Is it really going to take more than 100 years to achieve gender parity in the workplace? REALLY?

I recently read this article on Gender Diversity. It reminded me of an article I wrote for Globe Law & Business 4 years ago on the importance of gender balance in organisations.

What can we do to increase the representation of women in business deal negotiation?

Develop suitable organisational policies with objective measures

Organisations should, of course, be vigilant for gender bias in their recruitment, development and promotions policies, procedures and processes. They should also seek to reinforce the positive positioning of accomplished female deal negotiators by matching them with senior executive mentors/sponsors. Without this structured support in place, the immense power of prevailing biases will usually prevent women from advancing as far as they should. Organizations should play their part in correcting the current biases and gender stereotypes by developing and enforcing policies, procedures and processes through objective performance measures. In so doing, it is really important to constantly examine the organization’s culture for hints of bias, gender stereotype nuances and enhancing gender-neutral practices are fully entrenched.

Educate on, and self-check, biases

We all, men and women, need to reflect on our own biases in terms of viewing aggressive women, or indeed women as a whole, as being unsuitable for deal-negotiation success. Also, when women recognize the extensive nature of second-generation bias, they are usually better armed to navigate more permanent positive results in a more confident manner.

 Create a safe place for sharing and communicating

The underrepresentation of women in senior business positions only serves to reinforce the second generation and other biases and, as a consequence, the unfortunate status quo. Given the numerous layers of “bias glass-ceilings” that women face in business and, as a result, given the comparitive lack of senior women in business and deal-negotiation roles, a safe place for sharing, communicating, challenging, learning and innovating is to be encouraged.

It is, in turn, really important to frame these re-balancing activities in terms of leadership development for all, rather than as a perception re-calibration exercise. Organisations should build sharing and learning communities in which women can safely discuss their situations, compare experiences and support each other in their progress.

Provide impactful deal-making skills building and mentoring programs

While we might all be born with an instinct for negotiating deals, providing impactful negotiation and deal-making training that provides the impetus for effective gender-neutral skills enhancement is essential. In addition, providing mentoring programs to women to ensure that they are aware of promotion opportunities or chances to shine in the organization is very important.

Ensure that the organization audits and seeks to constantly improve its full deal and negotiation gender representation activities

Organisations can do this in a number of meaningful ways, from constantly reviewing their programs to reflecting on who was engaged in which roles during the course of the review period. They can then reflect upon who was engaged, how male and female candidates were each communicated to and in return how they communicated back to the organization and to one another.

Surely we can break the 100 years by many, many years!!!

Simon Haigh - simonhaigh.com; simon@simonhaigh.com

HAPPY EASTER TO YOU ALL

13 April 2022