Catalyst Blog

On October 18, 1929, the Judicial Committee of the Privy Council in England, then the appeals court for the Canadian Supreme Court, ruled that women were eligible “persons” who could be appointed to the Senate. Today, Canadians celebrate October 18 as Persons Day, and this year, it was a fitting day to celebrate champions of women in corporate Canada. As Deborah Gillis explains below, The Catalyst Canada Honours recognized three inspiring leaders committed to advancing women within their organizations and in society.

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The Catalyst Canada Honours dinner was in every way a celebration of champions. The stars of the evening, of course, were the three champions: Michael Bach, Jennifer Tory, and Monique Leroux.

But setting the tone for the evening was the challenge for each of us to be a champion of change in the workplace.

As I prepared my own remarks for the event, I recalled stories I had heard recently from two different women. Anne Drinkwater, President & CEO of BP Canada, told of an advocate who had spoken up for her when others were suggesting that a leadership role in Indonesia was just too tough for a woman. Her sponsor was successful in opening the door for her and changed the course of her career.

In India, I met Sasha Sanyal from Genpact. Like many women, she was the one questioning her readiness for a bigger role in the company, while her sponsor expressed his confidence in her ability and assured her of his support. Today, she has built a successful career with the help of this active, supportive advocate and sponsor.

Over and over, we hear from successful business people about a life-changing intervention by one person who believed in them and encouraged them to believe in themselves. Sponsorship is emerging as the critical factor in career advancement. The advocacy of a powerful member of the corporate leadership can determine who is taken seriously as a leader, who gets plum assignments, who gets promoted, and who gets better compensation.

Businesses have made great strides in establishing mentoring programs for women, but when it comes to sponsorship, with its power to change career trajectories, women still are not on the radar.

But that can change.

Last night, I challenged each of our dinner guests to change someone’s life by becoming a sponsor, speaking up on behalf of someone who has earned the opportunity to prove herself, and supporting her to success.

Today, I’m extending that challenge to Catalyst Canada friends and supporters across the country. Think about the people who changed your life with their confidence and advocacy, and honour them by finding someone who has earned your sponsorship.

On a closing note, if anyone has any doubt about the power of individuals to change society, yesterday was also Persons Day. In 1929, as the result of determined effort by five persistent women, Canadian women were finally deemed to be persons with the right to sit in the Canadian Senate. They changed the lives of every woman who followed.

You may not change the country, but your sponsorship will change someone’s personal story forever. And that’s a legacy to celebrate.

In Sponsoring Women to Success, Catalyst interviewed nearly 100 executives and high-potential leaders from across the globe about what sponsorship is—and isn’t. In this cross-post from Catalyst CanCon, Deborah Gillis highlights six important take-aways from these stellar sponsors and high-performing protégés.

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#1: 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

#2: 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

#3: 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

#4: 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

#5: 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

#6: 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?

What’s the secret to good governance? Women!

While women hold only 24.7% of the legislative positions Canada, their influence on policy is sweeping. In this cross-post, Deborah Gillis discusses how women in Parliament have fought for, and improved, the Canadian way of life.

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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!

During the 2010 Catalyst Awards Conference, PepsiCo CEO Indra Nooyi shared with attendees an old Chinese proverb: “If you want to understand the past, look at current conditions. But if you want to understand the future, look at today’s actions.”

This saying came to mind as I read Deborah Gillis’ recent account of her time in India in Catalyst CanCon, cross-posted below. Deborah highlights the actions companies are taking today to leverage female talent in India, including providing safe and reliable transportation and conducting family outreach. These actions are commendable—and reflect the beginnings of a bright future for India’s working women.

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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.

The Catalyst Canada Honours recognizes leaders who have demonstrated commitment and results through their championship of women’s advancement in Canadian business. But what makes a champion? Below, Deborah Gillis announces the recipients of the 2011 Honours and outlines what it takes to become a true champion for women in business in Canada—and beyond.

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Champions make a difference. They challenge their colleagues to stretch for greater achievements. They encourage their communities to become better than they thought they could be. Their example motivates people they have never met to change their lives for the better.  They sponsor advancement for talented women and men.

The Catalyst Canada Honours 2011 Champions have done all of that and more. Company/Firm Leader Champion Monique F. Leroux would have set an example of achievement for young Canadian women if she had done nothing more than become the first woman to lead a Top 10 financial institution in Canada as Chair of the Board, President and CEO of Desjardins Group. But she chose to mark her career with a commitment to the advancement of other women. Perhaps most important, she has “walked the talk” as a mentor and sponsor of other women and as a speaker who generously shares her experience and knowledge with other women.

The Business Leader Champion is Jennifer Tory, Regional President, Greater Toronto Region, RBC. Her career and her community activities reflect her commitment to identifying and advancing talented people. Her business strategy of cultivating talent includes such initiatives as increased development opportunities to allow high-potential women and visible minorities a greater chance to demonstrate their ability. As a community volunteer, she has promoted opportunities for participation by women, visible minorities and new Canadians.

Human Resources/Diversity Leader Champion Michael Bach, Director of Diversity, Equity and Inclusion, KPMG LLP, has a long history of advancing diversity through his work with Pride at Work Canada; Women’s Executive Network; the Canadian Board Diversity Council and the Rotman School of Management’s Back to Work Program. In his current position, Mr. Bach has been able to influence change at the organizational level and gain support for diversity initiatives from senior leaders within the firm.

These three champions share many traits: vision, the courage of their convictions, and the power of persuasion. They have personal stories that motivated them to become champions.  Together, they represent the many Canadian business people who recognize that advancing women in business is advancing women and business.  It is sound business practice, ensuring that our economy has the benefit of the broadest spectrum of talent and perspective.

Since the establishment of The Catalyst Canada Honours last year, we’ve seen encouraging signs of a growing recognition that what’s good for women is good for business. Our membership has grown as organizations in all parts of Canada recognize the need for active strategies to include and advance women and visible minorities. The conversation is expanding, and becoming more positive.

With all this positive energy, why are champions so important? One compelling reason is that more than 30% of all Canadian FP500 companies lack even one woman senior officer—with no significant shift in the past two years.

Champions can make the difference, as role models and as sponsors who are at decision-making tables advocating for talented women to advance and contribute value that will benefit their organizations.

This year’s honourees set a high bar! Thank you, Monique, Jennifer, and Michael, for leading change and offering inspiration to the emerging champions in corporate Canada!

Our latest Census of women in leadership among top Canadian companies was released last week—and the media took note. Below is Deborah Gillis’s frank response to one topic that kept cropping up in interviews. See if you agree!

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Maybe it was the proximity to International Women’s Day. Or maybe it’s an issue whose time has come. But last week’s release of the 2010 Catalyst Census: Financial Post 500 Women Senior Officers and Top Earners has caused waves in the media across the country. In my five years with Catalyst, I don’t remember such strong media response to our work. The recognition of the quality and significance of Catalyst’s work is gratifying.

But neither do I recall being so frustrated by the level of understanding of the barriers that still block career advancement for many Canadian women. In almost every interview I did, I was asked questions like: “Are women not reaching the top because they ‘opt out’ to raise families?”

True, those questions aren’t answered by the Census, which is intended to be a snapshot and a check on the progress in Canada’s leading companies. Other research, such as Pipeline’s Broken Promise, provides some of the answers.

That study demonstrates that smart, educated women start their careers at lower levels and earn about $4,600 less than their male counterparts. And the gap never closes, even for women who remain single and childless. No opting out. No family before career. Just a glass ceiling and a sticky floor.

If anyone doubts that we have to keep gathering the statistics and telling the stories, a quick skim through the comments on any of the media coverage of the Census will quickly convince them. There you’ll find the folks who think that women have it made or that women gain at the expense of men. Some even declared victory, as Margaret Wente did in her Globe and Mail International Women’s Day column, where she stated “The war for women’s rights is over. And we won.”

Pointing to advances women have made is good—it’s the encouragement we all need to keep going. But we can’t ignore the lack of equity at the top. The confusion of the past week shows that we have to keep challenging pat assumptions that women have made it—or risk being lulled by complacency and a clever headline.

Last night we celebrated ten years of Catalyst in Canada at our sold-out Catalyst Canada Honours gala dinner.  We kicked off the festivities by opening trading at the Toronto Stock Exchange.  And in the evening, we inaugurated The Catalyst Catalyst Honours, recognizing three champions of women’s advancement in business:  Ed Clark, President and CEO of TD Bank;  Colleen Sidford, Vice President & Treasurer of Ontario Power Generation Inc.;  and Sylvia Chominska, Group Head of Global Human Resources & Communications at Scotiabank.   It was so moving that I want to share the day with this fresh posting from Deborah Gillis, Vice President, North America and head of our Catalyst Canada office.    Coming soon:  pictures, video and a retrospective of the celebration!

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If a single theme predominated the inaugural dinner of The Catalyst Canada Honours last night, it was change.

A new blog is born! Last week, Catalyst’s second blog was launched. Dubbed Catalyst CanCon (short for Canadian content), this blog is penned by Toronto-based Deborah Gillis, Catalyst’s Vice President, North America.

In her introductory post, Deborah wrote that Catalyst CanCon is “an opportunity to extend the conversation in Canada and to share some of my thoughts, experiences, and reactions to change (or lack of change) in our workplaces and our society.” Deborah hopes to get a conversation going with CanCon—for readers “to agree, to argue, or to propose new ideas.”

Below is a cross-posting of Deborah’s most recent dispatch about the G(irls)20 Summit held in Toronto just prior to the G20 Summit.  She felt it demonstrated an enviable focus and spirit—3.4 billion girls cannot be ignored!

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Can 21 Girls Make a Difference?

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.

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