<div>In a way, it is a blessing in disguise that the deadline has pushed Shirish and his colleagues to debate. Without deadlines, it’s usually business as usual!<br /><br />Is this concern about a shortage of women representation a universal phenomenon? A quick check reveals some interesting facts: In the UK, the boards of 100 listed large companies have at least one woman director in each of them. Several companies in the US, Canada, France, Russia and Denmark have a higher representation of women on the board. Germany has legislated that companies achieve a gender diversity as high as 30 per cent by 2016. In Mexico and Greece, about 45 per cent of women are employed, though only 20 per cent are in senior management. The numbers are more encouraging in Latin America and Asia-Pacific. Clearly, one of the strongest forces in this century will be women’s empowerment around the world. <br /><br />Does this mean that we need to actively pursue a ‘business unusual’ mindset in addressing the larger issue of women’s career in business? In every discussion on career development of women, a question often asked is whether the investment is enduring. To many, the investment is an article of faith; not a deep commitment to create an environment where gender diversity can thrive. Misperceptions and stereotypes sabotaged a woman’s career. One can, therefore, understand the strong sentiments expressed by Gauri and Madhavi.<br /><br />The silver lining is that there is a gradual change in the corporate outlook. It is in the organisations’ enlightened self-interest to advance women’s careers. With the advent of the IT industry, we see a change on the supply side. An increasing number of women are pursuing professional studies. And women represent about 40 per cent of students in professional colleges. Companies are offering flexibility in terms of metro posting and innovative HR support systems are being provided to minimise the hassles women face. Belief systems among CEOs are also transforming. As more women engage themselves in start-ups, lead companies, governments and civil society organisations, we will see a more just world. <br /><br />All these positive changes have not yet produced a robust leadership pipeline for senior managers, with the exception of a few enlightened ones in financial services and banking industry, consulting and FMCG. Instead, companies seem to be more successful in developing women at junior and middle levels. <br /><br />Irrespective of social strata, today’s young women want to better the quality of their lives. They however don’t want patronage. They want a level playing field. Parents are keen to watch their young daughters compete and do well in a male-dominated society. Successful ones are looked up to as role models. The spirit of free enterprise has been liberated. So will social mores and attitudes.<br /><br />Whereas ten years ago, husband’s careers used to take precedence, today their partner’s potential is being appraised. Husbands are encouraging their wives to advance their careers if they are more meritorious. They are willing to take a secondary role in the family sans any guilt or stigma. And wives feel less stressed or guilty because of the family support they can count on.<br /><br />Here are some deeper questions for women professionals: Do women have a sense of purpose, direction and aspiration to break the glass ceiling and become future-ready leaders? Do they strive hard for a seat on the board of companies that they serve now or in the future? Do they display a strong need to network and influence the course of business? What are the key blockers and enablers at an individual level? What is the career path they wish to choose?<br /><br />CEOs and mentors can help them make choices that develop their careers, build networks of support in a virtual world, take smarter risks and view competition in a more positive way. ‘Shadowing’ experienced women board members can accelerate their preparedness. Serving as an advisory board member is a good training ground. Executive coaches can help in addressing their development needs. <br /><br />And, why not promote Gauri or Madhavi to the board? They appear to ‘take on the system’, show ‘tensile strength’, and are evolved and experienced. On-board one of them as an executive director and continue to search for an independent director from the market. <br /><em><br />The writer is an independent director, strategic HR consultant and a CEO coach. He retired from the Unilever group as HR Director<br /></em><br />(This story was published in BW | Businessworld Issue Dated 18-05-2015)</div>
