“Only 6 percent of the Fortune 500 companies are run by women.” -Recruiter
The term ‘glass ceiling’ was coined by Marilyn Loden, an American writer and management consultant, in 1978 during a panel discussion about women’s aspirations.
Forty years later businesses worldwide have made great strides when it comes to gender parity. Yet the glass ceiling metaphor continues to symbolize an enduring barrier faced by women in the workplace.
Cleaning the sticky floor
To tackle the glass ceiling, we first need to understand the phenomenon of the ‘sticky floor’.
This phrase refers to women typically occupying low paying, low mobility jobs and therefore being stuck at the bottom of the career ladder.
In order to accelerate women through the ranks, a cultural shift is needed.
For example, we at the Greater Houston Women’s Chamber of Commerce (GHWCC) build networks and give young women strong, successful, female role models to aspire to.
Next, we need to think about how to encourage and attract more women to pursue management qualifications.
The financial times reports that the number of women in MBA programs globally has only risen by 20 percent in 20 years.
This is interesting since it’s been shown in studies that backgrounds in business, finance and STEM are launchpads for female CEOS.
So how can the industry work together with educational institutions to attract and encourage more women to get their MBA and accelerate their growth to top leadership?
It’s about helping women juggle the pressures of work / life / school demands. During my MBA, I found that one of those three elements always had to give to prioritize another.
As employers, the more flexible we are with schedules, the more help we can give to women and encourage to undertake an MBA. This will ultimately help the employer long-term.
Melting the frozen middle
Another obstacle in breaking the glass ceiling is the ‘frozen middle’, which describes women’s career progress often halting in middle management positions.
Sponsorship is one solution to this problem. Sponsors can actively help advance careers – using their influence and capital to advocate for women.
Women need this senior sponsorship – especially in male-dominated industries – so they’re offered the same visibility in the organization.
The Harvard Business Review found that women with sponsors are 22 percent more likely to ask for stretch assignments to push them further than non-sponsored peers.
In particular, strong, female role models in senior positions can play a huge role in helping women navigate the challenges of more senior roles.
This is something I’m particularly passionate about. Throughout my career I’ve pioneered mentor-ship programs and personally mentored and sponsored employees to succeed.
As a board member of the GHWCC, I am committed to empowering women to reach their career goals.
Avoiding falling off the glass cliff
This sponsorship, mentoring and guidance will be especially important when women do make it into the C-suite and boardroom to avoid falling off the glass cliff.
The term ‘glass cliff’, coined by academics Michelle Ryan and Alex Haslam back in 2005, is the phenomenon of women making it to the boardroom but finding themselves in precarious leadership positions.
It notes that women often break through the glass ceiling when businesses are in periods of risk and uncertainty – and are therefore left with the option to accept an unstable ‘glass cliff’ position or resign and ‘fail’.
But organizations need to continue supporting female leaders once they’ve reached the top and beyond these periods of uncertainty so their careers and businesses can thrive.
This sometimes plays into the female stereotypes of ‘softer’ leaders – when people skills are needed to turn companies around.
We can’t be content with breaking the glass ceiling – we need to make our mark.
Accelerate women, accelerate business
Breaking the glass ceiling and making your mark is much more than a box checking exercise for diversity. More women in senior roles equals more profitable businesses.
Ernst and Young notes that an organization made up of 30 percent of female leaders could add up to six percentage points to its net margin.
So, if we can accelerate the uptake of women in our industries, particularly in senior positions, we can be assured that it’s going to have a positive effect.
If companies worldwide can put the sponsorship and progression of women at the top of their agendas, we can smash the glass ceiling once and for all.
By Janette Marx, CEO, Airswift