As another year winds down, I’m still finding inspiration and encouragement in the words of The Catalyst Canada Honours champions who have filled this space over the past three weeks.

And then I get a cold splash of reality with the release last week of the Catalyst Census of Fortune 500 companies in the U.S. In brief, there has been no progress in the representation of women at senior executive and board positions in the past six years. The Census indicates that:

• Women held 16.1% of board seats in 2011, compared to 15.7% in 2010.

• About one in ten companies had no women serving on their boards.

• Women of colour still held only 3% of corporate board seats.

• Women held 14.1% of Executive Officer positions in 2011, compared to 14.4% in 2010.

• Women held only 7.5% of Executive Officer top-earner positions in 2011, while men accounted for 92.5% of top earners.

• Less than one in five companies had 25% or more women Executive Officers and more than one-quarter had zero.

In February, we’ll learn how Canada’s FP500 companies are performing in the representation of women on their boards, but we have no reason to anticipate that corporate Canada is more dynamically diverse than their counterparts south of the border.

We know that the presence of women in the boardroom has a positive effect on the bottom line. We know that diverse boards are more agile in dealing with a rapidly changing business environment. We know that women will be an important part of the response to an aging population and a shrinking workforce—and we know that other nations are taking steps to promote women and achieve the diversity that will give a competitive edge in the coming years and decades.

Taking my cue from Catalyst Canada Human Resources/Diversity Leader Michael Bach, I’m asking myself how I’m going to move out of my comfort zone to promote the advancement of women in business in 2012. Maybe it will be speaking up at social gatherings, or taking the time to encourage a young woman to expect more from herself and her career. Maybe it will be challenging an individual friend or colleague to change his or her views on diversity, or to act on these principles to sponsor a talented woman.

Change won’t happen until we step out and speak up for diversity and inclusion. Let’s make 2012 the year we change corporate culture, and make our businesses as diverse as our country.

Among the highlights of The Catalyst Canada Honours are the remarks by the champions themselves. And, in the ensuing days and weeks, these words of inspiration, and the glimpses they provide of personal struggle and achievement, are what I remember and ponder.

The Human Resources/Diversity Leader Champion, Michael Bach, shared his personal passion and belief that privilege brings the responsibility to make a difference. His challenge to the audience was to take bold, possibly unpopular actions and positions to impact the status quo. Michael asked us to consider why change is taking so long, and then left each of us with a personal challenge.

Watch Michael Bach at The Catalyst Canada Honours:

The Catalyst Canada Honours celebrates champions who have made diversity and advancement of women a hallmark of their careers. In this week’s CanCon, Emily Pomeroy, chair of the 2012 nominating committee, shares some reasons that you should consider nominating a champion you know, or applying yourself to be a 2012 Catalyst Canada Honours champion!

There seems to be a lot of frustration around inequality in the world today.

- Occupy movement protesters are frustrated with social and economic inequality.
- Food banks are frustrated with decreased donations and increased demand.
- Individuals are frustrated by unemployment challenges.
- Here at Catalyst, we’re pretty frustrated with the low representation of women in senior leadership.

I don’t know about you, but I end up feeling overwhelmed by these issues and don’t know how I could possibly do anything to make a dent in such large and systemic problems.

The answer, I think, is to do something. Take one step to improve one person’s life.

What if, tomorrow, you woke up and changed a woman’s career trajectory by championing her at work. What if you:

- Recommended her work to colleagues and clients?
- Invited her to present at your next senior leadership meeting?
- Connected her to your network?
- Advocated for her promotion during succession planning?

Catalyst knows that many people are doing great things to champion women. We speak with them every day. It’s probably you, or maybe one of your colleagues. If that’s the case, Catalyst wants to recognize and celebrate those efforts. Apply for The Catalyst Canada Honours 2012.

Last month, Catalyst honoured three more individuals who are exceptional champions of women’s advancement at a gala dinner with over 600 guests. Next year, we want to honour you.

So there is something you can do. It’s manageable, attainable, and you can start now.

The recent Catalyst report on sponsorship was based on interviews with sponsors and protégés, and yielded some eye-popping revelations of the powerful impact of sponsorship. For those of you who think sponsorship is only important to the protégé, read on….

Sponsorship impacts the broader organization.

Sponsors begin to develop a different perspective on the organization and what it needs to grow and thrive:

[Sponsorship] keeps me thinking about my own development, and it keeps me thinking about what I’m trying to achieve at [my company] from an employee perspective—like what kind of people do I believe [we] need to have to continue to grow, the right cultures, differences of opinion, different styles—it’s all healthy at any organization. Not everybody needs to be cookie-cutter. It’s made me more conscious of that and how important that is.

—Woman Sponsor

Sponsorship makes employees more loyal.

Organizations benefit from the loyalty and commitment that sponsors and protégés bring to the team.

I would argue that our most successful partners or the people with the best potential are the people who are sponsors. And the reason it’s so is because it’s a reciprocal relationship. My sponsor, I would run through a brick wall for him because of what he does for me. That’s how you build a team.

—Woman Sponsor

Not your father’s (or mother’s) sponsorship.

The days when sponsors tended to choose protégés who looked like them (and everyone else in the senior group) are disappearing. And that’s leading to a culture shift.

“Who are the ones that you’re sponsoring?” I don’t think anyone’s ever asked me that question. Just the fact that I’m going to get asked the question, I better be thinking about [it so no one] says, “Yeah, but these three guys look just like you. How are you helping to change the culture and the structure of the organization if you’re only creating opportunities for people who look just like you?…Show me where you’re not just mentoring, you’re coaching. You’re actually sponsoring somebody that is out of the mold.”

–Man Sponsor

Sponsorship is particularly impactful for women.

Catalyst research demonstrates that women start their careers at lower pay than their male colleagues, and they don’t catch up…unless they have a sponsor at the senior ranks of the organization.

I do think that women need more sponsorship…because there’s a tendency for people to be less risk-taking with women or diverse candidates than they are with non-diverse. And so if the risk appears to be higher, then there needs to be more tipping of the scale. That tipping of the scale comes from sponsorship.

—Woman Sponsor

Sponsorship opens doors for protégés.

While sponsorship can open doors for high-performing individuals, simply providing someone with an opportunity does not guarantee success. It’s up to the person being sponsored to deliver once given the opportunity.

[Sponsors] just open the doors, right? It’s up to you then to walk through the door and show that you are capable of finding the path.

—Man Protégé

Sponsorship is a core leadership competency for senior leaders.

Many organizations expect their senior executives to be sponsors. Some are committed to formal sponsorship programs to ensure the relationships work and provide benefits to the organization.

Sponsorship of high-performance [individuals] in order for the company to do better—because that performance can have a greater impact on the next level—is my job as a leader….I get paid to develop, nurture, and grow a leader. That’s my job.

—Man Sponsor

Looking for real-life examples of sponsors? You need look no further than The Catalyst Canada Honours Champions. These three outstanding individuals understand the power of sponsorship to change lives and influence corporate culture.

Read their bios, then look around your own organization. Who are your sponsorship champions?

As baby boomers retire over the next 15 years, the Canadian economy is relying on a steady stream of immigrants to replace them in the labour force. In fact, Statscan predicts that one out of every three Canadian workers in 2026 will have been born in another country.

That’s right. Fifteen years from now, one-third of the labour force will be immigrants, and many of them will be visible minorities. Businesses that have considered diversity as a “nice to do” for the HR department will be losing the battle to hang onto and attract talented employees to their competition, companies that are taking action today to integrate newcomers into their workforces.

A Catalyst survey team found that many visible minority respondents perceived that workplace barriers, such as lack of fairness in career advancement processes, an absence of role models, inequality in performance standards, and fewer high-visibility assignments, made advancement more difficult for them than for their white/Caucasian colleagues. In addition, visible minorities reported fewer developmental opportunities.

Given these perceptions, it’s no surprise that a smaller percentage of visible minority respondents believed senior management of their organization was committed to cultural diversity.

Employees report greater career satisfaction and organizational commitment—known to be related to greater productivity and profitability—when they feel their organizations’ career advancement processes are fair. And an important predictor of that sense of fairness was the perception that their senior leaders were committed to diversity.

The message? Canadian business leaders not only need to do a better job of encouraging the emergence of talented employees, they need to expand responsibility for diversity beyond the HR department, and link it to broad corporate objectives with a champion from the most senior ranks. TD Bank’s President and CEO Ed Clark demonstrates TD’s commitment to talent development by personally mentoring promising employees—which might explain why he was an inaugural Catalyst Canada Honours Champion, and Canadian CEO of the year for 2010!

Look around your workplace. Where does it fit on the diversity scale—and what can you do to nudge it higher?

Perhaps it’s because one million Canadians are of Indian descent, or because diversity is a defining characteristic of both India and Canada. But for some reason, the sounds, fragrances, and colours that I experienced during my recent visit to India felt strangely familiar.

Certainly, as I met with business leaders in Mumbai, Bangalore, and Delhi, our conversations about the challenges women face at work could easily have taken place in any Canadian city—struggles with work-life effectiveness and the lack of role models, mentors, and sponsors were at the top of the list.  (And who would have thought that a story about Canadian ice hockey would resonate with a business audience in Mumbai?)

However, the Indian cultural context adds layers of complexity to the issues facing women and organizations. Women in India are fighting battles that Canadian women have largely already won, for personal safety,  reliable childcare options, and more egalitarian societal assumptions about women’s roles. As a result, organizations are adopting programs that go beyond the flexible work arrangements or talent management practices that are familiar to North American ears. They are providing transportation to and from work sites, implementing recruitment programs that target women who have been out of the workplace, and reaching out to the parents and families of current and prospective employees.

The good news is that a hungry economy is creating jobs for young, educated Indians at an amazing pace, and organizations understand that women represent an underutilized talent pool. (Going to India, I expected to hear about the rapid pace of growth, but I wasn’t quite prepared to hear business leaders casually talk about hiring tens of thousands of people!)

Every day, some newspaper—and there are many—carried an article on the important role played by women. One talked about the growing number of women pursuing higher education and urged businesses to be prepared to open their doors to a generation of bright, well-educated, and confident young women. Another talked about the fact that the oldest woman in a family had been declared the “head of the household” for the purposes of a new program that will distribute food to families living in poverty. And in a story that is close to the heart of Catalyst researchers, “the gender gap” was the theme of National Statistics Day!

Each of these stories describes a country that is coping with the social and cultural jolts that accompany rapid growth. I’m thrilled that women are recognized as a critical success factor in navigating the changes, and I look forward to forging closer connections with India as Catalyst grows and learns from this amazing country.

Pride Month is an excellent reminder that the life experiences people bring to the workplace, as much as their talents and training, contribute to their effectiveness as employees and leaders. Brent Chamberlain, Executive Director of Pride at Work Canada, recently participated in Catalyst’s webinar to mark Pride Month. Here, Brent shares some insights on another, potentially transformative, event that took place this month.

___________________________________________________

At 8:30am on June 1, the first day of Pride Month, a group of senior executives entered a room. By the time two hours had passed, a national network of LGBT executive sponsors had formed.

The importance of this development should not be underestimated. After all, sexual orientation and gender identity aren’t exactly at the top of the diversity and inclusion pile for most companies. Therefore, it’s essential that LGBT employee resource groups have this kind of executive support.

But I digress. What of the event itself?

After months of planning, 21 of Pride at Work Canada’s 28 (at the time) Corporate Partners sent representatives to talk about the role of executive sponsors and how they can be game changers in the LGBT workplace arena. Some, like Garth Issett from IBM and Kasey Reese from TELUS, were veterans, while others had stepped up to the plate that very week to champion the issue. The mixture of individuals in the room, all bound together by a common purpose, made the event nothing short of extraordinary.

The event was kicked off by Mandy Shapansky, President and CEO (and LGBT executive sponsor) of Xerox Canada, who spoke passionately about her firm’s commitment to creating an inclusive workplace environment. Then, before the introductions had even ended, a participant looked around the room—shocked at the sheer level of seniority of those gathered around the table—and said, if this was how seriously his clients’ companies took LGBT issues, his firm needed to change, and fast.

And what better way to start the change? Being surrounded by peers gave the participants a better idea of what “good” looks like and how to start setting their goals internally.

The sponsors agreed on something else: they can’t bring about change on their own.  They need help from LGBT employee resource groups, from the members of the C-suite, and finally, from out lesbian, gay, bisexual, and trans-identified staff at senior levels of the organization.

Now that the event has finished, Pride at Work Canada is working with the sponsors to grow the network not only in numbers but also in strength. We have every hope that, one day, people will remember this as a giant step in creating a nation where all LGBT individuals can achieve their full potential at work.

The end of a successful event—and the beginning of a strong network for inclusive, effective workplaces!

Christine Silva, Director of Research at Catalyst Canada, recently attended the launch of an important new diversity initiative by General Counsels from a number of organizations. Ken Fredeen of Deloitte, one of the founders of the Legal Leaders for Diversity and Inclusiveness program, has been a true champion of diversity within his firm and his profession. We’re proud to count him as a friend and supporter of Catalyst Canada.

Here’s Christine’s take on the launch, and the inspiration shared by Ken and Lieutenant Governor David Onley.

_________________________________________________________

The launch of the Legal Leaders for Diversity and Inclusiveness program was an inspiring event, with around 40 general counsels of major organizations celebrating the initiative and considering their next steps.

A highlight of the afternoon was when The Honourable David C. Onley, Ontario’s Lieutenant Governor, spoke about the importance of accessibility. Having a disability himself, he candidly recounted his experiences facing barriers in his career. Interestingly, he said social media tools are reducing the challenge of being excluded from networks. But, in statements that could have come from a Catalyst report, he emphasized the importance of mentoring and visible role models, and called for a change in mindset to reduce stereotypes that affect hiring practices.

Mr. Onley also gave a series of examples of the wonderful employees you’d miss out on if you assumed disability meant inability. For example, the person in the wheelchair who requires a computer to speak might sound like an employee who requires too much effort. But that line of thinking would reject Stephen Hawking, arguably the brightest person in the world.

Ultimately, he said, success would be measured by a change in numbers: an increase in the workplace representation of people with disabilities to better reflect the population of Canada.

All the GCs in attendance signed a broad pledge to address diversity and inclusion (presumably it also includes gender, visible minority status, Aboriginal status, and sexual orientation, beyond ability). Each also has a list of individual actions he or she has committed to fulfilling, such as being an advocate or speaking frequently about diversity in the workplace.

Kenneth Fredeen, General Counsel at Deloitte, spoke on behalf of the founders of the program and shared two important thoughts.

First, he pointed out that the organizations represented in the room—as some of the largest clients of law firms—have an opportunity to use their considerable influence to sway firms to focus more seriously on diversity and inclusion.

Second, he made clear that this initiative is about helping people, and he encouraged attendees to think about how they want to look back on their careers. What will they be most proud of? Much more likely it will be work related to helping people and changing organizations for the better, rather than resolving any legal matters. This is their chance to have real impact, he said.

Inspiring words, and I agree.

Do we know how to pick them? Champions, that is. Another of our inaugural The Catalyst Canada Honours Champions has been recognized for making a difference!

First, our Champion in the Company/Firm Leader category, TD Financial Group President and CEO Ed Clark was named CEO of the year. Now Colleen Sidford, our Champion in the Business Leader category has been recognized for her solid business ability and dedication to the advancement of women.

Colleen, who is Vice President, Treasurer of Ontario Power Generation, Inc. (OPG), has been appointed president of Women in Nuclear Canada. She will also represent Canada on the WIN International board.

The appointment recognizes Colleen’s great contribution to advancing women in the male-dominated nuclear industry. She initiated emPOWERed Women at OPG to help women develop their networking, career development, and mentoring skills. When she was honoured at last year’s The Catalyst Canada Honours, more than 300 women had participated in the program and were acting as “diversity ambassadors.”

We’re proud to congratulate Colleen on this latest recognition by the women in her industry—and we’re proud to count her as a Champion and a friend of Catalyst Canada. Her example demonstrates what one woman and a powerful idea can achieve.

We’re beginning to sense a trend of even greater achievement by The Canada Catalyst Honours Champions. We suggest you watch for the announcement in June of The Canada Catalyst Honours Champions of 2011—because you’re sure to be hearing more about them!

Each year, the Catalyst Canada team looks forward to the networking and camaraderie that form part of the Catalyst Awards Conference and Dinner. But, like most traditions, the impressions you take away depend upon your perspective. So we invited our new Membership Manager – Western Canada, Andrea Zess, and Catalyst Canada veteran Sylvia Apostolidis, Senior Director, Member Services, to share their take-aways from the event.

Andrea:

Prior to attending my first Catalyst Awards Conference and Dinner in New York, I heard from many of my colleagues that the experience would be unforgettable. It’s hard to imagine a room full of 1,600 people celebrating innovative diversity and inclusion initiatives by some of the top companies in the world.  Allow me to provide you with a glimpse of the day.

The energy of so many people coming together to discuss the advancement of women in the workplace is inspirational and encouraging for those of us who work at Catalyst every day. For me, the most powerful moment was witnessing Catalyst’s values put into action: Connect, Engage, Inspire, and Impact. I could sense the power of the new connections being made in the room to strengthen the network of diversity and inclusion leaders. Our President  & CEO, Ilene H. Lang, certainly engaged her audience when she said: “All over the world women are seen as less than men, and this is a problem.”

The inspiration came when the CEOs of Award-winning companies gave genuine expression of the positive effect of inclusion of women in their workplaces. We can only imagine the resounding impact that this one day of connection, engagement, and inspiration will have on the people who attended—and on their workplaces. The Catalyst Awards Conference and Dinner signify our commitment to”walk our talk” as we encourage and support other organizations in changing workplaces and changing lives.

Sylvia:

INSPIRING? Most definitely! The Catalyst Awards Conference and Dinner is a one-of-a-kind event, inspiring, engaging, and connecting champions of women and business from all over the world. I’m a Catalyst Canada veteran, having attended my first Catalyst Awards Conference and Dinner in 2007. The buzz and inspiration shared by the people in the room has been a hallmark of this event over the years, and I still experienced goose bumps when new and exciting initiatives were shared in the various sessions. And now, with the use of social media, the buzz can be extended beyond the elegant walls of the Waldorf=Astoria.

Recognizing the impact of social media, Catalyst has built a presence on Facebook, LinkedIn, and Twitter with a strong following. The Catalyst Canada Honours and the Catalyst Awards videos are posted on YouTube.

But, for the first time, social media allowed attendees to share the vitality and excitement with their colleagues back home. The Twitter station we set up was a key focal point as participants read and responded to the tweets of others—and often arranged to extend the conversation in person! We also connected participants pre- and post-event through the Catalyst Awards Conference website, providing a forum to share insights, learn from each other, and create initiatives to advance women in business.  

In the six years since I joined Catalyst, we have evolved from an organization that distributed printed research reports to one that embraces technology to change workplaces and change lives, engaging individuals everywhere—on iPhones and Blackberries, and at home and at work.

Leading change—it’s the reason I joined Catalyst. It’s the reason I continue to be inspired by a network of incredibly committed individuals!