1、Women in leadershipWhy perception outpaces the pipeline and what to do about it2IBM Consulting is a new partner for the new rules of modern business.We believe open ecosystems,open technologies,open innovation,and an inclusive culture with a diverse set of voices are the key to creating the way forw

2、ard for modern business and for our world.We want to work together,create together,grow together,and rethink whats possible together.For more information,please visit: IBM ConsultingiAbout ChiefChief membership includes executive coaching,peer groups,workshops,and the ability to connect through a pr

3、ivate network of 20,000 women executives across thousands of organizations.With Chief,members have secured raises,promotions,and board seats,while paving the way for the next generation.Chief Enterprise helps companies progress their gender diversity commitments by engaging,developing,and retaining

4、their women executives.For more information,please visit .3Kelly Chambliss Senior Vice President and Chief Operating Officer,IBM ConsultingKitty Chaney Reed Vice President,Chief Leadership,Culture and Inclusion Officer,IBM Carolyn Childers Co-founder and CEO,ChiefCarla Grant-Pickens Vice President,H

5、uman Resources,IBM Consulting,Global Operations,Platforms,and DeliveryLindsay Kaplan Co-founder,ChiefNickle LaMoreaux Senior Vice President and Chief Human Resources Officer,IBMSalima Lin Senior Partner and Vice President,Strategy,Transformation,and Thought Leadership,IBM ConsultingLula Mohanty Mana

6、ging Partner,Asia Pacific,IBM ConsultingPaul Papas Senior Vice President,IBM Consulting AmericasJoanne Wright Senior Vice President,Transformation and Operations,Enterprise Operations and Services,IBM Finance and OperationsiiForewordToday,more women are breaking through to the top of the leadership

7、ranks.These are hard-won achievements,but they are overshadowed by the fact that women remain acutely underrepresented in the middle management tiers,jeopardizing the prospects for a healthy pipeline of future women leaders.This is worrisome,and not just for women.When organizations create systems e

8、nabling individuals to thrive,the entire organization flourishes.Gender equity and inclusion are net gains for the business as a whole.Its not just the right thing to doits the smart thing to do.However,as our study finds,real change,and real benefits,only come when organizations build systems to em

9、bed and sustain necessary behaviors,accountability,and action.And right now,our research suggests these systems are broken.To fix them,organizations need to be willing to go beyond well-intentioned but basic measures that arent going deep enough,fast enough.Now is the time to drive real progress by

10、reimagining leadership tracks,improving pay transparency,and setting representation goals.Now is the time to challenge deeply entrenched biases and to ask women,specifically and directly,what they need to thrive as leaders.Hope alone will not move the needle on womens advancement,but it can inspire

11、the bold and decisive actions that do.With this in mind,we encourage readers to hold fast to their optimism even as the report reveals a multitude of barriers yet to be overcome.If we can capitalize on this moment,we can create a path for women in leadership that is forever brighter.4Gender equity i

12、s not a womens issue,its an organizational one.iii1Parity“feels”close but is getting farther away.In 2019,people across industries said it would take 54 years to achieve gender parity in leadership.Now,they say its possible in 10 years,perhaps as a result of the greater emphasis on women-focused div

13、ersity,equity,and inclusion(DEI)initiatives.But the optimism is belied by the facts,which show a significant hollowing out of women in the middle-management tiers,putting future leadership attainment in peril.At the current rate of change,gender parity remains decades away.The most destructive struc

14、tural barriers are invisible.Unconscious biases continue to permeate the workplace,with only 41%of male managers agreeing that their organizations leadership believes that women with children are just as dedicated to their jobs as women without children.The attributes perceived as critical for leade

15、rship also remain genderedmen are expected to be results oriented,and women,people oriented.The cost of doing nothing is getting more expensive.More organizations recognize that enabling gender equity and inclusion is good for business.In fact,organizations identified as gender equity leaders report

16、 19%higher revenue growth than others in our sample.But overall,not enough companies act as if their continued growth might depend on it.And,with nearly a third of women saying they may leave their jobs this year,attracting and retaining top female talent is only going to get harder.Addressing these

17、 issues will require concerted and sustained engagementand that work needs to start now.Our report lays out four actions,including rethinking the roles offered to leaders.Instead of slotting rising talent into predefined boxes,organizations need to design roles based on the strategic priorities of t

18、he business and the skills and aspirations of emerging leaders.How gender equity is positioned must also change:Its not a womens issue,its an organizational one.Leaders need to quantify the economic gains that accrue from righting gender imbalances and adjust strategy,moving from well-intentioned pr

19、onouncements to specific gender-representation goals,directives,and metrics.Sponsorship must also evolveand quicklyso that emerging leaders can receive the coaching,opportunities,and support needed to let their talent shine.And given the persistence of unconscious bias,organizations must adapt train

20、ing,going beyond static approaches to embed experiential learning and allyship at all levels.More people than ever before believe that women have an equal opportunity to attain leadership positions.But those sentiments havent been enough to drive significant changes in actual advancement.Biases are

21、still a barrier.To break them down,organi-zations need to mature their approach to gender parity and create structures and systems that work for women and men.Executive summary2“In the companies that I work with,I see gender equity is on the agenda.But,it does require a lot of maintenance.And it req

22、uires a continuous showing of good faith and examples.”Petri Hofst Member of the Supervisory Board,Rabobank23The past two years showed that organizations can reinvent how they workThe IBM Institute for Business Value conducts a global survey every other year to assess the opportunities and barriers

23、for womens advancement at work.For 2023our third survey in the series2,500 organizations participated,making this longitudinal study one of the largest of its kind,encompassing 12 countries and 10 industries.Our 2019 report confirmed that women remained significantly under-represented in leadership

24、positions at workdespite economic opportunities fueled by the longest running bull market in history.1 Our 2021 study launched as many communities around the world were emerging from their COVID-19 lockdowns.2 During the months that followed,record numbers of women left the workplace.The soaring men

25、tal,physical,and emotional load of the pandemic prompted many women to reflect on their careerswere the pressures worth it,or should they be doing something elsea stocktaking that contributed to the departure of professional women in the Great Resignation.PART I4Competitive organizations responded b

26、y adjusting work practices,enabling flexible and remote work where conditions allowed and creating special return-to-work programs to ease reentry for those who took leaves of absence from their careers.While not exclusively intended for women,these measures helped many continue working.More organiz

27、ations have embraced these practices over the past two years(see Figure 1).The additional stressors affecting women became impossible to ignoreMore than any other event in our lifetime,the pandemic fostered a growing awareness of the unique challenges that women face in advancing their professional

28、careers.Over the course of 2020,women leftor were forced to leavetheir jobs in record numbers.The figures were breathtaking.In the US alone,5 million women,a generation of talent,were suddenly sidelined.3 The fear was that it might take decades for women to recover what they had lost.FIGURE 1 The pe

29、rcentage of organizations supporting key work/life balance initiatives for employees has grown since 2019.Flexible work hoursRelaunch programs for employees after extended leave201948%47%59%20212023Work/life balance201918%41%63%2021202345PerspectiveVideo meetingsthe great equalizerThe shift to remot

30、e work helped mitigate some of the subtle power dynamics of business meetings.Suddenly,everyone was rendered as a little box on a screen and the realities of home life were visible.People became more accepting.As Cathy Yum,Head of Marketing for Zoom in Asia Pacific and Japan,explains,“When one of my

31、 colleagues entered into a team chat that they had to tend to a child,we all commented that it was so refreshing to not have to hide that.An older team member added that during her entire career,she had to pretend she was childless between 8:30 and 5:30.Now,you can put kid pick-up on the calendar an

32、d we respect that.Its normal to see that now,and before COVID-19,we didnt talk about this so much.”As more companies consider how best to transition from fully remote work to hybrid work or in-office requirements,they are challenged to maintain the same esprit de corps.“Everybodys really struggling

33、with this,”says Yum.Zoom is experimenting with ways to help preserve the healthy,level-playing-field vibe and make hybrid work feel more seamless and inclusive.Yum says,“We created a technology that,even if you have five people in a meeting room and five people at home,the AI picks up the faces in t

34、he meeting room and turns everybody into a box on the screen.We think that will help people feel more comfortable continuing to speak up in meetings.”“When one of my colleagues entered into a team chat that they had to tend to a child,we all commented that it was so refreshing to not have to hide th

35、at.”Cathy YumHead of Marketing for Zoom in Asia Pacific and Japan56Even in 2023,survey respondents rank the pandemic as the most serious disruption facing women at work,recognition of the disproportionate and persistent toll it has taken on them.Furthermore,factors having a significant impact on wom

36、ens sense of health,safety,and personal agency were more troublesome than the very real dollars-and-cents concerns of an economic downturn(see Figure 2).This attention on women in the workplace has had a halo effect on gender equity.Since 2021,more organizations have implemented initiatives specifi-

37、cally geared toward the advancement of women.Today,61%of organizations have established formal networking groups for women,compared to just 46%two years ago.More businesses are also offering career development planning geared toward women(78%today versus 56%in 2021).And 65%of organi-zations are requ

38、iring diversity training for managers that includes gender topics,compared to 52%in 2021 and just 28%in 2019.FIGURE 2The pandemic still ranks#1 among the many disruptions that affect working women.Pandemic1Geopolitical unrest2Changing reproductive rights environment3Increasing violence/social unrest

39、4Supply chain disruption5Climate crisis6Threats to human rights7Economic slowdown8Today,65%of organizations require diversity training for managers.67These programs are necessary first steps to change mindsets and attitudes.But in 2023,they have become basic expectations for any organization serious

40、 about improving gender parity.There has also been a rise in other gender parity practices that are more difficult to implement and carry more business and personal risk.It is a safe bet to offer training and supporttheres little downside in that.Much bolder steps?They include requiring that female

41、candidates be included in job succession plans,intentionally making room for women in areas where they are under-represented,and holding management accountable for progress.Importantly,when the pandemic was at its peak,the number of organizations setting targets for equal representation of women tum

42、bled from 66%to 48%.Reinstating this very measurable practice is gaining more favor in 2023,but the percentage of organizations doing it today is only two percentage points higher than as it was four years ago,indicating that hard-won gains requiring focus and commitment are not easy to claw back an

43、d grow(see Figure 3).Setting representation goals for women can be controversial,which may account for some organiza-tions reluctance to adopt them.Complacency could be setting in.Or it could be a fear of backlash.Yes,organizations have done a lot to raise gender equity awareness in the last two yea

44、rs,but that alone is not enough when it comes to meaningful progress.As Cynthia Chu,Chief Financial&Growth Officer of Audible,says,“If you dont have a systematic way from the ground up to develop the next generation of leaders,its not going to get there.”And goals need to consider if women are suffi

45、ciently represented in organizational power centers.Judith Curr,President and Publisher of the HarperOne Group at Harper Collins,says,“If you want to know where the money is in a company,find out where the men are.Thats where you can see the power.”FIGURE 3 More organizations are taking bold actions

46、 to advance women in 2023but target setting hovers at 2019 levels.We have meaningful internships/entry level job opportunities for women where they are underrepresented55%All job succession plans must include women candidates55%74%55%56%69%59%Senior management is held accountable for gender equity w

47、ith clear performance metrics57%68%66%We set workforce planning targets that include equal representation of women at all levels and roles48%68%20Optimism is real,but unrealisticEfforts to make workplaces more inclusive have had a powerful impact on mens perception of gender parity.For th

48、e first time ever,the majority of men dont see gender as a barrier to joining their organizations highest ranks.For example,in 2019,less than one-third of men thought a woman could just as likely be CEO as a man.Four years later,that percentage has jumped to 54%.And even though science,technology,en

49、gineering,and math(STEM)fields have long been male dominated,today 70%of men say the CIO role is equally available to women.Only 38%of men thought this was possible in 2019(see Figure 4).FIGURE 4 Today,far more men think that women in their organizations have an equal shot at top leadership position

50、s.CEOCFOCIOSVP31%|54%38%|70%2019 202348%|68%61%|74%“Leaders need to get retooled on how to lead today,because its different.”Doreen SebbenExecutive Director,The WIT Network89Notably,in earlier years,women were far less skeptical than their male counterparts that they could advance to these roles.Fin

51、ally,in 2023,enough men have shifted to where the majority of women and men share the same optimism.Tammy Luke,Manager,Demand Research and Insights,Delta Air Lines,tells us,“Were seeing momentum.In some ways,it feels like there is light at the end of the tunnel.”Confidence that change is imminent ha

52、s fueled one of our most curious findings for 2023.Four years ago,respondents said it would take more than 50 years before their industry would see equal representation of women in leadership roles.To our surprise,respondents in 2023 are decidedly more upbeat,estimating that parity is possible in ju

53、st a decade.This stunning decline of 44 years tells us todays respondents believe gender parity is not for future generations to solve,but is,in fact,attainable on their watch(see Figure 5).The gender-focused interventions that corporations have adopted are clearly resonating.In 2023,the percentage

54、of organizations that have made advancing more women into leadership roles a top formal business priority has nearly doubled,from 25%in 2021 up to 45%in 2023.And as many as 72%say they their organizations consistently promote women to top leadership positions.But,heres the rub:If these perceptions o

55、f progress reflected real change,we would see a significant increase of women filling leadership roles today.Unfortunately,the pipeline tells a more complex story.FIGURE 5This years respondents are much more optimistic about the time it will take before their industries see gender parity in leadersh

56、ip.6223242526272829303373839404474849505567891044 year decrease 54 years 10 years20192023until parityuntil parity9101010“Changing mindsets is important,but not enough.We need specific KPIs and commitments set by the company,respective

57、 departments,the president,and executives to make change happen.”Jun TaneieChief Diversity,Equity&Inclusion Officer at ANA Holdings,Inc.11PART IIHistoric wins at the top are threatened by stagnation in the middleFirst,the good news.Finally,in 2023,there are more women in the C-suite and sitting on e

58、xecutive boards.Representation has inched up to 12%for both.These are incremental increases and still nowhere close to parity.But after years of inertia,they signal positive momentum(see Figure 6).Petri Hofst,Member of the Supervisory Board of Rabobank,says,“I see a few women getting into the chair

59、position,and theyre not there because they are women.Theyre there because theyve done a remarkable job.”Executive roles are also slowly becoming more racially and ethnically diverseeven though representation is still woefully insufficient.The percentage of women serving on boards and in the C-suite

60、who identify as a minority increased by three percentage points,from 6%in 2021 to 9%today,and the role of senior vice president also bumped three percentage points,from 7%to 10%.The other bright spot for women in 2023 is at the start of the leadership pipelinejunior professionals/specialists.After a

61、 small decrease of women in 2021,this role has surpassed 2019s numbers,and today,40%are women,making it by far the role closest to gender parity.019FIGURE 6 The 2023 leadership pipeline of women:Historic percentages in the most senior roles,but a stubborn stagnation of women in roles betw

62、een junior professional and the C-suite.Executive boardC-suiteMiddle manager Senior professionalJunior professional 8%8%12%Senior managerVP or DirectorSenior VP 10%10%12%18%13%14%19%15%16%25%20%19%28%23%23%30%30%34%35%40%37%Historic wins at topBig gaps in the middle1213The leadership pipeline is hol

63、lowing out Now,the bad news.Not enough of these talented,skilled,early career professional women are making it to the next level.2023 saw the largest drop in percentage of women from junior professional to senior professional(10 percentage points).Not only is this the most substantial drop from one

64、role to the next it is the largest drop we have seen in our surveys.We are seeing a worrisome hollowing out of women in middle management.Since 2019,the decline has been profound,affecting nearly all mid-level leadership tiers.2023 shows a slight uptick from 2021s precipitous,pandemic-driven fall of

65、 female senior vice presidents,vice presidents,and directors.These roles act as feeders for the C-suite and executive boards.If organizations are making significant progress in the advancement of women to top leadership positions,the percentage of female executives should be higher.At a minimum,we s

66、hould have seen a rebound to 2019 levels,yet that hasnt happened.Role design is also an issue,notes Lisa Shalett,Co-Founder,Extraordinary Women on Boards(EWOB).“Just because a woman can advance into a leadership role doesnt mean that role is attractive or fits into her life.I mean,we cant even get t

67、he room temperature of a building to suit a womans body.You can make the case that roles and workplaces were created as male-centric and havent ever been redesigned to be more inclusive.”There is even more stagnation in senior professional and non-executive managerial positions,where the percentage

68、of women hasnt budged since the pandemicor,for senior managers,has even declined somewhat.The cliche of the glass ceiling isnt just a C-suite phenomenon.It starts much earlier with the first opportunities for promotion to senior professional and managerial roles.At this pace,how long will it take be

69、fore organizations achieve gender parity in leadership?Its certainly not 10 years,as our respondents hope.At the current rate of change for the C-suite,we calculate it will be more like three decades.And,for the leadership roles where growth has been flat,or even dipped?Sadly,the answer is never.Why

70、 is the path to advancement still so difficult for women despite so much attention to this issue?Our research and interviews offer some clues.“There can be a presumption that when women reach upper management,they have already demonstrated drive and dont need executive sponsorship.But thats not true

71、.”Ling YangManaging Director,The Carlyle Group14Attitude alone is not enoughThe mindset shifts that we have observed are important.However,the idea that hard work and the right attitude alone can overcome structural barriers to advancement is,as President Crystal Williams of Rhode Island School of D

72、esign observed,“a dangerous mythology.”Womens advancement is not a womens issue.Its an organizational issue.But many organizations are leaving it to employees and their managersboth women and mento work through the tensions of change on their own.Doubt that women have what it takesEven though global

73、ly more women are enrolled in second-and third-level education than men,4 only about half of managersmale and femaleare confident that the leaders in their organizations believe women have the education to advance.But some of the most revealing findings focus on factors far more subjectivewomens ded

74、ication and overall effectiveness.When asked if women with dependent children are as dedicated to their jobs as women without children,the majority of respondents say yes,this is what leaders in their organization believe,except for male managersonly about 40%agreed.This point is particularly tellin

75、g,considering that many women early in the pipeline are also starting families and taking leaves precisely when they could be tapped for promotion.If there are questions about a moms ability to balance work and family,that doubt can be enough for management to select a different candidate.Equally co

76、ncerning,when asked if women are as effective at supervising as men,a similar pattern emerged.Here again,male managers are the outliers,with fewer than half(48%)saying their leadership believes this is true for their organization.“Unconscious biases are sticky,”says Terry Fry,Senior Vice President,E

77、nergy Services at Cadmus.Despite the very real shifts in attitudes suggesting that men and women value and want to create equitable workplaces,regressive viewpoints still persist.Unlike tangible barriers such as overtly discriminatory hiring practices,biases are still holding women back.14“Managers

78、may worry that female subordinates with children wont be able to focus enough energy toward their work.”Qi Shu GuangVice Chief Engineer,CTTL System Laboratory,China Academy of Information and Communications Technology 15PerspectiveGo beyond ticking boxes on a ledgerEliza Reid is a Canadian,writer,en

79、trepreneur,mother of four,and First Lady of Iceland.Although Iceland is regularly ranked the most gender-equal country in the world,topping the World Economic Forums Global Gender Gap list for 13 years running,5 Reid points out that much work remains.Theres an expression in Iceland that says,“A gues

80、ts eyes see more clearly.”One thing Reid is clear about is the importance of data.“Theres an incredible need for quantitative information.Some people may believe that equity will inherently right itself,but theres nothing like hard data to make the case that gender equity needs persistent and active

81、 intervention.”Shes also adamant on this point:“We dont have to consider ourselves activists or even feminists to be able to work for a more equitable world.”In fact,she argues that change is most likely to come when we all take personal ownership.“Our ability to make progress isnt just about electi

82、ng officials who will pass laws.That way of thinking keeps us a few degrees away from feeling like we can have a meaningful role individually.”To improve representation,Reid says that definitions of success“must go beyond ticking boxes on a ledger.”She adds,“There will be groups that say,Look,we hav

83、e 50-50 representation,so I dont know what the problem is.”But those numbers can be misleading,since women and men can be interviewed in equal numbers,but questions and advancement criteria can still be gendered.To get at these biases,Reid believes organizations need to check their assumptions and c

84、onduct follow-ups and evaluations to see what is happening up close.“You cant tackle biases until you acknowledge that you have them.”Eliza ReidAuthor and First Lady of Iceland“We dont have to consider ourselves activists or even feminists to be able to work for a more equitable world.”1516Strategic

85、 visionary11Innovative,creativeOpen and transparent communicator22Analytical,logical,objective,results orientedAssertive,bold,courageous33Strong ethics,honesty,integrityInspirational,optimistic,empathetic44Assertive,bold,courageousSkilled negotiator55Skilled negotiatorAnalytical,logical,objective,re

86、sults oriented66Inspirational,optimistic,empatheticCollaborative,team oriented77Strategic visionary Strong ethics,honesty,integrity88Collaborative,team orientedInnovative,creative99Cultural awareness/sensitivityCultural awareness/sensitivity1010Expertise in their fieldExpertise in their field1111Ope

87、n and transparent communicatorWomen are expected to shine in areas that remain undervaluedPeople still harbor deep-seated expectations about leadership that differ for women and men.Our data reveals little agreement on the prioritized list of attributes women and men need to be considered for promot

88、ion to a leadership role.Men are primarily valued for creativity,being results oriented,and for FIGURE 7 The prioritized attributes needed for promotion to a leadership role differ for women and men.Attributes for womenAttributes for menhaving integritymore so than women.And women,more so than men,n

89、eed to be strategic and bold,but also people oriented.Essentially,respondents want women to help them feel good at work and want men to deliver business results,which unconsciously or not,falls into the trap of stereotyped gender models(see Figure 7).1617The conventional notion of good leadership ha

90、s been informed by a workplace culture long designed primarily for men.So,its no surprise that when people think of strong leadership attributes,they prize the ones typically nurtured in men;it becomes a self-perpetuating loop.As Florence Chua,Managing Director,APAC at PCMA,says,“Even now,there is t

91、he expectation that women should just be a lot more empathetic,a lot more cuddly,a lot more emotional.Personally,Im very results focused,and sometimes Ill get feedback from friends who say,You work like a man.”Managers need to acknowledge these types of inherent institutional biases and recognize th

92、at leadership can look different and still be highly effective.The qualities that have traditionally been seen as“soft”and more aligned with womenhigh emotional intelligence,transparency,communication,and empathyare perceived as helpful,but not essential,and regarded as easier to attain than the“har

93、d”skills that men are often assumed to have.Ana Cristina Lopez,Citi Country Officer&CEO,El Salvador,shakes her head at this notion.“Soft skills.I dislike that term.These are hard skills.Super,super hard.”They are also power skills.Anyone could benefit from acquiring them.However,making them accessib

94、le means dispelling the myth that they are innate.As a recent article from Chief makes clear,“Women arent born with empathy,just as men arent born to be leaders.”617171818“One day at a time,one foot in front of the other,you show up.”Shelley Diamond Chief Marketing Officer,UNICEF USA 19PART IIIWhen

95、women succeed,everyone winsGender equity is often painted as a womens issue.But numerous studiesincluding our ownhave shown that diverse organizations perform better in many core competitive metrics.Every two years,we analyze our sample to reveal a subset of outper-forming organizations we call“Firs

96、t Movers.”First Movers share these three key characteristics:They have made the advancement of women a top formal business priority.They view gender inclusivity as a driver of financial performance.They believe that businesses need to continue making changes if they are to achieve gender parity.“At

97、the end of the day,diverse teams are more innovative.The only way parity will increase is if we talk about diversity as a business problem and give it the same rigor and cadence that we do for other business problems.”Doreen SebbenExecutive Director,The WIT Network20In past years,First Movers have s

98、et the pace.2023 is no different.Not only do First Movers have more women in leadership roles,they also enjoy demon-strably better financial performance.Compared to other organizations in our survey sample,First Movers report 19%higher revenue growth over the past two years,a resilient figure despit

99、e the economic downturn during the pandemic.And,First Movers still outdistance others in many important performance measures related to the workplace(see Figure 8).While First Movers have yet to see gender parity across all roles,today they have 2%more women than others in our sample for the most se

100、nior positions.FIGURE 8 More First Movers are outperforming their competition on key workplace metrics and initiatives.“Diversity makes all of us better.We hear customers better,we hear requirements better,and we learn about our gaps better.Diversity is not a boat anchor that were trying to drag alo

101、ng.”Bob Thompson Regional Vice President of Zscaler2040%|56%Others First Movers46%|57%52%|61%47%|59%Employee retentionWorkforce diversityGender equityChildcare and leave benefits21Act now or risk losing womenEven though our data corroborates what other studies have shownthat gender equity can be a p

102、erformance enhancerorganizations have not taken the difficult steps to enable inclusivity in leadership.By dragging their feet,they risk eroding the progress made over the last few years,as evidenced by the dips in the pipeline of female talent.These dips are destined to get deeper.In just the next

103、12 months,as many as 30%of women say they plan to actively seek a new job.30%expect to leave their jobs temporarily to care for family.Nearly as many,27%,anticipate having to resign for physical or mental health reasons.And 24%simply say they plan to leave the workforce permanently.For some women,st

104、icking it out so they canmaybe,somedayland a senior leadership role is just not worth the price.Shari Aaron,Executive Vice President of Growth and Innovation at Radius,says,“In the old model,you move up the ladder in increments.”But,Aaron believes younger women are less interested in that approach.F

105、or them,she says,“The focus is on how do I want to live?Its career purpose over this idea of equality.”Rather than fighting for an equal shot,Aaron believes young women may be more apt to say,“Ill leave the ball in that field,and Ill go start in a new field.”As a way to test womens work priorities,w

106、e asked our female survey respondents how much of a salary cutif anytheyd be willing to take if they found a position with another company that better suited their needs and values.By no means are we suggesting women should make less money than they do now,nor should such a trade-off be necessary.Bu

107、t,when women say they would take a 10%pay cut to get a job that offered greater flexibility,or purpose,or more supportive management,their answers convey yet another sobering signal that coveted female talent could be easily lured away if companies dont act with urgency to address their concerns(see

108、 Figure 9).FIGURE 9Almost half of women would take up to a 10%salary cut for a job that offered any one of these advantages.More supportive management More flexible work locations A stronger environmental,social,and governance (ESG)profile Better daycare or care facilities for children More flexible

109、 work schedules 22PerspectiveWhen individuals thrive,so does the collective wholeCrystal Williams is an award-winning poet who has founded and led diversity and inclusion programs at Reed College,Bates College,and Boston University.Now President of Rhode Island School of Design,she says,“What has ke

110、pt me so engaged in the work of diversity,inclusion,equity,and justice is the deep belief that your ability to thrive and my ability to thrive,different as we are,impacts the collective whole.”She notes that a key reason barriers to inclusion remain entrenched is because investments to knock them do

111、wn are seen as benefitting just a few and take a long time to pay off.“I think that we havent as a society gotten to the understanding that the most disadvantaged populations are canaries in coal mines.”She gives an example of curb cuts in sidewalks.“These came about to help people who have physical

112、 impairments.Yet,if you stand on the corner now and look at whos using a curb cut,what you see are parents with strollers,older people who dont have to worry about falling,and students with their zippy doos.The universal design benefits the whole.”Its the same with gender equity.And one of the most

113、effective ways to compel action,she says,is through proximity and community.“Its easier to imagine equity when you understand how inequities persist right next to you.”“Its easier to imagine equity when you understand how inequities persist right next to you.”Crystal WilliamsPresident,Rhode Island S

114、chool of Design2223Action guideIts time for leaders to get serious about achieving gender equity.This is the time for leaders to go from“first-gen”to“next-gen”and stop treating women as one monolithic block.Progress toward creating inclusive environments is a journey.Getting to great,however,require

115、s going beyond broad-brush programs and enabling individualized moments of truth for womenand menso they can get the support they need to navigate their personal career paths and achieve their goals.These four steps and supporting actions can point the way.23232401Design roles at the top that work f

116、or top talent.Advancement is not just about having more seats at the table for women.Its about thoughtfully reexamining leadership positions and the systems that support them.This allows individuals to give full expression to their talent in ways that work for them,are fair and equitable,and in tune

117、 with their needs and aspirations of the business.Trim hiring criteria to a core set of gender-neutral requirements.Search criteria for top roles often contain as many as 15-20 requirementsa laundry list that few candidates can fully satisfy.This can result in a subjective,inconsistent cherry-pickin

118、g of“must-have”qualifications,which enables unconscious biases to seep into the selection process.To counter this,organizations should cut criteria to a short list of five or six essentials,with gender-neutral attributes that focus on the subject-matter expertise,skills,and experience needed for suc

119、cess.End the pay gap.There is no excuse for gender pay discrepancies to persist,and yet they do.Aside from the flagrant inequity of placing more value on work done by men,organizations will lose the female talent they sorely need to sustain high performance.Management and boards of directors must be

120、 held accountable for ensuring that top talent receives top payregardless of gender.Actions to take:Break the mold on historically defined roles.Rather than pigeonholing gifted leaders into predefined boxes,organizations should sculpt leadership roles based on the strategic priorities of the busines

121、s and the skills and aspirations of their top talent.Shelley Diamond,the Chief Marketing Officer at UNICEF USA,says,“Ive worked with Women in America where the mission is to help women fulfill their highest potential and move the needle of the proportion of women in the C-suite.Many of these women h

122、ave left the corporate track because they want fulfillment and to have more control over their destiny.”Women arent looking for a leg up.Theyre looking for organizations that recognize their value and are excited to create tracks that challenge and inspire them.Action guide242502Change the dialogue

123、around gender.Reframe womens leadership advancement in the language that compels action:business results.Demonstrate that advancement is not a zero-sum game.Even among open-minded professionals,there can be a nagging notion that if a woman“wins”a seat,a man loses.Its not uncommon for people to feel

124、this way if gender equity is positioned as a womans issue and men are the problem.Reframe how gender equity is discussed throughout the organization,not just at executive levels,and demonstrateclearly and assertivelythat when women or other minorities succeed,all benefit.Engage men.The most effectiv

125、e gender equity initiatives involve men and women as equal partners,overseeing strategic,enterprise-wide efforts to improve representation,model desired behaviors,and conduct interventions in language geared to men and women.Assert frequently that the success of the business relies on actively and i

126、ntentionally making space for underrepresented talent.Actions to take:Show how gender equity and inclusion can build financial performance.Move beyond well-meaning but vague requests for action by quantifying the concrete economic gains that accrue from righting gender imbalances.Our study findings

127、suggest there is a strong correlation between gender equity and performance.Organizations should benchmark themselves and measure their own journey.Track the specific ways that inclusive teams provide a competitive edge by documenting,for example,improvements in product development and customer acce

128、ptance,sales volume and deal size,and innovation cycle times.Action guide252603Dont just set strategy,give it teeth.Many organizations today claim advancing women is part of their strategic agenda.But without directives and metrics,its just words.Scout and sponsor actively.Executive sponsorship,not

129、just mentorship,is essential to help improve womens representation.Mitsuru Claire Chino,Audit and Supervisory Board Member,ITOCHU Corporation,states,“Its extremely important for those in senior positionsboth men and women to sponsor younger women.”Leaders need to actively scout for up-and-coming fem

130、ale talent and ensure they get the opportunities and exposure needed to compete for top roles.Representation begets representation.Women leaders will be less isolated and younger women will see evidence that its possible to successfully rise through the organization.Citis Ana Cristina Lopez says,“As

131、 more women come into leadership roles,we make ourselves visible.I think that speaks louder than a thousand words.”Commit to openness.Excellence in gender equity is a journey filled with opportunities to learn and growand even make mistakes.The more transparent organizations are about their actions,

132、results,and how they intend to accelerate progress,the more permission they give managers and others to do the same.Regular communication in formal channels such as diversity disclosure reporting and informal channels such as team huddles and meetings help generate trust and,importantly,a sense of t

133、ogetherness,enabling the hard work of change to occur.Actions to take:Create appropriate goals for representation despite the risk of backlash.Organizations may worry that setting goals for womens advancement could invite unnecessary risk,for example,disgruntled employees or legal exposure.But a num

134、ber of governing bodies and countries are making goal-setting easier by mandating it.The European Union now requires listed companies in all 27 member countries to have women hold at least 40%of non-executive board seats or 33%of all board director roles by 2026.7 In the US,Nasdaq introduced require

135、ments that require listed companies to have at least one woman on their board.8 Momentum is growingaided in part by a wave of posted workforce diversity dataand by the fact that setting specific goals works.Back up those goals with a specific plan of action.Many executives and managers want to advoc

136、ate for women and support their advancement.But as Deirdre Drake,Board Director,US Cellular,says,“You cant expect centuries-old institutions to suddenly shift.You must create the intervention points that improve your probability of success and hold people accountable.”For that to happen,action plans

137、 must address specific pipeline blockers.Action guide262704Detangle the messy middle.When we talk about gender parity in leadership,its common to focus on the most senior roles.There are fewer of them,they are visible,and easy to quantify.Its no wonder that we saw a bump of women on executive boards

138、 and in the C-suite if representation is mandated,its usually for these top positions.Its much more challenging to enact measures that tackle gender parity across the full leadership pipeline.Ask why,then ask why again and again,until you uncover the root cause for inaction.Commit to the journey.The

139、re may be a variety of reasons why an organization hasnt made much progress advancing women.By engaging in an honest accounting of the barriers,organizations can go beyond surface answers and keep the focus on change.Terry Fry at Cadmus says companies should ask themselves a simple question:“why”and

140、 keep pressing.“By about the fourth or fifth why,we usually get at the real root cause.”Its these“aha moments”that can help teams conclude its worth the investment in time,effort,and resources to alleviate barriers and biases with a sense of urgencyand resolve to take the actions that can make a rea

141、l difference,such as setting representation goals,establishing meaningful metrics,promoting sponsorship,and holding managers and executives accountable.Actions to take:Ask women what they need.Organizations need to gather much richer intelligence on the experience of work for women in the early and

142、middle career stages.This can take multiple formsfrom regular pulse surveys and periodic interviews or check-ins to sentiment analysis of employee posts on social media.Leaders can use this data to design the types of support that can be the most helpful.This way,funding and resources wont be wasted

143、 on initiatives that miss the mark.Shift biases with experiential learning.Beliefs are changing,but behaviors,not so much.Awareness training is a first step,but for many,it is a check-the-box exercise.What can be far more impactful is experiential learning.This can include shadowing,role playing,one

144、-on-one coaching,and reverse mentoring to show employees and especially managers the many ways gender biases present.Walking in someone elses shoes often triggers the empathy needed to motivate different responses.Action guide2728PerspectiveThe power of allyshipAt IBM Consulting,we recognized that t

145、here was more we could do to accelerate gender parity among our leadership ranks.Allyship is one pathway,but building and scaling allyship is a process.So,we recently initiated a 10-month pilot program where we asked male leaders to pair with female leaders to work together on the males journey to a

146、llyship.There are 10 defined steps in this journey,each with a simple exercise to perform,such as,“Count the number of women versus men on group calls and in meetings.Note the percentage of majority women versus majority men.”Pairs meet once a month to discuss their experience with each step.Then,on

147、ce a quarter,everyone gathers to share with the broader group.The work in this pilot extends beyond diversity policies for hiring and promoting employees.It incorporates everyday intentional actions and acknowledgments.It invites a variety of opinions and ideas in meetings,presentations,speaking eng

148、agements,and decision making,because an authentic approach to diversity requires a conscious choice to include,to advocate for,and to welcome.Early indications are that this pilot has been transformational for the participants.2829Study approach and methodologyFor this 2023 report,the third in our I

149、BV Women in Leadership study series,we worked with Oxford Economics to conduct a double-blind survey of 2,500 executives,managers,and professionalsan equal number of women and menfrom organizations worldwide across multiple industries to better understand why the gender gap in leadership continues a

150、nd what can be done to ignite real change.These individuals included C-suite officers(CEOs,CIOs,CFOs,CMOs,COOs,CHROs,and others)as well as senior VPs,VPs,directors,middle managers,and non-managerial professionals.Our goal was to capture assessments from current leaders and from those who could be fu

151、ture leaders.The 10 industries represented included banking,consumer products,education,government,healthcare,insurance,manufacturing,retail,technology,and telecommunications.They each comprise 10%of our total sample.The countries/regions in our survey represent a mix of areas where the gender equit

152、y gap ranges from small to large,according to the World Economic Forums Global Gender Gap Report 2017.9 Since our first report in this series,we have used this resource to enable a balanced,longitudinal analysis of progress over the years.Each country(or Nordics region)comprises 11 percent of the to

153、tal sample:Small gap.Germany,Nordics(Iceland,Norway,Finland,Sweden),UK Medium gap.Brazil,Kenya,US Large gap.China,India,JapanIn addition to our quantitative survey,we conducted a series of one-on-one interviews with executives and managers in Canada,Greater China,El Salvador,Iceland,Japan,Netherland

154、s,Singapore,UK,and US.And,in collaboration with our partner,Chief,a network for senior executive women leaders,we gathered insights from its membersfemale executives repre-senting a variety of industrieswho participated in group discussions on data findings from the survey.All data is self-reported.

155、2930Kelly ChamblissSenior Vice President and Chief Operating Officer,IBM C Chaney Reed Vice President,Chief Leadership,Culture and Inclusion Officer,IBM all play an instrumental role in building a culture where everyone is heard,seen,valued,and supported.I have a daughter and hope the work we are do

156、ing now creates an even better future for her and all women.”Carolyn Childers Co-founder and CEO,C is so much pressure on women in leadership beyond the job,with an outsized portion of unpaid labor in and out of the office.Thats why I founded Chief:to support these women and corral their power to ch

157、ange not just their future but that of the next generation.”“Delighted to contribute to this important study.A diverse workforce is the key to unlocking higher performance and impact in corporate America,government,and the world as a whole.”The authors30Carla Grant-Pickens Vice President,Human Resou

158、rces,IBM Consulting,Global Operations,Platforms,and D requires a collective team effort to set goals,be accountable,and be transparent around progress.Ask yourself,Is my leadership team inclusive?What actions do I need to take to ensure all voices are at the table?Be intentional.This requires thinki

159、ng inclusively around who leaders hire,promote,develop,and retain for the future leadership pipeline across all roles in your organization.”Lindsay Kaplan Co-founder,C a working mom,Im deeply invested in creating actionable steps now so that we can achieve gender parity not in 135 years but in our l

160、ifetime.At Chief,were committed to changing the future for not just the women at the top,but for everyone across the pipeline.”Nickle LaMoreaux Senior Vice President and Chief Human Resources Officer,IBM more than 100 years,diversity,equity,and inclusion have been part of IBMs DNA.As I reflect on th

161、e fearless women in our past,I am honored to be part of this study,which looks ahead to the new generation of women leaders who will fuel our future with their vision,creativity,and innovation.”31Salima LinSenior Partner and Vice President,Strategy,Transformation,and Thought Leadership,IBM Consultin

162、g Mohanty Managing Partner,Asia Pacific,IBM C daughter of Indian immigrants,born in Kenya,and now a business executive in the US,I appreciate the efforts of those who have gone before me and am passionate about doing my part for those who will follow.”Paul PapasSenior Vice President,IBM Consulting A

163、 never make real progress until all men are allies and allyship is an expectation not an exception.My experience has shown that going on an allyship journey will open your heart and mind,while also making you a better and more inclusive leader that unlocks everyones full potential.”“We need to move

164、quickly from diversity and representation to inclusiveness so that every person who wants to has the opportunity to reach the highest levels of leadership.Inclusion has to be deliberate and interventional from people who have the ability to influence.Inclusion is informed by lived experiences.The mo

165、re we seek to understand,share experiences,and act visibly and timely,the faster will be the progress.”Joanne Wright Senior Vice President,Transformation and Operations,Enterprise Operations and Services,IBM Finance and Operations power of we is greater than the power of me.A diverse workforce allow

166、s for the best collection of viewpoints,ideals,and ultimately business outcomes.All of us benefit from an inclusive environment.”Carolyn Heller BairdGlobal Research Leader,Customer Experience and Design,IBM Institute for Business V is one of my favorite topics to research and track over time.Its bee

167、n fascinating to see the shift in attitudes in just four years.There is so much momentum,so much opportunity to enact real change.”Cindy Anderson Global Lead for Engagement and Eminence,IBM Institute for Business V Bader Ginsburg said,Whatever you choose to do,leave tracks.That means dont do it just

168、 for yourself.You will want to leave the world a little better for your having lived.Words are my lifeand reports like these are my tracks.”The authors3132Related Reports5 trends for 2023“5 trends for 2023:Embracing chaos,taking charge.”IBM Institute for Business Value.January 2023.https:/ibm.co/bus

169、iness-trends-2023Black leaders in business“Black leaders in business:Hope,anti-racism,and the struggle for equity.”IBM Institute for Business Value.February 2021.https:/ibm.co/black-leaders-equityStriving for authenticity“Striving for authenticity:LGBT+views on enduring discrimination and expanding

170、inclusion.”IBM Institute for Business Value.August 2021.https:/ibm.co/lgbt-inclusionIBM Institute for Business ValueFor two decades,the IBM Institute for Business Value has served as the thought leadership think tank for IBM.What inspires us is producing research-backed,technology-informed strategic

171、 insights that help leaders make smarter business decisions.From our unique position at the intersection of business,technology,and society,we survey,interview,and engage with thousands of executives,consumers,and experts each year,synthesizing their perspectives into credible,inspiring,and actionab

172、le insights.To stay connected and informed,sign up to receive IBVs email newsletter at can also follow IBMIBV on Twitter or find us on LinkedIn at https:/ibm.co/ibv-linkedin.ContributorsMany thanks to the many people whose invaluable insights,expertise,and support helped make this study possible:Lea

173、 Armstrong,Kira Arnise,Rachel Athwal,Stephen Ballou,Madhuri Banda,Libi Bhaskaran,Kristin Biron,Brandie Brooks,William Chamberlin,Jana Chan,Liam Cleaver,Simone Consigliere,Marisa Conway,Jon Correnti,Wei Ding,Yuriko Furunaga,Marie Glenn,Mercy Harper,Amy Hutchins,Yuko Kawakami,Nisha Kohli,Nancy Kramer,

174、Rachel Larkin,Kristine Lawas,Charu Mahajan,Anthony Marshall,Kathleen Martin,Michelle Mattelson,Julie McDougal,Alise McNeill,Rakesh Mistry,Hebattallah Nashaat,Toshiyuki Ohoka,Stephen Ollice,Lily Patel,Daritza Perez,Wendy Roth,Bob Safian,Lucy Sieger,Christine Selph,Yan Xia Shi,Mya Singleton,Smith Coll

175、ege Office of Alumnae Relations and Development,Chikara Takani,Molly Vannucci,Li Wang,Hannah Wharam,Andrew Womack,Sharon Yi,and Katsumi Yokoyama.Chief is a private network for the most powerful women in leadership.Launched in 2019 by CEO Carolyn Childers and Chief Brand Officer Lindsay Kaplan,Chiefs

176、 mission is to drive more women into power and keep them there.Chief members across the US and UK manage$800 billion of the economy and sit on the leadership teams of 77%of Fortune 100 companies.To stay connected and informed,explore Chief membership,follow Chief on LinkedIn,or listen to Chiefs podc

177、ast,The New Rules of Business.Chief331 Peluso,Michelle,Carolyn Heller Baird,and Lynn Kesterson-Townes.“Women,leadership,and the priority paradox:Why so few organizations are getting this rightbut those that do are outper-forming.”IBM Institute for Business Value.March 2019.https:/ van Kralingen,Brid

178、get.“Women,leadership,and missed opportunities:Why organizations good intentions are not good enough.”IBM Institute for Business Value.March 2021.https:/ McGrath,Maggie.“American Women Lost More Than 5 Million Jobs in 2020.”Forbes.January 12,2021.https:/ 4 UNESCO.“Higher education figures at a glanc

179、e,”UNESCO Institute for Statistics.2022.https:/uis.unesco.org/sites/default/files/documents/f_ unesco1015_brochure_web_en.pdf5“The Global Gender Gap Report 2022.”World Economic Forum.July 13,2022.https:/www.weforum.org/agenda/2022/07/gender-equal-countries-gender-gap/Notes and sources 6“Stop Calling

180、 Them Soft:Why Todays Essential Skills Are Anything But.”C.November 7,2022.https:/ campaign=NL-US-2022-11-11-CIB&utm_medium=newsletter&utm_source=marke-to&utm_content=hero-cta-button 7“Parliament approves landmark rule to boost gender equality on corporate boards.”European Parliament News.November 2

181、2,2022.https:/www.europarl.europa.eu/news/en/press-room/20221118IPR55706/parliament-approves-landmark-rules-to-boost-gender-equality-on-corporate-boards8“Nasdaqs Board Diversity Rule:What Companies Should Know.”Nasdaq.Updated January 26,2023.https:/ Global Gender Gap Report 2017.”World Economic Foru

182、m.2017.http:/www3.weforum.org/docs/WEF_GGGR_2017.pdf Copyright IBM Corporation 2023IBM Corporation New Orchard Road Armonk,NY 10504Produced in the United States of America|March 2023IBM,the IBM logo, and Watson are trademarks of International Business Machines Corp.,registered in many jurisdictions

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