A Woman’s Place is On the Board, Part Two
August 27th, 2008In Part One, I discussed the relatively low representation of women at upper management levels in Fortune 500 companies. I ended with this question: what could companies do to help attract successful women entrepreneurs back to the large corporations or, better yet, how can they keep them from leaving in the first place?
The Catalyst/NFWBO research report asked women entrepreneurs who had prior corporate experience what would cause them to return to corporations, and over half said that nothing could get them to go back. This group obviously had been bitten by the entrepreneurial bug; however 48% of the group left in the first place due to negative factors in corporations, such as lack of flexibility, the glass ceiling or feeling unchallenged.
Corporations would be better served if they provided the type of work environment for their high-potential female employees so that they would not have to lose them in the first place, particularly since most of the women who do leave end up doing almost the same type of work they were doing on the “inside”.
So, what can companies do to attract and retain high-achieving women?
- Provide flexibility. Companies should consider offering employees, more control over their schedules so that they can create their own customized balance between work and personal life. Additionally, employees need to feel that they can make the choice to slow down their career progress at certain points in their lives without jeopardizing their futures.
- Increase opportunities within organizations to utilize women’s entrepreneurial skills. The same skills: no fear of risk, translating innovative vision into actionable plans, and the ability to lead are just as essential within large companies as they are in the world of the entrepreneur. Corporations need to foster these skills, empowering entrepreneurially-spirited women to become “intrapreneurs” within the organization.
- Identify high-performing women earlier in their careers. By developing formalized mentoring programs, promising female employees would obtain essential feedback and coaching, exposing these women to executive roles and fostering the development of the necessary attributes that would allow them to be considered for these roles in the future. Mentoring and coaching programs, I believe, are essential components of an effective succession planning strategy.
- Recruit qualified female candidates to corporate boards and senior line positions. This requires a conscious decision on the part of large corporations to recognize and support entrepreneurial women at the highest ranks within the organization. Studies have indicated that companies which demonstrate the commitment to fostering female talent reap the rewards in increased financial performance.
In Part Three, I will look at some of the statistics associated with companies that have a greater percentage of women on the board of directors.







