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PBWC SENIOR LEADERSHIP SUMMIT PBWC SENIOR LEADERSHIP SUMMIT Sandy Carter General Manager, Cloud Ecosystem and Developers IBM Corporation

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PBWC SENIOR LEADERSHIP SUMMIT PBWC SENIOR LEADERSHIP SUMMIT

Sandy Carter General Manager, Cloud Ecosystem and Developers IBM Corporation

PBWC SENIOR LEADERSHIP SUMMIT PBWC SENIOR LEADERSHIP SUMMIT

WHY A SENIOR LEADERSHIP SUMMIT?

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Hear about the Top 3 topics affecting women in the industry today

Learn from Thought Leaders and Experts

Engage and take action on the opportunity for change

Execute – goals for yourself, for your company, and for PBWC

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PBWC SENIOR LEADERSHIP SUMMIT PBWC SENIOR LEADERSHIP SUMMIT

ACTION ORIENTED Little progress in women’s progression in 20 years

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• Over 50% drop in the number of Women in Technical curriculum

• Unconscious Bias can affect hiring, evaluations and promotions

• 33% Gap - Are women being mentored in an incomplete way?

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PBWC SENIOR LEADERSHIP SUMMIT PBWC SENIOR LEADERSHIP SUMMIT

ENGAGE AND TAKE ACTION

• 1 Personal Goal

• 1 Goal for you to Champion at your Company

• 1 Goal for PBWC to drive

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PBWC SENIOR LEADERSHIP SUMMIT

AGENDA TED-type talks followed by table discussion and actions

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2:40 pm:

3:25 pm:

4:10 pm:

Gaps in Women / Girls in Technology Elizabeth Caudle, East Coast Regional Director, Girls Who Code

The Unconscious Bias Shariq Yosufzai, VP, Global Diversity, Chevron Corporation

The Missing 33% Usha Pillai Wade, Ph.D., Senior Consultant, Leading Women

4:50 pm: Inspirational Address Kevin Hall, Best Selling Author, Speaker, Coach & Business Consultant

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PBWC SENIOR LEADERSHIP SUMMIT PBWC SENIOR LEADERSHIP SUMMIT

Gaps in Women/Girls in Technology

Elizabeth Caudle

East Coast Regional Director

Girls Who Code

PBWC SENIOR LEADERSHIP SUMMIT PBWC SENIOR LEADERSHIP SUMMIT

The Gap

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PBWC SENIOR LEADERSHIP SUMMIT PBWC SENIOR LEADERSHIP SUMMIT

The Gap

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• 6% of VC partners are women

• 15% of VC funding received by women

PBWC SENIOR LEADERSHIP SUMMIT PBWC SENIOR LEADERSHIP SUMMIT

The Pipeline Problem

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PBWC SENIOR LEADERSHIP SUMMIT PBWC SENIOR LEADERSHIP SUMMIT

What Pipeline?

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PBWC SENIOR LEADERSHIP SUMMIT PBWC SENIOR LEADERSHIP SUMMIT

What Pipeline?

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PBWC SENIOR LEADERSHIP SUMMIT PBWC SENIOR LEADERSHIP SUMMIT

The Leaky Pipeline

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PBWC SENIOR LEADERSHIP SUMMIT PBWC SENIOR LEADERSHIP SUMMIT

The Fix

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PBWC SENIOR LEADERSHIP SUMMIT PBWC SENIOR LEADERSHIP SUMMIT

Getting Girls Interested in Tech

• Update CS Curriculum

• Expose girls to CS from a young age

• Build a community of young women interested in tech

• Normalize women as tech professionals in the media

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PBWC SENIOR LEADERSHIP SUMMIT PBWC SENIOR LEADERSHIP SUMMIT

Retaining Women in Tech

• Build communities of women in technical careers

• Engage male allies

• Develop a culture of mentorship and sponsorship

• Highlight the contributions of female contributions to tech

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PBWC SENIOR LEADERSHIP SUMMIT PBWC SENIOR LEADERSHIP SUMMIT

[email protected] @elicaudelle

girlswhocode.com

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PBWC SENIOR LEADERSHIP SUMMIT PBWC SENIOR LEADERSHIP SUMMIT 18

PBWC SENIOR LEADERSHIP SUMMIT PBWC SENIOR LEADERSHIP SUMMIT

Understanding Unconscious Bias

Shariq Yosufzai Vice-President, Global Diversity, Ombuds & University Partnerships Chevron Corporation

PBWC SENIOR LEADERSHIP SUMMIT PBWC SENIOR LEADERSHIP SUMMIT

A Thought Experiment Q: Are these table tops the same size and shape?

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A: Yes

This illusion was created by Roger Shepard, Professor of Psychology at Stanford University

Your brain cannot always be trusted to tell the truth.

PBWC SENIOR LEADERSHIP SUMMIT PBWC SENIOR LEADERSHIP SUMMIT

What is Unconscious Bias? Unconscious bias refers to errors in judgment that cause people to make choices that unwittingly favor one group over another.

Unconscious Bias:

• is a normal part of decision-making

• is created and reinforced by our environments and experiences

• is how our unconscious minds fills in gaps when faced with incomplete data

• often occurs when decisions are being made quickly, with too much information to process thoroughly

• can influence everything from product decisions to interactions between coworkers

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PBWC SENIOR LEADERSHIP SUMMIT PBWC SENIOR LEADERSHIP SUMMIT

Impacts of Unconscious Bias

• We must learn how unconscious bias can affect our perceptions, decisions, and interactions

• Areas where unconscious bias can play an important role:

- Hiring

- Performance evaluations

- Promotions

• We must raise awareness about unconscious bias and take action to reduce it

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PBWC SENIOR LEADERSHIP SUMMIT PBWC SENIOR LEADERSHIP SUMMIT

Case Study: Unconscious Bias in Orchestral Auditions

• Top 5 U.S. orchestras were about 10% female in the early 1970’s

• Blind auditions became an industry standard in the late 70’s and early 1980’s

• By the mid-1990’s the Top 5 orchestras were composed of approximately 30% female

• The use of screens make women 50% more likely to advance to audition finals to compete for orchestra positions

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From Orchestrating Impartiality: The Impact of "Blind" Auditions on Female Musicians, by Claudia Goldin and Cecilia Rouse

PBWC SENIOR LEADERSHIP SUMMIT PBWC SENIOR LEADERSHIP SUMMIT 24

Global Case Study: ‘Blind’ Job Selections

Philippines Singapore

United Kingdom

Texas

California

Honduras

Germany

PBWC SENIOR LEADERSHIP SUMMIT PBWC SENIOR LEADERSHIP SUMMIT

Key Messages

• Unconscious biases are universal Everyone has them to some extent, regardless of their background

It does not mean that a person is racist, sexist, ageist, etc.

• Individuals can harbor biases against their own group Superiority or inferiority

Can harbor biases that contradict their consciously-held beliefs

• Most common unconscious biases Gender and ethnicity

Shown by researchers to affect decision-making in HR processes

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PBWC SENIOR LEADERSHIP SUMMIT PBWC SENIOR LEADERSHIP SUMMIT

Key Messages

• Unconscious bias is not specific to the U.S. It appears wherever there are majority and identifiable minority groups

• Awareness can reduce the effects of unconscious bias However, some biases are deeply rooted and can be difficult to eliminate

Post-process evaluations may be useful in identifying this type of bias

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PBWC SENIOR LEADERSHIP SUMMIT PBWC SENIOR LEADERSHIP SUMMIT

What can you do to mitigate unconscious bias?

• Determine your own unconscious biases Take Implicit Association Test (IAT) online from Harvard University

Encourage your peers and direct reports to do the same

• Begin every decision-making processes with education Inform decision-makers are the role unconscious bias may play in the process

Use Verna Myers TED Talk on Unconscious Bias to educate colleagues

• Use specific criteria to evaluate all candidates equally and fairly

Criteria should be skills and performance-based

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PBWC SENIOR LEADERSHIP SUMMIT PBWC SENIOR LEADERSHIP SUMMIT

What can you do to mitigate unconscious bias?

• Are you evaluating candidates from an “outsider’s” perspective?

Would they agree with your logic?

• Are you selecting people with similar backgrounds and experiences as you?

Why are you rejecting people who are different?

Are you using skills and performance-based criteria?

WE MUST COMMIT TO CHANGE!

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PBWC SENIOR LEADERSHIP SUMMIT PBWC SENIOR LEADERSHIP SUMMIT 29

PBWC SENIOR LEADERSHIP SUMMIT PBWC SENIOR LEADERSHIP SUMMIT 30

The Missing 33%™

Usha Pillai Wade Ph.D., Senior Consultant Leading Women

© Leading Women. All Rights Reserved.

PBWC SENIOR LEADERSHIP SUMMIT PBWC SENIOR LEADERSHIP SUMMIT

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

Job Group 3-4 Job Group 5-6 Job Group 7-9

Men

Women

Middle Management

Senior Management Executive Level

There are millions of women leaders.

They’re leading from the middle.

© Leading Women. All Rights Reserved.

PBWC SENIOR LEADERSHIP SUMMIT PBWC SENIOR LEADERSHIP SUMMIT 32

Why are so many women

mired in the middle…

…and what must be done to

take them to the top?

© Leading Women. All Rights Reserved.

PBWC SENIOR LEADERSHIP SUMMIT PBWC SENIOR LEADERSHIP SUMMIT 33

The Missing 33%™

Closing the Leadership Gender Gap

at the Top

© Leading Women. All Rights Reserved.

PBWC SENIOR LEADERSHIP SUMMIT

Achieve and Sustain

Extraordinary Outcomes

Engage the Greatness in

Others

Use the Greatness in You

© Leading Women. All Rights Reserved.

Leadership

is using the

greatness in you

to achieve and

sustain

extraordinary

outcomes

by engaging the

greatness in

others.

Susan L. Colantuono

Achieve and Sustain

Extraordinary Outcomes

PBWC SENIOR LEADERSHIP SUMMIT

Criteria for Hi-Potential Designation

and Executive Positions

© Leading Women. All Rights Reserved.

© Leading Women. All Rights Reserved.

Achieve and

Sustain Extra-

ordinary Outcomes

Engage the Greatness in

Others

Use the Greatness in

You

Achieve and Sustain

Extraordinary Outcomes

Engage the Greatness in

Others

Use the Greatness in You

Business Strategic Financial Acumen

The Missing

33%

PBWC SENIOR LEADERSHIP SUMMIT

© Leading Women. All Rights Reserved.

The Missing

33%

Engage the Greatness in

Others

Use the Greatness in

You

That’s a

given!”

Business

Strategic

Financial

Acumen

PBWC SENIOR LEADERSHIP SUMMIT PBWC SENIOR LEADERSHIP SUMMIT 37

© Leading Women. All Rights Reserved.

The Missing

33%

Engage the Greatness in

Others

Use the Greatness in

You

Self Promote

Negotiate

Comm Skills

Get a Mentor

Network

Speak Up

Engage Team

Confident

Set Goals

Be Assertive

Personal Brand

Conventional Advice

to Women

Criteria for

Advancement

PBWC SENIOR LEADERSHIP SUMMIT PBWC SENIOR LEADERSHIP SUMMIT 38

© Leading Women. All Rights Reserved.

Career Start Success in Middle

Management Senior/Executive

Hone People Skills

Self-Promote

Be Confident

Engage Your

Teams

Be Assertive

Get a Mentor

Set Career Goals

Develop Your

Personal Brand

Negotiate. Ask!

Speak Up!

Network!

PBWC SENIOR LEADERSHIP SUMMIT PBWC SENIOR LEADERSHIP SUMMIT 39

© Leading Women. All Rights Reserved.

Manage Execution

Drive for Results

Team Skills

Develop Others

Network & Influence

Earns Respect

Self Knowledge

Integrity

Resilience

Messages in Talent and

Performance Systems

The Missing

33%

Engage the Greatness in

Others

Use the Greatness in

You

Criteria for

Advancement

Typical talent and

performance systems

won’t close the

gender gap at the

top.

PBWC SENIOR LEADERSHIP SUMMIT PBWC SENIOR LEADERSHIP SUMMIT 40

© Leading Women. All Rights Reserved.

“I had 2 protégés – a man

and a woman. I helped the

woman build confidence

and the man learn the

business…I didn’t realize I

was treating them

differently!

Global Company Executive

Managers’

unexamined

mindsets won’t close

the gender gap at the

top.

PBWC SENIOR LEADERSHIP SUMMIT PBWC SENIOR LEADERSHIP SUMMIT 41

© Leading Women. All Rights Reserved.

Take Line, International & Strategic

Jobs

Hone Biz Savvy

Presence

Mentoring that earns

Sponsorship

External Strategic

Relationships

Align Teams to Business

Strategy

Executive, Board & Media Communication

Skills

Career Start Success in Middle

Management Senior/Executive

Proven Business Acumen

Strategic Acumen

and Track Record

Actions Based on Financial Acumen

IDEAS IN ACTION

PBWC SENIOR LEADERSHIP SUMMIT PBWC SENIOR LEADERSHIP SUMMIT 42

© Leading Women. All Rights Reserved.

IDEAS IN ACTION

PBWC SENIOR LEADERSHIP SUMMIT PBWC SENIOR LEADERSHIP SUMMIT 43

© Leading Women. All Rights Reserved.

IDEAS IN ACTION

• Boards: Proportional successor pools

• CEOs: “What are we going to do about that?”

• HR Execs: Embed The Missing 33%

• Managers: Examine your mindsets

• Women: Be ambassadors

PBWC SENIOR LEADERSHIP SUMMIT PBWC SENIOR LEADERSHIP SUMMIT 44

© Leading Women. All Rights Reserved.

“…reporting

directly to the

Chief

Information

Officer.”

Achieve and

Sustain Extra-

ordinary Outcomes

Engage the Greatness in

Others

Use the Greatness in

You

PBWC SENIOR LEADERSHIP SUMMIT PBWC SENIOR LEADERSHIP SUMMIT 45

PBWC SENIOR LEADERSHIP SUMMIT PBWC SENIOR LEADERSHIP SUMMIT

ENGAGE AND TAKE ACTION

• 1 Personal Goal

• 1 Goal for you to Champion at your Company

• 1 Goal for PBWC to drive

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PBWC SENIOR LEADERSHIP SUMMIT PBWC SENIOR LEADERSHIP SUMMIT 47