Women on Boards – Let the excuses begin

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The interim report from the Hampton Alexander Review caused headlines last week. On explaining why they didn’t have enough female representation on their Boards, the review cited the most commonly heard reasons from FTSE 350 chairs and chief executives:

  • “I don’t think women fit comfortably into the board environment”

I would have some sympathy with this if it were presented as a problem that needed solving rather than a reason for non-selection. There is no doubt that the culture and environment of board rooms across the world needs to progress and modernise, but that’s exactly why more diversity is a good thing.

  • “There aren’t that many women with the right credentials and depth of experience to sit on the board – the issues covered are extremely complex”

Oh my…where to go with this one? It reminds me of a CEO many years ago who, when asked why there were no women on his board replied, “Why? Are the men doing such a bad job?” Words fail me.

  • “Most women don’t want the hassle or pressure of sitting on a board”

This could be true. But how do you know? It certainly isn’t representative of the senior women executives I’ve worked with throughout my career. I’d have sympathy if you’d been repeatedly trying to hire and receiving this feedback, but my guess is that isn’t the case.

  • “Shareholders just aren’t interested in the make-up of the board, so why should we be?”

There is more than one stakeholder group that is important to the good running of a business, and more than that, this is about leadership. Show some leadership.

  • “My other board colleagues wouldn’t want to appoint a woman on our board”

Then you should probably have more vacancies on your board available to women. Can you imagine this conversation being acceptable in any other forum or part of society?

  • “All the ‘good’ women have already been snapped up”

Whereas there is a plethora of average, middle-aged, white males?  I admit they “might” be harder to find, they might be less forward about coming forward, less likely to self promote in the board environment (I have no evidence to support this, I’m just being generous). But a lack of good women? That’s far from my experience.

  • “We have one woman already on the board, so we are done – it is someone else’s turn”

If there was ever a response that suggested tokenism, then this would probably be the World Cup winner. This probably worries me more than the other responses because it represents such a complete misunderstanding of the issue.

  • “There aren’t any vacancies at the moment – if there were I would think about appointing a woman”

If this read, “we haven’t had a vacancy during my tenure” I might be able to get with it. Also, maybe not just think about it, but actively pursue a diverse shortlist. Maybe.

  • “We need to build the pipeline from the bottom – there just aren’t enough senior women in this sector”

Yes, yes you do. But not just that. And board representation should pull on experience from different sectors and different backgrounds to ensure good governance and a diversity of background and opinion. So don’t stop the pipeline, but think about how you could turbocharge it too.

  • “I can’t just appoint a woman because I want to”

No. You could appoint them because they’re the best person for the job.

If you’re interested in finding out more, the full and latest Hampton-Alexander Review is published on 27 June.

Technical skills need qualifications too…

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My very first, post university, job was as a lecturer of Psychology. I worked evening at the local Further Education (FE) college teaching GCSE and A-level Psychology to adult returners who had either not got the qualifications in their youth, or decided they wanted more later on. The college was a well-known establishment in the seaside location, with a particularly strong focus on caring qualifications, engineering and professions like boat building.

Many of you will know that the FE sector was financially and directionally squeezed over many years, part of which (in my humble opinion) was an intellectual arrogance that aspirations should be greater for our young people. It is no surprise that the expansion of the Higher Education (HE) sector coincided with the diminishing of FE.

Fast forward 20 years and we are debating the lack of technical skills in the economy and the need to increase the focus on technical education. The Government announced, this weekend, the first colleges to be offering the new T-levels, to start in 2020. I’m hugely encouraged by this step and I genuinely believe these new qualifications could play a significant role in opening up career paths to young people. But only if business gets behind them.

In the coverage of the announcement, I was pretty disappointed to read the following quote from Professor Alan Smithers from the University of Buckingham, “Parents should be wary of encouraging their children to take them. It must be absolutely clear they will be of value to employers before kids risk their futures.”

One could easily fire the same warning to a whole host of A-levels and numerous degrees – the latter of which would cost you tens of thousands of pounds to obtain. It is also worryingly reminiscent of the early response to apprenticeships – who would want one of those?

Amidst the intellectual and class snobbery that will present in the objections to any type of “vocational training”, there lies a real and genuine challenge to employers. We need to embrace these new routes to qualifications and show not only do they lead to good quality jobs, but meaningful careers as well.

We can’t bemoan a skills gap and then ignore attempts to close it, we can’t worry about future technical needs and not embrace change. If you’re an employer of people then I suggest you have a good look at both the T-level qualifications and the routes to qualification through apprenticeship. At the end of the day, technical skills need qualifications too, and at the moment they are few and far between.

Incongruence and forward motion

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I wouldn’t mind betting that if I were to grant any of us supreme power and the ability to redesign the world in which we live, to recreate the moral, economic and social fabric of society, we would all have pretty clear views on some of our base fundamentals. We would make assertions about equality, or opportunity, or fairness or competition. We would be able to identify principles that we believe to be core to our vision of a “good society”.

I’m also pretty sure that as we delved deeper into our thinking, we’d identify naturally arising tensions when two principles came into conflict. Do we mean fair or equal? Do we mean the opportunity for success, or the chance to compete for success?

If these moral dilemmas occur in a theoretical “blank sheet” society, what are the chances that they are also likely to occur in real life, “in the game” life? These trade offs and tensions are an inevitable by product of sentient beings, they’ve formed the foundations of philosophy for thousands of years.  And they’re also the tensions that present to leaders in any walk of life.

Like him or loathe him, Nick Clegg talks about the realisation, during his time in office as Deputy Prime Minister, that compromise was seen as weakness. It was perceived to be stronger to be stuck in inaction through a dogmatic and principled approach, than to progress through discussion, diplomacy and compromise. On a much grander scale we can see the opposite argument in the achievement of the Good Friday peace talks, where diametrically opposed groups agreed on a way forward.

Our world is full of incongruence and our job as leaders is to be ok with that. We have to be able to hold conflicting positions, and be aware of the tension that this brings, in order to move forward and progress. Sometimes the smallest steps towards improvement can be the most valuable, sometimes we have to embrace the things we dislike in order to shape and improve them. Sometimes we have to be ok with…ok.

Forward action is everything, we have little enough time as it is without spending large proportions of it stuck in an endless cycle of righteous indignation and ideological tailspin. We are all eminently capable of identifying what’s wrong and pointing out the faults in others, only some are truly capable of going to them and helping to move things forward in a positive direction.

You’re being watched

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As a leader, you’re always being watched. People look to you to set the pace, the tempo, the mood and the energy. They take their lead from you, how you are and how you present. There is absolutely no getting away from it.

People will copy your language, your behaviours, your routine and even how you dress. And no matter how ridiculous you might feel that is, it is all part of social norming and human behaviour. Which is why it is critically important to be thoughtful and aware of the impact that you have.

Small, seemingly inconsequential behaviours can have a significant effect when they’re replicated on mass and become part of the cultural norm. As a simple example, let’s take emailing at weekends. If you’re a leader that emails regularly and systematically at weekends, you’ll maybe find that people start to check their emails to see what you’ve said and what you want.

“Hey Jo, No big deal but can you have a look at the latest figures for me on Monday. Neil “

Becomes,

“Sam, Neil needs the figures urgently on Monday, can you get ahead of the game? Jo”

Becomes,

“Jack, I need the latest figures first thing Monday for Neil. Sam”

Imagine that happening all over the organisation and the impact that it would start to have. And of course it is limited to this one example.

As a leader you need to be intentional about your actions and behaviour, you need to recognise that you’re not only making choices for yourself, but for others too. How you show up, how you are, the light and shade that you bring to a situation will be absorbed and multiplied. Being aware of your impact on others can help you get the most out of your team and the people around you, it can also help you make sure that they get the most out of you.