Boyden Diversity Study: Furthering Female Leadership

• Respondents reported male-dominated environments and old-school cultures as main career obstacles
• Respondents also reported strict hierarchy, female discrimination and more opportunities for career advancement for men
• Aspiring leaders find themselves in isolated environments, working long hours and subjected to inappropriate communications

“The gender topic is treated lightly that it’s misogynist. Austria has not yet learned that macho statements are inappropriate.” — Board Member, Consumer Goods, German-speaking

Thoughts on Career Obstacles – Professional
Long hours, isolation, inappropriate communication

“The male-dominated environment means there’s a perception that if you are working weekends you are working harder. I had to take a step back when told I wasn’t motivated now I have a family.”
— Group HRD, Industrial, United Kingdom

“The finance business is male-dominated. It was an advantage to be a man. You have to accept that you are the only woman in the room.”
​— CEO, Banking, Nordic

“CEOs think strategy is a man’s thing”
​— CEO, Holding Company, German-speaking

“Men are more entertaining communicators, but communicate less and are less transparent.”
​— Regional VP, Chemicals, United Kingdom

“The difference is if a woman uses male rhetoric it would sound rude. Strategies have to be communicated in ‘unisex’ language.”
​— Management Board Member, Industrial, German-speaking

• Access to senior roles is more difficult for women, particularly in Southern Europe and Nordic regions
• Women in the United Kingdom have experiences across the spectrum
• There are more women in Germany than elsewhere in Europe who find access the same as it is for men, but for the majority it is more difficult

Thoughts on Career Advancement for Men
Lack of access is exacerbated by positions being filled through male networks and word of mouth

“Networks make it easier for male colleagues, with drinks and sports, to then have friends promoted. Women have to work harder or do something different to not be excluded from the next promotion.”
— HR Director, Industrial, United Kingdom

“The challenge is no access to a male network. Interesting jobs are provided through this male network.”​
— Head of Industry 4.0, Automotive, German-speaking

“I was young, Italian and female. I had to prove myself and ensure I was not perceived as a ‘spy’ from headquarters.”
​— Head of Leadership Development, Industrial, Southern Europe

“When my boss left, I didn’t get the promotion. I asked why and was told I wasn’t Norwegian and I was a woman. I think they were afraid of me.”
​— MD and Board Chairman, FMCG, Nordic

• 36% reported their partners as their biggest single obstacle
• 57% reported family and children combined impacted their careers
• 28% reported family commitments as obstacles
• 29% reported children as obstacles
• An additional, 23% of respondents had to convince their partner to follow them abroad to pursue their career

Thoughts on Career Obstacles – Personal
Life partners have a more positive impact in the UK and Nordic region

“I have a supportive and open husband. My career would not have happened on its own if we had defaulted to the ‘traditional’ way.”
— Executive Director, Industrial, United Kingdom

“When I met my husband I was very clear that we would have children on equal terms. I started to work when they were six months and we shared the responsibility. This has been extremely important.”
— CEO, Banking, Nordic

“My husband was not very excited about my career in the beginning but now he is very supportive. His family is very negative.”
—CEO, Communications Consultancy, German-speaking

“My husband is my mentor, which is fantastic. We are in the same business and we help each other out. I have been a mentor and that has been very rewarding, especially talking to younger people. They have challenged me in new ways.”
— CEO, Financial services, Nordic

• Holding an executive role part-time is possible for the majority in German-speaking and Southern Europe
• Part-time executive roles are rarely possible in the Nordic region, where views are more binary and combining a career with family less accepted
• For a slim majority, part-time roles are not possible in the United Kingdom

Thoughts on Holding Senior Positions Part-Time
Working part-time depends on the unique situation and individual

“In my current choice of role, children were definitely a factor. You can’t always be at work 16 hours a day and need to keep weekends free. I used to get a lot of push-back but in the last couple of years I have drawn a line.” 
— Group HR Director, Industrial, United Kingdom

“A turning point was holding a part-time management position when my kids were young.”​
—CEO, Private Banking, German-speaking

“It depends on the type of business, but it is generally very difficult, particularly for top management roles.”
​— Subsidiary Head, Services, Southern

“You will be paid for part-time but still work full-time, so I don’t think it works. I never thought of doing it because 80% is a really bad option, also for a man. A job at a high level requires a lot of hours.”
​—CEO, Banking, Nordic

Mentors have a significant impact on female leadership

“Mentoring provided a mirror and helped me to understand myself. It gave me perspective and wisdom when my emotions got the better of me.” 
​—CEO, Industrial, United Kingdom

“I have had mentors and sponsors. Some have been vital. They have supported me and believed in me. Those who were my bosses and have kept in touch have been the best.”​
—HR Director, Retail, Nordic

“Mentors taught me to see things from a different perspective. Also to push myself beyond my limits, while still evaluating the risks.”​
—Managing Director, Technology, Southern

“Mentors have been instrumental throughout my career. Not only by inspiring my actions and behaviours, but also smoothing transitions for me internationally, unbeknownst to me.”
​—HR Director, Oil & Gas, United Kingdom

“I have had different mentors in different phases of my career. It was very useful.”
​—CEO, Industrial, German-speaking

Female mentors and advisors speak out
Find a mentor, be a mentor, follow the best advice

“It’s about strengthening our female colleagues’ self-confidence because they have the brain. There is no hard skill that needs training differently.”
—CEO, Technology

“I like to build the next generation of leaders and feel proud when I see them progress with the confidence I have helped instill in them. My team feed back to me that they like working with me because I push them hard but never let them fall over.”
—CFO, Real Estate

“We need to change the core values of the corporation, focusing on inclusion and diversity, taking facilitating measures across the HR process.”
— Regional VP, Digital Platform

“Within the political sphere of influence more should be done. Women should network more in this area and have a voice in policy-making.”
—CEO, Pension Fund

“Make leadership development universal, not specifically for women.”
— Partner, Professional Services