Women leaders and their path to leadership and decision-making positions
The motivations for women to assume leadership and decision-making positions in business and in the economy are varied. In general, a woman’s path to leadership can be anything but linear. Women have first to overcome discrimination and stereotypes, limited access to networks, capital, productive resources and business opportunities, and many other factors. Then, women need to continuously prove they are better prepared, competent, confident, assertive, and productive than men.
Question1 - To what extent can policies and initiatives facilitate women’s access to leadership and decision-making positions?
Question2 - What are the successful strategies women have employed to become leaders in business and in the economy?
Question 3 - How can women find the balance between work and family demands without hindering their career progression or affecting their wellbeing?
@Question 1
Social psychological studies showed that norms are often more powerful than rules in shaping people’s behaviors. In fact, we tend to change our behaviors in presence shared social norms. In the context of women leadership, we all recognize that policies and initiatives are critical to advance women leadership position, but they should target at creating societal common understanding and awareness that underline importance of women equality and leadership, therefore new social norms. They should focus on developing new criteria of a strong culture that is likely to enhance women’s position in society over the long haul.
How can we define culture here? Leadership texts teach us that culture is a system of shared values (that define what is important) and norms that define appropriate attitudes and behaviors. So policies and initiatives should not consist in short-term projects but be a long-term strategic design and execution that requires collaboration of all stakeholders. Politicians need to understand that things cannot change fast enough that may improve their political career; civil society needs to work closely with politicians and civil servants and on their social consciousness and correct code of conduct; citizens need to appreciate real values of new policies and initiatives and follow these new social norms.
Interestingly, research in organizational behaviors in business showed that relying on formal rules, policies, and procedures do NOT improve customer service, innovation, or quality. Employees behave better when they have more ownership over their actions. In a bigger context of society, the situation is quite similar. Policies and initiatives should make people understand societal priorities and reach a higher level of consensus on women leadership role.
As an important effort of developing a strong culture, in many societies today, policies and initiatives should look into women self-respect and self-esteem. Often the cases are that the so-called “glass ceiling” is not necessarily always there, but certain women are convinced that, instead of working hard and taking leadership of their own lives, it’s better for them to be wives or lovers of men so they can have easier and better lives. I believe that women can improve their conditions and benefit from policies/initiatives only when they realize that, above all, they deserve equal and respected lives.
@Question1
Social psychological studies showed that norms are often more powerful than rules in shaping people’s behaviors. In fact, we tend to change our behaviors in presence shared social norms. In the context of women leadership, we all recognize that policies and initiatives are critical to advance women leadership position, but they should target at creating societal common understanding and awareness that underline importance of women equality and leadership, therefore new social norms. They should focus on developing new criteria of a strong culture that is likely to enhance women’s position in society over the long haul.
How can we define culture here? Leadership texts teach us that culture is a system of shared values (that define what is important) and norms that define appropriate attitudes and behaviors. So policies and initiatives should not consist in short-term projects but be a long-term strategic design and execution that requires collaboration of all stakeholders. Politicians need to understand that things cannot change fast enough that may improve their political career; civil society needs to work closely with politicians and civil servants and on their social consciousness and correct code of conduct; citizens need to appreciate real values of new policies and initiatives and follow these new social norms.
Interestingly, research in organizational behaviors in business showed that relying on formal rules, policies, and procedures do NOT improve customer service, innovation, or quality. Employees behave better when they have more ownership over their actions. In a bigger context of society, the situation is quite similar. Policies and initiatives should make people understand societal priorities and reach a higher level of consensus on women leadership role.
As an important part of effort of developing a strong culture, in many societies today, policies and initiatives should look into women self-respect and self-esteem. Often the cases are that the so-called “glass ceiling” is not necessarily always there, but certain women are convinced that, instead of working hard and taking leadership of their own lives, it’s better for them to be wives or lovers of men so they can have easier and better lives. I believe that women can improve their conditions and benefit from policies/initiatives only when they realize that, above all, they deserve equal and respected lives.
@ Q2
From recent research on women in leadership I have recently done across the Gulf Region (GCC) the successful strategies for female business leaders seem to combine a set of things. I would like to share some of the most mentioned ones here:
1) Hard work
2) Supportive environment at home, which is not always a given, especially in the Middle East.
3) Supportive bosses, who believe in them and their capabilities …. Often more than the women themselves
The above mentioned factors might not come as a surprise. They do however say a lot about the importance of establishing a culture of gender equality within organisations as well as in the society as a whole. Such equal and enabling environments will smoothen the path to the top for women who have chosen to pursue a successful career - preventing them from dropping out along the way.
In terms of successful strategies women have employed to become leaders in business and in the economy, a few in particular come to mind:
1) Many talk about mentorship, and this is important. However, in terms of advancement, sponsorship is critical - it is therefore vital to find a sponsor who can open doors and create tangible opportunities as women progress in their career.
2) Networks and industry associations are also important to help women build confidence and skills - in business, many associations exist to promote the entry, advancement and development of women either in specific industries (e.g., Women in Capital Markets in Canada) or more globally (e.g., Ellevate in the US). These associations can offer access to networking events, leadership development through various volunteering programs, training opportunities and so much more.
3) Leadership development through non-profit board work can be personally rewarding and valuable from a career standpoint, as good governance skills are acquired.
4) Targeted courses in management or leadership training.
5) Mentoring through established corporate or industry mentorship programs, which can impart valuable coaching skills necessary to be a good leader - they are also a nice way to "pay it forward" to the next generation of leaders.
In my financial services career, I have been fortunate to participate in programs like those above, and found them to be important contributors to professional development and advancement.
UN WOMEN Eastern and Southern Africa Region (ESARO) has designed programs on women’s economic empowerment and on leadership development whose key interventions will not only contribute to the empowerment of women to access and control economic assets, but also build their entrepreneurial capacities as leaders in business, and bring women to the forefront of agricultural transformation, small and medium enterprise development and trade. UN Women has established, in collaboration with Kenyatta University, the Africa Centre for Transformative and Inclusive Leadership (ACTIL) through which we are developing leadership capacities for women in various fields including business and in the public sector which is important for creating an environment conducive for women’s leadership.
UN WOMEN Eastern and Southern Africa Region (ESARO) has designed programs on women’s economic empowerment and on leadership development whose key interventions will not only contribute to the empowerment of women to access and control economic assets, but also build their entrepreneurial capacities as leaders in business, and bring women to the forefront of agricultural transformation, small and medium enterprise development and trade. UN Women has established, in collaboration with Kenyatta University, the Africa Centre for Transformative and Inclusive Leadership (ACTIL) through which we are developing leadership capacities for women in various fields including business and in the public sector which is important for creating an environment conducive for women’s leadership.
Question 1/3: There are a number of initiatives and policies aimed at creating flexible work places that enable women to better balance care-giving responsibilities without hindering their career progression or affecting their well-being, though policy, whether legislated or not, is often difficult to implement without buy-in from both the C-Suite and line managers responsible for day-to-day operations. Moreover, effective work-life balance strategies require an adaptive approach, recognizing the cultural (corporate & social) constraints and stereotypes aside, many roles across multiple industries do not lend themselves to the flexibility sought or needed by workers who are caregivers, the majority of whom are women. In this environment, it becomes difficult for women to access and assume key leadership roles.
On Tuesday (July 30th), U.S. Rep. George Miller (D-Calif.) introduced the "Schedules That Work Act" to Congress primarily aimed at helping part-time workers with care-giving responsibilities more stable schedules. while this bill attempts to provide a legislative solution for workers in the retail, restaurant and service industries, it does not address the rigorous schedule demands (hours and travel) that often exist at the upper end of the leadership spectrum. Moreover, while technology has enabled greater flexibility and virtual work, often it comes at the expense of 'balance' and boundaries, where workers are expected to be accessible 24/7.
Perhaps the term 'balance' should be replaced with the concept of core values alignment rooted in self-awareness, recognizing that while women may (under the best of circumstances) be able to have it all, there are very real limitations on their ability to do it all at the same time, whether dictated by choice or circumstance. For those who do opt-out or step back in their careers, providing access to resources that enable continual learning and engagement are essential for remaining competitive for re-entry.
In response to Question 1, companies have a significant role to play in facilitating women’s improved potential for promotions and leadership positions. Employment policies related to promoting and measuring progress in the development of women’s leadership across any given company, implemented with the full support of leadership at the top, can benefit from the wide range of talents and capacities that women employees have to offer. Initiatives such as building career development programmes targeted at women and encouraging the creation of women’s networks and mentorship programs would go a long way to provide a supportive environment in which women are given the space to make use of their leadership potential.
While there are certainly cultural and legal factors that must be addressed by other actors as obstacles perpetuating the glass ceiling for women, supportive initiatives from within workplaces can serve as critical catalysts for positive change in gendered roles and expectations in the corporate world.
Question 3 - How can women find the balance between work and family demands without hindering their career progression or affecting their wellbeing?
A panel discussion with four women executives, sponsored by Wharton Women in Business, described their experiences in balancing work and family. In this discussion they emphasized the need for support, both inside and outside the home.
In terms of home, they mentioned that having a supportive and flexible spouse helps.
In terms of external support, such as daycare or having a nanny, the panelists agreed that it was a personal decision based on circumstances.
Additionally, the work environment is important. They recommend selecting a firm in which you feel comfortable with the work culture and where you have similar values and have mutual respect. According to the panelists, the work choices made of and within a company, can affect a person’s career path.
Reference:
http://knowledge.wharton.upenn.edu/article/balancing-work-and-family-four-women-executives-speak/
Question 3 - How can women find the balance between work and family demands without hindering their career progression or affecting their wellbeing?
A panel discussion with four women executives, sponsored by Wharton Women in Business, described their experiences in balancing work and family. In this discussion they emphasized the need for support, both inside and outside the home.
In terms of home, they mentioned that having a supportive and flexible spouse helps.
In terms of external support, such as daycare or having a nanny, the panelists agreed that it was a personal decision based on circumstances.
Additionally, the work environment is important. They recommend selecting a firm in which you feel comfortable with the work culture and where you have similar values and have mutual respect. According to the panelists, the work choices made of and within a company, can indeed affect a person’s career path.
Reference:
http://knowledge.wharton.upenn.edu/article/balancing-work-and-family-four-women-executives-speak/
Question 2:
I found a couple of resources that describe some of the Leadership best practices for women by Ellie Nieves, founder and president of Leadership Strategies for Women. She mentions:
1. Learn how to be seen, find your voice and “own your power.”
-“People need to know who you are and what you bring to the table.”
2. Tailor your communications and learn to “speak the language” of the person you’re talking to.
-” Having this “emotional intelligence — or the ability to perceive, control and evaluate emotions, as well as an awareness of your own patterns for responding to situations — is key to communicating effectively and finding your voice."
3. Be strategic. Map out a career plan and proactively manage your professional growth.
4. Develop your “personal brand” — beginning with a more polished LinkedIn profile.
5. Build powerful partnerships and quality networks.
6. Be visible. Working hard in your current assignment is not enough. Demonstrate your willingness to step up and volunteer for additional projects.
References:
Leadership Best Practices for Women
http://leadershipstrategiesforwomen.com/2013/10/leadership-best-practices-for-women/
and Julie Steinberg's 9 Rules Women Must Follow to Get Ahead:
http://leadershipstrategiesforwomen.com/2012/06/9-rules-women-must-follow-to-get-ahead/
Question 3: How can women find balance between work and family demands without hindering their career progression or affecting their wellbeing?
I don't know. In my experience it's about making peace with that balance never being perfect and that career and/or wellbeing will always take a hit at some point.
Working with women in elected office, there are ways to be less crazy in the process though. Here are a few:
1. Fight for laws that support maternity and paternity leave, sick leave, pensions, equal wages, parental care and women's healthcare.
2. Remind yourself why you signed up for that career: have a symbolic reminder on your desk, in your bag, on your wall, stuck to your bus pass... something that says "I am in this X for a bigger reason than this lousy experience I am having today". For some of us we might need to have something similar to remind ourselves that our wellbeing is worthy of attention as well.
3. Keep friends close. Keep supportive family members close. We will need to lean on them at times to keep our career and/or well-being on track.
4. Avoid being perfect at all cost. Its okay to get the balance right most of the time. Or even some of the time. Or once in awhile. It's impossible to do so all of the time.
5. Be generous with ourselves (see point 4) and with each other. Lend a helping hand. We didn't get here on our own and she won't either.
6. Realize that what constitutes "balance" for different women (and men) is different. It's also different for the same woman (or man) at different times. And sometimes we don't know what that balance would even look like.
7. Repeat number 1 to make the other 5 points a little bit more possible for a few more of us.
Hey,
In regards, to question number one. In Kenya the Constitution has brought about the 1/3 rule where or the representation in government, 1/3 of these have to be women. In as much as affirmative action is there to facilitate in women accessing leadership roles, I believe we as women need to take that extra step and claim for more. Not waiting for it to be handed to us like manna from heaven. Affirmative action can only create the foundation, we have to build the rest of the house by our own efforts.
Question 2. Again using the example of Kenya, and the 'chamas' or investment groups where women come together and pool their resources. A lot of these investment groups have given women the opportunity to pool capital and grow their businesses either collectively or individually. These investment groups double up as loan facility for members, table banking.
Question 3 I believe in my opinion is the most difficult to address. I believe that in as much as we might like to strike a balance, one aspect of our lives will suffer. Either personal ambitions will need to be put on hold to raise a family or the family will suffer at the expense of one's personal ambitions; the long working hours and the time away from the family.
Advice to Women: Pursue Experience and Visibility
Women who want to advance to higher organizational levels need to understand the factors that help or inhibit advancement.
In the Arab Regional Consultation for MOSHARKA Regional Programme the following were the recommendations of experts and advocates from the Arab Region and Outside the Arab Region:
1) Women Economic Empowerment- Macro Economic Policies and Social Constraints
Encouraging women’s participation in higher added value sectors mainly industry was emphasized as critical to women’s economic empowerment.
Recommendations
2) Women’s Economic Empowerment: Employment and Entrepreneurship
Recommendations
In response to question 1, I have noted that when a country's value system and culture does not recognize the significant role that women play in decision making process, you are left with no option but advocate for gender responsive policies and laws. Consequently, it is one thing to have good laws and policies and another to have them enforced. Until it becomes a culture we have to continuously monitor their enforcement and work towards socializing the society to appreciate women and promote equality in all spheres of life with or without legal frameworks. Susan Mwongera.
I would like to thank my colleagues of UNWOMEN to organize this important discussion on women's leadership.
On the first question;
The International Knowledge Network of Women in Politics spoke last month with the Nobel Peace Prize winner on the linkages between economic empowerment and women's political participation. Muhammad Yunus told us more on how board members of small businesses in Bangladesh became strong women leaders in local communities. He ended the interview with " Once you have the economic power and have the institutional arrangements, you can transform yourself.
On the work- live balance question,
iKNOW Politics spoke with Janet Napolitano on the challenges for women starting a political career in the USA. "Somehow all of these other institutions now have to start making adjustments to the fact that women want to be good mothers and succeed."
Looking forward to hear more stories and advise from other participants on how they find a balance between work and family demands.
Ruth Beeckmans, Coordinator iKNOW Politics
Finding balance is a difficult but negotiable path. Other contributors herein have aptly highlighted some recommendations although I will add that, personal sacrifice is so much in the picture. Choices must be made but most importantly, the woman has to periodically check/ carter to her well being by taking leaves, vacations and having Coaches, Counselors and all. I was recently spotlighted by an organization entitled Women Lead, and I summarily but lucidly, shared my view, story and aspirations just like I did when interviewed by the Knowledge Gateway in the July edition of their Newsletter.
I will like to comment from my experience within a colombian company that is including the concept and strategies of gender equality from the field of sustainability.
Government policies helps eliminating barriers and incentivizing business to include or promote women. This by itself is not enough, because in our country what is written doesn´t mean it´s working or being appropriated by citizens. One of the important contributions of the policies is that governments have to make a specific programme and assign a budget to implement it. So while it slowly moves by governments, the private sector, and Ong´s and foundations can move around and make visible the agenda in the locations and business. These help women who are participating in the formal economic structures. But 60% of the women occupied are in the informal business, where policies have no impact. They are in feminized occupations unprotected by the state.
We have observed that when in business we approach the concept of women´s access, from the speech of gender equality, from human talent structures it brings out in men leaders certain barriers. For us the approach has been from the sustainability area, in which we are considering different ways of rethinking the company strategy, for a sustainable development that includes social, environmental and financial transformations. This “door” has contributed in the way the process has been structured in the company.
The communication process is the best tool. I believe we have to work the social transformation through social media, learning to dialogue, listen, being very careful the tone we use and approaching the discussion through different and simultaneous topics. We should use a new vocabulary that associates with concepts as competitiveness, sustainability, diversity etc. We are the transition generation of business decision making. The society is changing also in its decision making, the communities can gather in digital platforms and collaborate, the massive mobilizations are making the traditional structures change. If we want to make the change we have to learn how the new society is thinking.
Je trouve ce débat très intéressant. Merci de l'avoir initié.
Par rapport à la question 3
Trouver l'équilibre entre la vie professionnelle et la vie de famille
C'est une bataille quotidienne, difficile mais pas impossible.
Il faut tout d'abord se fixer des objectifs à atteindre et savoir quelles sont les priorités. Il faut une grande et bonne dose d'amour ainsi que de bonne volonté sans oublier un esprit de sacrifice sans lequel on ne peut rien obtenir de bon et de durable.
Il est donc possible de mener de front ces deux batailles grâce à une bonne gestion de son temps, une organisation. Certes les imprévus ne manquent jamais, mais cela vaut la peine si on veut etre soi-même épanouie, heureuse et donner du bonheur aux membres de sa famille.
i want to share this with you
An interesting article on leadership
http://www.nation.co.ke/oped/blogs/LinusGitahi/Perspectives-Leadership-economic-social-transformation/-/453726/2378208/-/hoqv7j/-/index.html
Perspectives on Leadership needed to achieve economic and
social transformation
Ladies and Gentlemen,
I am happy to be in Rwanda to address a group of young leaders who are daring to be different.
I am also happy to be in this land that has had such a difficult history but chose to learn from it.
And I am also happy to be in Rwanda as it is a country that has purposed to chart its destiny and to be
different.
Ladies and Gentlemen,
The celebrated African writer and thinker Chinua Achebe in his watershed title, The Trouble With Nigeria,
says:
“The trouble with Nigeria is simply and squarely a failure of leadership. There is nothing basically wrong
with the Nigerian character. There is nothing wrong with the Nigerian land or climate or water or air or
anything else. The Nigerian problem is the unwillingness or inability of its leaders to rise to the
responsibility, to the challenge of personal example which are the hallmarks of true leadership.”
This is an apt prognosis of the African challenge and a subject of serious discourse. Leadership has a
serious bearing on us as a society today and for generations to come. Leadership is a journey.
In this journey, progress is made and sometimes we go backwards. Sometimes mistakes are made and
other times great progress is made. But in all these, we take solace in Abraham Lincoln’s living statement:
“I walk slowly, but I never walk backward.”
In this context, I would like to offer some perspectives on leadership that I think can more often than not
lead to great progress and which can transform a society in both social and economic terms.
I would like to explore a few areas or imperatives for Leadership that can inspire and lead a society to the
promised Land.
• Great leadership is selfless. In business, I have watched a few companies that have made it big time
in this part of the world and quite frankly elsewhere as well. Equity Bank, arguably one of the biggest
banks in East Africa became what it is because of the selflessness of its founders. They were willing
to share their profits with the customers quite early when they were a building society. I remember
opening an account with them and a year later they were pleading with me to buy shares. By the
time they were going public, none of the founders had more than 10 per cent of the shares. Did it
make the poorer? No! They have a small share of a big ocean but most importantly it’s the institution
in the region that has made the most millionaires and emancipated millions out of poverty. On the
political front, do we need any reminder of Nelson Mandela? A man who sacrificed his all to stay in
isolation and endured much pain and suffering for 28 years despite offers for release coming every
day provided he affirmed apartheid. He stayed on, kept the faith and ultimately triumphed, shamed
the oppressors and brought glory to all South Africans—and has more statues built for him and institutions
named after him outside South Africa than any other leader.
Leadership is also about critical thinking: Critical thinking is about asking questions, interrogating
ideas and self-introspection. Society develops through new ideas. A great leader must be at the forefront
of providing new ideas or most importantly, creating a conducive environment for new ideas.
The concept of innovation hubs is now with us, but how much do our leaders support them? Being a
critical thinker means acknowledging one’s limitations, getting interested in other people’s ideas and
thinking before acting.
• Leadership and effective communication. Leadership brings people together and giving direction. To
rally people towards a common cause, there must be effective communication. Effective communication
helps us to understand each other and resolve differences. It breaks down complex issues to
simple and easy to understand concepts. And communication is also about being a patient listener.
To a large extent, the conflicts in Africa result from misunderstanding yet the costs on human life and
resources are enormous.
• Leadership, decision making---and the courage to quit: Any leader is daily confronted with the challenge
of making decision. This means that a leader must be discerning and intuitive when making
decisions. At a time when economies are stagnating, African leaders must make critical decisions to
transform their nations. Rwanda, for example, has decided to anchor its development on technology
and frankly, this has borne fruits given its rapid economic growth. But perhaps the most important
decision any leader has to make, is knowing when to quit—as Mandela put it. Don’t hang on to a bad
idea because of ego, or you will lose face by giving it up. In one of the post-war countries in Africa,
the government decided to build a new telephone network based on the old copper wire instead of
mobile, because the people “could see” the wires, so they could boast about bring telephone services.
People don’t see digital signals. They ended up spending nearly 10 times more on copper, gave up it
before it was complete, and went back mobile – after losing nearly two years.
Ladies and Gentlemen,
Having made these observations, I wish to conclude by saying that the destiny of this continent lies in
the hands of the young people like you. The choices and decisions that you make and how you communicate
them, will determine the direction our nations will take. No longer should Africa be referred to a
dark continent when we have brilliant and promising leaders like. The boat is ready, take the oars and sail
to the great seas. Let us remember though that the greatest leaders, even in religion ,were the ones who
were driven by a higher value, greater than themselves and who lived day by day, moment by moment
to make the world a little better.
I leave you with one last quote of Ralph Walde Emerson thus..
“To laugh often and much; To win the respect of intelligent people and the affection of children; To earn
the appreciation of honest critics and endure the betrayal of false friends; To appreciate beauty, to find
the best in others; To leave the world a bit better, whether by a healthy child, a garden patch, or a
redeemed social condition; To know even one life has breathed easier because you have lived. This is to
have succeeded. “
Mr. LINUS GITAHI
CEO - NATION MEDIA GROUP
www.leoafricaforum.com
Many thanks to Roulene Omogi for her comments on women in politics. It is a very tricky area of women in decision-making where we face so many challenges from ourselves, other women, our communities, families and most of all from political parties and other political institutions. And yet, as Roulene notes, we are doing something about it! Women and men are having success in increasing the numbers of women elected. We are increasingly knowledgeable about where the obstacles lie and creative about how to effectively tackle them, though not always with success the first time! Techniques are being applied to hold women and men in elected office to account for the policies they enact and implement as they affect women. Our political processes, which impact our economic ones such a great deal, still are not welcoming of women and gender sensitive policies.
What do we know? Women are more likely to ask, "Why me?" when asked to run for politics office whereas men are more likely to ask, "Why not?" Sustained recruitment of women and providing training and personal support makes a big difference. Women, generally speaking, have fewer funds than men to run for political office. Assistance with fundraising is key. Many lessons and institutionalized approaches such as Emily's List and women candidates funds exist, but not yet enough. Women don't vote for women just because they are women; women (and men) vote for women (and men) because of sound issue-based policies that connect with our everyday lives in a meaningful way. The obstacles to women's participation is less about public attitudes and more about political party selection processes and electoral systems like first-past-the-post that favour static power, i.e. no change. These issues must be addressed as well, whether through internal or legislated processes such as affirmative action, quotas or other.
And as noted elsewhere, women are more likely to come to political office or a business leadership role driven by personal experience. A problem they encountered that they want to address. This unique characteristic is our strength. It can keep women connected to what is most motivating to both women and men. But it also means that what is most personal - the family - also plays an enormous role in our potential success. I have not yet seen, in the thousands and thousands of women with whom I have worked, a candidate survive the process without some family support. Politics is just too difficult without someone we love in our corner.
1)One initiative that caught my attention yesterday was a post made by UN Women on Facebook, it's in Uruguay where there are ongoing preparations for elections and in order to increase women's political participation eleven video commercials have been developed featuring public figures, workshops and support for women politicians. Initiatives such as this and the policies such as that in Kenya that demands that women should hold a third of the electoral posts among others facilitate women's access to leadership and decision making positions to a small extent in that as much as such policies are in place, the female political aspirant still has to undergo the normal electoral process together with the better placed males. Such initiatives and policies mainly play a major role of informing the public that there is a need to elect more female leaders but does not provide any means to ensure women are better paced to effectively compete with their male counterparts. There is more that needs to be done beyond such initiatives and policies. Politics is not a career that can be pursued by any woman being that there is a lot of corruption involved and from my experience in my country, a good percentage of the elected women are extraordinarily tough and in a way considered not women enough by the conservatives, this makes such women, even if dully elected,are never taken so seriously and may not stay in power for long since they are always scrutinized at every corner.
2) One of the successful business women in my country is the founder of Keroche Breweries kenya, Keroche may not be a multinational yet but it is a proof that women can make it even in the fields considered male dominated. I have to admit it's not that easy for women to become leaders in business and economy but it can be made possible. In my opinion, for women to become leaders in business and economy there are a few strategies that they can employ and these include:
a) Getting involved with women related products hence making it easy for her to put in the specifications mostly desired by women, it is possible that women will feel comfortable purchasing female products from a female owned company.
b) Women can also consider venturing into business fields involving basic commodities meaning there will always be a demand for the product no matter the conditions hence it is the quality of her products that will determine her progress.
c)Last but not least, women can consider venturing into business areas with few individuals involved, this means there will be less competition and higher chances of success.Such areas are also important since it will enable her to set a strong foundation for her business at her own pace without fear of cut throat competition.
3)This is an interesting question since it is a challenge to every working mother:
a) First of all, there is a need for the women to dialogue with their partners and make them realize that they face a great challenge carrying out their duties in the family and at the work place so that they can help with the family demands.
b) Working women can employ the house helps to assist with some of the family demands,
c)It is also important that working women consider having family sizes that they can comfortably manage by practicing family planning and limiting the number of children.
d)Lastly, responsible upbringing of the children lowers the burden of bringing them up since children that are brought up to be responsible are self guided making it easy for their mother to achieve her other family duties.
From my humble beginnings as an intern with the Women In Parliaments Global Forum (WIP) to my current position as Regional Manager for Africa, I have some first hand personal and recounted experience of the struggles by women to 'break glass ceilings' and to stay on the top. As one of the pioneer Community Champions of this great platform, I made it a point to blend practical and even personal experiences with any comment I herein made. I don't intend to depart from that practice now.
We know of several policies and initiatives the world over intended to, 'at least theoretically', facilitate women's access to leadership and decision-making positions. I chose not to highlight any or the extent to which they are useful. I want to do a holistic comment based on all three questions above posed, drawing from a recent event in a 'unique' country. That event was our WIP Summer Summit in Kigali Rwanda, as co-hosted by the parliament of Rwanda, with the strong involvement of partners like UN Women and others.
Rwanda as we may all know, is a country barely reduced to ashes some 20 years ago. 20 years later, that same country is such a model for women's participation and leadership, that female parliamentarians the world over were invited and convened to study the Rwandan 'success story'. The Rwandan female MPs hold a world record 64% of seats in their Parliament, with the Speaker of the Chamber of Deputies being a woman and the Deputy Speaker of the Senate being another woman.
Q1: It all started manifestly with the strong Political will of their government led by H.E Paul Kagame who mandated a 30%quota.Nodoubt he co-chairs the MDG Advocacy group. Here is a man who quickly saw the untapped potential of women and also the immense benefits a nation as a whole reaped from more engaged women in leadership and decision making positions. Policies and initiatives were thus crucial to set the ball rolling, thanks to the 'patriarchal' society we live in. The women themselves took it on from there and have 'fought' their way through to where they are today. And this progress is evident in several other spheres of leadership and decision making. The country has the highest number of female members of government in Africa and by government, I mean Leadership positions in both local and national positions. There still are challenges but their future seems very promising.
Q2: I was happy I went along with the field trip group that visited the Rwandan Development Board. Their COO who briefed us on their activities, told us she had gotten the position because she in my words, Dared to Dare. I did same too and so will probably be the story of our world's most dynamic female business and economy leaders. She is as young as myself and so full of innovative ideas. She said, they women on top on their way thereto, endeavoured to mentor and sensitize others to come along for the benefit of society as a whole. We learnt that since they viewed their ventures and the economy as a whole in the same light they viewed 'family well being' and working hard for a better future and economy for the 'children', they spared themselves no sacrifice. She also jokingly said they were not afraid to use their 'maternal' touches during tough negotiations.
Q3: Finding balance therefore, was also a difficult but negotiable path.Other contributors herein have aptly highlighted some recommendations although I will add that, personal sacrifice is so much in the picture. Choices must be made but most importantly, the woman has to periodically check/ carter to her well being by taking leaves, vacations and having Coaches, Counselors and all. I was recently spotlighted by an organization entitled Women Lead, and I summarily but lucidly, shared my view, story and aspirations just like I did when interviewed by the Knowledge Gateway in the July edition of their Newsletter.
I obviously have my own opinions as an entrepreneur and capacity building consultant involved in communicating issues around leadership and Women's Economic empowerment. However, instead I thought I would share some insights from my recent interview with Suaad Allami, leading Human Rights Lawyer in Iraq and globally reocgnised by the Women of courage awards in 2009 and a Vital Voices Global award in 2014.
Q 1 Her answers re waving a magic wand, ie as a leader what would she do to create the right environment for women's economic empowerment in Iraq?
Education, creating a way to give everyone equal educational opportunities.
… education is power for women. Without education I am trapped, I stay at home. … being illiterate is like being blind.
Employment – finding an effective way to absorb the millions of unemployed in our country. The cause of much of the hardship (particularly domestic violence) endured by women comes from economic instability … for example in a sample survey of 1400 women we ran in 2009, over 82% said their experience domestic violence on a regular basis.
International corporate governance and investment – a corporate investment model that supports and promotes equal opportunities for women, unpinned by supporting legislation and finance. In short, every international company that starts up in Iraq should support Women’s Economic Empowerment directly, with funding and business practice, for example ensuring women-owned businesses are included in the supply chain.
Q3
“I believe that the only way we will be able to make lasting and systemic change is if we, as a society and as female leaders also, work together. Working collectively is something that doesn’t come naturally to us as women in leadership roles - indeed as a society a collaborative working environment has often eluded us. I would like to use Nina as a platform to build our voices and stories into a chorus. I will use it to build awareness for my work but would also strongly invite other leaders, from the diaspora and from inside Iraq to do the same.
Together we are stronger, together we can achieve change. Together we can create an Iraq we can all be proud of.”
To see the full interview please go to http://nina-iraq.com , or follow these links
(Suaad Allami Interview English: http://bit.ly/1tSDryw Suaad Allami Interview Arabic: http://bit.ly/UcVkIm).
2 and 3) On this article of Forbes, it is stressed the traits of successful women in business leadership. One of the things they highlight is the fact that those women persist even with the female underrepresentation in business. Other factors are:
- those women completely trust on insight and self-knowledge
- They advice to don't fear maternity. Becoming a parent doesn't necessarily mean an interruption on career.
- they accept help;
- culture trumps strategy: "Go with your gut."
- "Research shows over and over again that, too often, women wait to be recognized rather than being proactive in seeking out recognition for their accomplishments. Successful women in business find appropriate ways to summarize their achievements and take credit for their performance."
- learn to negotiate, and to cultivate a network
(article in here: http://www.forbes.com/sites/mattsymonds/2012/08/08/10-traits-of-women-business-leaders-its-not-what-you-think/)
1) Encouraging women candidature, setting a percentage of woman participation; in politics, ward off obstacles that women face in gaining access to resources for their campaigns;
I guess it is all pretty much underlined in the Platform for Action of Beijing. - https://www.un.org/womenwatch/daw/beijing/platform/decision.htm - the actions needed by UN, by governments, by NGOs, by political parties.
Question 1 -
a) Commit to achieving a % of women on the board and in executive positions
Question 2 -
a) Always have a back up plan for the family. This might be a back up carer for the family such as a neighbor, parents, partner.
b) Be organised! If you are stuck with the family and any unforeseen circumstances comes up at work, make sure your colleagues or a 2IC (Second in Charge) is well aware of what is going on so you can either delegate the work or have a colleague assist you.
c) Set the expectations at the interview, ensure the potential employer knows what you can and can't commit to. Don't say yes to everything or hide the fact that your family matters may get in the way. You want to set the expectations straight from the beginning.
d) Research the corporate culture and examine how management interacts with women and how performance is measured. How is the company family friendly? Do they practice what they preach? A good place to start is www.glassdoor.com for company reviews by employees.
e) Don't forget about the other women! Using your knowledge to provide support and acting as a role model for the lack of females in your industry can help others go a long way, it also gives you more motivation to be a good role model and jump through hurdles that show others what you are capable with.
f) Research and fully understand the child care support or subsidy for mothers returning to work and also additional allowance or tax deductible benefits in doing so.
g) Develop portable and transferable skills. Never lock yourself into the same role, especially if it is a role that requires extensive travelling, late night conference calls or in-office work, pick up additional skills so that you can easily transfer into new roles. Also pick up portable skills, skills which you can work remotely or work autonomously without supervision and make sure you always showcase you can work independently and away from the office.
Question 3 -
a) Never be afraid to ask for help. Open communication with other family members such as parents or significant other half will always help.
b) Never overload yourself or commit to something you can't or may not be able to balance. It happens to all of us, when we see work needs to be done, we put our hand up without realising you are overloading yourself.
c) Be prepared to say No or not now but always have a recommendation in mind. If you are tasked to do something last minute but don't have the time to manage it, you have to be prepared to say no or not now, but if you ever say no, make sure you have a plan B in mind. This might be an alternative to getting the job done or someone else who is better suited to complete the task.
d) Always give yourself "me" time, commit to one day a month or half a day a month where it is all about you, not work, not family but you. It might be a long drive to the beach, a shopping trip, an opportunity to be naughty and enjoy a massive chocolate feast, but give yourself that "me" time to reflect and see how you are balancing.