Reema, a senior banking executive with 14 years of work experience, took 3 years off to take care of her son. Trying to return to work was stressful, to say the least!
“I bought into the rhetoric about diversity and helping working mothers! There is so much hype in the online media and the companies all say the right things, but on the ground, I had to endure some very personal comments from HR. I was a bit taken aback and then realised that the attitude that women returnees can be paid less and that they should be glad of whatever profile they get, is widespread.
“Personally, I also realised that my options are seriously limited and that I need to tone down my expectations – at least for the first year. Which is OK, I was expecting that; what’s not OK is the attitude.”
Reema’s experience was not exceptional.
While at senior policy level there is an evolved awareness of the benefits skilled women workforce bring to the table, and the need to create a supportive work culture for returnees, the finer nuances and details of the policies have yet to trickle down to the rest of the organisation.
A wide-ranging survey of publicly traded companies across 91 countries reported that “the presence of more female leaders in top positions of corporate management correlates with increased profitability of these companies.”
A women-inclusive board brings balance to company decisions as a diverse set of opinions lead to more innovative and effective problem-solving. Women have also proved to be better collaborators and mentors.
Stephen Mayne, a director of the Australian Shareholders Association, has spoken about leveraging women’s sensible and grounded approach in business as a way to improve corporate governance.
"Shareholders lose money in over-priced takeovers, and it's often the aggressive men [on the board] who want to dominate their opponent, and who are prepared to take bigger risks."
According to him, men are driven by their egos in the middle of a corporate raid, while women think more strategically and objectively.
For companies to unlock these women-centric benefits at the top, they have to make sure women remain at work at all levels of the organisation. Because the only way you will have women leaders is by creating an environment that nurtures them throughout their careers.
The latest report highlighting India’s poor record of female participation in the workforce – we are ranked 121 out of 131 countries by the International Labour Organisation – has set ablaze many online social forums.
While there is a wide range of complex motives that are at play around the country, no one can deny the biggest reason for women dropping out of the workforce has always been motherhood and marital pressures – whether she is in a village or in a corporate boardroom.
For women coming back to work after a few years, adding company policies such as flexible time management and on-site child care facilities are just the first step.
What is needed is long-term, organisation-wide strategy to uncover talent and make the workplace attractive to women returnees.
Developing effective strategies for attracting women returning to the workforce begins with understanding what motivates them to return, what women look for in a job and what they want from an employer after a career break.
With only around 24% of women returning to the same employer after a career break, employers that understand what women in this situation are looking for are positioned to attract the best talent.
The unspoken and passive bias against women – especially mothers – must be the first cultural shift that needs to be tackled.
Women across the world undertake more than their fair share of caregiving and child-rearing responsibilities. And unfortunately, somewhere along the way, it has become the norm for bosses to question a woman’s dedication to the job.
Changing this mindset will take generations, but maybe corporate India can become the flagbearer of this cultural change. One small way to aid this transition would be to ensure that fathers get some time off too.
Majority of women returning after a break, face decreased opportunity. A few years of a gap on their resume usually amounts to playing catch-up for years just to get to a position where the career break stops mattering.
An open-minded and transparent hiring policy would go a long way in ensuring that women are judged purely on their expertise and experience. There is also a need to ensure that fair salary structures are put into place that doesn’t end up indirectly penalising women returnees or taking advantage of their desire to restart their careers.
A transparent appraisal system that equates both male and female employees on common goals and KPIs is also needed to create an organisation that is perceived as fair to women.
A company with family-friendly policies is not just great for women but for all employees. Flexible work schedules, office crèche facilities, and maternity, as well as paternity leave, can go a long way in making the organisation an attractive place for all.
Corporates are taking the right path – from the generous maternity leave, and baby bonding bucks at Google to Accenture’s recognition of the needs of breastfeeding mothers to Mondelez’s women-only mentoring programmes – the biggest organisations across the globe have taken the lead. Our hope is that this trickles down and pushes corporate India to walk the talk on women’s issues as well.
There is no doubt that women returning from a career break remain ambitious and committed to developing their career; managers just need to see this potential and develop it for the long-term benefit of the organisation.
If your organisation is trying to improve its diversity ratio, then we can certainly help.
As a women-led team with hands-on experience working with returnees, we know what you need to do to motivate and attract the right talent for your company from this vast pool of skilled women. Click on the Request Consultation button above.
We've all been there: you invest in a leadership training program and hope to see the promised results. But, months later, nothing has changed. Meanwhile, your team is still struggling with communication and collaboration issues.
Did you know that only 50% of leadership training programs yield the desired results? That's a pretty startling statistic, and one that should serve as a wake-up call to any company looking for increased productivity, better employee engagement, and reduced turnover. The reason is simple: Leadership development programs don't always deliver the ROI they promise because they're often designed in isolation from your organization's specific needs.
We all know that leadership training programs are not a one-and-done deal. They require continual reinforcement and upkeep to be effective. But why do they fail in the first place?
It's not just you, it's pretty much everyone else too. Leadership training programs have traditionally failed because of a few key factors. In this blog post, we will share all that can go wrong so that you can create more effective leadership programs by focusing on what matters most to your business. This way, when it comes time for evaluation at the end of your program, you'll know whether or not it was worth investing in.
Factors that contribute to the failure of leadership development programs
If the system does not change, it will set people up to fail. Research in the 1950s found that most supervisors regressed to their pre-training views after a while. The only exceptions were those whose bosses practised and believed in the new leadership style the program was designed to teach.
Training programs do not facilitate organizational change. Even well-trained and motivated employees are unable to apply their new knowledge and skills when they return to their units which are entrenched in established ways of doing things. In short, individuals have less power to change the system surrounding them than that system has to shape them. Organizations need “fertile soil” in place before the “seeds” of training interventions can grow.
When organizational change and development efforts are championed by senior leaders then training gains the most traction. That’s because such efforts motivate people to learn and change; create the conditions for them to apply what they’ve learned; foster immediate improvements in individual and organizational effectiveness; and put in place systems that help sustain the learning.
Organizations are systems of interacting elements: Roles, responsibilities, and relationships are defined by organizational structure, processes, leadership styles, people’s professional and cultural backgrounds, and HR policies and practices. All those elements together drive organizational behaviour and performance. If the system does not change, it will not support and sustain individual behaviour change—indeed, it will set people up to fail.
The effectiveness of any manager depends on the clear strategic direction that they have from the top management. Many companies consistently struggle with unclear direction on strategy and values, which often leads to conflicting priorities. This creates confusion and dissipation of valuable resources. When senior executives themselves don’t work as a team and are not fully committed to a new direction or acknowledged necessary changes in their behaviour, it is quite difficult to expect the rest of the managerial team to be able to deliver effectively. The problem then is more about the incongruence between what they learn in the training program and what they see on the ground in their organisation.
Sometimes a top-down or laissez-faire style by the leader prevents honest conversation about problems. Employees hesitate to tell the senior team about obstacles to the organization’s effectiveness. This, coupled with a lack of coordination across businesses, functions, or regions due to poor organizational design and inadequate leadership time and attention to talent issues can create an environment where performance will be hindered, no matter how good the training program is.
Hence while developing leadership programs, it is important to start at the top, ideally through a coaching intervention. Coaching of the senior executives will help bring clarity on the strategic direction and values. This can then be cascaded down to the next few layers through group coaching and training.
By addressing management practices and leadership behaviour that shape the system before training individual employees, leaders create a favourable context for applying the learning. The systemic changes encourage—even require—the desired behaviours.
Too many training initiatives rest on the assumption that one size fits all and that the same group of skills or style of leadership is appropriate regardless of strategy, organizational culture, or CEO mandate.
Context is key. One size does not fit all. Many organizations invest in off-the-shelf programs or send their managers to academic leadership courses offered by well-respected universities without considering the real impact and results they are looking for. While these can be great for the individuals in terms of their personal brand building, it does not serve the purpose for the organization. Companies need to ask themselves what the desired outcome is and how a program will relate to specific organizational goals.
Often, leadership training programs are offered as a one-and-done approach. In other words, you attend a 2-day training and that is the last you hear of it. But while a one-and-done approach satisfies the need to do something, it ignores a critical fact: leadership behaviours and new habits are developed over time. Leadership development is all about creating good leadership habits. As we know habits cannot be changed just from attending a 2-day class.
Effective leadership development needs to be constructed as a learning journey that unfolds over time. But not only this—it should incorporate continuous coaching to help observe and reinforce good habits. It should also provide opportunities for skill practice and application. Nothing can replace on-the-job training and giving real-time feedback.
To ensure success for your team, combine professional development with coaching or mentoring sessions focused on practical application.
So, there you have it – some of the key reasons why your leadership training program may not be delivering the results you are hoping for.
Becoming a more effective leader often requires changing behaviour which also means adjusting underlying mindsets. Identifying some of the deepest, “below the surface” thoughts, feelings, assumptions, and beliefs is usually a precondition of behavioural change—something that’s often missing in leadership courses.
Companies can avoid the most common mistakes in leadership training and increase the odds of success by first doing the groundwork of creating fertile soil for desired change, establishing clarity about strategic direction and values, matching specific leadership skills and traits to the context at hand; embedding leadership development in real work through coaching and mentoring interventions that investigate the mind-sets that underpin behaviour.
For designing effective leadership development programs in Singapore and India, reach out to us at email@example.com.
2020 is coming to an end and what a year it’s been! The global pandemic has really challenged us in so many ways and it’s been hard for many of us to feel in control as the crisis just drags on. Our businesses have taken a hit but we know that there are many around us who have been hit even harder.
It’s natural then for many business leaders to feel guilty about the hard decisions they’ve had to take in terms of layoffs, closures and disruptions in service. A client of mine had to let go of a senior employee in the US and he knew this meant that the employee had to go back to his home country and his entire life would get disrupted. He was also worried that the employee would no longer have health cover to take care of the special needs of his child. A friend who is the CHRO of a large organisation was distraught when a young employee passed away due to COVID and he felt he couldn’t do anything to save her.
Guilt is an unsettling emotion to deal with. But it’s also a sign that you’re a conscientious leader. While there are many things that are out of your control, one way of dealing with this guilt when it hits you is to re-evaluate and improve the way you approach your employees and company, and demonstrate compassionate leadership in difficult circumstances.
Here are 5 ways in which you can do this:
If you have a small team, it’s possible for you to do so yourself. If you have a large employees base, put together small cross-functional teams to spread out and listen to the wider group. This will help you plan your initiatives better.
When you have no choice but to implement furloughs, reduced hours, or pay cuts, don’t delegate sharing the news to HR - it feels demoralizing, disrespectful, and lacks empathy. If you are responsible for the decision, it is you who should be sharing it. This sends a clear message to not just the people who are impacted but also the others around them and support the morale of the team.
If some of your decisions have gone wrong and negatively affected others, take remedial action as soon as you know or can and do it as publicly as possible. Acknowledge your mistake and then communicate new developments frequently and consistently. Decisions can go either r way based on the limited information that we operate on – you are not expected to be right all the time. But how you own up and make amends is what your team and customers are looking at.
Try and see what benefits can be retained even when someone goes on a furlough or pay cut. Help the ones who’ve been laid off to find new jobs. Provide career transition support wherever possible.
People respond to that. They connect with you and they trust you when you’re being the best version of you. Talk about how you balance your own personal and work commitments. Talk about your own challenges and encourage sharing of tips and resources for managing workload, scheduling and so on. You don’t have to have a stoic mask all the time. Let people know that you also struggle sometimes and that’s okay. That’s being human.
So, to sum it up, it’s understandable if you as a leader are struggling with guilty feelings as you see the disruptions and struggles that the Covid-19 crisis is causing your employees and colleagues, sometimes specifically as a result of your own actions. But if you reframe your feelings of guilt as an opportunity to consciously and thoughtfully make the best decisions possible, communicate clearly, and behave with compassion and concern for both your employees and yourself, then you can help steer their teams and organizations toward better times.
If you want to talk about this, just click on Request Consultation and pick a convenient time for discussion or send me a WhatsApp message using the button above.
Many times, when I bring up coaching with business leaders and owners, they react by saying that I’m doing well. I don’t think I need a coach.
To my mind, there are two possible reasons for this reaction – one, they are not aware about what real coaching is and its benefits, and two, they are not ready to have a hard look at themselves and see what’s not working. They may be afraid of what they might uncover and are happier just coasting along till they are forced to confront these issues.
I always make an effort to explain what real coaching is and how it’s different from having a mentor or guide or just reading self-help books. I also make it a point to share that coaching is not about solving problems. It is about unblocking the realisation of your potential. You can do and achieve much more than what you are doing currently just by getting out of your own way. A coach helps you get out of your own way and go after those big hairy audacious goals.
Ask yourself this
Having a coach is not a sign of weakness – it’s a sign of ambition, it’s a sign of hunger for bigger impact, it’s a sign of courage to work on oneself.
Go ahead, tell me you don’t need a coach…
Click on the Request Consultation button above for a discovery call.
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