1. Stepping up from the Middle Wendy Fox Kirk

2. The State of Play in the US McKinsey 2015 – A CEO’s Guide to gender equality

3. Education mainly women

4. Do women want to advance?

5. Advancing to the C-Suite

6. Women’s Patterns in HE 1.Women don’t apply for senior roles 2.Women expect others to notice their excellent practice 3.Women recognize that more visibility means more risk 4.Women feel the need to hide family issues which impact on work 5.Women feel that they have to move around to achieve career progress

7. What is happening? Often no real commitment from the top Women have dual responsibilities, work and home Unconscious bias Double standards Double bind

8. We like our leaders male!

9. Women’s view

10. The role of the brain We are sensemaking organisms Categorization is useful Stereotyping is a form of categorization An unconscious/automatic process Dominant ideas come from society

11. Unconscious Bias – Double Standards Stereotypes are resistant to change Same behavior in men and women is evaluated differently Scott & Brown (2006) findings, subordinates

12. Images of leadership Agentic Assertive Confident Decisive Independent Competitive Direct Communal Expressive Intuitive Collaborative Patient Empathic Dependent

13. Leadership is Male! There is a mismatch between stereotypical female qualities and those we expect for leadership

14. In a double bind When women are confident and assertive they are perceived as arrogant or abrasive When women act in stereotypically feminine ways, they are liked but not respected, considered to be too emotional or kind to be a strong leader

15. What does it all mean? Just ‘leaning in’ is not always possible Take care if speakers tell you to be more like men Example is negotiation skills

16. Negotiating pay Linda Babcock – Women Don’t Ask (2007) 52% of male MBAs negotiate pay 17% of female MBAs negotiate pay Later, multiple studies show that when women and men engage in the same assertive salary negotiations, women get punished for not accepting the first offer and asking for more

17. Subtle, pervasive, difficult to challenge

18. Women at the top: What do they do? Research from HE globally Almost all had received sponsorship, usually from a male Most had moved around Most had developed their networks Most had taken on difficult, visible projects Around half were asked to step up but were expected to keep their existing role They were often asked to take on ‘difficult’ roles. Different paths to success (moved up from entry level, joined as an organizational functional expert e.g. finance or actively sought difficult to recruit or unwanted roles)

19. What works well for women? Beware negative self-talk ‘I have told myself that this person doesn’t want to work with me or that I wouldn’t get that role. It is a record playing in my head and I didn’t test the message, to see if it was true.’ Let senior leaders know your career goals ‘The minute I became directive about what I wanted, my career went on a fast track.’ Ask for visible stretch projects Actively plan your career Search out a sponsor (doesn’t have to be female) Identify organizations which have good practices and leave those which don’t

20. Be a part of a supportive network Build your network Associate with those who challenge and support you Avoid those who drain or overload you Surround yourself with people who believe in equality for all

21. Steps to Stepping Up Madonne Minor - Provost Brenda Kowaleski – Associate Provost Jan Winniford – VP for Student Affairs Adrienne Andrews – Chief Diversity Officer Cherrie Nelson - Assistant VP HR Doris Geide-Stevenson – Chair of Faculty Senate

22. Thank you!