Competency and Performance Solutions

Ansgar Gabrielsen, a male Norwegian businessman and politician, is an expert on the details of a 2007 Catalyst study, The Bottom Line: Corporate Performance & Women’s Representation on Boards,

Gabrielsen’s focus has not been on gender equality. His interest is in “the fact that diversity is a value in itself, that it creates wealth.” He is part of a movement has led to a law that requires all listed Norwegian companies to have at least 40% of women on their boards.

Despite much outcry about the law, research findings show that companies with the highest representation of women on their top management teams perform better financially than groups with the lowest female representation. The Norwegians have therefore made diversification mandatory, on the basis that  increased profits can be, and are, achieved through diverse boards, and that a company’s primary responsibility is to act in the best interests of its shareholders by maximizing profits.

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Research shows that even young, highly-educated and assertive women do not ask for what they want, or know how to maneuver their way through systems that penalize them for asking.

The cost, to both women and organizations, is high.

Research proves that when women do ask for what they want, they do not do so as clearly, quickly or as often as men do. GenX and GenY women are following in the footsteps of their Boomer and Traditional predecessors in this pattern.

Women also tend to think that what is offered (“what is on the table”) is all that is available. Men draw on their socialization (which includes things like being taught how to slip the Maitre d’ a few bucks for a better table) and assume that their wants and needs might be met if they speak up, irrespective of what seems to be on offer.

Organizations suffer. Their valuable women work and wait for rewards or options, then one day, *poof*! They’re working for your competitor or running their own small business, and you’re saying “why didn’t she TELL me she wanted that position, the same salary as John, that title, a new computer screen, a more flexible schedule, a space heater? It would have cost so little … a tiny fraction of what this is costing us now!”
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