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Advancing Women in Government

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Advancing Women in Government Paths to power Advancing women in government Global Public Sector Authors Greg Pellegrino Global Public Sector Industry Leader, Deloitte Touche Tohmatsu Sally D’Amato Principal, Deloitte United States Federal Anne Weisberg Director, Talent, Deloitte Services LP Foreword by: James H. Wall Chief Diversity Offi cer, Global Managing Director, Talent Deloitte Touche Tohmatsu Executive summary When it comes to women’s advancement, few achieve- A critical mass of women in leadership begets more ments can compare with the rising role of women in women in leadership government. The move to achieving full gender parity Simply put, without women in charge, there won’t be may be slow and uneven, but women are increasingly more women in charge. Evidence suggests that once fe- being elected and appointed to positions of power. This male representation reaches critical mass—commonly cited governmental evolution has the potential to pave the way fi gures hover around one-third as the tipping point—their for women to make further gains in the public and private shared interests as women emerge.1 This critical mass sectors, helping to bring their voice and talent to the issues also paves the way for still more women to ascend to the that shape national economies and societies. highest levels of the public sector, as they assuage lingering cultural and institutional concerns about women’s com- Deloitte developed this report to gain a deeper under- petency and provide valuable mentorship and networking standing of how women advance in government and to opportunities for newer female talent. explore the growing impact—and importance—of women in senior, decision-making roles in the public sector. Women in leadership pursue different paths to power In the process of writing this report, senior women around Among the key fi ndings of this report are: the world who have made their careers in the public sector were invited to share their stories and perspectives. Each Women are a critical national resource for economic of these women was chosen for her unique achievements growth and signifi cant societal contributions. And each pursued If talent is the most important natural resource a nation a different path to power—whether serving in an elected can possess, then continuing to nurture and advance the capacity, appointed to a ministerial position, working one’s most worthy, diverse talent—including high-potential way up the ladder through a career in the public sector, women—to upper-echelon, decision-making levels can scaling the ranks of the military or affecting policy change have a signifi cant impact on the economy. This is critical to via a role outside of formal government. The diverse career staying competitive. In the 21st century economy, knowl- paths of these accomplished women demonstrate the edge is the most valuable currency, and in many parts of many ways women’s talent can be harnessed in the public the world, women are rapidly matching or overtaking men sector, but also demonstrate that, despite the differences in terms of education. This report spotlights the critical in their experience, the leadership qualities that enabled need to harness and continue to mine the wealth of global them to lead successful careers translates across borders female talent, both in the public and private sectors, to en- and governments. sure continued growth and success. Not tapping into this resource means both wasting a wellspring of knowledge, Cultural and organizational change accelerates the competence, and unique perspectives and forgoing the retention and advancement of women return on investment that comes from the fact that women Developing countries are currently seeing a “brain drain” reinvest their wealth in their families and communities. where the educated women are emigrating at alarming rates in search of advancement and fulfi lling work. Not Progress in the public sector serves as a model for the only does this deprive those societies of their talent, it also private sector squanders the signifi cant investment made in these women Women in government set the stage for the advancement in terms of publicly fi nanced education and training. Insti- of women in the public and private sectors, and ultimately tutions in the developed world are experiencing a similar for women as a force in the economy. Countries where ef- fl ight of talent when opportunities are lacking. In both cir- forts to include women at the highest levels of government cumstances, an organization-wide culture shift is required have been most successful have reaped rewards in the to nurture an environment that is friendly to women and private sector as well. The public sector has been quicker to encourages their advancement. Those organizations that recognize and reward talented women; in fact, the private have taken a systemic approach to the issue have reaped sector may have much to learn from governments around the rewards in greater growth and higher returns. the world about attracting and retaining female talent. 1 Foreword Debates on the values of diversity and the empowerment about the challenges of managing a high-performance and advancement of women have raged for decades. The workplace and a personal life. This new focus on the need move to gender equality and representation of women to integrate work and life led to the introduction of formal at the leadership levels of business and government has and informal fl exible work options, and ultimately the roll- sparked protests, litigation, legislation, and ultimately out of the Mass Career Customization (MCC) framework far-reaching change. The work that began in the late 20th for career-life fi t. century to push back against the male-dominated model for career success and to ensure no employee has to In 2007, Deloitte Touche Tohmatsu leadership formed the choose between a family and career advancement led to Global Retention of Women (GROW) Council to drive a changes that benefi ted women, men, and their public and worldwide effort to increase the representation of women private sector employers. in leadership positions as a fi rst step toward creating a more inclusive workplace. Today, 108 of the 140 countries The “Paths to Power” point of view suggests the greater in the Deloitte organization have formal and informal the number of women in leadership the more substantive diversity and inclusion initiatives, and Deloitte is invited and benefi cial those changes—including greater fi nancial to discuss—with business, civil society, academic, labor, rewards for those organizations with at least three women government, and entertainment luminaries—strategies on their boards. A look at the employers recognized as for empowering women worldwide. As signatories to the “best places to work” also shows this to be a case in point. UN Global Compact, Deloitte is called upon for insights Deloitte has seen the benefi ts of advancing women to on economic equity for and preventing violence against leadership since 1993, when the United States member women and contributed to the crafting of UNIFEM’s fi rm launched its Initiative for the Retention and Advance- and the UN Global Compact’s “Women’s Empowerment ment of Women and member fi rms around the globe Principles - Equality Means Business”. In roundtables at followed with initiatives for greater inclusion. the World Economic Forum, our perspectives are sought on diversity, sustainability, and outlawing the traffi cking in Efforts to promote the retention and advancement of women and children, among other pressing economic and women leveled the playing fi eld on the development, human rights issues. succession planning, and partner admission processes. Fre- quently Deloitte crossed paths with women in government When the advancement of women became a business and the public sector as we held ourselves accountable imperative for Deloitte, governments were no longer just for progress toward the proportionate representation of our clients, they became our partners in addressing the women at the top of the organization. Lynn Martin, former barriers to true gender equality. The empowerment and ad- Secretary of the U.S. Department of Labor from 1991- vancement of women, ensuring they are represented and 1993, for example, chaired the Deloitte U.S. Council for the their voices heard when corporate and economic policies Advancement of Women. are shaped is as much a human rights issue as a workplace issue, and businesses and governments are obligated to As women moved into leadership positions, the next work together to create positive change. generation of women found role models and saw there was more than one path to success. More women’s voices were heard. Networking and mentoring events supported efforts to empower girls and women in the communities in which Deloitte does business and helped women to build the skills and gain the resources needed—from an interview suit to interview skills—to fi nd employment. As more women moved into decision-making roles, the way Deloitte worked changed. Women and men opened up James H. Wall Chief Diversity Offi cer Global Managing Director, Talent Deloitte Touche Tohmatsu 2 Women and infl uence: social benefi ts, economic rewards When it comes to gender equality, few achievements can Public sector leading the way compare with the rising role of women in government. Full Women in government set the stage for the advance- gender parity may still be elusive, but women are increas- ment of women in both the public and private sectors, ingly being elected and appointed to positions of power, and ultimately for women as a force in the economy and whether as heads of state, ministers and cabinet members, society. Countries where efforts to include women at the or legislators. This governmental evolution has the poten- highest levels of government have been most successful tial to pave the way for women to make further gains in have reaped rewards in the private sector as well.
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