List-obsessed Singaporeans will be disappointed to note that in terms of gender diversity in the boardroom, we still have a long way to go.
According to a 2011 study by the National University of Singapore Business School, more than 60 per cent of listed firms in Singapore did not have a single women on their boards, a rate lower than countries like Malaysia and Hong Kong.
While many are quick to blame Asia’s “patriarchal culture” for the lack of women in top positions, developments in China seem to prove otherwise. Findings by the Center for Work-Life Policy and Grant Thornton International revealed that eight out of 10 companies in the traditionally patriarchal nation of China had women in senior management roles.
What, then, is needed for women to become leaders in the workplace? Elspeth Renshaw, a senior human resource expert and key speaker at the 2012 The Women On Boards Executive Forum in Hong Kong, speaks to herworldPLUS and offers some insights on how women can get into the C-suite.
THINK: I “HAVE IT”
The dominant male view is that when it comes to taking charge, women “don’t have it”. There is also the case of female under-confidence at work. For instance, Elspeth says that women may “lack force and directness” when seeking career opportunities at work.
However, she points to growing evidence that successful organisations today need leadership characteristics that are more commonly demonstrated by women leaders rather than men.
“In a 2011 McKinsey report on female leadership, research showed that out of the nine leadership characteristics that contribute to organisational excellence, five of those characteristics are used more often by women than men,” shared Elspeth.
“In this light, focus on the characteristics of leadership that most define you, and not on the traditional constructions of successful men.”
GOOD MENTORSHIP IS CRUCIAL
Elspeth states that it is important to start your career in the midst of successful, senior women who will be present in your daily experience and thus provide invaluable mentorship.
When she switched jobs from the public to private sector, she found it more challenging to step up in her career, but was lucky to have a progressive employer who encouraged her upwards.
“I had a manager who gave me a wide scope and put me forward to places I would not have had access, without him opening that door for me,” shared Elspeth. “Thus, the criticality of the individual manager, and actively supporting the careers of women, is fundamental to successful career progression.”
GET A HANDLE ON OFFICE POLITICS
While often overlooked, the key to success at the workplace is about knowing how to handle office politics and understanding one’s workplace culture. This can be achieved by anyone, regardless of gender.
“Understanding the reality of the culture you work in, and having contextual knowledge of how and why organisations and their divisions work well, or stumble, is essential for getting ahead,” explains Elspeth.
Females are often disillusioned with office politics because they believe it is a powerful, harmful force outside of their control. Thus, may they fail to positively engage and hence fall behind.
“Office politics is, simply put, the dynamic between individuals of influence, and is rarely the dangerous game with knife-edge outcomes that women sometimes fear,” says Elspeth.
“As a result, women may fall into being part of a clique because they may be poorly connected and lack confidence. In such cases, senior-level mentoring can quickly address both issues.”
WORK-LIFE BALANCE? PERFECTLY POSSIBLE
One enduring myth is that women would have to compromise their work-life balance when they take on senior leadership positions in the boardroom. Elspeth suggests working around this by bearing in mind two main points in Facebook Chief Operating Officer Sheryl Sandberg’s TED talk.
Firstly, make your partner a real partner. “A real partner is one who agrees both of you share domestic responsibility and child-rearing equally, as well as one who will take responsibility – as opposed to simply labour – with equal level of parenting care,” elaborates Elspeth.
Next, don't leave before you leave. “Sheryl’s point is that there is no need to dial back at work before your maternity leave, nor should you plan to return to a diminished role,” says Elspeth.
“The result of doing either or both of these things is that you may find yourself dissatisfied and bored by a less than meaningful role, and then resign.”
Elspeth Renshaw is a partner at TalentPartners of Talent2 International. She has held director-level human resource positions in the finance sectors in Japan and Hong Kong.