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Women should be given more top jobs – and not just in times of crisis Women should be given more top jobs – and not just in times of crisis
(about 5 hours later)
Post-EU referendum, “UK PLC” seemed precariously poised. The prime minister resigned. Scottish independence was being spoken of again. Into the breach stepped Theresa May: a female prime minister.Post-EU referendum, “UK PLC” seemed precariously poised. The prime minister resigned. Scottish independence was being spoken of again. Into the breach stepped Theresa May: a female prime minister.
Talk of the “glass cliff” – the theory that women are more likely to be appointed to the most senior roles at times of crisis – followed. It’s a phenomenon first identified by Profs Michelle Ryan and Alex Haslam of the University of Exeter, who coined the term. Their 2005 study showed that female executives are more likely to find themselves in more risky leadership positions.Talk of the “glass cliff” – the theory that women are more likely to be appointed to the most senior roles at times of crisis – followed. It’s a phenomenon first identified by Profs Michelle Ryan and Alex Haslam of the University of Exeter, who coined the term. Their 2005 study showed that female executives are more likely to find themselves in more risky leadership positions.
Since then other studies have confirmed their finding. Profs Alison Cook and Christy Glass of Utah State University looked at Fortune 500 companies over a period of time. They found the promotion of “occupational minorities” (including women) to CEO to be more likely in weakly performing firms. Examples include Marissa Mayer joining Yahoo following company-wide layoffs, and Mary Barra having to oversee the recall of millions of vehicles shortly after her appointment at General Motors. In addition, Cook and Glass noted, when a leader comes in when a company is struggling, their term is typically shorter. So they break through the glass ceiling onto a glass cliff.Since then other studies have confirmed their finding. Profs Alison Cook and Christy Glass of Utah State University looked at Fortune 500 companies over a period of time. They found the promotion of “occupational minorities” (including women) to CEO to be more likely in weakly performing firms. Examples include Marissa Mayer joining Yahoo following company-wide layoffs, and Mary Barra having to oversee the recall of millions of vehicles shortly after her appointment at General Motors. In addition, Cook and Glass noted, when a leader comes in when a company is struggling, their term is typically shorter. So they break through the glass ceiling onto a glass cliff.
It’s a situation that has personal relevance. I was appointed CEO at risk software company Zaplet at a very difficult time for the company and was promoted when performance was down and revenue growth was needed.It’s a situation that has personal relevance. I was appointed CEO at risk software company Zaplet at a very difficult time for the company and was promoted when performance was down and revenue growth was needed.
When everything is ticking along nicely, the tendency is to maintain the status quo of male dominated leadershipWhen everything is ticking along nicely, the tendency is to maintain the status quo of male dominated leadership
It is both unsettling and reassuring to realise that such glass cliff appointments are unintentional. Reassuring, because if it was intentional it would mean that women are consciously being set up to fail. That simply isn’t the case. Unsettling, because it reinforces the notion that a woman in the top position is unusual; somehow out of the ordinary.It is both unsettling and reassuring to realise that such glass cliff appointments are unintentional. Reassuring, because if it was intentional it would mean that women are consciously being set up to fail. That simply isn’t the case. Unsettling, because it reinforces the notion that a woman in the top position is unusual; somehow out of the ordinary.
When everything is ticking along nicely, the tendency is to “pattern-match” and maintain the status quo of male-dominated leadership. Companies in trouble on the other hand need to turn things around; shake things up; try something different. When the old order hasn’t worked out, it’s time to bring on the new. It is at these times that decision-makers are most open to a different approach. Sadly, “different” still includes women and minorities.When everything is ticking along nicely, the tendency is to “pattern-match” and maintain the status quo of male-dominated leadership. Companies in trouble on the other hand need to turn things around; shake things up; try something different. When the old order hasn’t worked out, it’s time to bring on the new. It is at these times that decision-makers are most open to a different approach. Sadly, “different” still includes women and minorities.
Is the glass cliff cause for outrage then? Parity is certainly preferable. Ideally men and women would enjoy the same spread of opportunity. But until then, it is important to raise awareness of unconscious bias in order to try and reduce it. One of the consequences of the glass cliff is the perception that women and minorities in the top jobs are more likely to fail, when in fact they are just over-represented in the most challenging situations. The Utah study found that women took CEO jobs at companies that were already performing badly in the eyes of shareholders 30% of the time; minorities took over companies in a similar position 24% of the time; while white males took the helm 18% of the time.Is the glass cliff cause for outrage then? Parity is certainly preferable. Ideally men and women would enjoy the same spread of opportunity. But until then, it is important to raise awareness of unconscious bias in order to try and reduce it. One of the consequences of the glass cliff is the perception that women and minorities in the top jobs are more likely to fail, when in fact they are just over-represented in the most challenging situations. The Utah study found that women took CEO jobs at companies that were already performing badly in the eyes of shareholders 30% of the time; minorities took over companies in a similar position 24% of the time; while white males took the helm 18% of the time.
Risk and opportunity are two sides of the same coin. Women embracing once-in-a-lifetime career opportunities need to recognise such risks and take measures to mitigate against them. Meanwhile, we must all acknowledge that leaders of ailing companies are unlikely to enjoy the same level of success as those riding the crest of a wave. Change will have come when female leaders are appointed in good times as well as bad. Risk and opportunity are two sides of the same coin. Women embracing once-in-a-lifetime career opportunities need to recognise such risks and take measures to mitigate them. Meanwhile, we must all acknowledge that leaders of ailing companies are unlikely to enjoy the same level of success as those riding the crest of a wave. Change will have come when female leaders are appointed in good times as well as bad.