- 1). Evaluate leadership positions to ensure that women senior executives receive equal development opportunities that can lead to board of director positions. Decision-makers should be held accountable for ensuring that women in leadership positions are offered the chance to work closely with the executive team on strategic projects and financial priorities. This allows women leaders to develop a network of constituencies necessary for board participation.
- 2). Review corporate priorities to ensure initiatives are in place to help female executives reconcile work and family life. Because many women face a higher burden of family responsibilities than men, allowing more flexibility in work options can help level the playing field for women in top management. If the company lacks concrete work-life initiatives, consider offering on-site childcare facilities, spouse relocation, telecommuting or performance evaluation systems that neutralize the impact of parental leaves and flexible work arrangements, all of which can help keep women leaders on the fast track.
- 3). Track involvement of women executives in networking, mentoring and skill-building programs to ensure comparable participation with male executives. Training and coaching forums present opportunities to raise the profile of women leaders in an organization. It is important for companies to encourage women executives to take an active role in such meetings if female participation is low.
- 4). Measure company performance regarding how senior women leaders are hired, retained, promoted and developed. Because what gets measured gets done, include gender-diversity indicators in performance reviews for departments involved in hiring and management development. Companies also can develop surveys on gender-related issues to track outcomes and trends in relation to corporate diversity and inclusion initiatives that concern female leaders. The results of such tracking can be directly linked to determining strategic objectives and resource allocation.
- 5). Monitor corporate leadership and management development programs to ensure they take into account gender diversity. Close attention to indicators of progress by the executive team is the most important driver to increase the number of women at the top of corporations, according to a 2010 survey by McKinsey and Co. Executive teams can insist on gender-specific hiring goals and diverse candidate nominations for leadership positions.