by Tânia Fernandes Mendes
Think of the last time you were really moved by a piece of music. It might have stirred your emotions, making you feel happy as the drumbeat got faster, and voices and instruments joined together to swell to a great crescendo. Or perhaps you felt sad as a violin played a soft melody over the harmony of other string instruments.
For this blog post, we are entering the world of classical music. Even if you are not a big fan of this genre, I ask that you join me anyway, just for a few moments.
An orchestra is a perfect example of how important it is to consider individual musicians—their technical skills, unique approaches, and personalities—and the important role each plays in contributing to a successful performance. (In his 2006 book, From Solo to Symphony, author Christian Gansch makes a compelling case that there is much organizations can learn from symphony orchestras.)
With the perfect symphony in mind (competitive advantage at its best), I am writing this post to reflect on how building a gender-diverse and inclusive culture is like assembling an elite orchestra.
Everyone talks about the need for diversity and inclusion.
Pause for a moment.
As we begin to create a symphony, let’s begin with what we know to be true: People in an organization make the difference when it comes to competitive advantage—just as each individual musician does in an orchestra. With this truth in mind, I would like to talk specifically about the importance of women in leadership (the right female musicians, if you will), and why it’s critical to unleash hidden potential through a fair, rigorous, and sustainable “audition” process.
Increasing gender diversity in the workplace has become a priority for CEOs in recent years (nowhere more so than in Europe, where gender quotas are both a reality and a continued topic of discussion and debate). This increased focus is fueled by the need to address the reality that women aspiring to leadership roles often encounter a “glass ceiling.”
My DDI colleagues and I have read about and heard from many organizations about the progress they have made toward fulfilling their country’s mandate to shatter the glass ceiling. On the other hand, sadly, some senior leaders have yet to be convinced that women have the same skills and ability as men when it comes to leadership roles.
But we have enough data to prove the case. The past few Global Leadership Forecast studies confirm that having female leaders and a diverse culture pays off in important areas such as impact on innovation, and sustained, profitable growth, to name just a few. Research suggests the optimal balance of men and women in leadership positions for positive impact on business outcomes is between 40 and 60 percent.
We know we need to do something different to unleash hidden potential and ensure we keep talent in the organization. After all, disengaged talent is your competitor’s greatest advantage—but it’s also your organization’s greatest opportunity.
As culture is the “predominant instrument in the symphony,” before strategy, one of the elements to address is the adoption across the entire organization of an inclusive mindset, sponsorship (by men being better allies to women), and an emphasis on trust in the workplace. A culture defined by these traits nurtures and promotes motivation in women to advance and excel in leadership positions.
For more on building a symphony of diversity and inclusion, check out my full article.