According to a report in this month’s McKinsey Quarterly, researchers Joanna Barsh, Sandra Nudelman, and Lareina Yee, have significant found real-world evidence to support the research the team has put forth over the past few years on the business case for women. They write:
“Encouragingly, many of the themes identified in our research over the years—for example, the importance of having company leaders take a stand on gender diversity, the impact of corporate culture, and the value of systematic talent-management processes—loom large for these companies. This continuity is reassuring: it’s becoming crystal clear what the most important priorities are for companies and leaders committed to gender-diversity progress.”
Topping the list of what makes diversity programming work is an emotionally committed CEO, who is motivated to tell the diversity story and tout accomplishments in the space not simply because it is good for business, but because he or she feels it is right.
They researchers explain, “CEOs and senior executives of our top companies walk, talk, run, and shout about gender diversity. Their passion goes well beyond logic and economics; it’s emotional.”
Diversity managers can site study after study about the importance of gender equality. But what really hits the point home is a powerful discussion of diversity by corporate leaders, and meaningful action following that guidance.