Korn Ferry recently released research which shows that the first company directorship happened for 75% of women without planning. They were sought out to contribute.
It shows that women are in demand to join boards. This is beyond a hot topic for corporate Australia and it seems increasingly clear greater diversity is considered good for big business by big business.
The Workplace Gender Equality Agency found that there was more than triple the number of women appointed to ASX200 boards when they compared January 2013 and 2014, and that 50% of all new board appointments go to women.
Governance opportunities are not for everyone and there are a great number of people who are not suited to these roles, so it is unsurprising that certain individuals are sourced for specific posts. While it is well-and-good to expect more women to sit around the boardroom, there is less effort being made to support women into executive management.
There is an anomaly among executives – they are largely men of a certain age. Whether we want to call this a glass ceiling or not is beside the point, there are bigger questions at play. I’ve asked for a business case for men to be presented, and Catherine Fox has highlighted some of the myths around men in leadership .
We ask these questions not to stamp our feet, but in search for equality between men and women. Men seem to avoid this scrutiny. Having a case for diversity isn’t a bad thing, but what about for the status quo? Let’s not forget that this talent does not come out of nowhere.
I have recently been reciting a similar line on quotas. When someone questions the validity of them I say “Do you really think that unqualified people will be appointed?” It is folly to expect people enter these spheres without specialist or adequate knowledge.
Board positions are very prestigious. For many they are the demanding cherry on top of an already illustrious career. Women who are the sole-female board members often feel the pressure to battle for the sisterhood. In a casual environment they will openly say “Please, just give me one more woman on the board!” – because they get it.
There must be a consideration for people when they want to go to the next level or pursue a promotion. While openings to prove ourselves may come at inconvenient times, we all need to consider whether it is what we want to do.
The “if not, why not” regulation for ASX reporting has changed much of the conversation around gender diversity. It has been helpful to empower people to ask hard questions, but not every question.
To continue to support gender diversity we need to see more planning occur, by women and executives.