But HR policies and initiatives are just one <\/em>piece of what\u2019s needed to prepare and encourage women employees to take on leadership roles.<\/strong> More is needed, and it starts with your culture.<\/p>\n Are you ready to take the challenge to start retaining and developing women leaders<\/a><\/strong> more effectively at your organization?<\/p>\n The culture of an organization or a department \u2014 and even the views of a single manager \u2014 can have a direct impact on whether women stay with an organization or leave for something better. The informal patterns of influence and unspoken performance expectations play a role. And, of course, a woman\u2019s individual experiences and perspectives are powerful factors, too.<\/p>\n To provide an equitable work experience that helps to support, retain, and develop women leaders, organizations should take a broad, \u201cwhole systems\u201d view.<\/p>\n Here are 5 proven things to consider when it comes to promoting and developing women leaders.<\/p>\n Ensure your female leaders have the experiences and the resources to learn what they need most. Interventions for developing women leaders on an individual level could include targeted training, guidance for on-the-job learning, coaching opportunities, and mentoring at work<\/a>.<\/p>\n It\u2019s important that the organization \u2014 and individuals \u2014 are clear on the perspectives, skills, and capabilities that are needed to be effective in various leadership roles in your organization. In general, as noted in our white paper<\/a>, our research has found that:<\/p>\n Developing the most important leadership competencies for all leaders<\/a> is a good place to start.<\/p>\n Individual women also need to be intentional about their careers and their development as leaders.<\/p>\n The power to choose is sometimes overlooked by women, due in part to cultural conditioning. So encourage female leaders in your organization to recognize their own agency and:<\/p>\n Women leaders should receive messaging from the organization that embraces a more individualized \u2014 and less stereotypical \u2014 perspective on professional and personal roles that may have historically been categorized as \u201cmen\u2019s roles\u201d and \u201cwomen\u2019s roles.\u201d It’s all part of living with intention, both at work and at home<\/a>.<\/p>\n Helping individual women become better leaders is not enough. While there are no easy fixes for rebalancing the global gender gap, one thing is clear: the pandemic and consequent \u201cSHEcession\u201d have highlighted systemic imbalances that have a great impact on women, organizations, and larger society. It\u2019s clear now that we do not need to change women \u2014 we need to change systems<\/em>.<\/strong><\/p>\n Look for ways that unconscious bias in the organization affects opportunities and motivation for women, and make increasing\u00a0gender parity in the workplace<\/a> a priority for your organization.<\/p>\n When your leaders (at every level) are able to recognize conscious and unconscious biases<\/a>\u00a0and imbalances, they can proactively work to address them. The key is to create an environment where women leaders feel the psychological safety to speak out and have the backing of an organization committed to driving widespread culture change.<\/p>\n Meeting scheduling, social norms, networking opportunities, mentoring programs, and talent management policies and processes are some potential areas for focused improvement. Also, ensure that managers are aware that they should ask, rather than assume that they know, what women in the workplace want from work<\/a> (this is also a good idea with all employees).<\/p>\n Above all, organizations should create the culture and systems that make it easier to have candid conversations.<\/p>\n Talented women want organizations to invest in their development, but be sure to include them in the program selection process. Offer flexible formats, including virtual options, and provide \u201cair cover\u201d and the permission for women leaders to put their day-to-day work responsibilities on hold to make space for their development.<\/p>\n Another consideration is whether an all-women or all-gender experience is more beneficial for your organization\u2019s unique situation. Both approaches can have a positive effect on retaining and developing women leaders. When making the decision, evaluate these factors:<\/p>\n Mixed-gender leadership development settings are also highly beneficial. After all, women lead in organizations that are racially, culturally, socioeconomically, and gender diverse. All-gender development can help participants network, influence, and lead across demographics more effectively. And for women leaders struggling with burnout, it can be validating to hear that many of their challenges are shared across genders, functions, and even industries.<\/p>\n The right relationships and ties are an asset in getting access to information, earning promotions, and gaining opportunities. Effective leaders rely on key networks and trusted partners to influence others and to get results.<\/p>\n Many women have struggled with networking, especially during the pandemic<\/a> \u2014 often due to a combination of factors including lack of time, cultural programming, and the belief that networking is insincere, manipulative, or inauthentic. But the networks that come easily are not necessarily the most beneficial.<\/p>\n Organizations can support women in developing the relationships they need to succeed. Women need a network of champions<\/a>, including mentors, sponsors, and coaches. This can help women leaders gain a clear understanding of the network they have, compared to the network they need. New relationships and new connections can be built, with both the short- and long-term in mind.<\/p>\n Organizations serious about retaining and developing women leaders will want to ensure they are helping all <\/em>their talent build the right relationships, political skills, and networks to succeed.<\/p>\n Help your organization become better at developing women leaders and learn intentional actions to support them. Take our 5-Day Retaining Women Leaders Challenge<\/a> and invite other leaders and colleagues to join you!<\/em><\/strong><\/p>\nHow to Prioritize Retaining & Developing Women Leaders<\/h2>\n
5 Keys to Success<\/h3>\n
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<\/a><\/p>\n1. Address women\u2019s leadership challenges and needed competencies.<\/h4>\n
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2. Leverage the power of choosing.<\/h4>\n
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3. Rethink systems and challenge assumptions.<\/h4>\n
4.\u00a0Provide flexible women\u2019s leadership development experiences.<\/h4>\n
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5. Create the right networks.<\/h4>\n
Ready to Take the Next Step?<\/h2>\n