When I was a girl, I wanted to play with the boys: their childhood experience seemed to be emotionally unencumbered, with their primary focus being on strength in sports, skill at games, and hanging out with their buddies. Being a girl seemed more complicated: we would impose inconsistent standards on each other that shifted like the wind and often influenced by what our friends thought of us; some of us were taught relentless pursuit of aspirations at an early age, while others were raised in a traditional care-giving model. Sure, girls were athletic and intelligent like boys, but we played in different worlds…

Today, despite the up-surge in princess toys and games geared specifically to their age group, and inherent differences in our psyche still in existence, young girls are standing firmly side-by-side with boys on the soccer and t-ball fields, basketball courts and swimming lanes, and there is increasing friendliness, comaraderie and sense of equality. The recent generations of mothers (whether working or stay-at-home) have helped to drive this change as they raise their children to believe they can be anything they want to be as they grow up. Our young adults are entering the workforce with a stronger sense of self, confidence in their respective genders and unburdened by sociological pre-disposition.

So, why is it that we are not yet seeing this gender equality in the upper ranks of our workplace that our children are experiencing on the playgrounds? Why are women not yet side-by-side with men in the Board rooms or equally present in the C-suite? Is it merely an issue of waiting for the next generation to step off the fields and into the executive ranks? Why is it a business imperative to progress our female talent?

Let’s start with the impact working women have on the economy. Kevin Daly, an economist at Goldman Sachs, in Economics Focus, suggests that GDP rises when women are employed. In Italy and Spain, where female employment has been climbing, the narrowing of the gap accounts for rise in the EU’s 2.1% increase in GDP since 1995.
It is important to acknowledge the significance of female talent and its impact on an organization’s success. Baby-boomers are starting to retire, and 50% of the talent pipeline is female and growing. Over the next five years, the percentage of women graduating college and also those obtaining law or business degrees will surpass the percentage of men.

There are also excellent business reasons why women in leadership positions provide a competitive advantage for an organization, and Bridge Partners have cited four:
• Good governance: the more diversity-rich a corporate board, the more the members will think and act differently bringing challenging positions to the status quo;
• Institutional investor requirement: more and more investors are including diversity as a measurement of board impact;
• Globalization: cultural diversity becomes important in understanding clients; and
• Growth: attracting and retaining talented employees are significant to the overall expansion and success of a company.

Is it a challenge for women to shatter the glass ceiling? Yes. Will it require corporations to re-think career pathing from a linear to a multi-dimensional approach? Yes. Will it require an investment in programs and strategies to keep female talent engaged during child-rearing years? You bet. Do women have to be on board, supporting one another, just as we expect of men? Absolutely! Whether you believe there are corporate economic benefits for women to be a significant force in the workplace, or you subscribe to the talent shortage that is upon us on a global scale, or you believe that women bring important perspectives to business challenges and goals, or you simply need a woman on your team because your client is female, we are looking for your individual commitment to the development of women in the workforce. In turn, we hope to inspire and educate all to achieve our personal and collective best in the years to come!