Ask the questions –because you might find out it's an assumption that is holding you back.
Shellye Archambeau
Board Director Fortune 500
Take a step back to assess your personal and professional priorities and drive your career decisions.
Hina Nagarajan
Managing Director and Chief Executive Officer Diageo India
Diversity of thought takes time to embrace.
Lesley Salmon
Senior Vice President and Global Chief Information Officer Kellogg Company
One of the pieces of advice I've tried to give myself and others is about taking care of yourself, because if we don't take care of ourselves, how can we be there for our families? How can we be here for our companies and our team?
Stephanie Linnartz
Former President Marriott International
Ask the questions –because you might find out it's an assumption that is holding you back
Shellye Archambeau
Board Director Fortune 500
Take a step back to assess your personal and professional priorities and drive your career decisions
Hina Nagarajan
Managing Director and Chief Executive Officer Diageo India
Diversity of thought takes time to embrace
Lesley Salmon
Senior Vice President and Global Chief Information Officer Kellogg Company
One of the pieces of advice I've tried to give myself and others is about taking care of yourself, because if we don't take care of ourselves, how can we be there for our families? How can we be here for our companies and our team?
Stephanie Linnartz
Former President Marriott International
Launched in 2021, Kingsley Gate Partners' Women in Business report
studied the women executive leaders of Ibero-America to identify the management skills,
motivators, and leadership attributes that catapulted them to success.
The report identified three steps to ensure an inclusive and diverse workforce.
Identify talent pipelines
The realization of Talent Pipelines that allow the early identification
of young executives with the type of experience and leadership skills compatible
with what the organization needs helps the firm stay prepared and take advantage
of opportunities in a timely manner.
Evaluate Growth
Organizations have female executive talent in the middle and lower positions who have the personal skills to grow. It is essential to carry out formal processes of Executive Potential Inventory, through the evaluation of Leadership and Management Skills, to implement action plans for those executives who have the potential, make them grow in experience and strengthen their natural personal capacities.
Be aware of your culture
Organizations must become aware of their culture in terms of understanding what kind of people will be more motivated to work in the organization, thus increasing the chances of attracting the best talent. The new generations demand that companies are inclusive, open to diversity, and have concrete policies that encourage it.
Today, we take our report global with Her Corner Office: a study on the leading women executive leaders of North America, Asia, and Europe. We spoke with nearly 100 senior executives at the top of their fields to understand their stories and journey to the corner office.
The 2022 Global Gender Gap Report by the World Economic Forum states that it will take us 132 years until the world is able to close the gender diversity gap.
Gender Parity Achieved by Regions per WEF Global Gender Gap Report
Gender diversity in leadership, too, has seen a steady increase, from 33.3% in 2016 to 36.9% in 2022. However, we still have a long way to go before we truly achieve the balance that reflects the demands of the evolving business environment.1
How do we as leaders ensure our regions and industries result in a determined growth toward achieving a gender-diverse workplace?
This paper is a compilation of these conversations. Conducted through our In The Spotlight video chats and podcasts, the Her Corner Office study highlights the success of women in the c-suite and the boardroom. It also offers insight into the top derailers identified by these women, the motivators they developed based on these derailers, and the culture they cultivate as global leaders of their organizations.
The report further identifies the top management skills that make an ideal leader, the concept and question of balance, the relevance of being a mentor and a mentee, diversity on boards, and, finally, the top advice they have to offer to the aspiring women executives of today.
The Respondent Profile
Conducted via direct conversations on video, through podcasts, and via a survey, the study identified top executive leaders in their fields from some of the largest global corporations.
Conducted via direct conversations on video, through podcasts, and via a survey, the study identified top executive leaders of their fields from some of the largest global corporations. These interviews primarily included women from North America, Europe, and Asia.
North America
58.2%
Latin America
1.6%
UK & Europe
18.8%
Asia-Pacific & Middle East
10.4%
Our participants are currently leading global organizations with a market capital ranging from below $10 billion to more than $50 billion.
What is the Market Cap of your organization?
The respondents represent some of the largest sectors of the global economy.
