THE WAY FORWARD WITH INCLUSIVE DIVERSITY OF THOUGHT
This is not a cookie-cutter world. There is diversity you can see, and there is diversity you cannot see. Identifying this difference and bringing together my personal and professional life has helped position me better to lead from the front and drive the conversation surrounding these issues.
Christine Hurtsellers
Chief Executive Officer Voya
I think some of the skills that have served me well, to move up the leadership ranks specifically, are, besides grit and perseverance, the ability to be a good listener, to identify talent and to build a diverse team.
Stephanie Linnartz
Former President Marriott International
This is not a cookie-cutter world. There is diversity you can see, and there is diversity you cannot see. Identifying this difference and bringing together my personal and professional life has helped position me better to lead from the front and drive the conversation surrounding these issues.
Christine Hurtsellers
Chief Executive Officer Voya
I think some of the skills that have served me well, to move up the leadership ranks specifically, are, besides grit and perseverance, the ability to be a good listener, to identify talent and to build a diverse team.
Stephanie Linnartz
Former President Marriott International
People are the driving force toward building an inclusive and diverse work environment.
Inclusive diversity of talent starts from you. It starts from the language you use and goes up to the effort you make to remove the unconscious bias you probably did not even know existed in your mind. Set the tone for your personal brand as someone who is decisive, transformative, and inclusive and cast a wide net when looking for the right talent. Focus on the skills and attributes they bring to the table through their diversity of thought – and not just based on the diversity of gender, region, race, capabilities, etc.
The demand for diverse leaders is also increasing globally with firms shifting focus to introducing diversity of thought through diverse leaders determined to foster an inclusive culture.
This phenomena has resulted in a steady requirement for women leaders – a rise we also noticed through our own global women placements.
Our Women in Business 2021 study also reported key insights gathered over eight months of conversations with nearly 500 leading women executives.
Some of the insights shared by leading senior Ibero-American women executives are quoted below as part of our findings.
Diversity
Resilience
Leadership
Balance
Development
Mentoring
Women believe and encourage diversity in their own teams and environment and are convinced that it encourages effective leadership behaviors that are healthy for the organization and business performance.
Diversity is not a goal, it must be internalized by everyone in the organization and it must be part of the culture, values, and mission of the company.
A significant number of women are now working on a variety of personal projects associated with diversity.
Diversity cannot and should not be used as a banner for a movement or initiative. Its importance is not a conquest or victory, but for what it represents. Otherwise, it can create more conflict than unity.
Organizational environments that respect and internalize diversity are environments of greater talent attraction and retention. Women delegate a lot and are open to hiring powerful and talented teams.
We found that women do not give in easily to external pressures regarding their careers and once it is clear in the direction that they want to follow, they focus on achieving the goals they set for themselves, to get their place, and generate the space that legitimizes them as executives.
Successful women are emotionally stronger, disciplined, results-oriented, and have developed resilience and high work capacity, as well as the ability to combine their dedication to family and work with equal intensity.
The woman, whether she is the leader of the organization or not, should not be afraid to show her emotions or to stop being who she really is. The woman adds up to as much as the man in infinite situations. One should not stop being who she is or adapt to behavior that is not hers to make her opinion count.
Women who want to grow must Dare, Explore, Search and, Look Ahead.
Women lead by example and with a strong orientation to the development of people. They are convinced that everything is generated with people—never alone.
Women delegate a lot and are open to hiring powerful and talented teams.
We act with a sense of urgency and are very oriented to execute, exercising a humane, empathetic, and reflexive leadership, which also evolves as we advance in responsibility.
We are intellectually honest, we say what we think, we preach by example, we don't have to be told what to do and we show temperance in our decisions. "We have earned the trust, like the captains in the storm," always showing control of the situation.
We leave no room for regrets or victimization. Women were never the "weak sex," but it is necessary to know how to position oneself whenever necessary and according to what is right for each moment and situation.
Women executives tend to communicate in a direct and transparent, horizontal, non-hierarchical style that reflects empathy. They agree on the importance of conducting their emotions better, which in turn is key to establishing an objective and positive relationship with their environment, so that while continuing to bring emotionality they are more effective on a steering committee.
We are the first barrier; we have to believe in ourselves first.
Most of these leaders had unconditional support from their families to be autonomous and independent to make their own life and career decisions. This has been a determining factor in the professional development of many of them. The executives who had this family support suggest this as a key factor for the success of future generations.
Most women recognize that they have made great personal and family sacrifices, however, they also believe that without them they would not be where they are today and are convinced that their professional experiences have made them better mothers and have allowed their children to grow. It has been key to always have clear priorities and act accordingly.
It is entirely possible to reconcile personal and professional life. It is not necessary to give up one to succeed in the other. But it is necessary to know how to position yourself without victimization and to assume that there is a life beyond your professional career.
It has been fundamental to have a family that understands and accepts; that assumes the sacrifices that my professional success brings.
They are aware of the strong imbalance between the personal and professional aspects of their lives in the initial stages of growth, however, they feel they chose to do so at the time and have made sacrifices that in many cases have been compensated. They expect to be recognized financially without having to ask for it.
Many times it is the executives themselves who limit their own growth, especially because of family responsibilities. However, women who opt for an executive career often structure their personal lives by optimizing the quality time they spend with their families in a pragmatic way and achieve a healthy balance.
Women, dare! Don't be afraid, you don't have to abandon your families; it is possible and we have the capacity to do both.
Women tend to be demanding with education whatever their work universe. They aim high and raise the bar in everything they do, as well as investing in their development whenever they can.
In the opinion of most, a solid basic and academic education is fundamental for success. All this background is what will allow them to stand out and distance themselves from the ordinary.
Women plan their careers, take charge of themselves and do not go with the flow. They value international experience for what it brings to developing a global, broad business vision.
The error is in wanting to compare themselves with men; we are different beings and as such have different strengths and weaknesses. The wealth is in knowing it and taking advantage of the complementarity.
Some of the women we have talked to agree that at the beginning of their careers, sometimes being the only woman in a leadership role, it was useful to acquire a tougher and even masculine style of communication, in addition to talking about topics typically preferred by men. These same women, who developed the ability to blend in, recognize that over time they internalized the value of vulnerability and empathy in, for example, creating better work teams.
I had to learn about soccer in order to fit into the Board of Directors.
Most agree that they set the limits for themselves; they must seek out and take the opportunities, taking control and responsibility for planning and structuring their career and future.
Many female executives believe that there is a growing number of sectors and companies in many societies that are making significant efforts to facilitate a positive evolution in the presence of women in executive roles - but there is still a long way to go.
The vast majority of successful women leaders recognize that they had parents, bosses, coaches, friends or mentors who guided them on their path and contributed to their process of gaining self-confidence.
The leadership of demanding bosses and trainers has been relevant in their careers, so it is important to look for opportunities to work with professionals from whom you can learn and who are willing to teach.
Developing and maintaining networks and close relationships with other professionals throughout the career is of great value - you do not build a successful path alone
Women are over-mentored and under-sponsored.
Some of the interviewees were trained in patriarchal environments, some very conservative - which have been an important stimulus, and in some cases the determining element to become autonomous and independent. They are ambitious and proud of their achievements.
It has been key for women who exercise leadership roles today to have clarity about what moves them, and from there the type of organizations where they can really feel at ease while doing something that makes sense to them, and from that space generate value.
Many women have had strong events on a personal level, which have been instrumental in developing resilience and emotional strength, which in turn were central to the development of their careers.
As leaders on their way to the corner office, how do you respond to specific instances of unfortunate, unconscious bias?
With a strong, positive response that leaves people with their dignity. There was this one time when my team hosted a highly successful, large-scale event, one particular customer came up to me, and when he found out I was the highest-ranking leader there, he goes, 'you must be really, really good for you to be in charge here.' Now, in his mind, he might have meant it as a compliment, but as a double minority, you realize it isn't. So, my response was to agree, yes, I am that good. My point is, we need to start having these uncomfortable questions. The questions asked are the equalizer, and if I can understand where you are coming from, then, more importantly, you too can understand where I'm coming from. Only then do we have a real opportunity to move the conversation forward and perhaps get to a place that makes sense for all. But if you're not willing to have the discussion, have the uncomfortable conversation, or more importantly, listen and learn, that's when it gets a little challenging.
