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Ceiling, Cliff or Labyrinth – Time’s Up! Let’s Reframe the view!

This presentation explores women in executive leadership, gender inequality, and navigating career labyrinths in the healthcare industry. It discusses the current state of women in the workforce, the lack of women in CEO positions, gender inequality recognition, and the influence of stereotypes in leadership. The presentation offers strategies for creating our own GPS system (Goals, Peers, and Style) and reframing our view of success.

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Ceiling, Cliff or Labyrinth – Time’s Up! Let’s Reframe the view!

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  1. Ceiling, Cliff or Labyrinth – Time’s Up! Let’s Reframe the view! HFMA Northeast Ohio Chapter March 21, 2019Patti DePompei, PresidentUH Rainbow Babies & Childrens and MacDonald Women’s Hospitals

  2. Outline • Women in executive leadership – how are we doing? • Gender inequality recognition, systems that perpetuate it and how we respond • Time’s Up! Navigating our career labyrinths by creating our own “G.P.S.” systems

  3. “As with anything in life, when you have certain experiences at pivotal times, they shape you.” Elaine Cassidy

  4. Women in Executive Leadership – How are we doing?

  5. Women in the Workforce • There are 74.6 million women in the civilian labor force. • Almost 47 percentof U.S. workers are women. • More than 39 percentof women work in occupations where women make up at least three-quarters of the workforce. Source: U.S. Department of Labor

  6. Women in Executive Leadership • Today, only 26 women are in CEO roles at Fortune 500 companies, making up 5.2% of the female population. • The stats stay virtually the same for women CEOs of Fortune 1000 companies at 5.4%, showing that there is little movement of women making up these high-ranking positions as company leaders. Source: Pew Research

  7. “Dismal statistics show there are fewer female CEOs in healthcare, even though most workers are women” - Business Insider, March 2019 • The US healthcare workforce is female-dominated, but healthcare companies' C-suites are the opposite. • Only 33% of senior leaders at healthcare companies are women, including just 13% of CEOs, the report found. Source: Business Insider, March 2019

  8. Women in Healthcare Leadership

  9. Gender Inequality Recognition

  10. Gender Inequality

  11. We have made progress with next generation – right? • Perspective of a grandmother in Shangai • Results from the Global Early Adolescent Study: 1. Partnership between the Johns Hopkins School of Public Health, the World Health Organization, and the United Nations Population Fund. 2. Began in 2014 and is the first to assess the emerging notions of gender and sexuality in adolescent ages 10 to 14. • Findings: 3. Around the world, children receive similar stereotype-reinforcing messages.

  12. Deeply Rooted Perceptions….. https://www.bing.com/videos/search?q=children%27s+views+gender+stereotypes&&view=detail&mid=ABCBE513E48E26FC7B6AABCBE513E48E26FC7B6A&&FORM=VRDGAR

  13. Association to women in leadership • Not surprisingly, the stereotypes influence assumption to leadership positions. • Gender stereotypes suggest that members of each group are well-suited to specific social roles: (e.g., business executive, parent). • For the past 10 years Jost*has been developing and testing "system justification theory," which seeks to explain why people consciously and unconsciously perpetuate and rationalize the status quo. • Stereotypes and biased social judgments are common ways in which inequalities in the system become self-perpetuating, according to the theory. *Source: Stanford business “Stereotypes do reinforce the status quo”

  14. Observations from healthcare settings • Trends in promotion also appear to play a big role. • Healthcare is an industry that usually promotes from within, rather than hiring executives from outside, per the report. That could make unconscious factors — and bias — play more of a role. • Additional factors: “Manterrupting” “Male bonding” • Impostor syndrome

  15. Time’s Up! Navigating our own GPS

  16. Our journey as women • Webster:“A complicated irregular network of passages or paths in which it is difficult to find one's way; a maze.” • Re-framed:“A complex journey toward a goal worth striving for. “* Source: Eagly and Carli, HBR *Source: Eagly and Carli, Harvard Business Review

  17. Creating our own “GPS”: Goals, Peers and Style • Alicia Craig, a Pitt grad student research the idea of personal “GPS” creation. • Her findings provide on strategies used by women to navigate the labyrinth • A number of strategies were identified in Alicia’s data, but three significant themes emerged among the women she interviewed. These themes were described as a personal “G.P.S. System,” which stands for “Goals, Peers and Style.” Source: Huff Post, April, 2017

  18. Goals • Be clear about our goals personal and professional • Clarity of purpose helps to successfully make critical decisions • Labyrinth navigation sometimes means developing your own new definition of success • Think of life as a series of stages Example: Create your own mission statement

  19. Mission Statement: A Call to Action Greater University Circle (GUC) Socioeconomic Factors • $18,500 median householdincome • 24% unemployment Health Outcomes • Infant mortality = 18.6 per 100 births (Significantly higher than the Cuyahoga County average of 8.7 per 100 births) • Significant disparities: African American infant mortality 6x higher than non-Hispanic whites* • Approx.11% of children <6 yrs estimated to have lead poisoning (4X national average) 12/3/2018

  20. Community Needs Assessments Assessment Findings • Trust between community and institution • Mental/behavioral health services access • Dental care access • Access to and knowledge about healthy food • Inclusion of men/issues with marginalization of men in the community • Multi-generational care • Peer-peer support • Parenting and education support • Groups– for education, clinical care, support • Transportation • Economic opportunity/workforce development • Community safetyand violence prevention 12/3/2018

  21. UH Rainbow Center for Women & Children Newly-constructed facility of UH Rainbow Babies & Children’s and UH MacDonald Women’s hospitals with 100% capital funding attained through philanthropy and new market tax credit allocation Located in a federally designated medical/dental underserved area Aims to be a highly-accessible medical home with wraparound services, within an academic center of education and research Services include: • Primary Pediatrics and OB/GYN • Centering Pregnancy/Parenting • Maternal Fetal Medicine & Imaging • Integrated mental health and addiction services • Optometry • Dental • Pharmacy • Women/Infants/Children (WIC) Office • Medical/Legal Partnership • Social needs navigation 12/3/2018

  22. Peer Support • Form strong peer relationships within your own network aka “Building a sisterhood” • Research consistently supports the linkage between “social capital” and a leader’s advancement

  23. Style • Embrace your own style and choices • Stay true to your ideals • Consciously seek to stretch your comfort zone

  24. In Summary…. • Gender inequality in the workplace remain • Leadership roles in healthcare for women can be particularly challenging • Healthcare affords us the opportunity to truly create a positive impact or legacy • It is possible to successfully navigate the barriers through re-framing the view

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