Something incredible happens when companies don’t leave change up to chance.
Elke Edwards, Founder of Ivy House, recently sat down with Raconteur to talk about why traditional women in leadership development doesn’t work.
Globally, women remain underrepresented in corporate leadership, with only 33% of senior roles held by women, a number decreasing as we ascend the corporate ladder. Despite progress, the role of CEO is 24 times more likely to be held by a man than a woman in FTSE 350 companies.
It’s clear that organisations still have some way to go to address that imbalance.
For most organisations, increasing the diversity in their leadership pipeline is a key strategic priority. Many companies have shown their commitment to gender equality and shifting the dial to accelerate the number of women in leadership roles; they’re investing in women in leadership development programmes, mentoring schemes, establishing family-friendly policies and looking to address the gender pay gap.
Is behavioural change key to a boardroom breakthrough?
Elke argues that traditional “tick box” development programmes are a losing proposition. This is particularly true for organisations looking to target underrepresented groups among whom limiting self-beliefs and social conditioning remain a significant stumbling block. The results that can be gleaned from a catch-all approach can quickly move from elusive to illusory.