Marion Barraud for HBR Global talent and customers are more gender balanced than ever before. Women make up half the U.S. workforce, drive 80% of consumer buying decisions, and represent 60% of global university graduates. Gender balance is a big business opportunity, with huge economic implications. It boosts bottom-line results, drives growth with new customer insights, and enhances productivity with better talent acquisition and retention. Companies whose executive teams are more gender balanced report higher profitability and return on equity. Does your own company really understand — and profit from — this 21st-century shift? If CEOs and other leaders want to tap into these benefits, it helps to know the facts and to be skilled at selling the idea of gender balance to colleagues who may be less convinced. The topic of gender balance often elicits emotional reactions from both men and women. That’s why leading through this complexity requires what I call “gender bilingual” leaders. As a CEO, do you personally understand why it’s such an important issue — for your workforce and for your customers? If not, are you willing to invest some time for you and your team to learn? Here’s the shorthand — the facts, the feelings, and the framework — you need to lead the change. The Facts Understand the big picture. CEOs need to understand why gender balance offers their company a competitive opportunity, not just pay the idea lip service. If you’re not personally convinced, your team won’t be either. When it comes to gender balance, a lot of people don’t get it, don’t like it, or, frankly, resist it. That’s why you as the CEO need to be well versed at explaining why you think gender balance in your organization is so important. CEOs routinely tell me that their teams “get the business case, they just need to understand how to change,” but our anonymous interviews with their colleagues quickly call this assumption into question. Getting your team to understand why gender balance is an absolutely necessity is your first hurdle. And a balance is necessary if you want to access untapped market spaces, retain top talent, and get a competitive edge over competitors. For some examples, just watch how Diageo is getting women to love whisky, how the gaming industry is struggling to catch up to the reality that the majority of today’s gamers are female, or why top leaders from McKinsey, Unilever, and Vodafone are determined to balance gender on their management teams. Insight Center The 21st-Century CEO Sponsored by Cognizant Leadership is changing — fast. Know your numbers. How (im)balanced is your company? Do you have a recruitment, retention, or promotion issue? Is it all three? Do you even know? Are men and women split by level, role, function? What’s the gender split of your customers, users, or purchasing decision makers? What about regulators, government contacts, etc.? Too often, companies are focused on analyzing only their internal balance challenge. Yet the real business opportunity lies in enhanced customer and stakeholder centricity. Make sure your team accurately identifies your own company’s issues before you start trying to solve them. Too many companies are wasting time and money recruiting more women when the real issue is that they aren’t retaining or promoting them. Men typically experience the Peter principle, meaning they are promoted to their level of incompetence, whereas women often experience the Paula principle, meaning they are underpromoted across the board. This is creating situations where many multinationals are skewing female at the bottom without ever affecting the balance at the top, to their great frustration. A note of caution: When communicating these stats to your team, avoid drowning in data. Five slides can tell the story in any company — don’t let the trees hide the forest. Learn how to distinguish between real differences and stereotypes. Men and women have well-researched differences in behaviors. But do you know how to distinguish between actual differences and stereotypes? It’s time everyone had a little more education in gender issues. If you want to effectively engage both men and women, you will need to find the words and the messages that resonate with 100% of your talent and 100% of your customers, wherever they are situated on a masculine-feminine spectrum. Many CEOs insist that they are “gender blind.” But here’s where I argue that it’s time to become gender bilingual instead. That doesn’t mean we speak two different languages. It means we deeply understand different cultures and build bridges between them to include everyone. It also means replacing women’s networks and other women-branded initiatives with inclusive approaches that unite men and women rather than separating them. The Feelings Leaders have a huge impact on the culture of their companies. Have you discussed and designed how your own culture works and what it values and promotes? Is it unconsciously leaning to a preference for masculine styles? Set the tone. What you personally do and say as the CEO defines the culture and attitude toward gender. Your commitment to a gender-balanced organization, or your indifference, predicts your organization’s success at being truly balanced. Are you explaining and leading the company’s efforts? Who is accountable for the change? If it isn’t you and your executive team, you’re wasting your time. You need to be measuring and comparing your executive team’s success in balancing their functions as a routine part of your staff meetings. You don’t need to communicate this broadly, and you don’t need a million initiatives that take a lot of time and money. You just need a new lens through which you can look at the talent and customers you already have — or want to get. In fact, it’s much better to make change before making noise. This issue should be managed like any other business issue. But beware of the easy defaults: Getting one woman from a support function onto your team and then asking her to lead a gender initiative is doomed to fail. Recognize that the people you will most need to convince are today’s dominant majority. It’s better to have any efforts be visibly led by one of them. Be inclusive. Do you work hard to make sure that all voices are heard and integrated into strategies and solutions? Or do you let the noisy extroverts dominate the conversation — and then promote them for their assertiveness? Getting the best out of everyone on your team takes attention. Humans are deeply wired to recruit, promote, and even marry people who are as much like them as possible. Familiarity doesn’t breed contempt; it breeds comfort. CEOs who want to build trust in their meritocracies know how hard they have to encourage their colleagues to discover and get to know people who represent the talent and markets of the future. As CEO, you need to model a skill with language that is inclusively neutral without falling into inauthentic political correctness. Your words matter, so use them intentionally. Always insist on meritocracy. Avoid announcing a goal of “having the leadership team be 30% women by 2020,” a type of pronouncement that is still an all-too-common irritant in many companies. I suggest that if you never say the word “women” again, you will save yourself a lot of grief. Talk about “talent” or “customers” or “balance” — words that avoid alienation as you strategically create a more representative balance for tomorrow. The Framework Context is everything. Make gender balance a lever to achieving business goals. Period. Make it strategic. Where, when, and with whom you discuss gender issues defines their relevance to your business. Include them among your top goals. Point out the strategic link to your future business goals; people often don’t see that link, so you will need to explain it regularly and repeatedly. Talk about it in key management meetings. Talk about it yourself if you want business leaders to take it seriously. Don’t delegate to HR or think a woman is better able to address the issue. Speak to your dominant group, and visibly reward managers who build balanced teams. Set “how to gender balance” as a developmental exercise in leadership development programs. It’s a great tool for identifying smart, progressive high potentials. Groom your successor to buy into balance too, because it takes more than one CEO to get the change into the corporate DNA. It only happens through design and dedication. Make it personal. Recognize that everyone on your team has a personal and a professional life. Share your own personal life. Male CEOs are role models in allowing the men (and women) who work for them to talk about their own lives. The more your talk includes selected elements of your whole life, the more your employees will have permission to bring their whole selves to work. Proactively recognize life changes and phases on your team, such as marriages, illnesses, babies, and deaths, but be gender neutral in all discussions about parenting or family. Replace references to maternity leave with parental leave. Don’t assume (and don’t seem to well-intentionally imply) that the major reason there is a gender imbalance in your company is because women are “choosing” to have families. In most companies today, managers are still more willing to accept women taking parental leave than men. Until this evens out, gender balance will remain out of reach. If you want women to be leaders, encourage men to be fathers. You will need to get all your managers to buy in to the benefits of balance, and then become skilled at selling it to others. Their readiness to do either will depend on what you as the CEO say and do. Successful gender balance starts — or fails — at the top. In the 21st century, it will be do or die.
Мексиканская компания Jose Cuervo, крупнейший в мире производитель текилы, отложила запланированное IPO на сумму до $1 млрд из-за неопределенности на рынке, которые были вызваны результатами президентских выборов в США, передает Financial Times.
Мексиканская компания Jose Cuervo, крупнейший в мире производитель текилы, отложил запланированное IPO на сумму до $1 млрд из-за неопределенности на рынке, которые были вызваны результатами президентских выборов в США, передает Financial Times.
Philip Hammond seeks applause by announcing action on letting fees and housing – but what has he still to reveal?Philip Hammond is clearly keen to tell us he has a populist touch. Even George Osborne never issued a formal pre-announcement of the goodies in his bag. The new chancellor’s approach takes the Treasury’s news management operation to new heights (or depths, depending on your point of view) but Hammond has at least created a talking point by slapping a ban on the upfront fees letting agents charge their tenants.Everybody can applaud that measure – or, rather, everybody apart from the agents, but they have only themselves to blame. Upfront fees have become divorced from the costs of arranging a tenancy and are instead a means to gouge the tenant. London-based Foxtons charges £420 per tenancy, which is essentially a fee for printing out a standard letter and is ridiculous given the princely cut of the rent normally enjoyed by the agent. Continue reading...
Group agrees to part-gift artwork to National Galleries of Scotland after outcry
Campaign launched after owner agrees deal that could bring Landseer work into public ownership for first timeScotland’s national galleries are to launch a £4m fundraising campaign to buy the famous painting Monarch of the Glen, after brokering a knockdown price with its current owner, Diageo.The multinational drinks company, which has owned the work by Sir Edwin Landseer for decades, has agreed to gift half the painting’s estimated value of £8m after initially planning to sell it on the open market to the highest bidder. Continue reading...
Управляющая алкогольными активами бизнесмена Рустама Тарико Roust Corporation договориться с 90% держателей двух выпусков еврооблигаций компании о докапитализации и реструктуризации долга на $750 млн и раскрыла схему его реструктуризации, ...
В России пройдет очередной конкурс барменов Diageo Reserve World Class. Финал первого этапа состоится в Санкт-Петербурге 22-23 ноября 2016 года, второго — в Москве, 7-8 февраля 2017 года, а третьего — 11-12 апреля снова в северной столице. Также в рамках конкурса будут проведены мастер-классы амбассадоров Diageo.
Trailing stops are not a perfect sell strategy. But then - short of clairvoyance - there is no perfect sell strategy.
Juan Carlos Morales, Global Chief Creative Officer and Partner, PWC I still remember the feeling when I first picked up a spray can. It was a sense of excitement, limitless possibility and the opportunity for pure artistic expression. The world, literally, was my canvas. Back then I thought the “corporate” world was the antithesis of “art.” One was about rules, about confinement and standardization. The other was about freedom, individuality and rebellion. One was stagnant, and one was about forward-momentum and a view into the future. As a graffiti artist in my earlier years, one of those words was bad, and the other was my life. Today my writing days are behind me, and I find myself in more business meetings than I ever would have expected. But I’ve learned that these two worlds aren’t so distant. This notion that nothing corporate can be creative and that nothing creative can be corporate is false. Actually, solving the world’s biggest business problems usually require a healthy dose of creativity, business savvy and technology. This sense of creativity comes down to the power of perspective. Creativity involves being able to see things through an original lens, make previously unseen connections, and bring a fresh eye to generate novel ideas. In the business world, new and diverse perspectives are often the key to unlocking creativity. Consider what a business person might learn from a graffiti artist: The power of a succinct message. The importance of making a name for yourself. The fact that sometimes, you’ve got to break the rules. And ultimately, nothing lasts forever. This is just one example to show how each person in an organization can bring their own perspective to the table, and this is something that needs to be celebrated and valued. More and more, the challenges of business require specialists, not generalists. What’s needed is to take an approach that’s multilingual. The Multilingual Business Conversation By multilingual I don’t mean building a team of talent that’s fluent in other countries’ native tongues (though that can be helpful at times as well). I mean being able to speak to creative, to understand technology and to live and breathe the core of the business. Having a multi-disciplinary talent pool, where each person retains their respective areas of expertise, opens the door for bigger thinking and new solutions. Being multilingual also means knowing how to break down barriers within your business to drive transformation. The biggest problems require approaching a challenge from multiple angles. By viewing any problem from a variety of perspectives, you can identify solutions that may not be intuitive when viewed through only one lens. You might have heard the stat that over 70% of business transformation efforts fail. While each project is different, we can often point to a root cause of this failure: focusing too much on one area and ignoring other factors. A lot of companies struggling to figure out why they’re falling apart may acquire another company with more enviable skills, or try to transform by buying a new piece of tech. But what they’re missing is the multidisciplinary perspective that brings everything together. They need to speak in a voice that is fluent in the language of creative and tech and business strategy. At PwC, we like to call that the BXT Method. The Need for Multilingual Consultancies This multilingual mindset is driving a revolution in the world of consultancies as well. Just like our clients, we are growing in many directions and the traditional labels of “consultancy” and “agency” may not necessarily fit. Consultancies are feeling the same pressure as those we serve: to be not just business strategy-savvy, but to be able to develop a tech solution or to design a user experience. This is far from a bad thing; it’s a chance for those who are up to the challenge to truly shine. To win, we’ve got to take the same advice we tell our clients – you can’t focus on one piece of the puzzle and drop all others in the process. You’ve got to be able to have a conversation in many languages. PwC is one of few places that has elevated a graffiti artist creative to the level of Partner, if not the only. And that’s the kind of thing that’s integral to transformation and success. The rules for the “consultancy” of the future aren’t all that different from those that apply to the “company” of the future – be diverse, be innovative, be creative, but still know your business. Harness the Power of Perspective. About the Author As a the Global Chief Creative Officer and Partner of PwC, Morales leads teams of visual designers, experience architects, and copywriters working on interactive multi-channel experiences for some of the largest brands in the world. Before joining PwC in 2013, he was Executive Creative Director at SapientNitro Miami where he managed a creative department of 80+ creative professionals. He joined Sapient through a strategic acquisition of a digital boutique he co-founded named ichameleon/group/. Previously, he helped to establish the interactive department at Crispin Porter & Bogusky, where he was one of the original members of its interactive team. During his career Morales has worked with numerous name brands such as Burger King, Coca-Cola, Diageo, ESPN, Ikea, Toyota, Virgin and Visit Florida and received industry recognition for his efforts, including winning the Grand Prix award at Cannes as well as a Cannes Gold Cyber Lion. Miami-based Morales began his career as a graffiti artist and has been able to translate that passion for art and expression into a successful creative career. -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.
ETF Managers Group rolled out a first-of-its-kind ETF that targets the fast-growing world of high-end whiskey and spirits.
Оргкомитет ежегодного конкурса барменов Diageo Reserve World Class опубликовал доклад, в котором определены тенденции потребления крепкого алкоголя и алкогольных коктейлей до 2020 года. По мнению составителей доклада, у потребителей будут пользоваться успехом необычные и нетрадиционные коктейли.
Фондовые индексы Западной Европы незначительно выросли по итогам торгов в понедельник благодаря ослаблению опасений относительно банковской отрасли, повышению цен на сырье и объявлениям о сделках.