Part Two: Something we don’t talk about – Women CEOs

Hi all,

This is the second installment of my review and insights about the Korn Ferry Institute’s report on women CEOs. If you didn’t read the first one, please do! I will ground us quickly by highlighting what I discussed previously. The last post examined what characteristics are most prominent in women CEOs according to the Korn Ferry Institute, and next up I will share with you how the traits previously outlined are the ingredients needed to become a CEO. The main question Korn Ferry poses though is, what values and interests or motivators, referred to as drivers, guided the women’s career decisions?

According to Korn Ferry the drive for these women CEOs was described in one word, challenge. Thriving on challenge, and having been less interested in competition was a huge factor for women CEOS. Korn Ferry found that routine job promotion is generally not enough to stake the thirst for challenge, and found that their interviewers stepped knowingly into less-than-desirable, ill-defined roles because they saw potential in these opportunities, like diamonds in the rough. Tell me, have you ever done that? I know that I have. I didn’t do it with the end potential that I wanted to be a CEO someday, but more for the potential that the opportunity would give me a skill I may have been missing, or teach me something I needed to learn. There have been times where I’ve been in a job that I wasn’t maybe crazy about, and kept telling myself that there would be a lesson or something I would gain from that experience no matter what. And, often times it doesn’t feel like that will be the case in the moment, but it always turns out that there is a lesson to learn in everything…whether big or small.

Now, to tackle the notion that women thrive on challenge and are less interested in competition. Korn Ferry also heard from their CEOs that sometimes they were so intensely focused on whatever challenges were before them that they neglected longer-term career planning and mastering the “political” aspects of the organization. A typical refrain they found was: “I was head-down, delivering results in my current role.” It is hard to not get caught up in that, especially if the thought of competition or playing office politics is not interesting. Korn Ferry found that they are largely disinterested in inside-the-company competition. They preferred to let their results speak for themselves. I have always been this way, but have also found that unless you have someone in your corner helping exhibit your good work, it can sometimes go unseen and not “speak for itself.” According to Korn Ferry, this challenge-centric mindset explains a striking observation from their interviews: 63% of the CEOs either didn’t mention organizational barriers or explicitly said they were not hindered by being a woman. In some cases, organizations were seamlessly facilitating their growth and grooming them for leadership. I guess I’m a little cynical, and find this surprising, but also somewhat comforting. Maybe a tide is turning a bit for women in the workforce?

Independence balanced with collaboration

Korn Ferry’s assessment also revealed higher-than-expected scores for a driver called independence. These scores also indicated another dynamic – these women were happy to get things done on their own, and overall Korn Ferry sees female CEOs exhibiting benchmark levels of collaboration, so this hasn’t impeded their desire to foster and lead teams, to build consensus or to share responsibility. Korn Ferry does explain however, that there is a cautionary flag here. Those who become overly autonomous in how they work can later find themselves without the support, networks, or advocacy that they need around them to become CEO and stay there. There’s that key again, support, networks and advocacy. Many of the women Korn Ferry interviewed had strong late-career sponsors who pushed their careers forward, but then discovered they didn’t have the broad support they needed for their agenda as CEO. Others found themselves blindsided by competitive executives, or without enough allies when they discovered others were waiting – or rooting – for them to fail. So, a little bit of politics and keeping your head up may be a better route to go in the long run?

So, then Korn Ferry posed the question, “why doesn’t such drive produce more female CEOs?” According to them, the fact that women must exhibit such a huge appetite for challenge to reach CEO speaks volumes about the systemic barriers many women still face. Their adaptations to that working environment, further, can harm their chances of success. So, there’s a fine line to toe here. According to Korn Ferry, we will never know, for instance, how many women didn’t become CEO because they were more independent than well-networked, or because their humility undermined how they were perceived, or because organizations didn’t recognize their drive. Those are very situational reasons and of course are hard to measure, but definitely something to make you think about. Finally, Korn Ferry discovered that multiple studies have documented that women are more likely than men to leave positions in which they are unsatisfied. That doesn’t mean work is difficult or unpleasant. The CEOs who were interviewed quit or turned down jobs when:

  • The company didn’t meet their standards for integrity
  • The role lacked a sense of larger purpose or
  • It was a place where people were treated very poorly

I think this is important to note. If it doesn’t feel right, morally or supporting a larger purpose, we will find something else to do or somewhere else to go. I have always believed, if you’re REALLY not happy…LEAVE! It does nothing for you to stick around when you are unhappy, and that goes for any situation!

So what type of things motivate women in the workforce? According to Korn Ferry, more are motivated by work-life balance. The participants in their interviews never shied away from hard work, and they took no shortcuts. But they did, on average, express more desire or work-life balance than Korn Ferry’s CEO benchmark. All of them were currently or had been married, and said they had supportive spouses, though some didn’t find that until a second marriage. According to Korn Ferry, being a CEO is not a one-person job, and this was acknowledged by the participants. A CEO’s partner has to “lean in” too. The partners of the women CEOs often took primary responsibility on the home front, managing the logistics and outsourcing of childcare, while choosing to stay home or take jobs with more flexibility. Some even said that their career affected what kind of mother they were. One said, for example, her children were resentful of her career commitments when they were young, but came to admire her accomplishments when they were older. I mean, I guess it’s nice that her children came to admire her eventually, but yikes – that kind of resentment is a bit scary if you ask me. According to Korn Ferry, many pointed out that being a mother added to their abilities as executive leaders and it gave them a particular grounding and sense of perspective, as well as gave them practice on patience and compassion, along with setting appropriate boundaries, creating clear expectations, and making unpopular decisions.

Korn Ferry also found that women are motivated by purpose  and creating a positive culture. Purpose and mission were central to their messages as leaders and working to create a more positive culture was a primary way those women carried out purpose and mission in their companies.

So as Korn Ferry does for every section, they outline key takeaways for women and for organizations. I want to continue to highlight them for you because I think if you take nothing else away from these installments, you takeaway from this section something that could be useful for you in the future.

Takeaways for organizations

  • Organizations need to re-calibrate how they recognize ambition.
  • The drive in high-achieving women may not manifest as corporate-ladder climbing or jockeying for promotion.
  • Men who might be motivated more by advancement could be more willing to take any promotion as long as it progresses their careers.
  • If women hesitate or turn it down, this can be misconstrued by the organization as a disinterest.
  • Organizations also have a big problem if women aren’t interested in the top jobs that are offered.
  • Sr. leadership and c-suite roles need to be described in a way that captures the challenge and opportunity they present, as well as what outcomes are possible and needed. This is what speaks to women’s sense of purpose and desire to contribute value and shape culture.

Takeaways for women

  • To navigate into leadership roles, women have to resist inclinations to be overly self-reliant, which can be part of that “head down” focus.
  • They need to create a strategic network, because without those relationships they don’t have influence on the things that matter to them.
  • Results don’t speak for themselves; some positioning and packaging is needed for people to notice.
  • Women should seek out not just difficult challenges, but also “high visibility” ones.
  • Negotiating with a partner or spouse as to who takes a big job and who manages the personal side of life is crucial. This can have implications very early on, even in the kind of person who chooses one chooses as a partner.

I hope you enjoyed this installment! Next up I will examine some of the major turning points in women CEO’s lives that impacted their road to CEO per Korn Ferry’s research.

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wishbonedreams

Hi there! I’m Nikki Delucchi, a 34-year-old from the San Francisco Bay Area.

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