach senior levels. (See again the exhibit “Barriers to Advancement: The Perception Gap.”) These differences are especially noteworthy because although three-quarters of the women respondents are within two reporting levels of the CEO, stereotypes about women’s abilities still persist.

Such data remind us that the glass-ceiling metaphor, though often used, is oversimplified. Our studies suggest there are glass walls as well—lateral barriers that limit women’s job potential almost from the beginning of their careers. The pipeline no longer seems to be the primary problem. The main issue appears to be top leadership’s failure to ensure that women get the profit-and-loss experience that would qualify them for the most senior positions. About two-thirds of women and more than half of the CEOs surveyed agree that the failure of senior leadership to assume accountability for women’s advancement is a key barrier.

Some companies stand out in their aggressive and effective efforts to change business-culture norms and move women into leadership roles. (To see a list of these Catalyst Award winners, go to www.catalystwomen.org.) Though these companies have varying strategies, they share a commitment from the very top. The enlightened CEO builds a strategic vision and business case for gender diversity, sets concrete goals to meet those commitments, holds management accountable for achieving diversity goals, reports on progress, participates visibly in diversity events, and takes every opportunity to communicate these commitments down through the ranks. He (and it is still usually he) uses the bully pulpit to its full advantage. The key to women’s advancement rests squarely with him.

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