In a new twist on the old statistic that women influence 80% of purchasing decisions, Ontario Health Minister Deb Matthews recently informed a gathering that 80% of government spending in Ontario is controlled by 11 female cabinet ministers. Who knew?

While our colleagues south of the border have been marking “women in politics” month this August, women in politics have been making their mark in Canada. Women occupy the premier’s office in two provinces and one territory, and women party leaders in five other jurisdictions are eyeing the top job.

Lisa Raitt, the federal Minister of Labour, is holding roundtable discussions across the country, and in Ontario, female cabinet ministers are facilitating conversations about the role of women in government.

It was at one of those events that the Minister of Health shared the 80% statistic with us. And then she asked two critical questions: Do women in decision-making roles make a difference to the policy agenda of a government? Do they actually make different policy?

That women do things differently was obvious from the beginning when the Minister of Health shared a picture from her daughter’s wedding and spoke fondly of a grandson who cried through the first half of the event and slept through the second. Not the usual Ministerial talking point!

But it was the information that she shared about some of the government’s priorities that offered the most compelling insights. She noted that the women in the cabinet have championed the following initiatives:

- Investments in full-day kindergarten for three- and four-year-old children.

- A poverty reduction strategy.

- Expanded access to breast cancer screening for high-risk women.

- Long-term care options that will allow seniors to remain in their homes.

These initiatives will make the province and individuals who live here stronger and better able to manage their lives and achieve their potential. In fact, they are very much like the corporate programs to remove barriers and encourage participation by every employee that Catalyst often shares with members.

Her response to questions about why we need more women in government and the importance of women supporting each other may provide an insight to the effectiveness of the women in the Ontario government.

“We are strongest when decision-making reflects the communities that we serve,” she said, and, “Women who have achieved success have a responsibility to send the elevator back down.”

Words to make government—and business—work better!

This summer, even the backyard barbequers have been worried about the U.S. debt, and we were interested to read some thoughts on women as money managers. Would the financial world be a different place if the Lehman Sisters were in charge? Some additional thoughts on the challenges of getting more women on boards—and a few ways to stretch for the top!

If Women Are So Savvy, Why Aren’t They in Charge?

Women are outperforming men in financial management, so why do the senior positions continue to elude them?

READ: “How Money-Savvy Women Can Save the Economy” by Justine Rivero, Forbes, July 25, 2011.

Can’t We Just Pass a Law?

Some of the barriers to women’s advancement…and some reasons that quotas are only part of the answer.

READ: “Lonely at the Top” The Economist, July 21, 2011.

Or Hunt Different Heads?

A reminder of how government and corporate efforts to recruit more women to senior positions can be undermined by outdated attitudes.

READ: “Executive Search Firms Pledge to Seek More Women for Boardrooms” by Dan Milano, The Guardian, July 22, 2011.

Or Learn from a Leader?

Annette Verschuren, who recently finished a successful run at the helm of Home Depot Canada, shares some of the wisdom she learned as she grew from Cape Breton farm girl to corporate leader. This summer, she prepares to chair the Governor-General’s Leadership Conference and ponders her next professional challenge.

READ: “Still Hungry, Annette Verschuren Takes Her Time Choosing Her Next Course” by Gordon Pitts, The Globe and Mail, July 8, 2011.

Start With a Personal Board!

Women can manage their own careers by seeking a network of counsellors for advice and support.

READ: “Five People You Need on Your Personal Board of Directors” by Tina Vasquez, The Glass Hammer, July 15, 2011.

Our Own Sunniva Sorby Brings Lessons from the Top!

Sunniva’s climb of Mount Kilimanjaro taught her some lessons about stretch goals and the value of networks. Now she’s sharing those insights with Catalyst members and business leaders in Montreal.

READ: “High Spirits—and a Will to Achieve” by Margaret Webb, The Calgary Herald, July 14, 2011.

The sight of the Peace Tower has always inspired me to think how decisions and debates in the House of Commons and Senate have changed the way we live and work.  From the right to vote to pay equity and the Charter of Rights and Freedoms, the actions of Parliament matter to Canadian women.

So it was a great honour to appear as an expert witness before the Senate Committee on Banking, Trade and Commerce, to contribute to their consideration of proposed legislation to ensure women are appointed to a certain percentage of corporate board positions.

It was gratifying to see a group of Canadian Parliamentarians discussing women on boards.  Are we finally beginning to recognize that the advancement of women is not only about fairness, but a vital issue related to Canada’s competitiveness in the global marketplace?

My key message to the Senators?   Waiting is not a strategy. Canada risks losing critical global advantage to countries that are taking action to ensure that their economies are led by the most talented people, whether female or male.  To compete and flourish in the global economy, Canadian business needs the talents of our very best women.  Until women achieve parity in business leadership roles, they will continue to be marginalized in every other arena. 

Mandated quotas, similar to those in the proposed Canadian legislation, have been successful in Norway, where a legal requirement for women to hold at least 40 percent of board seats, backed by stiff penalties, effectively boosted the number of women board directors after voluntary compliance fell short.  Spain and Iceland have also legislated targets of 40 percent.  France will likely follow suit, and a number of other countries are seriously looking at similar quota legislation.  The UK, Australia and the United States employ mandatory disclosure to improve gender diversity on boards.

Our economic partners and competitors are establishing appropriate ways to diversify corporate leadership.  What about Canada, where we take pride in our commitment to diversity and our leadership on human rights?  At the moment, we’re trailing on efforts to close the leadership gender gap.

The means of achieving gender parity may vary: whether it’s quotas or some other measure, the key is taking the actions to support our statements of commitment.  Any delay puts Canada at risk of losing many of our best and brightest to countries that actively and visibly support diversity at senior levels. 

Throughout the course of the hearings, Senators heard many arguments, informed by data, research and personal experience, about why we need more women on boards, and they raised many questions about whether quotas are the most effective strategy. 

A question about the possibility that the legislation would limit a board’s flexibility in recruiting the most talented directors provided a great opportunity for me to reinforce the point that with only 14 percent of board seats filled by women, it’s clear that boards are not currently tapping into the full talent pool! 

I was glad when another Senator questioned whether the record numbers of women graduating from university would naturally lead to greater parity in the boardroom. A  logical thought, but our research demonstrates that women who have graduated from top MBA programs start in lower- level jobs at lower pay than their male counterparts.  And they don’t catch up over the course of their careers.  Smart, ambitious women know that  barriers within corporate Canada persist, and they know that it will take  more women in leadership to level the playing field.  

While Senators found the arguments compelling, one posed a really interesting question:  If the business case is so clear, why aren’t executives, directors and shareholders lining up in favour of more women on boards? 

My answer?  Progressive business leaders are seeking diversity in corporate leadership.  Progressive nations understand that diversity is part of competitiveness in the global economy.  Parliament can take action to ensure women have the opportunity to use their education, skills, and experience in leadership. 

And make Canada the country of choice for smart women from around the world!

When you hear that Jennifer is working from home, do you picture her burning up the computer in her home office? Or do you suspect she’s watching daytime TV in her pyjamas?

If it’s the latter you’re probably a bit envious, and more than a little resentful about picking up the slack for her.  It’s fair to be envious, but the resentment may be misplaced.  Savvy employers, including Catalyst Canada, recognize that work-life effectiveness—things like flexible schedules and working from home— can help organizations be more agile, boost morale and create a reputation as a great place to work.

My Catalyst colleagues and I won’t be in our downtown Toronto office this Wednesday.  We’re working from home to support the call for a National Work From Home Day.  (OK, full disclosure:  We may turn on CPAC for a few minutes to see Nova Scotia MP Mike Savage introduce the National Work From Home Day resolution in Parliament.)

Just like employees working in many Catalyst member organizations, our team has all the tools and technology we need to be able to work successfully and seamlessly from other locations, and  conduct a normal day’s work. Where we might have an advantage is our commitment to focus on what gets done, rather than where work happens.

When our team is productive—conducting research, planning events, and serving our members across the country—it really doesn’t matter whether we’re working from a house in the suburbs, or the office an hour’s drive away.

Catalyst’s research suggests that work-life effectiveness, including the option to work from home, can be so much more than an employee benefit.  Sure, employees can better manage other priorities in their lives when they eliminate travel time from their workday.

But giving employees control over when and where they work can also boost motivation and help them eliminate the distractions that they might ordinarily have to deal with in their office. Motivated and focused employees are likely to be more productive.  Senior leaders and employees can tackle the problems they face by launching creative work-life effectiveness policies that help both sides meet their goals.

And, if you need yet another reason to support National Work From Home Day, Workopolis will donate $10,000 to the World Wildlife Fund if their Facebook supporters reach 50,000 by November 24.  Join us from home!

What else will you do this week that could make workers happier and more productive, make business more agile and sustainable, and support a great cause?

This past month, we’ve been focused on The Catalyst Canada Honours, but we’ve been interested to read about senior women in Canadian business.   We’re encouraged by the inclusion of “Women in Power” as one of The Globe and Mail’s leadership issues in their provocative series on national issues.

Canada: Our Time to Lead

The Globe and Mail series offering in depth consideration and discussion on critical issues facing Canada, including women (or the lack of) in power

READ:  “Time toLead: Women in Power” , The Globe and Mail

Catalyst Canada was asked to respond to some of the misconceptions about programs to advance women in business.  Catalyst research demonstrates that two popular beliefs are misconceptions—that women have it made and that women are promoted at the expense of their male colleagues.  In fact, the continuing under representation of women at senior levels hurts business and the economy by failing to use all  our potential.

READ: “More Women in the Workplace is Good for Business” by Deborah Gillis, The Globe and Mail, 10/13/10

Home Depot Canada Gives Its President Free Rein — ‘But You Have to Produce’

In an interview, Home Depot Canada president Annette Verschuren shares her story, from childhood on a Cape Breton dairy farm to growing the company to 179 stores from 19.

READ:  “Home Depot Gives Its President Free Rein”, by Bill Mah, Edmonton Journal , 10/5/10

Top Team: Executive Class at Harris Bank

And a novel introduction to formal mentoring programs at the US arm of BMO Financial Group:

Harris Bank is using a variation on speed dating—speed mentoring—to introduce promising employees to mentoring, and to a broad range of executives within the organization.

READ: “Top Team: Executive Class at Harris Bank”, by Glen Fest, US Banker, 10/10

Friends and I were talking about the “bad old days” recently.  The days when one of my early managers – after asking a senior woman lawyer to get him coffee—could grumble, “It’s so confusing. The secretaries look like lawyers, and the lawyers look like secretaries.”  The days before employment equity standards and a broad understanding of the value of a diverse workplace. 

Changes in policy and celebration of diversity in the workplace came about because leaders —in business, in politics, and in the community—stepped up and changed things. 

That kind of leadership continues to be crucial to the advancement of women in business.

Recently I met a young mother of three who had withdrawn from a competition where she was clearly the most qualified candidate because the more senior position would not accommodate her flexible schedule.  At that point, the CEO intervened.  Based on her proven record of success, she got the promotion, and kept the flexible schedule she needed to fulfill her family obligations.

That CEO was willing to change some of the rigid rules and expectations in order to get the best person for the job.  In doing so, she made it clear to other women that this firm was one that valued talent and performance,  one where their aspirations could be achieved. 

Yes, we’ve made strides toward a more equal workplace.  Women and minorities have legal recourse against overt discrimination.

But women are also finding leaders with the vision to  recognize that company policies create barriers for the advancement of talented and capable women—and the courage to change those policies.

Recently, sorting through a box of high school mementos, I found notes for my 12th grade debate: be it resolved that women earn the same as men.  

My 17-year-old self would never have guessed that almost 30 years later, my work and career would focus on creating a world where women have equal opportunities in the workplace. 

Finding that report reminded me of the advice I received from one of my first mentors: look for work that you’re passionate about, work for an organization that you are proud to be part of and with people you respect and can learn from. 

As a mentor, what would I say to that young woman? 

I would tell her that she was embarking on a journey that would be driven by her passion to make change in the world.

I would tell her to never be afraid to ask for help or for a new challenge.  That having the confidence to take risks would lead to career opportunities in government, consulting and nonprofit sectors. That she would grow stronger from facing her challenges head on.

I would tell her that the greatest satisfaction she’d experience in life and work would come from the times when she was true to herself and the things that mattered most to her at that very moment.    

And finally, I’d tell her that she would have the great fortune of building a support system of friends, family and mentors who would offer the encouragement and wise counsel that she needed to achieve her dreams.

This past Canada Day, I attended a Citizenship Ceremony welcoming new Canadians from more than 20 countries.  I was reminded again of my good fortune to be born in a country that is chosen by thousands of immigrants every year for its promise of opportunity, equality and community.

Of course, behind the smiling and tearful faces lie individual stories of courage, struggle and hard work.  Stories like Catalyst’s own Alicia Sullivan.  After reading about our ground-breaking research  on the career advancement experiences of visible minorities in Canada, Alicia wrote me a thought-provoking letter which said, essentially, “This is my life.”

Her Master’s degree had not earned her a job in this country that was equal to her skills or potential.  Almost four years later, she is an integral part of the Catalyst Canada team and has earned her Canadian citizenship.  She is fulfilling the dreams that she brought with her to Canada and is contributing to our national aspirations for economic strength and social equity. 

As Canadians, we celebrate diversity. Demographic projections suggest that by 2017, more than 20% of Canadians will be visible minorities.  Yet, stories like Alicia’s echo what Catalyst research has found – while our workplaces are increasingly diverse, they are not always inclusive.   Visible minorities face barriers to their advancement: few role models and mentors, stereotyping, and exclusion from informal networks.   

Many of these challenges are more pronounced for visible minority women.  

Diversity is both a strength and an opportunity.  And the good news is that more and more business leaders understand that there are few issues more important to Canada’s competitiveness than closing the gap between the aspirations of Canadian immigrants and their experience.   

The most successful organizations have consciously introduced talent management practices such as mentoring, employee networks and diversity training for managers.  And not because it’s a “nice to do.” 

Establishing a place where skills and opportunity come together for everyone is critical.  When inclusive workplaces ensure that Canada lives up to immigrants’ expectations, we also ensure that their talent, skill and ingenuity enrich Canada for all of us.

Traditionally, the world’s 3.4 billion women have been neither seen nor heard when  the predominantly male leaders of the wealthiest and most powerful nations meet.  But some new voices were raised in the lead-up to this year’s G20 Summit in Toronto, when 21 young women representing the G20 nations and the African Union gathered to chart a global strategy to meet the United Nations Millennium Development Goals.

I was privileged to review some of the applications for the 21 seats at the table.  After a long flight from Toronto for a business meeting in California, I got up at 4 a.m. to read amazing stories from accomplished and thoughtful young women.  Four hours later, when I left for work, I was refreshed, energized and inspired by their commitment to change the world. 

The professional summiteers could take a few lessons from these young women on establishing clear, measurable action plans.  The G(irls)20 Summit focused  on education, child and maternal health, and economic opportunity — issues that  impact women and their capacity to establish economic stability. 

For those of us fortunate enough to live in Canada, the principle of economic equality for women is supported by an enviable education system and high quality health care.  But imagine the girl who can not go to school because basic sanitation in the form of gender-segregated washrooms is non-existent. Or the child bride who becomes pregnant at 15, with serious implications for her health and that of her child.

These are the barriers to women fulfilling their economic potential.  And it is a huge potential.  In micro-financing initiatives in the developing world, and in woman-owned businesses in Canada, women have demonstrated that they understand the basics of solid investment supported by hard work. 

The young women who met in Toronto in June are part of a powerful new generation who are connected with the world and excited by the opportunities.  Participants were selected through a viral online campaign supported by Catalyst and other organizations that sparked discussion, debate and the exchange of ideas from people in 190 countries. 

That energy and commitment took over in Toronto and resulted in practical recommendations to bring 3.4 billion people —the women of the world— into the global economy. 

Perhaps more importantly, they’ve given us a guide to evaluate the actions and impact of the other G20 Summit.