How ceos can put gender balance on the agenda at their companies

Global employees and customers are more gender balanced than ever before. Women make up half the U.S. workforce, drive 80% of consumer buying decisions and represent 60% of global university graduates. Gender balance is a big business opportunity, with huge economic implications. It boosts bottom-line results, drives growth with new customer insights, and enhances productivity with better talent acquisition and retention. Companies whose executive teams are more gender balanced report higher profitability.

But the topic of gender balance often elicits emotional reactions from both men and women. That’s why addressing it requires leaders to be what I call “gender bilingual.” As a CEO, do you understand why it’s such an important issue — for your workforce and your customers? Here are the facts, feelings and framework you need to lead the change.

THE FACTS

— UNDERSTAND THE BIG PICTURE. CEOs need to understand why gender balance offers their company a competitive opportunity. If you’re not convinced, your team won’t be either. When it comes to gender balance, a lot of people don’t get it, don’t like it or, frankly, resist it. That’s why the CEO needs to be well-versed at explaining why gender balance is so important.

— KNOW YOUR NUMBERS. How balanced is your company? Do you have a recruitment, retention or promotion issue? Are men and women split by level, role, function? What’s the gender split of your customers, users or purchasing decision-makers? Too often, companies are focused on analyzing only their internal balance challenge. Yet the real opportunity lies in reaching more customers and stakeholders. Make sure your team identifies the organization’s issues before you start trying to solve them. Too many companies waste time and money recruiting more women when the real issue is that they aren’t retaining or promoting them.

— DISTINGUISH BETWEEN REAL DIFFERENCES AND STEREOTYPES. To engage both men and women effectively, you need to find the messages that resonate with all of your employees and customers. Many CEOs insist that they are “gender blind.” But here’s where I argue that being gender bilingual is more important. This means we understand different cultures and build bridges between them to include everyone. It also means replacing women’s networks and other women-branded initiatives with inclusive approaches that unite men and women.

THE FEELINGS

— SET THE TONE. What you do and say as the CEO defines your company’s attitude toward gender. Are you explaining and leading the company’s efforts? Who is accountable for the change? If it isn’t you and your executive team, you’re wasting your time.

— BE INCLUSIVE. Do you make sure that all voices are heard and integrated into strategies and solutions? Or do you let the noisy extroverts dominate the conversation? Getting the best out of everyone on your team takes attention. As CEO, you need to use language that is inclusively neutral but doesn’t fall into inauthentic political correctness. Insist on meritocracy. Avoid goals such as “having the leadership team be 30% women by 2020.” Instead, talk about “talent,” “customers” or “balance” — words that avoid alienation as you create a more representative balance.

THE FRAMEWORK

— MAKE IT STRATEGIC. Where, when and with whom you discuss gender issues define their relevance to your business. Point out the link to your business goals. Talk about it in key management meetings. Don’t delegate to human resources or think that a woman is better able to address the issue. Reward managers who build balanced teams. Groom your successor to buy into balance too.

— MAKE IT PERSONAL. Share your personal life. The more what you talk about includes elements of your life, the more permission you give your employees to bring their whole selves to work. Proactively recognize your employees’ life changes, such as marriages, illnesses, babies and deaths, but be gender neutral in all discussions about parenting or family. Replace references to maternity leave with parental leave. And don’t assume that the major reason there is a gender imbalance in your company is because women are “choosing” to have families.