Diversity Woman Magazine

WIN 2019

Leadership and Executive Development for women of all races, cultures and backgrounds

Issue link: https://diversitywoman.epubxp.com/i/1070708

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30 D I V E R S I T Y W O M A N W i n t e r 2 0 1 9 d i v e r s i t y w o m a n . c o m convince senior management to implement the necessary steps to bring parity. "By CEOs leading the charge, the company is saying, 'is isn't the flavor of the month. is is something we are going to commit to and make real progress," Kullman says. Elizabeth Amato, senior vice president, human resources, at UTC, one of the mem- bers of the coalition, agrees. "It's important for CEOs to sign on to the pledge because the tone is always set from the top," she says. "If the CEO and his or her team are not behind this, it won't hap- pen. When the CEO makes the pledge, the entire organization knows it's important." Paradigm for Parity is getting CEOs to join by appealing not to their sense of up the ladder and was appointed CEO in 2009 and board chair the following year. Kullman has been named one of the 50 Most Powerful Women in Business by Fortune and one of the World's Most Pow- erful Women by Forbes. In 2018, she was the recipient of the Diversity Woman Mo- saic Legacy Award. Early in her career, she realized that being a "first" came with disadvantages. In the late 1970s and early '80s when she was inter- viewing for jobs, some organizations would tell her that they had women's groups that met—the precursor to today's employee resource groups. Kullman told them no, thank you, I don't need that. "I really felt that my own initiative and performance would carry the day," she explains. en, when she began showing up for work, she saw, and sometimes encountered personally, gender bias. She became deter- mined that when she moved into manage- ment she would close the gender gap. In the early '90s when she was conducting her first glass-ceiling audit at DuPont, she began learning that the company was paying women less, largely because they took longer to get promoted into a given role. A woman promoted at a slower rate than a man over 10 years would experience a large disparity in pay. is didn't sit right with Kullman. So she went to each woman who reported to her and said, "Hey, you've done a great job! Here's a big raise." e company's reaction? "ey told me, 'You can't do that,'" re- calls Kullman. "I replied, 'Well, actually I can.' ey then said the women were go- ing to know that they're underpaid. I told them I think they probably already do, and I'm not going to tell them—I'm just going to give them a big raise." CEOs onboard Other organizations are also work- ing to narrow the gender gap. Paradigm for Parity stands out because it demands that CEOs make a strong personal commitment to gender parity. Oftentimes, the chief diversity officer or the human resources office pushes for change, but neither has the same clout to get widespread buy-in or The Paradigm for Parity ® 5-Point Action Plan "By using our collective clout, we can make a real difference." 2 Significantly increase the number of women in senior operat- ing roles. Make full gender par- ity (50/50) your ultimate goal. As a near-term goal, target that a single gender will not account for more than 70 percent of a leadership level, from the executive management group downward. Move to 60 percent as a medium-term goal. 3 Measure targets at every level and communicate progress and results regu- larly. Set measurable goals and hold yourself and your senior team accountable. Commu- nicate results to your wider organization and board. Expect meaning- ful progress each year, with the aim of parity by 2030. Work with inves- tors as they increase the pressure to measure and monitor diversity progress. Share statis- tics with other CEOs and consider publishing results over time. 4 Base career progress on business results and performance, not on presence. Give women and men control over where and how they work, whenever feasible. Acknowledge the needs and expectations of mil- lennials, an important talent pool. Find ways to work more flexibly to meet the needs of all employees. Create cultural change so that working flexibly is em- braced, and not an un- derused and overtalked- about benefit. 5 Identify women of potential and give them sponsors, as well as mentors. Meritocracy is an often used and, more impor- tantly, misused belief because our biases affect our view of performance and merit. Women of all backgrounds need career sponsors and ac- cess to networks of influence. Men, who are still the majority of leadership, have a critical role to play in advocating for women, both internally and in the wider corporate world. Look for the best within your organization and help them to succeed by assigning each woman a mentor and a sponsor. 1 Minimize or eliminate unconscious bias. Initiate uncon- scious bias training. Engage women and men at all levels, starting with the CEO and senior leadership. Ensure that your company leaders comprehend, own, and address the conscious and unconscious biases that prevent women from succeeding. THE FUTURE STARTS NOW

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