As of 2018, the quota of women on supervisory boards should even rise to 50%. If the companies now fulfill their duty, then everything is settled.
Actually ... On the background of the fact that women make up today 5.7% of the German board of directors and 18.9% of the German supervisory boards seems very ambitious this goal. But how can these goals be realistically and meaningfully implemented? Because it seems as if the ratio does not move so right from the spot.
View to Europe
After all, according to a long-term study by Ernst and Young from the year 2012 the proportion of female board members has increased between 2005 and 2010 from 5% to 8%. That's still just a drop in the bucket.
With regard to our European neighbors, we also have to realize soberly that a quota system is not a panacea. Norway, the country with the highest percentage of women in board members (2011%) in 34, has a quotas since 2008. Sweden, the country with the second largest share (27%), has no quotas.
So if a quota does not automatically "regulate everything", how do we get there? But before we start to think about the “how”, we should ask ourselves “why” such a development makes sense at all.
Everything has worked so far. The answer is clear and sufficiently substantiated by studies: Diversity pays. Companies with at least a quarter of women in their governing bodies achieve significantly better results than companies without women at the top.
According to McKinsey, who published the “Women Matter” study in 2013, these companies achieve an average return of 47% and a 55% win rate. The long-term study by Ernst and Young from 2012 confirms these observations: companies with female board members achieve an average sales growth of 20% and an average profit increase of 22%.
But also “soft” Success Factors improve significantly through an entrepreneurial mixed leadership approach. Reduced employee turnover, reduced absenteeism and an almost 100% on-time / on-budget project completion are just some of the examples.
Society is also to blame
If the mixed leadership advantages are so clear, why do not we see any faster change?
Responsibility for the status quo is not the responsibility of the company alone. On the contrary. Country-specific, cultural and socioeconomic factors have a strong influence on the role of women in enterprises. The same applies to women's own understanding of roles and their behavior based on them.
If one loses, both lose
One of the biggest hurdles in this context is the awareness among women as well as men that we are not living in a black and white world. If one wins, does not necessarily lose the other. But if one loses, both lose.
Boys are still socialized as girls in the traditional Germany. Men measure themselves at other men. Never to women. And so their focus is primarily on their competitors.
Diversity measures are considered unfair
How can we expect leaders who have grown up in such a conservative society model to recognize that women are more difficult than themselves to climb the career ladder?
Indeed, according to a McKinsey study, men tend to view “diversity measures” in their companies as unfair to them. In addition, many managers are convinced that their management does not support the corresponding “diversity measures”. So why bother? Because it's worth it, as I'll show in the second part of the article.
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