Five things to do instead of launching a women’s network

Women’s networks can be a powerful tool to help advance gender equality in the workplace. There are many great examples of networks lobbying for policy changes, bringing attention to the importance of diversity and creating a supportive community for employees. However, my thinking has changed after many years being in and around networks—most recently completing this study with The Women’s Foundation and McKinsey on effective women’s networks.  Women’s networks are often the answer, and rarely the solution.

In my experience, the energy surrounding the launch of a women’s network almost always fades away unless there is a very strong governance model, cross-organisational buy in, excellent brand, leadership commitment, collaboration with HR (or the equivalent), budget allocation and clear strategic objectives about what the network is trying to achieve. Invariably, networks are run by employees balancing their job with the management of the network. It is hard work to get it right.

So before you launch or re-launch your organisation’s women’s network, have a think about these five things that you could do instead. They might be a lot easier to achieve and more effectively deliver the outcomes your organisation is looking for.

1. Understand what problem you are trying to fix. You would be surprised how many networks are started without a clear understanding of the opportunities and challenges. Instead of assuming, get feedback from other employees, set up a focus group or staff survey, or disaggregate existing data by gender to understand what you are trying to address.
3. Set up a sponsorship program. Sponsorship, where a senior employee takes responsibility for advancing the career of a more junior employee, is a powerful career development opportunity. While women often have mentors, men are more likely to have sponsors that advocate and promote them internally. Have a think about whether your organisation would benefit from a formalised sponsorship program.
5. Collaborate with HR to identify changes to policies. Sometimes small practical changes in organisational policies, procedures or entitlements can make a big difference. As a starting point, have a look at the Women on Boards’ publication ‘Guidelines for Gender Balance Performance and Reporting’ that outlines a framework to help organisations improve their gender balance, including a list of policies and practices.
6. Have a conversation with your CEO. It all starts at the top. An organisation’s commitment to gender diversity relies on a vocal and active CEO and senior management group. If this does not exist, have a think about what champions currently exist in the organisation and what evidence would help start the conversation.
8. Advocate for targets and data transparency. At the end of the day, what gets measured, get done. If an organisation is serious about addressing the gender gap in senior leadership positions, they will measure it, set targets to reduce it, report against these targets and hold managers accountable. Leading organisations are already doing this and reaping the results.