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宣传的不成文规则经常遗漏女性

当杰拉尔丁。费拉罗竞选副总统在1984, I was in high school. When Sarah Palin ran 24 years later, I was a partner at management consulting firm Oliver Wyman, raising toddlers.

Today, I am managing partner of the health care business at Oliver Wyman and chair of diversity and inclusion. I could not be happier to see Kamala Harris become the first woman finally elected vice president of the United States. I also believe it should not have taken us this long. So how do we capitalize on this moment and drive more progress, especially in business?

C-suite executive says inclusion and diversity are priorities. America’s workforce is filled with accomplished women. However, women are still passed over for the most senior leadership roles.

Women older than 16 account for about half of employees, according to the劳动部。Yet fewer than 6% of the chief executive officers of the 3,000 largest companies in the United States are women, and only one in four executives is a woman, based on a华尔街日报study

有些东西正在妨碍我们。

Oliver Wyman研究人员与160多名高级女性领导人交谈,并在性别领导差距上调查了300多名男性和女性高管。We foundthat while men and women appear to be playing the same game, we have different interpretations of the rules. No wonder, then, that there is so much frustration, and that women are losing.

Rule 1: Know What Makes a Great Leader

男女同意,信心是一个基本的领导性特质。不幸的是,该协议结束于那里。除此之外,妇女有价值的合作和团队赋权,而男人则青睐直接和落实。毫不奇怪,当时男人想填补高级角色,他们对伟大领导人意味着他们很少看到一个女人候选人那样适合模具。

来源:奥利弗·威曼

Executives who care about diversity should examine the track in their companies to senior management.

Rule 2: Know What Gets You Promoted

Women rank being “results-driven” as No. 3 in the top keys to promotion. Men rank it No. 10. Does this mean men do not care about results? No. But it does mean that men and women focus on different priorities.

我们发现男人花了更多的时间超过妇女,他们经常描述“网络网络的网络”,因为他们专注于的东西。结果,男人最终比女性更多的赞助商。

Rule 3: Know How to Be Likeable

As a society, we tend to expect different behaviors of women versus men. At the same time, Rule No. 1 says senior leadership positions go to the direct and decisive. The dilemma is that these qualities run directly counter to what society often expects from women.

结果?直接和决定性对一个男人来看起来不错,但女人的行为往往被视为专横和磨蚀。因此,如果领导者应该是直接和决定性的,妇女似乎没有运气。他们陷入困境;要么他们可以被视为不直接和决定,足以制造伟大的领导者或者太过性和磨蚀性是可爱的。这是一个游戏,女性必然会失去 - 所以他们做得太过频繁。

What can you do in your organization to make a difference and accelerate progress?

使看不见的可见:对这些隐藏的假设和行为感到好奇,并挑战你的领导团队来做同样的事情。一旦你了解这些无意识的偏见劫持你的最佳努力,你就可以做到一些事情。

赞助,伟大的均衡器:许多高级领导职位的许多人都有差异的赞助商。赞助商不仅仅是导师,因为他们为他们赞助的人提供了自己的个人信誉和倡导者。

Sponsors are even more critical for women because their advocacy levels the playing field by effectively neutralizing unconscious biases. They also help women navigate and avoid pitfalls that result from the different assumptions we have about what is required for success and the path to senior leadership.

来源:奥利弗·威曼

Do you want to ensure your daughters or granddaughters don’t face this same situation in another 20 years? If so, get curious and work to understand the biases we all have, and how they impact your organization.

看看你的内心圈,你先去的人。它多样化吗?女性与男性有多少人?现在是时候加强了。在您的组织内使用您的个人权力以不同地查看挑战,并开始创造一些突破。

这件作品首先出现在达拉斯晨报

特里斯塔

奥利弗·威曼管理合作伙伴

Terry Stone是健康与生命科学实践和全球多样性椅子的管理合作伙伴,奥利弗·威曼

边缘的日常通讯提供关于企业风险和弹性的新思路。 订阅