In Women Rising: The Unseen Barriers, published in Harvard Business Review, authors Herminia Ibarra, Robin J. Ely and Deborah M. Kolb), explore persistent challenges women face despite the well-intentioned efforts of many organisations, as they strive for leadership roles. It discusses traditional approaches to gender diversity, arguing that these well-meaning methods often overlook deeper complexities of leadership identity development and fail to address the subtle biases hindering women’s progress.
This thoughtful critique discusses the frustration experienced by CEO’s who, despite setting ambitious goals for female representation and implementing diverse candidate slates, see limited progress. This, according to the authors, is at the basis of fundamental strategies not addressing developing a leadership identity.
Becoming a leader is not merely about acquiring new skills or adapting to a role; it requires a profound shift in one’s individual perception and that of others.
Subtle Forms of Gender Bias
The leadership journey involves a process of self-assertion and receiving feedback, addresing the individual’s personal image and embarking on the growth process with confidence and visibility. This process is often disrupted by subtle forms of gender bias as the story of Amanda, an investment banker, displays. Her career advancement stalled until she gained support from influential female clients, illustrating how external validation and endorsement can significantly impact a woman’s leadership trajectory.
Central to the article’s arguments is the concept of second-generation gender bias. Unlike overt discrimination, this form of bias is subtle and ingrained in organisational practices and societal expectations. It creates an environment where women are less likely to thrive and ascend to top positions despite their obvious talent. The authors emphasise the importance of recognising and addressing this bias to enable women to fully realise their potential.
Key Strategies for Inclusive Environment
To address these challenges, authors propose several key strategies. First, it advocates educating both women and men about second-generation bias. Understanding these subtle forms of bias can empower women to take counteractive proactive steps and seek support – an awareness fostering a more inclusive environment toward female career advancement.
Creating safe identity workspaces is another crucial recommendation wherein women can, without fear of judgement, explore and develop their leadership skills. These spaces provide valuable opportunities for feedback, mentorship, and peer support providing women with the necessary skills to navigate the complexities of leadership roles and enhance their confidence.
The article also strongly suggests that women should anchor their development efforts with a sense of purpose rather than conforming to gender expectations. By focusing on this, women can align their actions and particular strengths with their values and goals, reducing cognitive and emotional burdens associated with managing perceptions.
Overall, Women Rising: The Unseen Barriers offers an insightful critique of existing gender diversity initiatives and presents actionable recommendations for fostering genuine progress. By emphasizing the development of leadership identity, understanding second-generation bias and anchoring in reaching their ultimate goals, the article highlights a nuanced approach to addressing female barriers during their journey towards breaking the glass ceiling. Implementing these strategies could lead to more meaningful advancements and aid in unlocking the full potential of women in leadership across various sectors.
