Catalyst Blog

Do women lack ambition? Not on your life.

Women want to succeed, yet even when they do “all the right things” Catalyst has found that they earn less and progress more slowly than men. The fact that some women adjust their career advancement strategies after crashing into institutional barriers is a rational response to inhospitable workplaces. It is not an example of a lack of ambition.

Catalyst has been studying women’s ambition for nearly a decade. Our 2004 report, Women and Men in U.S. Corporate Leadership, surveyed nearly 1000 senior-level employees who shared similar backgrounds and characteristics. We found that women aspired to be CEO in equal proportions as men. But the women—to a much greater extent than men—ran up against barriers, namely exclusion from informal networks, stereotyping, and a lack of role models. Likewise, our report, Leaders in a Global Economy, found that women and men have similar work values. The problem is this: men find workplaces more aligned with their values, women don’t.

What’s changed since 2004? Not much—women remain ambitious, but barriers still block their paths. And with few exceptions, women’s leadership is stalled in corporate America.

The Myth of the Ideal Worker, the latest report in our series on high potential employees, examined the career advancement strategies of thousands of MBA graduates from top schools around the world and the impact of these strategies on their careers. Women and men were equally represented in the two most proactive groups, indicating that ambition ran high among both genders. But being proactive paid off more in promotions and pay for the men.

In Pipeline’s Broken Promise, we found that among MBA grads who aspired to be CEO or senior executives, women progressed more slowly than men. And parenthood, industry, and previous experience didn’t explain the gender gap. The leadership and pay gaps balloon over time, suggesting that the problem lies with the system, not the women.

So what is the problem? Cascading Gender Biases, Compounding Effects revealed how gender biases are unintentionally embedded in talent management systems—biases that exclude those who don’t fit the male leadership model. Addressing these biases and rooting them out at the source are better ways to tackle inequality than blaming the women. Smart organizations are proactively addressing the barriers women face and are reaping the rewards.

Our research has pointed to one more powerful solution: sponsorship. Sponsors advocate for you from behind closed doors and ensure you’re visible when opportunities arise. The problem is that many women are over-mentored and under-sponsored. Some companies are recognizing this and are instituting formal sponsorship programs for women. At the same time, individuals are taking the lead on this front without waiting for a formal program to kick in by actively seeking sponsorship and being a sponsor to others, especially talented women who deserve it. This is one proven way to help narrow gender gaps.

The misguided assumption that women are less ambitious than men puts companies at risk of inadvertently underutilizing talented women and overlooking, or outright dismissing them, for key roles. This is a real loss for companies. Organizations need to step up and clear a path for women’s success.

Women are ambitious. But systemic barriers in the workplace mean that ambition, even when coupled with talent, isn’t always enough.

You can’t be what you can’t see.

That’s the takeaway message of a new documentary, Miss Representation, which premiered on Saturday in New York City. Featuring interviews with an array of female leaders—including Condoleezza Rice, Katie Couric, Rachel Maddow, and Jane Fonda, among others—the film explores how one-dimensional, hypersexualized images of women in mainstream media reinforce negative gender stereotypes and deprive girls of inspiring role models.

Media is all-pervasive in the lives of young people. In the United States, 8-18 year-olds devote an average of 7 hours and 38 minutes to entertainment media across a typical day. That’s more than 53 hours a week!

This stat got me thinking about how depictions of female business leaders in movies and television shows can impact young minds. The stereotypical female boss is manipulative and cold—a sexist caricature that doesn’t reflect reality. If women were portrayed as the smart, creative and visionary leaders they really are, I think more girls would aspire toward leadership and fewer men would fear women in their ranks.

So how do we get there?

Skip sexist content and support the films, television programs, magazines and websites that project positive images of women. See the change you want to see.

Last week, I wrote about Catalystos—guys who are not afraid to stand up against gender inequity. These men are active role models and partners in our challenge to stamp out sexist stereotypes, ingrained biases and the barriers holding women back from leadership.

With a view to amplifying their voices, I asked some of the men of Catalyst to tell me why they support our mission. Some appeared in my previous post; here are more. These men are part of the solution. Please help me spread their inspiring message far and wide.

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Josh, Member Relations:

I have seen the effects that a glass ceiling can have on a woman’s career and even her own self-confidence. This was the case with my mother, and the story of my “a-ha” moment. My mother has had, in my eyes, a very successful career in the financial industry, yet she doesn’t think so. The company she worked for (which will remain unnamed) passed her over for promotions into the executive level time and time again, despite her obtaining an M.B.A. and consistently excellent performance reviews.

Her company, for some reason, gave her a job level that was rarely used between the most senior directorship and VP, but would not give her what she coveted – that VP title. It is upon reflecting back at her struggle that I realize it wasn’t an issue of her not being qualified, and to be fair, I don’t think it was outright discrimination. I think as a working mother, she never joined “the boys” at the bar or on the golf course. She came home to spend time with her family. It wasn’t that she didn’t do a good job, it was that she had far fewer opportunities to connect with the right people.

The experience my mother went through in the corporate world, as well as my own awareness of discrimination as a gay man, led to my studies in gender and sexual diversity and the development of a real sense of social justice and a drive to fight for equality. I decided long ago that I needed to contribute to something positive and feel as though I am making a difference.

Thomas, Member Services:

I’ve been interested in the topic of gender since sociology courses in undergrad—it wasn’t just the classes that affected me, though. My time at college coincided with eye-opening experiences involving race, life, gender and sexuality. Things I wasn’t prepared for coming from a corn-fed, Midwestern background. Anyway, I remember when we first began talking about the global implications of patriarchy in class—in patriarchy, no one wins, not even men. Understanding the shades of inequity helped me understand that while the system we live in may benefit some, it comes at a cost to everyone.

When it comes to women in business, it seems as if the workplace is one of the most important places to deconstruct patriarchy. When women have increased economic power, many of the other realms of patriarchy can come crashing down, too.

Brian, Marketing:

I care about opportunities for women and work because my mom was actually fired from her job teaching in the early 1970s in Boston for getting pregnant! That’s right, the policy in the Dorchester School District at the time was that pregnant women were not allowed to teach. After my parents were married and my mother was pregnant with my older sister, she tried to hide it from the school principal. But after five months, it was obvious she was pregnant, and the principal pulled her aside—and fired her on the spot. She never worked in education again. I hope to prevent discrimination along these lines for others.

On a bigger level, I really believe in the concept that if you invest in women, you invest in a better world. A woman with an education can teach her children important skills. And she can open a business. That business can bring in more money for her family, and it can improve everyone’s health. The growing business can hire more people and help them financially, too. In turn, this improves a local economy, and the wider economy as well. The more visible women become in business, the more others will follow. And the more everyone’s life can improve.

“If you want to understand the past, look at current conditions,” said PepsiCo CEO Indra Nooyi at last night’s Catalyst Awards Dinner, quoting an old Chinese proverb. “But if you want to understand the future, look at today’s actions.”

All the great speeches and conversations about the Award-winning gender initiatives from Campbell Soup, Deloitte, RBC, and Telstra demonstrated a bright future for women in business. A lot of work remains to be done, but I left The Waldorf last night knowing we were a little closer to gender parity in business leadership.

The day was filled with engaging, inspirational, and sometimes hilarious moments. I appreciated the down-to-earth advice on men championing women from Frank McCloskey, Vice President of Diversity at Georgia Power. “It’s a manager’s obligation to create a work environment where everyone is valued,” he told a standing-room crowd. “I hope y’all change your culture—if not, we’ll take your people,” he jibed.

Later that day, Irene Chang Britt, President of Campbell Soup, North America, discussed her views on work-life. Like me, she does not like to use the word “balance.” She prefers the term: “work-life integration.” After all, she said, “We’re all nuts if we think we’re balanced.”

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