Gender Diversity: What Gets Measured, Gets Done

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Over 20 years ago the administration guru, Tom Peters, observed that effectively run businesses followed a estimate of key principles, together with my two favourite: 1. Mbwa - Managing By Walking around and 2. What Gets Measured, Gets Done. It doesn't matter what the exact issue is - Peters' guidance still holds true today. Listen up, therefore, if you're in any way involved in gender diversity or responsible for promoting a gender-balanced organization.

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McKinsey's October 2010 regular article entitled inspiring women to the top shows that senior executives believe that one of the best ways to boost gender diversity is for the Ceo to be directly involved in monitoring the outcome or results of any diversity initiatives. This emphasizes the point that diversity has to be part of a company strategy embraced by senior management, and like any strategic initiative, results have to be monitored.

Diversity initiatives that are not an integral part of a strategic company plan are nothing more than window dressing - they are a defensive reaction to pressures from governments, shareholders, employees, and other business bodies. How much data needs to be produced to convince company leaders that gender-balanced organizations deliver best long-term, sustainable results? McKinsey's own study in Oct 2007 Women matter: Gender diversity, a corporate operation driver found that the 89 listed European fellowships with the highest levels of gender diversity also had higher returns on equity, operating results, and stock price increase than the averages in their respective sectors from 2005-2007. The non-profit organization Catalyst has also produced similar findings.

In the U.S. The majority of undergraduate degrees, approximately half of the Mbas and the majority of Phd's are awarded to women. Similar trends in study are happening throughout the developed world. Any kind of consulation made to by comparison the lack of diversity which persists cannot be supported by the data. If an organization is serious about creating a well-balanced workforce, its Ceo will lead the charge and succeed the normal, commonsense company arrival to making things happen:

Set targets Get buy-in, over the whole organization, but especially managers Implement actions to accomplish targets Monitor results Reward results

If gender diversity is just an Hr initiative, it will die in Hr. company leaders know this to be the case. The smart ones lead by example (Mbwa in practice).

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