A study two years ago suggested that having women on a team stimulates better results. A more recent study says, “Not so fast.” It suggests a deeper factor — the balance of yin (feminine) and yang (masculine) strengths.
One pillar of the business case for gender diversity in business leadership is its correlation with better financial results. Studies by Catalyst and McKinsey show strong correlations between gender diversity in senior leadership and on boards — and improved financial metrics. There are contrary studies related to board composition – showing no correlation or negative correlation. I hope researchers will help us sort through the differences. Meanwhile, I’ll say, ““Solid research by highly respected organizations, disputed by some, shows a correlation between gender diversity and results.”
The topic of gender diversity has lots of facets – many sub-topics and applications. I am willing to put in the work to design many different workshops and speeches. All forward my mission – to help create a world where both masculine and feminine strengths are valued and leveraged – and my vision – a world where gender diversity is the norm and organizations thrive as men and women succeed and lead together.
Why do I focus on a specific form of diversity (gender or generational differences at work) rather than more broadly on diversity and inclusion? I take an inductive approach, believing that awareness of the value of one form of difference can be applied to other forms of difference. Why not start with the largest group under-represented at leadership levels (women)? As a white woman, I have more credibility on the issue of women in business than on race or sexual orientation. We have lots of opportunity to practice on gender differences. I want both masculine and feminine strengths applied to solving the big issues facing the world; having a balance of men and women makes that more likely. That’s why.