The Bad, the Ugly and the Opportunity
I have watched and read all of the great posts outlining the progress that we have made and ought to make around gender equity. It is important to get to a time when there will be no difference, real or perceived, in the opportunities available to both women and men. In Canada, we are not close to being there.
I am normally pretty optimistic about progress. We (society, business, etc.) usually evolve in a way that creates more hope, more optimism and better outcomes for all of us. The changes are never as quick as some would want but generally speaking, we progress in meaningful ways.
Community Social Responsibility (“CSR”) has evolved to a broader topic around Diversity, Equity and Inclusion (“DEI”) and/or Environmental, Social, Governance (“ESG”). I would suggest that this continuation has extended new, promising thinking and, therefore, expectations for businesses, governments and societies.
While the aspiration in these discussions helps motivate us, the raw data particularly as it pertains to gender equity in business is not very promising at all. In fact, a few recent data points stand out for me as troubling:
- A recent Globe & Mail article recently detailed how the pandemic is being disproportionately felt by women in the economy. Since the pandemic began, much has been written about the much larger economic impact being felt by women. We know they are paid less on average and they have typically have more career interruptions to either raise children or act as care givers. Those interruptions have increased dramatically through COVID-19. We also know that women today are more likely to work in jobs affected by lock downs. If we know that women retire with, on average, 30% less in pensions and RRSP’s than their male counterparts, and we also know that the pain of the global pandemic is not being felt equally then we know we are losing ground.
- Another Globe & Mail article from February of this year detailed how a very prominent business law firm in Toronto had male equity partners earning 25% more than female equity partners. The review of this particular law firm also highlighted how “over 80 per cent of men got a bonus, while only 44 per cent of women did.”
- A World Economic Forum Global Gender Report from 2020, shows similarly troubling data. Canada ranks only 19th in the world on overall gender equity and below such countries as Rwanda, Latvia and Namibia. Even more disturbing is that we are losing ground to the rest of the world having moved from 16th place to 19th place in the last 12 years. Perhaps more damning if you read further in that report, the authors outline that it will take 151.4 years, at the current level of progress in North America, to get to complete gender parity. Let thank sink in…..151 years……from 2020……..sigh…..
So, we know that the problem is real and we know that what we are doing today is not nearly good enough and won’t solve this problem in our lifetimes.
That said, let’s not give up. Let’s get together, get past the yelling and the shouting of social media and find ways to accelerate progress. Let’s make it the mission of more leaders to take accountability for how their organization can become gender neutral.
In our ongoing discussion and thinking about this at Conexus, we have had some successes and some “do differently’s” as we have explored this topic. I want to share a few observations in the interest of helping others and also in the interest of learning from others, who are better than we are in this area. If you have ideas that have worked in your business or industry, please comment on the blog for others to read and learn from.
Here’s a few observations from our Conexus journey in this area:
- Organizations don’t change, people change – Whether you want to change your innovation quotient or gender equity, leaders cannot just hope and “will” the organization to change. Change will result from some targeted changes in expectations, behaviours and outcomes. What gets measured gets done and leaders cannot just hope they get better without some material action, target or change in accountability.
- Men need to be champions of gender equity – If men currently dominate leadership positions in organizations (including Government) and therefore, are the ones designing, supporting and funding leadership programs, they need to be mindful of their own biases. The leadership programs that created today’s leaders (mostly male) might have unconscious biases that favour producing more male leaders. I suspect that it is not intentional but the data doesn’t lie. Part of the challenge is then to have male leaders find ways to become more conscious of the differences that exist and to ensure that programming takes these subtle differences into account.
- Some of the learnings for men will be very uncomfortable – I wrote before about some of the very uncomfortable things I have experienced in mentoring female leaders. While uncomfortable at the time, the discomfort has led to a more enlightened perspective for me as a CEO. I am likely to have another one of those moments this coming Tuesday. A number of Senior Leaders from Conexus are taking part in the YWCA Upstander training. The training is meant to help males learn about harassment in the workplace and how to be a better ally for others around us.
- Female and Male professionals age differently – I had a conversation with a female colleague recently about the “seasons of careers”. My colleague was very open with me about the changes taking place for her physically as part of her journey. I had to ask some very stupid questions to better learn but I am very thankful that she tolerated the questions and helped me explore how our work environment could be more adaptable to these changes. A learning for me was how the flexibility of work environment with COVID might be a very powerful learning that we can use as we find new ways to support female leaders.
- Data matters – At Conexus, we measure gender parity across a number of dimensions and that data is really important to take away the assumptions of how the organization is performing. Today, at Conexus, we can certify if any gender pay gaps exists at any level in the organization. We can look at the number of applicants for all new roles and how many of each gender were considered. We can examine how our benefits programs were accessed by each gender. We know how many mentees each of our leaders has and whether they are male or female. We know from our succession analysis what the mix of the next group of leaders might be and whether we are gaining ground or not. We know how many of our Cultivator resident companies are founded by females and how we can profile and grow more of them. When I speak to groups about leadership development and our work in learning more about gender equity, I lead with data.
- Delivering to a segment of one – The evolution of customer experience design (“CX”) would suggest that companies organize themselves to deliver to a segment of one. In other words, the experience that a customer receives should be uniquely curated to them as an individual if at all possible. The same is true of leadership development and the path to gender equity. Leadership and development experiences can most certainly be curated and designed for the individual and be unique to their needs and most surely, their gender.
If building more diversity doesn’t appeal to your moral compass, it should most certainly appear to your financial one. Some McKinsey data correlates ethnic and gender diversity to financial performance and the conclusions are crystal clear and unambiguous.
The science about the impact that diversity has on business performance could not be stronger. The graph above shows that there are material differences in performance. I don’t know about you, but I am always interested when I can find ways to accelerate the performance of our organization. It might make you uncomfortable, but much like the blog topic from two weeks ago, the discomfort will lead to new learnings, growth and ultimately more progress. In fact, it might be one of the easier ways to accelerate performance of your organization.
What are the ways in which you have been able to materially change the gender equity in your businesses? I’d be interested in learning from you……
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