Paving the way for wicked leadership

Gender-diverse leadership is fit for the wicked problems the world is facing. Now let it happen…

In February 2021 the UK achieved a small milestone: women now make up just over one third of FTSE boardroom roles. In this week of International Women’s Day this is something to celebrate.  

Or is it? 

The skills of experienced, capable women have been – and still are – systematically under-valued, and under-utilised in business.

The supply of capable, experienced women is full-to-over-flowing. Organisations that embrace gender diversity get better financial results and environmental outcomes. Yet there are merely 17 female leaders across all 350 FTSE 100 & 250 companies, and 16 FTSE top businesses are described as ‘one and done’ companies, in other words they have just one woman director on the Board. 

This echoes the lone voice phenomenon highlighted by Chapter Zero. The Directors Climate Forum, ‘Board Directors who take the discussion of climate change into the Board room are primarily women.’ Chapter Zero engage with expanding this voice on climate change beyond that one woman who pipes up.     

Building back better will require different leadership 

The impact of Covid has been disproportionately harder for women and similarly climate breakdown exacerbates existing gender inequalities by affecting the most vulnerable and least skilled people – largely women and girls – most acutely. 

As the climate crisis brings a multitude of overlapping impacts in the coming years we must use all our expertise and strength to thrive and be resilient.

We must deliver on the expectation of the brilliant young women that energise us everyday and fully harness their skills for the benefit of business, the economy and society. Investing in women and girls catalyses rapid and transformative change that generates multiple benefits that go far beyond the individual and her family, cascading into her community and wider society.

There are multitudinous examples of leadership by women who have reached positions of unusual power and have used this influence to ensure women and girls’ experiences are taken seriously. Malala who received the Nobel Peace prize for her campaign for girls education; former First Lady Michele Obama spearheaded the Let Girls Learn organisation; the indefatigable Tea Colaianni who is increasing gender representation and diversity at the top of the hospitality, travel and leisure sector.  We can celebrate women leaders for creating the conditions for women and girls to thrive, and also for offering the role models that encourage more women and girls to be ambitious and follow in their footsteps. This ripple effect creates the kind of society where everyone has a voice and can play a part.

Getting back to the Board

How do we accelerate this shift to gender diverse, inclusive leadership that will secure a better future for all?

Here’s one idea: what about not adding one female board member but three? Skip right past that ‘lone voice’ challenge and two can seem like they are making a little gang. Studies show that where there are three or more women on boards, they not only amplify each other but also can start to make a real difference.

The authors of this article believe the jury is in and it’s time for change: there’s a clear moral argument for more women leaders and the 2019 Hampton Alexander review is premised on the fact that gender diverse leadership leads to better decisions. Our world faces some really wicked problems and plenty of evidence that women may be better equipped to bring leadership to complex, ambiguous and multilayered challenges.

Women’s leadership fosters the advancement of women and we want to see both. 

In the week of International Women’s Day, we believe women’s leadership is crucial at all levels, if we are to build back better. 

In the small business at Junxion that I (Adam) co-runs with another man, we have been asked to pay closer attention to the inherent challenges of a gender dynamic that’s ‘baked in’ to our firm. Does the fact that we lead definition of the company’s strategy and direction prevent the women on our team from full participation? Do our learned habits of authoritative and decisive leadership crowd out more collaborative and discursive voices? What do we need to do to open up space for shared leadership?

We are learning – and I hope unlearning – as we go and are committed in this as in all areas of our work to increase our positive impact in the world and build Junxion to be an exemplar of the next economy.

When we lead workshops, we set ground rules: one conversation at a time, be present and brief. And crucially to step forward if you have not spoken up and to step back if you have said plenty. Perhaps it is time for men to work out how to step back a little in the organisations they run to open the space for women to lead?

Catherine Andrews is an Executive Coach working with leaders to empower them to navigate their business complexities with purpose and clarity. 

Adam Garfunkel co-owns international social impact consultancy Junxion Strategy whose mission is to help business leaders build the success stories of the next economy. 

#women #genderdiversity #leadership