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Moving the NeedleJune 9, 2015
Dr. Madlyn L. Hanes
Vice President for Commonwealth Campuses
and Chancellor, University College
The Pennsylvania State University
Moving the Needle The Contours of the Problem
• Barriers to advancing women’s leadership prevail.
--Women perceived lack of experience in some areas e.g. athletics, budget, fundraising, business acumen
--Women may not seek the job
• Progress has been incremental at best.
--We moved the needle 3 percentage points in the last five years
Moving the Needle The Contours of the Problem
• A disconnect between public perception and reality exists.
• Research findings documenting the organizational benefits of inclusion have had limited impact.
• Change has been localized, limiting efforts to launch a national agenda.
Moving the NeedleThe Catalyst
The White House Project Report: Benchmarking Women’s Leadership, 2009
• National benchmarking across sectors exposed the disparity/inequity of executive positions held by women.
• Juxtaposition of public perception of progress made in women’s leadership versus workplace reality creates inertia.
• Parity in women’s leadership makes a compelling business case, i.e., better bottom line.
Men82%
Women
18%
Women in Top Leadership Positions
No11%Yes
89%
Public Comfort Level with Women as Leaders
Public Perception v. Workplace Reality
Public-Rated Leader Characteristics:
Characteristic Women Better Men BetterWomen & Men
Equal
Intelligent √
Compassionate √
Creative √
Honest √
Outgoing √
Hardworking √
Ambitious √
Decisive √
Moving the NeedleKey Recommendations
Recommendations from The Whitehouse Project:
• Set targets, collect and analyze data, and monitor progress.
• Improve flexibility and workplace structures. • Work to achieve a critical mass (at least one-third) of
women in leadership roles, including service on boards.
How do we get the needle moving again?
• Start with public awareness: parity has not been
achieved.
• What are compelling reasons to care enough to act?
Why Women?We have to make the case
• Research links the following benefits to a diverse and inclusive leadership:
– Higher financial returns
– Enhanced productivity, performance, and innovation
– Ability to attract and retain top talent
– Increased employee satisfaction and engagement
– Greater social responsiveness and engagement with community
– Improved organizational reputation
Moving the NeedleA Case for the Academy
• Women in presidencies increased from 23 percent in 2006 to 26 percent in 2011. (The American College President, 2012)
• Significant turnover in the American presidency is anticipated. In 2011, the percentage of presidents 61 years or older rose to 58 percent. (The American College President, 2012)
• Since 1997, the percentage of women on governing boards has decreased from a high of 30 percent to 28 percent in 2010.
Moving the NeedleA Case for the Academy
• Women represent only 29 percent of tenure-track positions at doctoral institutions, but outperform men 56 percent to 44 percent in national research awards and grants.
• In 2009-10, women students comprised 57 percent of all enrollments; earned 59 percent of all degrees; 52 percent of all doctoral and first professional degrees. (NCES, 2012)
ACE’s Inclusive Excellence Group and Women’s Network Executive CouncilMoving the NeedleBlueprint for Action
• Mission Statement– Create parity in the academy for women holding
senior decision- and policy-leadership positions
• Our Vision– At least 50 percent of higher education chief
executives are women
Moving the NeedleBlueprint for Action
• Our Challenge– To realize our vision by 2030
• Our Value Statement
– In 2014, women hold 26 percent of college and university presidencies.
– Progress has been incremental over several decades.
– An imperative national agenda is needed.
– Collaboration with like-minded organizations can/will make a difference.
Moving the NeedleBlueprint for Action Four Working Goals
• Goal OneGenerate a national sense of urgency that elevates the need for advancing women in higher education leadership positions.
• Goal TwoEncourage governing boards and other higher education institutional decision- & policy-making bodies to consider recommended practices for recruiting and hiring women to chief executive offices.
Moving the NeedleBlueprint for Action Four Working Goals
• Goal ThreeAchieve women’s advancement to mid-level and senior-level positions in higher education administration by building capacities in women and in institutions.
• Goal FourSuggest recommended practices and models and recognize success in advancing women in higher education.
Moving the NeedleBlueprint for Action
• How best can we leverage the collective strengths of our organizations to Move the Needle?
• How will you be part of the Moving the Needle initiative? What can each of us do?
What can each of us do?
• Seek advancement for yourself.• Encourage more women to seek advancement • Encourage qualified women to aspire to the presidency;
and nominate women to senior most positons.• Talk about the need for and benefits of a diversified
leadership team.• Seek participation on search committees; speak up and
insist on an inclusive search and interview process.
What can each of us do?
• Seek out leadership development programs for yourself.• Send younger women on campus to leadership
development programs. • Talk with younger women about their career paths and
their aspirations; commit to encouraging, mentoring, and sponsoring more women.
• Share the joys and rewards of being a college administrator, including the transformative change we affect in the lives of our students.
What can each of us do?
• Commit to welcoming new women presidents and other administrators when they take office and letting them know we are there for them.
• Commit to encouraging women to stay in their presidencies and to providing them with support when they hit rough water.
• The ACE Women’s Networks are mapped into four regions across the nation.
• Each region has 4 liaisons, one representing each unique MTN goal.
• Each MTN goal liaison will disseminate informational updates, presentations, etc. to their region as it relates to the goal they represent.
Moving the Needle: Advancing Women LeadersChannels of InfluenceRegional Liaisons
• Participate in monthly Goal Group Leaders Conference Call.
• Participate in the annual convening of all MTN Goal Groups.
• Be listed as the point of contact for a specific MTN Goal Group in their network region.
Moving the Needle: Advancing Women LeadersChannels of InfluenceRegional Liaisons
Channels of Influence Continued
