More women and minorities in business is better for everyone.

Insights: Making the Workplace More Inclusive

[MUSIC PLAYING] Women leadership-- organizations, as you know, all of us typically start half and half. Women at the bottom, and as you get to the tippy top, they trickle out. We have a ridiculously low percentage of CEOs and boards of directors. What is wrong? First is many companies are trying. You look at the Fortune 100, there's almost no company that hasn't declared gender, more diverse goals, inclusive culture as an active part of their culture. The "profit with purpose" signatories and the fantastic cover story that you have, it's very much a topic of today. And I do think leaders, and I think male leaders-- never mind the female leaders-- mean it 100%. They really do want to see more gender parity and more equity throughout the workplace. But actually delivering it requires you to make systematic changes. If I said to any of your businesses that you were targeting the wrong customer or the wrong channel or the wrong geography or the wrong engineering talent, you'd change. And so we're finding some companies are not yet focusing on the most important levers. The first is that pyramid, hiring enough women at all different roles that you have the participation rates, tracking it, stretch targets, and managing it like you'd manage your PNO. I can't say it any more simply than that. Secondly is promotion. This room is fantastic in being filled with female leaders. But whether it's the first promotion or the promotion to the executive suite, those are the two most difficult points for women. We had one company in our data set that had lots of Hispanic women, lots of young women, lots of diverse women in their entry level jobs. But literally 5% of them got promoted to that first level one promotion. That's interesting. So your first promotion is important, and that's key. And then you get a bunch of promotions, and then it's that, at the end, getting that big tippy top promotion-- Are the hardest. --are hardest. And they're also most correlated with companies that are making progress. So you want women throughout the pipeline, absolutely. But that first leadership role, which also gets into your headset, doesn't it? It gives you the confidence that you can lead at an early age. And you know, once you have a small P&L, you get permission to have a larger one. Once you have a large P&L, you then get more responsibility. And then the pivot into the CEO suite, or the C-suite, is the other real crunch point and is very strongly correlated with higher performance. So that's good, but it means that we really do have to get a head start and break the glass ceiling. [MUSIC PLAYING]

Insights: Women's First Promotions Are Crucial to Workplace Parity

Uncategorized

Being promoted above entry-level work is tough.

Women's First Promotions Are Crucial to Workplace Parity

Being promoted above entry-level work is toughest in women's careers. (September 2019)

women leadership organizations. You know, all of us typically start, you know, half and half women at the bottom and you get to the tippy top. Uh, they trickle out when we have a ridiculously low percentage of CEOs and board of directors. What is wrong? First day, as many companies are trying. When you look at the fourth of 500 there's almost no company that hasn't declared gender more diverse goals, inclusive culture as an active part of their culture, the power, the profit with purpose signatories and the fantastic cover story that you have. You know, it's very much a topic of today, and I do think leaders and I think male leaders never mind the female leaders. I mean it 100%. They really do want to see more gender parity and more equity throughout the workplace. But actually delivering it requires you to make systematic changes. If I said to any of your business is that you are targeting the wrong customer or the wrong channel, or the wrong geography or the wrong engineering talent, you'd change. And so we're finding some companies are not yet focusing on the most important levers. The first is that pyramid hiring enough women at all different roles that you have the participation rate, tracking it stretched targets and managing it like you'd manage your piano? I can't say it any more simply than that. Secondly, is promotion. This room is fantastic in being filled with female leader. But whether it's the first promotion or the promotion to the executive suite, those are the two most difficult points for women. We had one company in our data set that had lots of Hispanics, women, lots of young women, lots of diverse women in their entry level jobs. But literally 5% of them got promoted. That first level one. That's interesting. First, your first promotion is important, and that's key. And then you get a bunch of promotions, and then it's that at the end, you getting that big, tippy top promotion are the harder, harder well, and they're also most correlated with companies that are making progress. So you want women throughout the the pipeline? Absolutely. But that first leadership role, but which also gets into your head, doesn't give you the confidence that you can lead at an early age. And you know, once you have a small p N. L. You get permission to have a larger one When you have a large female, you didn't get more responsibility, and then the pivot into the CEO suite or the C suite is the other real crunch point and is very strongly correlated with higher performance. So that's good, but it means that we really do have to get head start and break the glass ceiling.

[MUSIC PLAYING] It's just simply true that women have two to four times the amount of domestic responsibilities. Some of them we might choose to keep-- Right. --as women and wives in our home, but it does mean we're still doing two jobs. The other double burden is anytime, anywhere, and this always-on culture-- Right. --that, frankly, men don't like any more than women. But it hurts women more in a world where you're not available to do the retraining from 6:00 to 7:00 in the evening. I love how that crystallizes that culture that we all live in right now. Anytime, anywhere. So if you were to say, what's women's double burden? Yeah. In a cultural sense it's-- the most important issue is about this double burden of domestic responsibilities. Right. And the other double burden is anytime, anywhere. [MUSIC PLAYING]

Insights: The Double Burdens That Hold Women Back

They're more likely to balance home and career.

Double Burdens That Hold Women Back

Women are more likely to balance domestic work with career responsibilities. (September 2019)

It's true that women have chewed to four times the amount domestic responsibilities some of them we might choose to keep as women and wives in our home. But it doesn't mean we're still doing two jobs. The other double burden is anytime, anywhere. And that's always on culture, right that, frankly, men don't like any more than women, but it hurts. Women Maur in a world where you're not available to do the retraining from 6 to 7 in the evening. I love how that crystallizes that culture that we all live in right now. If you were to say what women's double verdant, yeah, in a cultural sense, it's The most important issue is about this double burden of domestic responsibilities, and the other double burden is anytime, anywhere.

[MUSIC PLAYING] If we don't aim for parity, we won't even get close. And so if we aim for 50%-- [APPLAUSE] --or 40%, we might just hit 30%. I remember when the 30% club, which was founded in the UK-- and we were one of the co-founders of the first one. And we debated, is it 30% club or 50% club? Should we be calling it the 50% club? And now we need to-- Interesting. I wish we could go back and change the name to 50%. And the reason why is because if we can get to 30%, that's still 4 plus times 7 and 1/2. So big ambitious, clear, stretch targets that you can see from space are very important, I think, to even get near the neighborhood. The second thing is you see big differences in companies in their middle management and down pipeline. And by that, I mean only about 20% of companies in our Women in the Workplace as well as Diversity Matters data set are making progress on gender and other aspects of multivariate diversity. About 60% of them are what we call resting on their laurels or treading water. And that requires you getting into pipeline management and sponsorship right at that level, late 20s, early 30s, so that women who do have a broader range of interests who may want to choose from a wider range of options and choices who will have a chapter around care, or two or three, and you want them to still choose your company. And so you can do something about that systemically. When we implemented like a flexi working take time initiative in our office in the UK and now globally at McKinsey, 60% of the participants were men, but it disproportionately helped us retain women. So I just would say do not let your companies or yourself off the hook. You are senior leaders in this room. You do not have to feel any shade, as the kids say, about being the one who raises your finger and say, have we looked at this analytically? Are we following-- what is our data telling us? Because the data is pretty clear that it's correlated with higher performance and better outcomes, higher participation of women and diversity more generally. And it's also pretty clear that some companies are moving forward, and some companies just aren't. I'd encourage us to be bold. [MUSIC PLAYING] 

Insights: Companies Must Strive for Gender Parity to Get Even Close

Businesses will hopefully get close to 30%-40%. 

Companies Must Strive for Gender Parity to Get Even Close

If businesses strive for 50% gender equality in the workforce, it's more likely to hit 30% or 40%. (September 2019)

way, don't aim for parity. We won't even get close. And so we aim for 50% for 40%. We might just hit 30 you know, I remember when 30% club was mounted in the UK and we were one of the co founders of the 1st 1 and we debated, is that 30% club or 50% club would be calling it a 50% club. And now we need to. I wish we could go back and change the name to 50%. And the reason why is because if we can get to 30% that's still four plus times seven and 1/2. So big, ambitious, clear stretch targets that you can see from space are very important, I think, even get near the neighborhood. The second thing is you see big differences and companies in their middle management and down pipeline, and by that I mean on Lee. About 20% of companies in our women in the workplace as well as diversity manners data set, are making progress on gender and other aspect of multi various diversity. About 60% of them are what we call resting on their laurels or treading water. And that requires you getting into pipeline management sponsorship right at that level late twenties, early thirties, so that women who do have a broader range of interest who may want to choose from a wider range of options and choices who will have a chapter around care for two or three and you want them to still choose your company. And so you can do something about that systemically when we implement it like a flexi working take time initiative in our our office in the U. K. And now globally at McKinsey. 60% of the participants are men, but it disproportionately helped us retain women. So I just would say, Do not let your company's or yourself off the hook. You're senior leaders in this room. You do not have to feel any shade as the kids say about being the one who raises your finger and say, You know, have we looked at this analytically? Are we following? What is our data telling us? Because the data is pretty clear. That is correlated with higher performance, a better outcome. Aim higher participation of women and diversity more generally. And it's also pretty clear that some companies air moving forward and some companies just aren't might encourage us to be bold

[MUSIC PLAYING] Well, we talk a lot about the causes of the financial crisis as too much leverage, too much greed. I would add another cause of the financial crisis are not enough cognitive diversity. Not enough people with very different backgrounds looking at things in very different ways, debating them, disagreeing about them, and coming out to better conclusions. You know, what drives cognitive diversity is diversity of thought, background, perspective, you know, et cetera, et cetera, et cetera. Now, all that being said, the business case for diversity has been out there for years and years. You know, ooh, there's another study that having more women helps returns and lowers risk. Yay! This is going to do it. Except it's really interesting that, you know, two of the most return seeking key capitalist businesses, Wall Street and venture capital, which in theory just drive the returns, have not taken to heart the research and added more people of difference in their leadership teams. 

Insights: Sallie Krawcheck - 'Cognitive Diversity' Could Have Helped Avert Financial Crisis

Women and minorities on Wall Street would boost returns.

'Cognitive Diversity' Could Have Averted Financial Crisis

Studies suggest more women and minorities on Wall Street would boost returns. (June 2019)

way talk a lot about the causes of the financial crisis as too much leverage. Too much greed, I would add. Another cause of the financial crisis are not not enough Cognitive diversity. Not enough people with very different backgrounds looking at things in very different ways, debating them, disagreeing about them and coming out to better conclusions. Um, you know what, Dr Cognitive diversity, diversity of thought, background perspective, you know, et cetera, et cetera, et cetera. Now all that being said, the business case for diversity has been out there for years and years. You know, there's another study that having more women helped returns and lowers with, Hey, this is going to do it. Except it's really interesting that, you know, two of the most return seeking key capitalist businesses Wall Street and Venture Capital, which in theory just drive her returns. I have not taken to heart the research and added more people of difference in their leadership team

[MUSIC PLAYING] When advisors are retiring, there is a financial incentive for them if they refer their business to an advisor who is a woman or person of color. And I think, as probably you can imagine, some people were really excited about that policy, but not everyone. So talk about how you've sort of talked about that internally and how you communicate that to your advisors about why you feel like this is the right thing to do. Yeah. Well, the reason for this-- and it's about a year old for us. The reason for this was to raise awareness about exactly what Sally and Ray are talking about, creating an environment for our clients where it is very clear to them that they have a choice with whom they work, that we are reflective of the communities where we live and work, that the organization is empathetic and of service to a broad group of people. And at this point, Edward Jones is about 20% women financial advisors, which is about in line with the industry. We know we can do better, and we know our clients deserve better. So we did initiate this idea where our retiring financial advisors are paid a little more if they share those client assets with women and with people of color. It raised a conversation that has been a very fruitful conversation. And there are as many women who are-- who don't like that idea as there are women who do like that idea, because several of them have said to me, Penny, I don't want anybody to think that my practice is growing because someone felt like they had to do something special for me because I'm a woman. That's not the point of it at all. We hire, attract, retain, support incredible professionals, but it has raised a level of awareness that might not have been part of the conversation as often as it could have been or should have been. It's not the only way to do it, but we think it's a way to raise this conversation. It's a really interesting policy. 

Insights: How Edward Jones Uses Incentives to Champion Women & Minorities

Retiring advisors share clients with women and minorities.

Edward Jones Uses Incentives to Champion Women & Minorities

Retiring advisors are encouraged to share clients with women and minorities at the company. (June 2019)

when advisers are retiring, there's a financial incentive for them if they refer their business to an advisor who's a woman or a person of color. Andi, I think it's probably you can imagine some people were really excited about that policy, but not everyone. So talk about how you sort of talked about that internally and how you communicate that to your advisers about why you feel like this is the right thing to do. Well, the reason for this and it's about a year old for us. The reason for this was to raise awareness about exactly what, what, Sally and rare talking about creating an environment for our clients, where it is very clear to them that they have a choice with whom they work, that were reflective of the communities where we live and work that there, that the organization is empathetic and a service to a broad group of people. And at this point, Edward Jones is about 20% women Financial Advisors, which is about in line with the industry. We know we could do better, and we know our clients deserve better. So we did initiate this idea. Where are retiring Financial advisors are paid a little more if they share those client assets with women and with people of color. It raised a conversation that has been a very fruitful conversation. And there are many women who are who don't like that idea, as there are women who do like that idea because several of them have said to me, Penny, I don't want anybody to think that that my practice is growing because someone felt like they had to do something special for me because I'm a woman. That's not the point of it. All we hire, attract, retains, import incredible professionals. But it has raised the level of awareness that might not have been. Part of the conversation is often is. It could have been or should have been. It's not the only way to do it, but we think it's a way to raise this converse. It's a really interesting policy

[MUSIC PLAYING] I spent 10 years at Citibank. So Citibank Blue still runs in my veins. I also spent six years at MasterCard, and then moved into technology, Facebook, and now at Ripple. And what I want to say about someone who is a non-traditional leader by every stretch of the imagination, of every room I ever walked in finance and then in technology, which is even-- I would say has even less diversity-- gender diversity. I would love to hear the panel's comments about pipeline, especially at senior leadership and at the board level. And saying that, I do sit on the board of progressive where we have a woman CEO, a woman chairwoman, and 50% of our board are women. And it is the most rock star of leaders that you've ever seen. So I would love to hear because I've been hearing about we don't have a pipeline for 25 years. I don't believe it. And I didn't believe it when I was 21 years old. I don't believe it at 47. So I would just love to hear A, what is your perspective on pipeline? What is the board situation? Why do we only have 17 women as Fortune 500 CEOs? The C-suite-- what can we actually do about it now. Yeah. It's not a pipeline issue. It hasn't been a pipeline issue for years and years and years. When I started at the old Salomon Brothers back more years than I'm going to share, my investment banking class was 40% women. And you look at this over time, and they've been bringing in women. What hasn't been happening is the industry hasn't been promoting them. So as you see at Citi, as you've laid open in your numbers, that women tap out at a certain level. By the way, for everyone here who's, oh, yeah, well, they go off to have that work-life balance. And they can't hack it. And it's really tough. And it's very mathematical. And that's very difficult. OK? The number one reason millennial women leave their jobs today is not for any of those reasons. It's for more money. And all the stuff that we think about women and why-- I mean, let's just get it all out-- why they can't hack it in financial services. They're not as good at math as the guys-- not true. They're not as good as investing as the guys-- not true. Right? It's the fact they've gotten tapped out and not promoted. And as mentioned, the bar has been higher for women and other minorities, where white men have been promoted based on potential and women and other minorities have been promoted based on achievement. So there's a higher bar. And we understand it. Right? Every one of us has been socialized regardless of what our background is or who we are. In this country, we've been socialized that white males are leaders. And so when we go to promote, that feels right to us. And we've certainly been socialized that white males are bankers. And in order for us to get through that, we need to strip away these underlying-- I don't know say biases but beliefs that women just aren't as good as these jobs because the numbers simply don't hold that up. And it's a matter of-- and by the way, I don't we can have the next unconscious bias training. Right? It really is that it has to come from the top as a-- just we're just going to friggin' do this, and I don't care if even the women-- some of the women don't like it either. Just so again if I can add to that just a little bit, there's this phrase that I don't like. If I can see it, I can be it. And so to some degree there's been there's been a vibe in the marketplace. Well, women are taking themselves out until they can see someone like them at the top of an organization. I don't really buy that, either. We have 288 regions in North America. We did find that the moment we have 20% of our financial advisors are women, fewer than that percentage were regional leaders of these 288 regions. And we started wondering why. And there was an equal mix of women saying, well, I don't see myself in that role. So we had to have a conversation. I had to have a-- I led that part of the organization. I had to have a conversation with them about why don't you see yourself in that role. Let me explain what this role is. And opening their minds to it, and opening the minds of our male leadership about what non-traditional leadership looks like, and breaking mental models in our leadership of what that looks like and what we can do together collectively. Kristin, I told you I did not like the name of this panel-- Yes. --breaking up. Yes. We're talking about breaking up. We're talking about bringing us all together-- men on Wall Street and men on Main Street-- bringing us together to understand what leadership, vision, innovation looks like in the future. 

Insights: Where Are All the Women in Finance?

Where Are All the Women in Finance?

I spent 10 years of Citibank. Um, so Citibank Blue still runs in my veins. My also spent six years at MasterCard and then moved into technology, Facebook and now at ripple. And what I want to say about someone who is a non traditional leader by every stretch of imagination, of every room I ever walked in in finance and then in technology, which is even, I would say, has even less diversity. Gender diversity. Um, I would love to hear the panel's comments about pipeline, especially a senior leadership and at the board level, and saying that I do sit on the board of Progressive, where we have a woman CEO, a woman share woman and 50% of our border women. And it is the most rock star of leaders that you've ever seen. So I would love to hear, because I've been hearing about We don't have a pipeline for 25 years. I don't believe it. And, um and I didn't believe it when I was 21 years old. I don't believe it. At 47 um, so I would just love to hear a What is your perspective on pipeline? What is the board situation. Why'd we only have 17 women as Fortune 500 CEOs? The C suite? What can we actually do about it now? It's not a pipeline issue. It hasn't been a pipeline issue for years and years and years when I started a column and brought the old Salomon Brothers back more years and I'm gonna share my investment banking classes, 40% women. And you look at this over time and they've been bringing in women. What hasn't been happening is the industry hasn't been promoting them. So, as you see, it's city is you've laid laid open in your numbers that women tap out at a certain level, by the way, for everyone here who's Oh, yeah, well, they go off to have that work like balance, and they can't hack. It is really tough and very mathematical, and that's very difficult. Okay, number one reason millennial women leave their jobs today is not for any of those reasons. It's for more money and all the stuff that we think about women and like I mean, let's just get it all out. Why they can't hack it in financial service. Is there not good? It is good at math, and the guy's not true. They're not as good as investing in the guy's not true, right? You know, it's the fact they've gotten tapped out and not promoted. And, you know, as mentioned, the bar has been higher for women and other minorities where white men have been promoted based on potential and women and other minorities have been promoted based on achievement. So there's a higher bar, and we understand it right. Every one of us has been socialized, regardless of what are background is or who we are in this country. We've been socialized at white males for leaders, and so when we go to promote, that feels right to us and we've certainly been socialized at white males or bankers. And in order for us to get through that, we need to strip away these underlying I don't want a bias ease but believe that women just aren't as good as these jobs. Numbers simply don't hold that often. It's it's a matter of, you know, and by the way, I don't think we can have the next unconscious bias training right. It really is that it has to come from the top as a just We're just gonna friggin do this. And I don't care if even the women you know some of the women don't like it, either. Get it? If I can add to that a little bit, there's this phrase that I don't like. If I can see it, I can be it. And so, to some degree there's been there's been a vibe in the marketplace. Well, women are taking themselves out until they can see someone like them at the top of an organization. I don't really buy that either. However, we did find we have 288 regions in North America. We did find at the moment we have 2020% of our financial advisors or women. Fewer than that percentage were regional leaders of these 288 regions, and we started wondering why, and there was there was an equal mix of women saying, Well, I don't see myself in that role, So we had to have a conversation. I had to have a lead that part of the organization. I had to have a conversation with him about Why don't you see yourself in that role? Let me explain what this role is and opening their minds to it and opening the minds of of our male leadership about about what non traditional leadership looks like and breaking mental models in our leadership of what that looks like and what what we can do together. Collectively, Christina told you I did not like the name of this panel breaking up. We're not. We're talking about breaking up. We're talking about bringing us all together men on Wall Street and men on Main Street bringing us together to understand what leadership vision innovation looks like in the future.

[MUSIC PLAYING] Julie, you're in charge of workplace development at Accenture, and you've set a goal of making sure that Accenture's workplace is equally represented by men and women by the year 2025, 50/50. How close are you to getting there? Well, we're really excited to report that we have 459,000 people globally, and we're at 42% women. That's terrific. So we are on track. We are really excited about that. And what about racial diversity. You said you're beginning to work into that area. What are your goals there? Well, our goals in racial diversity are really about being inclusive. And so while we are very successful at recruiting, we feel that it's important, if you want to have people be successful, that the workplace is inclusive. And so a couple of years ago, we began having courageous conversations around race, for example, after the US had a terrible incident-- a terrible week of incidents. And we felt that we couldn't actually be an inclusive and diverse company unless we were willing to have those conversations. Well, you're absolutely right, because it's more than just the numbers, isn't it? It's about inclusion. It's about feeling like you belong. And it is empathy. What are you learning from what you're doing at Accenture right now on this topic? Well, what we are learning is that, as important as the numbers are around diversity, and for many companies that's the first step, if you don't focus on what's happening everyday, what it feels like to come to work, then you won't achieve your goals. And we put out some research last year around culture. And what it became clear is that there are real critical drivers of culture that, yes, are programs as well as leadership, but also, how does it feel to come to work every day? 

Insights: Accenture CEO - Diversity and Inclusion Start From Within

Steps to build an inclusive work environment.

Diversity and Inclusion Start From Within

Accenture North America CEO Julie Sweet outlines steps to build an inclusive work environment. (January 2019)

Julie, you're in charge of workplace development at Accenture, and you set a goal of making sure that Accenture's workplace is equally represented by men and women of the year. 2025 50 50. How close are you to getting there? Well, really excited to report that we have 459,000 people globally and we're at 42% women, So we are a lot of track. We're really excited about that. And what about racial diversity that you're beginning to work into that area? What are your goals there? Well, our golden racial diversity are really about being inclusive. And so, while we're very successful at recruiting, we feel that it's important if you wanna have people be successful, that the workplace is inclusive. And so, ah, couple of years ago, we began having courageous conversations around race, For example, after work after the U. S. I had a terrible incident, a terrible week of incidents, and we felt that we couldn't actually be an inclusive and diverse company unless we were willing to have those conversations were absolutely right, because it's more than just the numbers, isn't it? Is about inclusion is about feeling like you belong and it is empathy. What are you learning from what you're doing at extension right now on this topic? What we are learning is that important as the numbers are around diversity and from many companies, that's the first. If you don't focus on what's happening every day, what it feels like to come to work, then you won't achieve your goals. And we put out some research last year around culture, and what it became clear is that there are really critical drivers of culture that yes or programs as well of leadership, but also how does it feel to come to work every day?

[MUSIC PLAYING] When I think about diverse pipelines and that, you know, we hear the conversation a lot, and many of you express the competition for talent is increasingly fierce. And it absolutely is, but I think about, when we talk about the diversity of this organization-- of this country and we talk about the diversity that comes through the funnels of many of our organizations, and if you look at the data, the data is telling us that, actually, the diversity is in a lot of our funnels. It's there, but how do we execute? How do we take actually that diversity that's there and actually do something with it? So you know, I think about, you know, General McChrystal last night speaking at dinner and the use of his book around myths and reality. And so the myth is that there's a pipeline issue. Well, the reality is it's not a pipeline issue, it's really about how do I deploy the best resources, the best people, the best technology-- all right, because I do think that technology plays a role in us figuring out how to execute on that diverse talent. But it absolutely is there. It's how do we actually get it through or funnel through our organization? How do we use the technology to, in some ways, eliminate some of the biases that we know we have? So we create some kind of tool or technology that eliminates that, knowing that there is still some bias in the technology, based on the data that we use. But I do think that there are opportunities for us to use data and insights to actually understand better about our pipelines and our funnels. And you know, going back to the point we made early around even our leaders upskilling. Like you know, we have a diverse-- many of us have diverse pools already within our organizations. What are we doing with those pools to upskill them? To make sure that they are ready for the next role or for the next opportunity through infusing learning and/or skill building within that current pool. So there are solutions there. It's really about how we are really thinking about how to use those solutions. 

Insights: Here’s How Companies Can Improve the Diversity of Their Workforce

Companies stumble “on execution” when it comes to hiring.

How Companies Can Improve the Diversity of Their Workforce

Bank of America’s global talent acquisition executive Ebony Thomas said she believes companies stumble “on execution” when it comes to hiring. (September 2018)

when I think about divers, pipelines and that, you know, we hear the conversation a lot. Many of you expressed. The competition for talent is increasingly fierce, and it absolutely is. But I think about when we talk about the diversity of the organ of the country, and we talked about the diversity that comes through the funnel of many of our organizations. And if you look at the data, the data is telling us that actually, the diversity isn't a lot of our funnels. It's there. But how do we execute? How do we take actually that that diversity that's there and actually do something with it? So, you know, I think about, you know, General McChrystal last night looking at dinner and in the use of his book around Mr Reality. So the myth is that there's a pipeline issue. Well, the reality is, it's not a pipeline issue. It's really about howto lie deployed. The best resource is the best people, the best technology, right? I do think that technology plays a wool and figure out how to execute on that diverse talent, but it absolutely is there. How do we actually get it through our front of throughout organization. How do we use the technology? Thio in some ways eliminate some of the biases that we know we have. So we create some kind of tool or technology that eliminates that, knowing that there is still some bias in the technology based on the figure that we use. But I do think that there are opportunities for us. Thio used data and insights to actually understand better about our our pipelines and our funnels and, you know, going back to the point we may early around, even our leaders up killing. Like, you know, we have a diverse Many of us have diverse pool's already with our organizations. What are we doing with those pools? To upscale them to make sure that they are ready for the next role or for the next opportunity through infusing, learning and or skill building within that current pool there, there are solutions there. It's really about how we are really thinking about how to use a solution

[MUSIC PLAYING] What is Lean In's message to men? I'm so glad you asked because I think the least understood thing about my book is that people think it's a book for women, and it's not. It's a book for all of us. And if we're going to get to equality in the workforce, where men have 86% of the top jobs, men are going to have to be a huge part of that equation. The book has four main messages for men. The first is help women sit at the table; help women reach for opportunities. The second is to really push back on the success and likeability gap. The third is let's have the honest conversation about mentorship and sponsorship no one's having. And the fourth is we need to actually help women navigate through the child rearing years. So this is all in your book, but I would like you to describe briefly the success and likability gap for women. The success and likability gap is a really big deal because the data shows this actually stronger than it shows anything else, which is that as men get more successful, they are better liked by men and women. And as women get more successful, they are less liked by men and women. And I have watched this happen over the last 10 years, and I'm seeing it happen in every meeting I'm in. What happens is when it comes time to promote, when it comes time to pick the person running the division or who's the next CEO, they get to the men, and they talk about their strengths and weaknesses. And then they get to the woman and they say, she's really good at her job. She's just not as well liked by her peers, or she's a little aggressive. It's very clear that we see people's through stereotypical lens. And in order to succeed at work, you need to be aggressive, and you need to hit goals, and you need to be assertive, and you need to help organize things. And those characteristics are ones we expect from men, so we cheer them on. And we repel from them in women. Men get to be successful and liked, and women have to peck. And the reason that holds women back in the workforce is in order to get promoted, you need to be successful and liked. What does your brother think of Lean In? My brother-- my family's amazing. My brother actually did something really incredible. He read obviously an early draft of the book. Just a couple of weeks ago, he just moved to Houston. He's a surgeon. I got to see him. I went there to visit for the first time. And he said, you know, I learned something from your book. And he made an offer to a woman to join his team. And he said to me, I noted she was in her late 20s, just got engaged. So when he made the offer, he said this to her. He said, I hope you can join my team. I'm really excited to work with you. I note that you may want to have kids one day. I want you to know you never have to talk to me about that. That's your business. But I also know that I have two sisters-- I'm one of them-- and a wife who struggled with this, who didn't want to tell anyone they were pregnant or thinking about getting pregnant or worried their jobs would be taken away. I don't want you to go through any of that too. So if you come work on my team, my door is open. You come talk to me about it anytime. I don't want you to worry I'm not giving the good surgeries to someone else because you're pregnant. And if you want to have children, take a maternity leave, and come back, I'm going to work on all of that with you. I've never heard of anything like that. The only person that does that is me. Facebook, right? But that conversation needs to happen in every company in America because we know we are losing our high potential women. Everyone's terrified-- terrified to say the word pregnant. I don't know how we get through this without talking about it. And I want to be clear what I don't mean. I do not mean that every employer in America should start giving women a time card to say, when's your pregnancy? That's not what I mean. But I do mean that an open-door policy where you say, I'm here to help you if you choose to talk to me, that's got to be part of the solution here. [CHIMES] 

Insights: Sheryl Sandberg Says Men Need to Champion Women at Work

Facebook COO's advice for men in the workplace.

Sheryl Sandberg Says Men Need to Champion Women at Work

Facebook COO Sheryl Sandberg on her advice for men in the workplace. (April 2014)

What is leanings? Message to men. I'm so glad you asked, because I think the least understood thing about my book is that people think is a book for women, and it's not. It's a book for all of us. And if we're gonna get to a quality in the work force where men have 86% of the top jobs, men are gonna have to be a huge part of that equation. Ah, the book has four million messages for men. The first is help women sit at the table, help women reach opportunities. The second is to really push back on the success and likability gap. The third is. Let's have the honest conversation about mentorship in sponsorship. No one's having, and the fourth is we need to actually help women navigate through the child bearing years. So this is all in your book, but I would like you to describe briefly the success and likability Gavin. For women, the succession likability gap is a really big deal, because the data shows this actually stronger than it shows anything else, which is that men get more successful. They are better liked by men and women and women get more successful. They are less like my men and women, and I have watched this happened over the last 10 years, and I'm seeing it happen in every meeting I'm in. What happens is when it comes time to promote, when it comes time to pick the person running the division or who's the next CEO. They get to the men and they talk about their strengths and weaknesses, and then they get to the woman and they say she's really good at her job. She's just not well liked by her peers or she's a little aggressive. It's very clear that we see people through stereotypical lens, and in order to succeed at work, you need to be aggressive and you need to hit goals and you need to be assertive and you need to help organize things. And those characteristics are ones we expect from men. So we cheer them on and we repelled from them. In women, men get to be successful and like and women have to peck, and the reason that helps women back in the workforce is in order to get promoted. You need to be successful and like what does your brother think of Lena, my brother and my family is amazing. My brother actually did something really incredible. He read, obviously, an early draft of the book. Just a couple weeks ago, he just moved to Houston. He's a surgeon. I got to see him. I went there visit for the first time and he said, You know, I learned something from your book and he made an offer to a woman to join his team and he said to me, I noted She was like in her late twenties. Just got engaged. So when he made the offer, he said this to her. He said, I hope you join my team. I'm really excited to work with you. I note that you may want to have kids one day. I want you to know you never have to talk to me about that. That's your business. But I also know that I have two sisters. I'm one of them and a wife who struggled with this, who didn't want to tell anyone they were pregnant or thinking about getting pregnant or worried that jobs would be taken away. I don't want you to go through any of that, so if you come work on my team. My door's open. You come talk to me about it any time. I don't want you to worry. I'm not giving the good surgeries to someone else because you're pregnant. And if you want to have Children, take a maternity, even come back. I'm gonna work on all of that with you. Never heard of anything like that, right? The only person it does that is me. Facebook. Right? But that conversation needs to happen in every company in America because we know we're losing our high potential women. Everyone's terrified, terrified to say the word pregnant. I don't know how we get through this without talking about it, and I wanna be clear what I don't mean. I do not mean that every employer in America should start giving women a timecard to say, When's your pregnancy? That's not what I mean. But I do mean that an open door policy where you say I'm here to help you. If you choose to talk to me, that's got to be part of the solution here.

Insights: Making the Workplace More Inclusive

Insights: Women's First Promotions Are Crucial to Workplace Parity

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Being promoted above entry-level work is toughest in women's careers. (September 2019)

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