NOHRPS January 19, 2012 Diversity and Gender Differences in the Workplace

1. NOHRPSJanuary 19, 2012Diversity and Gender Differences in the Workplace Barbara J. Danforth, Sr. Vice President Ratliff & Taylor

2. DIVERSITYEveryone has been talking about it, who is making legitimate progress? For at least the past 25 years, we have been participating in diversity seminars and yet little progress has been made in Northeast Ohio in diversifying top corporate leadership. Current research confirms that when diverse opinions and perspectives are added to a shared pool of knowledge, the result is more creative problem-solving and better decision-making. Organizations that do not diversify their senior leadership teams will be at risk of losing the war on talent as baby boomers exit the workforce.

3. DIVERSITYEveryone has been talking about it, who is making legitimate progress? For at least the past 25 years, we have been participating in diversity seminars and yet little progress has been made in Northeast Ohio in diversifying top corporate leadership. Current research confirms that when diverse opinions and perspectives are added to a shared pool of knowledge, the result is more creative problem-solving and better decision-making. Organizations that do not diversify their senior leadership teams will be at risk of losing the war on talent as baby boomers exit the workforce.

4. National Numbers Women & Corporate America There are __ female Fortune 500 CEOs For Fortune 501-1000 companies, there are __ female CEOs Women in Government Women hold __ of the 100 Senate seats Women hold __ of the 435 seats in the House of Representatives of the current governors are women

5. National Numbers (continued) Women & Economics Women in the workforce earn for every dollar a man earns3 Women in management and professional-level positions in the U.S. earn for every dollar a man earns3 There were women on the Congressional Stimulus Package Conference Committee

6. National Numbers (continued) Women & Corporate America There are 18 (3.6%) female Fortune 500 CEOs1 For Fortune 501-1000 companies, there are 17 (3.5%) female CEOs1 Women in Government Women hold 17 (17%) of the 100 Senate seats2 Women hold 76 (16.8%) of the 435 seats in the House of Representatives2 6 of the current governors are women 1Women CEOs of the Fortune 1000, Catalyst, September 2010 2U.S. Women in Management, Catalyst, March 2010 3Clerk.house.gov, September 2010 4Women in Government, July 20091Women CEOs of the Fortune 1000, Catalyst, September 2010 2U.S. Women in Management, Catalyst, March 2010 3Clerk.house.gov, September 2010 4Women in Government, July 2009

7. National Numbers (continued)

8. Local Numbers In Northeast Ohio, __ out of 40 of the highest-paid CEOs are women Only __ out of the 40 highest-paid non-CEOs are women Of the 41 largest privately held companies, __ has/have a woman as the top executive1 Of the 54 largest public companies, __ has/have a woman as the top local executive

9. Local Numbers In Northeast Ohio, 0 out of 40 of the highest-paid CEOs are women1 Only 3 (7.5%) out of the 40 highest-paid non-CEOs are women1 Of the 41 largest privately held companies, 1 has/have a woman as the top executive2 Of the 54 largest public companies, 1 has/have a woman as the top local executive1 1Crain�s Cleveland Business Book of Lists 2012 2As of January 2012, there are 2 women who are top executives of privately held companies with the appointment of Deborah Read, Managing Partner, Thompson Hine LLP 1Cleveland Crain�s, Book of Lists 2010 2Cleveland Crain�s, June 20101Cleveland Crain�s, Book of Lists 2010 2Cleveland Crain�s, June 2010

10. Games Children Play Boys at play and what they learn: Play outside on teams of 10-15 Learn: How to be a good team mate, team loyalty Competitive games with the objective to win, like basketball, football, soccer, baseball Learn: Competition is good, winning is all-important Games have a clear goal and clear set of rules Learn: Goal oriented There is hierarchy - coach, team captain, star player, average player, bench warmer Learn: Place in hierarchy, stay in that place Follow coaches� instructions Learn: Coaches� instructions are not subject to discussion Learn: Coaches� criticism will improve performance Distinguish themselves so they won�t warm the bench Learn: The art of bragging, one-upmanship Resolve disputes so they can continue playing Learn: Conflict resolution Play with boys they don�t like Learn: Winning is what matters When the game is over, the game is over

11. Games Children Play Girls at play and what they learn: Play in small groups of 2 or 3 Learn: Relationship building Non-competitive games, like dolls, house Learn: Competition is not good, it endangers relationships Conflict is to be avoided Learn: Take turns and get along A shared power structure Learn: Everyone is equal Objective is to keep everyone happy Learn: Find win/win results Play only with people they like Learn: Importance of building relationships, which you can only do with people you like There are no goals or rules Learn: Negotiate how game will be played The game is never over Learn: Broken relationships last forever

12. Communication Styles Goal-Oriented vs. Process-Oriented Communication Male model: Linear thinking, bottom �line communication Goal: Problem-solving, decision making Goal oriented Respects hierarchy Aggressive, interrupts Authoritative Female model: process thinking, process communication Goal: Build or strengthen relationships Builds consensus Maintains flat/shared power structure Polite, waits for turn in discussion Hedges opinions

13. Coaching for Excellence:Communication Strategies for Women Communication habits to avoid: Hedges This may be a stupid idea, but . . . This may not work, but . . . I�m not sure about this, but . . . False questions I believe that this is the best solution? Getting the budget approved was difficult? Statement tags This is a good outcome, right? I will complete this part of the project, okay?

14. Coaching for Excellence:Communication Strategies for Men Communication habits to avoid: Aggressive, argumentative speech patterns, interrupting Male bantering (�friendly� name calling, playing one-upmanship) Dominating the discussion Letting your ego do the talking, admit when you are not sure of the accuracy of your statement Making the decision may not be only goal (consider the value in consensus or relationship building)

15. Decision-Making Male model Goal-oriented Rapid-paced with immediate move to implementation Recognizes hierarchy End result of verbal bantering Female model Process-oriented Comprehensive, time consuming Consensus directed, maintains flat/shared power structure Enhances relationships Coaching for Excellence Flex natural style to accommodate audience and context In crisis, quick decision necessary With new team, building consensus may be critical Measure twice, cut once and move on

16. Negotiating Male approach: �Is that all?� Necessary part of the �game� Almost everything is subject to negotiations Always ask for more than you want Quantify what you expect to receive Female approach: �Thank you� Unnecessary because hard work will be recognized and rewarded Excellent in negotiations for clients, but not for own interests Very few things are open for negotiation It is very difficult to assess value as a baseline It is impolite to ask (for what you have earned) Coaching for Excellence Provide negotiating skill-building training and opportunities, particularly for women Do not (unconsciously) penalize women for not negotiating Encourage and reward good negotiations

17. Coaching for Inclusion & Excellence Male employees: Raise awareness about gender differences Importance of knowing audience and flexing to its communication style Recognize that win/lose is not only option Female employees: Raise awareness about gender differences Know your audience, flex to its communication style Recognize that win/win is the most desirable option

18. Valuing Differences Women and men bring different, but equally valuable assets to the business table. The wise leader raises her/his awareness about the differences and creates an environment in which they are included and valued. When diverse opinions and perspectives are added to a shared pool of knowledge, the result is more creative problem-solving and better decision-making. Gender stereotyping is so ingrained in our culture, it is often invisible. Discrimination frequently occurs not as the result of intentional or malevolent intent, but from ignorance. Knowledge destroys ignorance and minimizes stereotyping. I invite you to return to your respective departments and teams and observe behaviors and responses with a new awareness of gender differences. Educate your team, and coach the individual team members for inclusion and excellence.

19. Diversity and Gender DifferencesDiscussion � Q & A