How can Singapore businesses support women leaders?

THE spotlight on diversity and inclusion is now brighter than any other time in history. Companies and individuals over the last few decades have been working to enable more women to thrive in leadership positions.

While there is progress, there are still challenges to not only women, but also to the companies that employ them and the people that lead them.

Even though women in Singapore have made huge strides at the workplace lately with the country having a high percentage of female chief executive officers, there is so much more that needs to be done in terms of driving equity for all.

In the most recent McKinsey’s Women in the Workplace 2022 report, we still see that one of the main reasons female talents leave companies is because “they want to advance, but they face stronger headwinds than men”. These are just one of the many roadblocks holding back women as they look to reach the next milestone in their journeys.

When it comes to being a leader, a general perception has been that as a woman you have to pursue male traits – there has never been a better opportunity for us to counter this tide.

In recent years, especially since the pandemic, there have been conversations around new human-centred leadership skills or power skills like empathy and vulnerability, which every single leader needs to have.

Statistically, females tend to have these skills more naturally, which is good news for us. This is the time to embrace these traits and believe in them as the foundation for future success.

Helping women build their own brand

Another women’s survey reported that 75 per cent of respondents disagreed with the statement that “women lack key skills required to be successful leaders”. However, half of the respondents agreed that “women underestimate their ability to lead”.

Can companies help boost their confidence and belief in their abilities? The answer is, yes.

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Rather than have a one-size-fits-all approach, companies must develop a tailored leadership development programme that leverages the natural skill sets of women and enables belief in their own strengths. This is possible through in-depth reflection, dialogue and action planning. Coaching can help understand strengths and act as a guide and soundboard.

Tapping into your authentic strengths is the core of building your own brand. In fact, companies must look at potential leaders through an individual lens rather than grouping them based on gender. A strength-based approach to leadership development is a must.

Spotlight leaders, be they males or females, who possess human-centred leadership skills. Even now, the male way is how success or leadership looks – we need to drive collective systemic change and one way this can happen is with role models.

Shifting the dialogue

The dialogue needs to change. It doesn’t need to be about what women lack and therefore what they need to do to be fit to lead in a male-dominated boardroom. Make it more about what they are proud of, what valuable skill sets they have, what relevance they can bring to the workforce.

There is a direct relationship between human-centred strengths and business outcomes, such as a high-performing team. Give them opportunities, roles and projects that can leverage their strengths and boost those strengths.

Letting go of unconscious biases is another step. For example, an unconscious bias can often lead managers to encourage women to be collaborative instead of assertive, and to “cope with office politics” rather than expand their area of influence.

A tailored approach

Women are far from monolithic, and any attempts to create a blanket solution for women in the workplace are destined to fizzle.

In an attempt to break down the complexities of increasing support and empowerment of women in business, businesses can map key phases of the employee experience where specific support of each woman’s unique needs can springboard their development as leaders.

Tackle inclusion from the onset of employee interactions that may include transforming the language in your job post to make it more neutral and gender, for example.

Leaders should create a culture that considers parenting as an asset or training period in which women develop leadership skills, and focus on their strategic and qualitative contribution rather than time spent at work.

While there are many factors that work against women and their colleagues throughout their career paths at present, we can turn challenges into opportunities, and roadblocks into stepping stones.

The writer is director of behavioural science at CoachHub APAC