RESOURCES
Women Business Leaders in Atlanta
Current View -- Future Prospects
by Susan Hitchcock, Vice President for Client Services
Triggered by a compelling research report about women leaders, some of Atlanta's
top executives recently agreed to be interviewed one-on-one, to share their
views about the study's findings, and to give personal insights on the progress
of women in the workplace, especially their advancement through the so-called
"glass ceiling".
Over 25 local business leaders -- corporate executives and entrepreneurs
-- spoke candidly about a variety of issues including gender differences
in personality and leadership styles, barriers to further advancement, and
prospects for the future of business leadership for both large and small
companies.
According to Helen Peters, a consultant with Hagberg Associates, women executives
in the research study came out significantly better managers and leaders
than the men (e.g., better in 38 of 47 management and leadership dimensions
as rated by subordinates, peers, and superiors). In addition, women's management
style, which centers around communications and positive working relationships,
was seen as much better suited to the team-oriented leadership model of
the 90's. Besides strengths, however, the study uniquely identified skill
areas requiring improvement in order for some women to better position themselves
for s enior management.
Interestingly, almost all executives interviewed agreed with the overall
research.
They also agreed on two other major points. The first: "Competition for
position due to delayering and downsizing is the biggest obstacle for women,
and indeed, all aspiring managers and leaders in the corporate world," said
Barbara Bowers, vice president of human resources at Georgia Power. The
second major point was the clear business case for diversity at the senior
management level.
Many executives cited this as a major thrust of their corpor ation, including
Mike Frame, vice president of broadband networks at Northern Telecom, Inc.
He believes that diversity is essential "for balance, different perspectives,
and to challenge conventional wisdom". It is this need for diversity, Frame
and other s said, that makes women especially valuable at the business table
and in the executive suite.
Of course, not everyone agrees that these qualities are truly recognized
or appreciated in companies today. Nevertheless, there is almost universal
recognition that significant progress has indeed been made by women over
the last 10 years.
PROGRESS BY THE NUMBERS
According to the U.S. Department of Labor Statistics and to Catalyst, a
non-profit consulting and research group working for women in business,
women today comprise about 50% of the civilian workforce; 40% of total management;
7% of senior management; and 7% of corporate boards. Of the Fortune 500
companies, 52% now have at least one female director.
Asked to assess overall progress, Judi North, vice president of consumer
services at BellSouth Telecommunications summed it up this way: "It (the
glass ceiling) used to be the 2nd floor of a 10 story building -- now it
is up to the 8th floor!"
While that's the view from big business, there's a different report from
the small business sector. According to the Small Business Administration,
women entrepreneurs<:f><:f240,2Times New Roman, own 6.5 million businesses
and employ 11 million people; grew at an annual rate of 12.6%, from 1979
to 1989, more than twice the rate for men;and start new businesses at 4
times the national average.
In no area of the country is this trend more evident than here in Atlanta.
Jackie Ward, president and CEO of Computer Generation, Inc. -- soon to be
first female chairman of the Atlanta Chamber of Commerce -- says she doesn'
t really know what the glass ceiling is, but she knows about hard work and
proving oneself in the male-dominated world of computers. She also knows
about being the first and only woman on several corporate boards. Uncomfortable
in the beginning, she now b elieves that the culture of those boards has
changed and that the barriers no longer exist. No doubt that's true for
Ms. Ward, but will her success open doors for other competent women to serve
on major corporate boards and to be considered for top leaders hip positions?
BARRIERS TO ADVANCEMENT
The reality is that some barriers do remain, particularly in the corporate
world. Two categories of obstacles were identified. One category is institutional,
environmental, and cultural in nature. The other is one that women themselves
control and can work to change or improve given the awareness and the desire
to do so.
Institutional / Business Environment Constraints
Corporate Downsizing
As companies shrink, opportunities for everyone decline. Local executives
expect this trend to continue for the foreseeable future, but cite no evidence
that women are more adversely effected, as some reports have suggested.
Tradition, culture, and gender-bias.
"The male network continues to inhibit women," says Dick Snelling, retired
executive vice president with BellSouth Telecommunications and current chairman
and CEO of VSI Enterprises.
One reason, explained another executive,is the tendency for current office
holders to support successors in their own image.
Another explanation, says Judy Horton, vice president of communications
and marketing at Blue Cross-Blue Shield, is that many companies "still value
and practice political ways of doing things rather than the collegial team
approach."
"Conformance, rather than diversity" is what Judi North sees as the real
model in some organizations, despite their intentions to the contrary. What
needs to change? According to Mylle Mangum, executive vice president at
Holiday Inn Worldwide, and many other executives, it's this: "More men who
see the business case, more mentoring, more championing, and more women
working the system."
Work and family issues.
In actuality, these issues fit both categories of barriers. Business must
be sensitive to their impact and make necessary changes, but individuals
must m ake personal choices and set their own priorities. Most executives
agree with the dual responsibilities but still see work and family issues
as affecting the advancement possibilities of both genders. They also feel
that the brunt still falls on the female. One called the parenting conflict
"a crisis facing women", noticably not "women and men".
Barriers Women Control
Getting mired in details
The tendency to be overly detail-oriented precludes some women from taking
appropriate action or risk while they get more information, touch all the
bases, or try to ensure that they do not fail. While this exact behavior
has been rewarded at lower levels in the organization, it is not rewarded
at the top and, in fact, can hinder women managers from receiving high-risk,
h igh-visibility assignments the kind that make opportunities for advancement
and executive careers. "There are different expectations beyond middle management,"
says Mylle Mangum. "Different preparation and more development are required."
Lack of assertiveness
"The most effective women executives are very self confident and assertive,
and will not let themselves be suppressed," says Mike Frame. "Exactly,"
says Karen Robinson, president and CEO for Electronic Power Technologies,
Inc., "and you have to go after what you want. Nothing's in the way but
yourself." Concludes Lynn Slavenski, vice president of corporate education
at Equifax: "Women are good at developing, supporting, and promoting other
people, but not themselves."
Assuming too much responsibility.
This self-imposed obstacle for women on their way up probably results from
an extremely high need to achieve and a desire to make sure that every thing
is handled correctly. "But, " says Rebecca Paul, president and CEO of the
Georgia Lottery, the best leaders know "you don't have to do everything
yourself." "Women who do not learn that lesson," says Kathy Stevens on,
senior vice president - marketing with Irwin & Browning,,"sabotage themselves
by not focusing their energy and by sometimes being overly protective of
the group."
FUTURE SCAN : 2005
Beyond the progress and the barriers of today, what does the future look
like? What are the prospects and predictions for women business leaders,
and indeed all business leaders, in the next 10 years?
Asked this question, many Atlanta executives interviewed demonstrated why
they are sometimes called visionaries. "In the future," said Barbara Bowers,
"gender will be irrelevant. Selection will be competency based. New cor
porate leaders, male and female, will be the ones who are the best prepared...flexible,
risk-takers, people strong in the core competencies."
Perhaps the most compelling prediction came from Dr. Frame who said, "Entrepreneurism
is and will be the great equalizer." Women are indeed making a positive
impact on the small business sector and it appears that there, the business
world may indeed be their oyster.
Female-owned businesses are reportedly modeling a unique blend of profitability
and value-oriented, quality-of-life issues, and are sharing the wealth more
with their employees than male-owned small businesses. What does this suggest?
Well, it could mean that women will apply their own brand of managerial
and leadership strengths and create environments where a lot of people will
be happy to work.
2005: Will the corporate scales be balanced? Will the Good Ol' Boy Network
(GOBN) be offset by a GOGN, or better yet, a GNLN (Good New Leader Network)
? "I am optimistic tha t the percentage (of women at the top) will significantly
increase ," says Judi North, "but my fear is that it will happen by women
playing down or giving up their strengths to fit more into the traditional
male leadership model." Given the new team-based, knowledge-oriented businesses
of the information age, however, corporations that employ the traditional
model are already finding it difficult to survive.
Corporations that do not change may also find, as some Atlanta executives
predict, more women giving up their corporate positions, exercising their
options, and moving into entrepreneurial roles. "By the time it is recognized
that women bring the right skills for Leadership 2000 ( a new model for
competitive excellence)," explains Ms. North, "a lot of capable women will
decide it's not worth it and be out of the run ning."
The challenge to corporate Atlanta is clear. The most successful organizations
will create work environments that make men women feel valued, and will
fully leverage the strengths ...and the differences...both have to offer.
Susan B Hitchcock is currently Vice President for Client Services at Turknett
Associates Leadership Group, an Atlanta-based executive development firm.
Ms.Hitchcock was formerly operations manager - executive support with BellSouth
Telecommunications.
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