Women Rising: The Unseen Barriers

 

Here is an excerpt from an article written by Herminia Ibarra, Robin J. Ely, Deborah M. Kolb for Harvard Business Review and the HBR Blog Network. To read the complete article, check out the wealth of free resources, obtain subscription information, and receive HBR email alerts, please click here.

Credits

Photography: Courtesy of Janus van den Eijnden.
Artwork: Janet Echelman, 1.26 Sculpture Project at the Amsterdam Light Festival, December 7, 2012–January 20, 2013, Spectra Fiber, high-tenacity polyester fiber, and lighting, 230′ x 63′ x 30′, Amstel River, Amsterdam, Netherlands

* * *

Many CEOs who make gender diversity a priority—by setting aspirational goals for the proportion of women in leadership roles, insisting on diverse slates of candidates for senior positions, and developing mentoring and training programs—are frustrated. They and their companies spend time, money, and good intentions on efforts to build a more robust pipeline of upwardly mobile women, and then not much happens.

The problem with these leaders’ approaches is that they don’t address the often fragile process of coming to see oneself, and to be seen by others, as a leader. Becoming a leader involves much more than being put in a leadership role, acquiring new skills, and adapting one’s style to the requirements of that role. It involves a fundamental identity shift. Organizations inadvertently undermine this process when they advise women to proactively seek leadership roles without also addressing policies and practices that communicate a mismatch between how women are seen and the qualities and experiences people tend to associate with leaders.

A significant body of research (see “Further Reading”) shows that for women, the subtle gender bias that persists in organizations and in society disrupts the learning cycle at the heart of becoming a leader. This research also points to some steps that companies can take in order to rectify the situation. It’s not enough to identify and instill the “right” skills and competencies as if in a social vacuum. The context must support a woman’s motivation to lead and also increase the likelihood that others will recognize and encourage her efforts—even when she doesn’t look or behave like the current generation of senior executives.

The solutions to the pipeline problem are very different from what companies currently employ. Traditional high-potential, mentoring, and leadership education programs are necessary but not sufficient. Our research, teaching, and consulting reveal three additional actions companies can take to improve the chances that women will gain a sense of themselves as leaders, be recognized as such, and ultimately succeed. (This article expands on our paper “Taking Gender into Account: Theory and Design for Women’s Leadership Development Programs,” Academy of Management Learning & Education, September 2011.)

Becoming a Leader

People become leaders by internalizing a leadership identity and developing a sense of purpose. Internalizing a sense of oneself as a leader is an iterative process. A person asserts leadership by taking purposeful action—such as convening a meeting to revive a dormant project. Others affirm or resist the action, thus encouraging or discouraging subsequent assertions. These interactions inform the person’s sense of self as a leader and communicate how others view his or her fitness for the role.

As a person’s leadership capabilities grow and opportunities to demonstrate them expand, high-profile, challenging assignments and other organizational endorsements become more likely. Such affirmation gives the person the fortitude to step outside a comfort zone and experiment with unfamiliar behaviors and new ways of exercising leadership. An absence of affirmation, however, diminishes self-confidence and discourages him or her from seeking developmental opportunities or experimenting. Leadership identity, which begins as a tentative, peripheral aspect of the self, eventually withers away, along with opportunities to grow through new assignments and real achievements. Over time, an aspiring leader acquires a reputation as having—or not having—high potential.

The story of an investment banker we’ll call Amanda is illustrative. Amanda’s career stalled when she was in her thirties. Her problem, she was told, was that she lacked “presence” with clients (who were mostly older men) and was not sufficiently outspoken in meetings. Her career prospects looked bleak. But both her reputation and her confidence grew when she was assigned to work with two clients whose CFOs happened to be women. These women appreciated Amanda’s smarts and the skillful way she handled their needs and concerns. Each in her own way started taking the initiative to raise Amanda’s profile. One demanded that she be present at all key meetings, and the other refused to speak to anyone but Amanda when she called—actions that enhanced Amanda’s credibility within her firm. “In our industry,” Amanda explains, “having the key client relationship is everything.” Her peers and supervisors began to see her not just as a competent project manager but as a trusted client adviser—an important prerequisite for promotion. These relationships, both internal and external, gave Amanda the confidence boost she needed to generate ideas and express them forthrightly, whether to colleagues or to clients. Her supervisors happily concluded that Amanda had finally shed her “meek and mild-mannered” former self and “stepped up” to leadership.

Effective leaders develop a sense of purpose by pursuing goals that align with their personal values and advance the collective good. This allows them to look beyond the status quo to what is possible and gives them a compelling reason to take action despite personal fears and insecurities. Such leaders are seen as authentic and trustworthy because they are willing to take risks in the service of shared goals. By connecting others to a larger purpose, they inspire commitment, boost resolve, and help colleagues find deeper meaning in their work.

Integrating leadership into one’s core identity is particularly challenging for women, who must establish credibility in a culture that is deeply conflicted about whether, when, and how they should exercise authority. Practices that equate leadership with behaviors considered more common in men suggest that women are simply not cut out to be leaders. Furthermore, the human tendency to gravitate to people like oneself leads powerful men to sponsor and advocate for other men when leadership opportunities arise. As Amanda’s story illustrates, women’s leadership potential sometimes shows in less conventional ways—being responsive to clients’ needs, for example, rather than boldly asserting a point of view—and sometimes it takes powerful women to recognize that potential. But powerful women are scarce.

* * *

Here is a direct link to the complete article

I highly recommend that you also check out HBR’s 10 Must Reads on Women and Leadership.

Herminia Ibarra is a professor of organizational behavior and the Cora Chaired Professor of Leadership and Learning at Insead. She is the author of Act Like a Leader, Think Like a Leader (Harvard Business Review Press, 2015) and Working Identity: Unconventional Strategies for Reinventing Your Career (Harvard Business Review Press, 2003). Follow her on Twitter @HerminiaIbarra and visit her website.

Robin J. Ely is the Diane Doerge Wilson Professor of Business Administration at Harvard Business School and the faculty chair of the HBS Gender Initiative.

Deborah M. Kolb is the Deloitte Ellen Gabriel Professor for Women in Leadership (Emerita) and a cofounder of the Center for Gender in Organizations at Simmons College School of Management. An expert on negotiation and leadership, she is co-director of The Negotiations in the Workplace Project at the Program on Negotiation at Harvard Law School. She and Jessica L. Porter are coauthors of Negotiating at Work: Turn Small Wins into Big Gains (Jossey-Bass, 2015).

Posted in

1 Comment

  1. Carolyn Adams Monaco on April 3, 2019 at 6:41 am

    Thank you, Bob, for sharing this important piece. Granted, Deb Kolb is a client here. Regardless, these issues are critical to keep talking about–by both genders–so I appreciate it. I’ve shared this post on social media. But I’m not finding you on LinkedIn. True?
    Best regards from Boston,
    Carolyn

Leave a Comment





This site uses Akismet to reduce spam. Learn how your comment data is processed.