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“I’ve always been suspicious of alpha males.” in order to prevent the escape of women leaders, it is necessary to urgently change the image of the government.

Before they could make progress, female executives are slamming the door of companies en masse. In particular, we are talking about the outdated image of the government, sometimes brutal. At the Women’s Forum, leaders seek to invent new leadership.

“We’re losing women at every step of the way to leadership positions,” claims Stephanie Kau, senior vice president at Bureau Veritas. On November 29, we are at the Brongniart Palace in Paris, where the global meeting of the Women’s Forum is held, organized under the high patronage of the President of the Republic, Emmanuel Macron. The event, which aims to support women’s participation in economic and social life, attracted around 3,000 people who came on-site or online to follow organized debates, round tables and conferences.

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Among them, therefore, giving up, or managers’ refusal to move up the organizational chart. The massive and worrying phenomenon was the subject of a BVA study (1) for Mazars, Bureau Veritas and Safran, conducted a few months ago with 2,000 executives, half of whom were women. balance? Men and women turn down promotions at the same rate: 30% and 32%. “On the other hand, when it comes to being proactive and announcing yourself as a candidate for an executive position, women are lagging behind,” said Charlotte Diutre, Safran’s Vice President of Corporate Social Responsibility, Diversity and Inclusion. 48% refuse to apply, compared to 41% of men. Problem: Rixane’s Law of 2021 sets quotas for women in leadership positions. The challenge for companies is huge. it is a matter of creating a group of future leaders, training them and getting them to come up to Comex.

Composite portrait of a foil leader

They are reluctant, for several reasons, many and specific. fear of overwork, pressure and too low pay, desire to save time for themselves and their family… They all revolve around the central axis, around the power and the image of power. those who implement it. If it was necessary, after reading the survey, to make a composite portrait of the leader, we would draw: super manager overworked, totally dedicated to his work, but very underpaid. In short, an inappropriate position if you do not have certain qualities. overconfidence, absolute mastery of one’s own emotions, the ability to gain dominance over others… – which act as a foil. And they, according to the authors of the study, are associated with a form of stereotypical masculinity. We are far from what women would like to develop: collective governance, listening, trust, action influence and personal space.

“Let’s agree to say it, let’s agree to talk about gender in the workplace,” encourages Stephanie Kau of Bureau Veritas. The current model requires managers to follow the rules. Let’s face it if we want to be able to connect boy’s club without the behavior of a man.’ To break free, in short, to allow other forms of power and leadership to emerge. “You can have a lot of fun being a CEO, and you have to remember that. It’s not all about loneliness and hard work,” continues Charlotte Diuytre of Safran. It is obvious that it should be so. 73% of respondents said they would be more attracted to executive positions if their supervisors demonstrated exemplary, inspirational, and tolerant leadership. Of course, each manager, individually, has a role to play in reversing the trend. But corporations bear the burden of enabling this change, creating other ways to lead, and even encouraging it.

Express your doubts

The first way? Break out of the stereotype of a visionary leader who works on instinct and never doubts himself. “I’ve always expressed my emotions naturally and I’ve never seen it as a form of weakness. I’ve always been wary of alpha males,” assures the guest of the round table, CEO of Nickel microbank Thomas Courtois. Every day, he says, he refrains from speaking first during meetings and does not hesitate to express his doubts with his teams. A way of constantly reminding us that any effective reflection can only be collective.

It was through this sense of belonging to the team that I overcame my own impostor syndrome

Thomas Courtois, CEO of Nickel

Share the decision

“I involve my two executive vice presidents, including a woman, but also as many managers as possible, depending on the documents, in making any decision,” continues Nickel CEO Thomas Courtois. It is thanks to the sense of belonging to the team that I overcame my own impostor syndrome.

In addition to helping us make better decisions, this alignment means saying loud and clear that we recognize the value of leaders. Better. it sends a signal to them, and especially to those who would like to become one; “Instead of talking about the winning teamlet’s learn to see ourselves winning teams, is abundant in Stéphanie Cau. It is urgent to develop a sense of belonging in companies.”

Rate it soft skills

This also includes offering its employees a space to express their individuality in all its features. No longer expect employees to tick pre-defined boxes, but look for what in them can fuel teamwork. “American universities, including the most prestigious ones, take into account sports or arts practice, commitment to associations or volunteers when recruiting,” recalls Stephanie Cow.

Businessmen are becoming more and more interested soft skills, for employee well-being and company performance. But evaluating them or talking about them during a job interview is not enough. it’s about integrating them into performance measures. Make them real indicators of work and value creation, like technical skills. “SNCF and the French Navy have recently modified their annual assessment tools, realizing that they are based entirely on hard skills and valued men more, says Marie-Christine Maheas, director of the Mazars Center for Diversity and Inclusion. The new standards apply to 50% soft skills. And they also appeal to the two leaders of these organizations.”

Get out of extreme performance

This is one way to redefine what is important. And accidentally break out of the stereotype of the forced overworked executive, prove his participation, answer sms at 11 pm and manage emergencies on Sundays when the kids are playing in the park. Hard-hit by the workload and repeated crises of the past two years, it is imperative for current leaders, but also for future ones. These young employees, destined for management positions, from the beginning of their career insist on a different relationship with work, healthier, more individualized, which gives them time to live. “Organizations face multiple crises, and what got us here will not get us to the sustainable future we need to build,” concludes Stephanie Cow. And whose companies probably have no choice but to participate. Hence the urgency to agree to reinvent oneself.

(1) Investigation by Mazars Gender Diversity Observatory, with Bureau Veritas and Safran, conducted by BVA from 31 January to 22 February 2022.

Source: Le Figaro

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