Formation chancellerie une gestion sensible au genre_mtimmerman_jan 2012

Pourquoi une gestion sensible au genre ?
La plus value des femmes pour l’organisation

par Marc Timmerman, Partner Axiom Consulting Partners

LE RATIONALE

LE POURQUOI

Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux

Une exercice de réflexion

 You have a potential product which could be interesting to 50% of the population and raise
your number of consumers at least with 20%.
 Investments are low to bring it to market, just requires a different way of managing your
product portfolio;
 No competitors have taken this market share either, but 1/3 of them are thinking of doing it
soon;
 Multiple and acknowledged studies indicate that you could make your brand recognition
even stronger, become more popular as a company and it could lead to a boost of the
company’s gross revenues up to 27%;
 Studies indicate that there is no big risk attached to moving into this market space. It is a
question of being there first.
 Would you say “YES” to this ?


3 Main Theses

• Leaders will have a difficult time.
 No more “One Size fits All” OR “Cloning is no longer an option”

• The organisation and the leaders who are not focusing on
Diversity & Inclusion make a fatal mistake.
 The pool of young white males is drying up.

• The faster you adapt as a Leader, the stronger you and your
organization will be.
 It will be a competition on Employer Attractiveness and a fight on
credibility and against time.


Report on Equality between women and men,
European Commission, 2009

• “An equal participation of women and men in decision-
making processes is a democratic and economic necessity.

• In the current economic situation it is all the more important
to mobilize all talents.

• This is not the time to waste skills and production potential
because of outdated perceptions of women’s and men’s roles
and leadership abilities.”


The potential effect of increasing
women‟s employment


L’ évolution de la réprésentation de femmes
dans les Conseils d’Administration


La diversité de genre dans les comités de direction
reste très bas


L’impact d’une meilleure équilibre


Changing the inflow & the promotion system
is critical

1978 2010 2008 2040

Women Women in Women Women in
university exec university exec
graduates committees graduates committees

Sweden 61% 17% 64% 18%

France 41% 7% 55% 9%

Spain 32% 6% 60% 11%

Germany 32% 2% 55% 4%

Data Source : McKinsey‟s Women Matter 2010


Des changements pro-actives sont nécessaires

 Only 28% of 1500 business leaders consider it a top-10
priority.
 Changing the promotion system is critical as the
increasing number of women graduates will not be
sufficient to close the gender gap in top management.
 Women continue to face many barriers on their way to
the top.
 1 : The “double burden” syndrome
 2 : The “anytime, anywhere” performance model
 3rd one identified by women : the reticence to advocate for
themselves


Certain characteristics within a Board
increase the chances of
women directors being recruited or promoted.

 Boards with a younger chairman,
 Chairmen with shorter periods of tenure,
 Boards containing an HR director,
 Boards with already one woman on them.

Data Source : Penna, “Not the usual suspects”


We will need
more pain

The only
human looking
forward to be
changed


LE RECRUTEMENT ET LES PROMOTIONS

L’IDENTIFICATION DE TALENTS


How do most Executives
recognize their successors ?
• Gives sharp remarks • Has a unique perception of occupation
• Shows willpower • Is very time conscious
• Varying interest in teamwork
• Shows independence
• Gives a demanding impression
• Has a high level of commitment
• Puts the job before everything
• Has a phenomenal amount of energy
• High intelligence
• Shows a vibrant sense of creativity
• Has a broad thinking style

• Is part of the dominant coalition • Strives for continuous improvement

Sources: Organizational Dynamics (1986), Human Resource Management, (1998), National
Productivity Review (1989), Journal of Management Development (2003)
Published in “High Potentials : Feiten & Fabels”, Marc Timmerman & Charlotte Sabbe, 2007


Avoid Creating your own Louis XIV

Assertiveness Initiative
Thoughtfulness Introspection
Early
Energy Problem solving
Career
characteristics High performance & IQ

Negotiation skills
Sensitivity to others Derailment is often
Team builder Strong caused by:
Mid relationships
Interpersonal skills • Cold heartedness
Career
Good reputation • Arrogance
characteristics
EQ • Self-glorification


Les Compétences critiques
des Dirigeants du Future
Prof Manfred Kets De Vries (InSead) :
The Leader of the Future has the ability to create a company culture and being the
glue of the team:

– Community: creating an environment of mutual support, respect and collaboration
– Pleasure: creating employee satisfaction and enthusiasm through stimulating continuous
learning, creativity, excitement and humor
– Meaning: providing a meaning for the society as a whole: putting things in perspective

Thus creating the possibility of growing
a Sense of Belonging

Source: EHRF Contact Days in Lugano & The Journal of
Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux Human Resource Management (2003)

GESTION DE CARRIÈRES


Methods for Top Talent Identification
How powerful is
AC/DC
Self this Dominant Coalition?
selection Competency profile
Formal
processes HowManagement mass versus the
strong is the
Line reviews
individual?
managers

How much stronger is perception than
reality?
Political networks „Professional‟
Informal
Dominant coalition discussions
processes
Corridor discussions Observation

Reactive HR- attitude Proactive HR-attitude


Acheter ou Développer
vos Talents ?

Top Exec Final Admission
Track Assessment

Senior Mgmt T
Career
Track E
Senior Mgmt
Controlled Development S
ZigZag Centre Experienced
Management
Period
T External
Junior Mgmt Influx
Junior & Development I
Mid Career Centre
N
Zero-
Measurement
Period G
Entry Level Young Graduate
Assessment


Réflections en changeant d‟employeur

• Female Superstars are better than their male counterparts in
remaining very succesful when moving to another company.

• Women look for organisations that welcome them as
individuals with distinctive styles, personalities, and methods
of distinguishing their franchises.

• When joining an organisation, women will consider the
apparent attitudes of the hiring manager and the existence of
female colleagues and role models. They look at culture,
values, atmosphere and tone.

Data Source : HBR, 02/2008, Boris Groysberg


Women don’t take enough time for their boss

With their With direct With
leaders reports colleagues
Men 30% 45% 25%
Women 15% 70% 15%

Source : Trends June 9TH 2011, Vlerick Research, Katleen De Stobbeleir


La Pré-Sélection de Femmes
à haute Potentiel

• Timing of pre-selecting Top Talents is a key factor in diversity management.
– Flexible career speeds are a best practice for better gender balance in the leadership
pipeline

• Women spend less time on Internal Networking than men.
– Fear that their relationships to male colleagues would be misinterpreted and
therefore damaging their reputation.

• The impact of a ‘dominant coalition’ is high :
– What is the gender balance in the inflow of people ?
– Are there preselection criteria ?
– Are these preselections based on competencies or on a “male” behaviour style?
– Is the mastering of male codes the only way to rise through the ranks?
– The way “As Is” could oblige ambitious women to imitate “male” behaviour.

• Why are companies not more attuned to the untapped leadership in their ranks?
– Reason n°1: Because they haven’t looked for it!


HUDSON RESEARCH STUDY 2007

CAN WE DETECT DIFFERENCES
BETWEEN MEN & WOMEN IN
LEADERSHIP POSITIONS ?


Research methodology

• Hudson‟s Business Attitude Questionnaire (BAQ)
was used as a basis for this study
• Hudson‟s European R&D Centre developed the
BAQ based on the widely recognized „Big 5‟
personality model.
• This questionnaire has been proven through
hundreds of assessment and development
centres worldwide.
• Sample population:
• 65,000 men & women in Europe, Australia, Asia,
and the USA completed the BAQ
• From that number, 591 International executives
in senior leadership positions were asked to
complete the BAQ
• Of the executives who took part,
152 were women and 439 men


Male leaders show
a more extreme male personality profile

• C-level men score higher on extraversion: leading, • Compared to average men, male leaders score lower
persuading and motivating people and, to a certain on abstract-thinking, helpfulness and
extent, communicating. meticulousness.
• They also show relatively high scores in
decisiveness, result-orientation, strategic approach • C-level men show mainly ‘typically’ masculine
and autonomy. characteristics, while neglecting the more ‘typically’
feminine aspects.

Women at the top:
a male leadership profile with feminine nuances

• C-level women show a personality that is almost the • Compared with average women they score lower on
opposite of women in general. conscientiousness: they are less meticulous, rational
• Like C-level men, C-level women score very high on and, to a certain extent, less organised.
extraversion: ability to lead, communication,
persuasion and motivation. • They do not excel in people orientation, but view
themselves as being rather co-operative.

C-Level Men and Women: two of a kind?

• Compared to C-Level men, women tend to focus less on immediate results; take the bigger picture into account
and take a more autonomous stand. They keep a distance from the concrete details and day-to-day issues, have
a conceptual view and appear more open to change.
• They also pay more attention to open communication in the organisation and adopt a more ‘human’ approach
with room for co-operation, mutual support and sociability.

How women become leaders: from warm to mindful

 Younger feminine leaders score higher on altruism: socially confident and people oriented (warmth), but less on
openness (mindless), decisiveness and leadership. Their style makes them seen as favourable (warm & mindless)
 Senior women focus on openness: abstract thinking, strategic-thinking & open-mindedness (mindful), but less on
Pourquoi altruism (cool).au genrestyleMarc Timmerman, Axiom Consulting Partners BeNeLux
une gestion sensible Their ? par makes them seen as both favourable and effective (cool & mindful)

Young Men and Women leaders (<40 yrs)

• Younger feminine leaders score higher on altruism: people-oriented, helpful and socially confident.
They also are more change oriented and organised than younger male leaders.
• Younger male leaders focus more on emotional stability (relaxed, stress-resistant and decisive),
they score more strongly on leading ability and persuasiveness and differentiate themselves by
their ambition, result-orientation and strategic thinking.

Catch 22 ?

• Dominant coalition inside top management committees favours
‘male’ personalities
• The risk of not having a clear identity in the eyes of others puts
women in a “double-bind” situation:
 If they act like a typical male leader, they are perceived as
hard, because their behaviour does not correspond to that
generally observed and stereotyped with women
 If they act like a typical women, they may be perceived as less
effective, because the typically male personality traits are still
perceived to be more effective characteristics


Towards convergence and a better blend
for improved Gender Balance and Leadership ?

 Women need to develop key leadership traits to get to the top such
as decision making, communication, strategic thinking or result
orientation

 Women should also dare to develop their more feminine traits such
as people orientation, altruism and change management

 Male leaders should try to develop more feminine leadership traits
and a more participative leadership style more suited for the
modern workplace


Women,
better leaders for the future?

• If organisations shift from a more traditional view of leadership to a more
participative and democratic view, women should receive more opportunities to
obtain and succeed in leadership positions.
• However, in the short term, companies might adopt a short term view that
reinforces the hierarchy of men over women in their efforts to succeed during a
recession. Not only will this reverse the recent progress of gender equality in
business, it might also be to the detriment of the organisation.
• Organisations should determine which business attitudes are most critical for
their current and future leaders in relation to their business context and strategy,
before deciding which men or women are best suited for the roles.


THE OBSTACLES &
THE BEST PRACTICES


Leadership delivering on ‘Promises’ is
a KEY differentiator

• The Employer Value Proposition

• One of Our Biggest Challenges on a
short term is that we will have to be
many different things to many
different individuals.

• ‘One Size fits All’ = A dying model !


Les multiples barrières les plus difficiles


“Change is the law for life” JF Kennedy

• 70% of Baby-Boomers & 92% of Gen Y cite “career-life fit” as a top priority

• The Forces driving the changing world of work :
– Rise in non-traditional families
– Converging expectations of women & men
– Flattened hierarchies
– Shortage of critical talent
– Changing Buying Power
– Virtual, connected workplace
– Ageing workforce
– Evolving needs of generations

Source : “The Corporate Lattice”, 2010, Cathleen Benko


Most common gender-balance measures

• 64% : options for flexible working conditions
• 56% : Visible monitoring by the CEO and the executive team of the
progress in gender-diversity programs
• 55% : Programs to encourage female networking and role models
• “CEO commitment and women’s individual development are at the heart
of an effective gender-diversity ecosystem”



Most effective measures promoting
gender diversity focus

• CEO commitment
• Individual Development programs :
• Skill-building programs aimed at women
• Mentoring
• A Collective enabler :
• Performance evaluation systems that neutralize the
impact of parental leaves and flexible work
arrangements



Best Practice initiatives to promote
the integration of women
Objectives Initiatives

Measurement, analysis and • Gender balance on recruitment panels
reporting of gender equality • Representation at different levels of management
• Career progression
• Salary differences
• Targets & accountabilities
• Uptake of flexible work options

Enabling workers to balance • Work-Family responsiveness
professional and family lives • Flexible work options
• Flexible career options
• Leave programs
• Re-entry programs
Creating supportive • Mentoring
networks • Coaching
• Formal network programs
Preparing women to be • Training
leaders • Talent Management
• Stretch assignments

Source : adapted from “Inspiring women: Corporate Best practice in Europe”,
London Business School, 2007
Source : White paper to be published by Marc Timmerman in 2012


Offering Of Development Practices For Fast Trackers

Top 5 regarding “Perceived Effectiveness” :

1. Starting-up new projects
2. Mentoring & Receiving opportunities to make mistakes
3. Having a high degree of autonomy
4. Having a talented boss
5. Learning from talented people

Source : “High Potentials, The Competitive Edge within your Company”, Marc Timmerman & Charlotte Sabbe, 2007


Preferred Leadership Style

A leader’s use of team members’ information and input in making
Participation
decisions

Coaching Educating team members and help them to become self-reliant

Informing A leader’s dissemination of company wide information

Interaction Strong focus on interfacing with the team as a whole

Age Groups All 25-30 31-37 >38

Participation 4.32 4.33 4.31 4.36

Coaching 3.92 4.18 3.77 3.99

Informing 3.81 3.98 3.74 3.8
Interaction 3.26 3.34 3.17 3.38

Source : “High Potentials, The Competitive Edge within your Company”, Marc Timmerman & Charlotte Sabbe, 2007


The Functions Of Mentoring

Career Functions : Psycho-Social Functions :

Sponsorship Role modeling

Coaching Counseling

Protection Acceptance and Confirmation

Challenging Assignments Friendship

Exposure and visibility

“The most conspicuous difference between star and nonstar
women is access to a supportive mentor.”
Source: Mentoring at Work, prof dr Kathy Kram


Diversité. Et alors ?

Untapped resources
Accepting the need
The value of differences
Ethical Fairness
Reflecting the market


The Smart Companies are now

• Working on Diversity & Inclusion Management
• Accessing ‘underutilized’ sources of Talent
• With the most common order of speed:
– Gender Balance
– Ageing workforce
– Cultural diversity
– People with a handicap


It is not the strongest of species that survive,
nor the most intelligent,
but the most responsive to change.

Charles Darwin

Intelligence is the ability to adapt to change.

Stephen Hawking

MERCI DE VOTRE ATTENTION

Q&A


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