Ending systemic and ingrained gender bias in corporate life needs the support of all
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Investing time to build relationships and credibility is an antidote that women in leadership positions should use effectively to overcome gender-based discrimination and attenuate deeply ingrained patriarchal practices that are a result of centuries of socialisation.
Studies have shown that the number of women leading corporate SA is still negligible and that women account for only 6% of CEO positions in companies listed on the JSE. There is a rich body of anecdotal evidence documenting how women in leadership positions are constantly undermined, humiliated and objectified, both in and outside their workplaces. These practices have been normalised and are often not understood to undermine the ability of women to lead successfully. Accordingly, gender bias is systemic and deeply ingrained in corporate life.
Being one of the youngest CEOs in a major financial institution, I have had my fair share of patriarchy. While I have been fortunate to have male champions, who have cheered me on and opened doors, I have also been at the receiving end of my voice being drowned out, being excluded from decision-making and my authority being undermined.
An important lesson I learnt is that assuming a leadership position is often bundled with new and unexpected challenges. I am the first black woman to lead a commercial bank in SA. There is no rule book for the road I have chosen; I do not have a precedent to which I can refer. I have to make up the rules as I go along. As a result, I have to be kind to myself for my mistakes, and acknowledge that the critical thing is to learn from those mistakes.
Achieving lasting success requires taking a long-term view. It is all too easy for each of us to rely on stereotypes and heuristics to put people in boxes. Accordingly, when you are the only woman in a room, it becomes your responsibility to convince your audience to revisit those stereotypes and heuristics. This is a painstaking process that never ends because gender bias is a result of centuries of socialisation.
I have realised the importance of spending time with important stakeholders to help them see me as a full human being and not just as a woman in a boardroom. I have found that my greatest supporters are people who have bought into my vision for my life and the positive impact I want to have on society. What ...
Studies have shown that the number of women leading corporate SA is still negligible and that women account for only 6% of CEO positions in companies listed on the JSE. There is a rich body of anecdotal evidence documenting how women in leadership positions are constantly undermined, humiliated and objectified, both in and outside their workplaces. These practices have been normalised and are often not understood to undermine the ability of women to lead successfully. Accordingly, gender bias is systemic and deeply ingrained in corporate life.
Being one of the youngest CEOs in a major financial institution, I have had my fair share of patriarchy. While I have been fortunate to have male champions, who have cheered me on and opened doors, I have also been at the receiving end of my voice being drowned out, being excluded from decision-making and my authority being undermined.
An important lesson I learnt is that assuming a leadership position is often bundled with new and unexpected challenges. I am the first black woman to lead a commercial bank in SA. There is no rule book for the road I have chosen; I do not have a precedent to which I can refer. I have to make up the rules as I go along. As a result, I have to be kind to myself for my mistakes, and acknowledge that the critical thing is to learn from those mistakes.
Achieving lasting success requires taking a long-term view. It is all too easy for each of us to rely on stereotypes and heuristics to put people in boxes. Accordingly, when you are the only woman in a room, it becomes your responsibility to convince your audience to revisit those stereotypes and heuristics. This is a painstaking process that never ends because gender bias is a result of centuries of socialisation.
I have realised the importance of spending time with important stakeholders to help them see me as a full human being and not just as a woman in a boardroom. I have found that my greatest supporters are people who have bought into my vision for my life and the positive impact I want to have on society. What ...