McKinsey finds the Business Case for Diversity is even more compelling than before

October 04, 2018

Our latest study of diversity in the workplace, Delivering through diversity, reaffirms the global relevance of the link between diversity—defined as a greater proportion of women and a more mixed ethnic and cultural composition in the leadership of large companies—and company financial outperformance. The new analysis expands on our 2015 report, Why diversity matters, by drawing on an enlarged data set of more than 1,000 companies covering 12 countries, measuring not only profitability (in terms of earnings before interest and taxes, or EBIT) but also longer-term value creation (or economic profit), exploring diversity at different levels of the organization, considering a broader understanding of diversity (beyond gender and ethnicity), and providing insight into best practices.

Women in Technology are still lagging

September 26, 2018

The statistics for Women in Technology are bad - really bad. And they have only improved by 1% since 2017. The Exceptional Women Awardees Program changes those statistics - one woman at a time. Mentoring will make gender parity more likely but organizations have to identify their high potential women in tech and support their increasing excellence and visibility. EWA can help.

CEO Of Bumble talks about how studies on gender inequity are insufficient - we need a plan.

April 19, 2018

The Business Case (and Plan) for Gender Equality 

Whitney Wolfe Herd sounded an early alarm on Silicon Valley’s sexist culture in 2014 when she sued her former employer, the dating app Tinder, for discrimination and sexual harassment. Today she’s calling for concrete steps to improve gender inequities in the workplace.

‘Today we’re experiencing a sea change in attitudes toward the treatment of women,’ writes Whitney Wolfe Herd, ‘but progress in workplace gender equality is moving far more slowly.’ 

I was 24 when I was embroiled in a high-profile lawsuit. This was 2014, long before, en masse and on social media, we said #MeToo and #TimesUp. At the time, I felt completely alone. Visceral, hateful online harassment from strangers left me paranoid and anxious for years afterward. I suffered from panic attacks and found myself drinking to calm my nerves. Outward support was almost nonexistent.

Today we’re experiencing a sea change in attitudes toward the treatment of women, but progress in workplace gender equality is moving far more slowly—so slowly that the Center for American Progress called women’s professional advancement “a stalled revolution” in a 2017 report.

The percentage of female CEOs at Fortune 500 companies has ticked up to 6.4% in 2017 from 4.8% in 2014—a gain but still an embarrassment over all. Women held only 18% of board seats at S&P 1500 companies as of 2016, yet we hold almost 52% of professional-level jobs, earn 60% of master’s degrees and represent 49% of the college-educated labor force, according to government data. And women are still, by and large, hitting a ceiling at middle management.

This inequity persists despite research showing that gender inclusivity drives bottom-line growth. Companies with more women at the executive and board levels perform better, according to a 2016 study by the Peterson Institute, a nonpartisan think tank. And startups with at least one female founder see a better return on their investments, according to recent research from venture-capital firm First Round.

We need more than a cultural shift to solve this problem. All the studies in the world won’t combat the forces that shove female employees off the corporate ladder halfway up, around age 35. Companies must put infrastructure in place to support their female employees and ensure that they receive the benefits of male and female leadership.

This means implementing robust parental-leave policies and ensuring that male workers and adoptive parents across the gender spectrum feel empowered to take their full leave too. Paid family leave gives parents vital support. It also increases employee retention, attracts better talent and improves productivity and engagement, according to a 2017 report from Boston Consulting Group. And a company’s responsibilities to new mothers don’t end when they return to work. These women need nursing rooms that are more than glorified storage spaces—clean, welcoming facilities that are understood to be as essential to the organization as the people who use them.

It means not sidelining mothers with an inflexible culture built around face time—or basing all office social activities around happy hour and then deciding a woman’s heart isn’t in the job if she has to leave at 5 p.m. to have dinner with her children and put them to bed.

It means instituting policies stating unequivocally that no one can be fired for speaking out against discrimination and harassment. The women at all levels of the entertainment industry—from interns to Oscar winners—who kept quiet to protect their careers should be a lesson to every CEO and HR department.

It means believing women when they come forward and coming forward yourself when you witness discriminatory behavior.

It means answering Sheryl Sandberg’s call to #MentorHer. In February, Sandberg’s Lean In organization and the online platform SurveyMonkey released data suggesting that the #MeToo movement is discouraging men from mentoring women. Long before #MeToo, studies showed that white men receive more mentorship than women, people of color and gay men, leading to the massive disparities at the executive level. And the implication that women are poised to make unfounded accusations in droves is even more alarming when every piece of data on false reporting contradicts that false notion. We need to believe women and believe in women. Now is the time we need allies the most.

Whitney Wolfe Herd is the founder and CEO of Bumble.

EWA IS the plan about which she speaks - we are doing it!

60 minutes talks about Paradigm for Parity - making gender equality in equal pay for equal work

January 01, 2020

Salesforce CEO Marc Benihoff in a 60 minutes interview, talks about Paradigm for Parity - making gender equality in equal pay for equal work . Larraine Segil serves on the Steering Committee of Paradigm for Parity mentioned by one of the Co Chairs, Ellen Kuhlman former Chair and CEO of Dupont in this interview. And that is why EWA is so critical - we mentor mid career women to stay in the workplace, and move UP into senior leadership with equal pay and position.

When organizations foster equality, career advancement and pay advances for BOTH MEN AND WOMEN!

April 03, 2018

Accenture found that if organizations succeed in creating a workforce culture that fosters equality, they will not just accelerate career advancement and pay for women, they will also improve career progress for men. Getting to Equal 2018 groups the 40 factors into three categories and shows how organizations can take action in each: Our research found that achieving success in all three categories creates a virtuous circle, with each one enhancing the others so that, when combined, they deliver an even greater impact than they would in isolation. Together, they nurture a culture of purpose, accountability, belonging, trust and flexibility. BOLD LEADERSHIP A diverse leadership team that sets, shares and measures equality targets openly. COMPREHENSIVE ACTION Policies and practices that are family-friendly, support both genders and are bias-free in attracting and retaining people. AN EMPOWERING ENVIRONMENT One that trusts employees, respects individuals and offers freedom to be creative and to train and work flexibly.

MIT expert says that machine learning is showing that technology is often better at human judgment than humans are!

April 03, 2018

The promises and practical applications of artificial intelligence (AI) are here. In this interview with Andrew McAfee, principal research scientist at the Massachusetts Institute of Technology (MIT) and cofounder of the MIT Initiative on the Digital Economy, he explains how AI, and machine learning in particular, is quickly disrupting companies’ economic models, strategy, culture, and even the very nature of how they are structured and run. But there are opportunities for companies that can answer the call—and meet the needs and wants of consumers. 

In a landmark study with the Rockefeller Foundation, Korn Ferry researchers interviewed and assessed 57 leading women CEOs to uncover the patterns of how they got there.

April 03, 2018

The Korn Ferry/Rockefeller Institute Study found that the following characteristics are essential for women to rise to C level Positions - the EWA program supports and enhances these:

​1. BE DISCOVERED EARLY: We coach you on the specific characteristics that a recent Korn Ferry/ Rockefeller Institute study [1] says identify women as potential CEO’s early in their careers so that you can be DISCOVERED NOW! And if you are already on that track, we will help you hone your skills and are with you as you rise, and for the LONG TERM!

  1. BELIEVE YOU CAN BE CEO: We tell you that YOU CAN BE  A C-LEVEL LEADER OR CEO IF YOU WANT THAT POSITION and help you to SEE YOURSELF IN THAT ROLE (over 60% of women don’t visualize themselves in the role)

  2. GO FOR LINE POSITIONS We encourage you to get out of a staff position and into a P&L position if you are not already there.

  3. HONE THE FOLLOWING SKILLS We help you hone the following skills which you should already have:

    1. Engage and inspire people to achieve the company’s objectives

    2. Build effective teams

    3. Develop talent - to meet individual as well as organizational goals

    4. Direct Work – clear direction, removing obstacles so that work gets done efficiently

    5. Courage – stepping up to address difficult issues and say what needs to be said

    6. Manage ambiguity -operating effectively even when things are uncertain.

  4. IDENTIFY SPONSORS We help you identify/ possibly change sponsors within your organization if necessary

  5. LOTS OF WAYS TO BECOME CEO/CLEVEL We help you understand there are MANY WAYS to get to a C-level or CEO position

    1. Looking for next challenge

    2. Getting an enterprise perspective

    3. Focus on building new business

    4. Focus on pursuing a path and avoiding distractions

  6. LEARN FINANCE AND GO FOR OPERATIONS ROLES We encourage (insist) that you become good in finance, operations

  7. MANAGE A BOARD We help you learn how to manage a board and external stakeholders (Wall Street Analysts, Activists and more)

  8. MOVE UP OR OUT AND UP We help you understand that you may have to MOVE INTO A DIFFERENT DIVISION to MOVE UP and soon

  9. BE KNOWN FOR WHAT YOU KNOW Results don’t always mean promotion – it’s who you know and who knows you and what you know and who knows what you know – we help you MAP your stakeholders and add to your Network of leaders.

Korn Ferry and Rockefeller Institute Study on When Women Speak 2018

Everyone can improve their Emotional Intelligence through being Coached

March 22, 2018

Daniel Goleman the guru of Emotional Intelligence writes about how everyone no matter how senior, can improve their performance and emotional intelligence through coaching.

The Economic Value of Mentoring - how mentoring makes money for mentees!

March 20, 2018

Forbest Magazine highlights Larraine Segil and the Exceptional Women Awardees Foundation and how the Mentoring received by the Awardees creates economic benefit for them.

There is a nationwide gender pay gap between men and women working the same jobs. This report goest into the details

March 11, 2018

The gender pay gap is visible in this report.  There is a nationwide gender pay gap between men and women working the same jobs. A male senior developer at a public tech company makes an average of $144,000 while a woman working the same job makes an average of $137,000.

What the future of work will mean for jobs, skills, and wages

January 01, 2020

McKinsey Global Institute’s latest report, Jobs lost, jobs gained: Workforce transitions in a time of automation(PDF–5MB), assesses the number and types of jobs that might be created under different scenarios through 2030 and compares that to the jobs that could be lost to automation.

The results reveal a rich mosaic of potential shifts in occupations in the years ahead, with important implications for workforce skills and wages. Our key finding is that while there may be enough work to maintain full employment to 2030 under most scenarios, the transitions will be very challenging—matching or even exceeding the scale of shifts out of agriculture and manufacturing we have seen in the past.

What do women have to do to get equal pay? Fortune tells us what it takes

March 11, 2018

Georgetown University’s Center on Education and the Workforce on Tuesday published a new set of “rules” for working women seeking equal pay, and rule No. 1 is somewhat of a stunner: Get one more degree than a male counterpart to achieve his same earnings. A whole additional degree. Georgetown explains:

A woman with a bachelor’s degree earns $61,000 per year on average, roughly equivalent to that of a man with an associate’s degree. The same rule holds true for women with master’s degrees compared to men with bachelor’s degrees and for each successive level of educational attainment. Over a lifetime, women with bachelor’s degrees in business earn $1.1 million less than men with bachelor’s degrees in business. In fact, men earn more than women within every industry.


Ten years of research of Women in the Workplace by McKinsey

March 08, 2018

McKinsey has been doing research on Women in the Workplace since 2007. Our research in 2017 shows a troubling trend. While progress has occurred in the intervening years, it remains too slow. In 2017, on average, women accounted for 17 percent of corporate-board members and 12 percent of executive-committee members in the top 50 listed G-20 companies (Exhibit 1). Even more worrying, perhaps, is that many people are content with the status quo. According to our Women in the Workplace 2017 study, conducted with LeanIn.Org and one of the largest of its kind, almost 50 percent of men think that it is sufficient when just one in ten senior leaders in their company is a woman. One-third of women agree.

Why Mentoring at Any Stage is Important

January is National Mentoring Month. Now is the perfect time to find a mentor and/or set a goal to mentor someone else this year.

Korn Ferry Study on Mentors - Essential for Career Advancement Especially for women

February 15, 2018

A new survey sheds light on the importance of mentoring—what works, what doesn’t, why it matters, and how companies could support it better. Korn Ferry gives the reasons. And the EWA Foundation is RIGHT THERE to help companies keep their high potential women in the workforce and moving UPWARD Into senior management and to create a culture of mentorship!

Bold Advice for Young Women Today

February 05, 2018

3. Find partners to go farther together.

“You cannot do it alone. It’s impossible in this world to come up to speed with the amount of knowledge you need, and expertise. You have to partner. And if you partner, realize that collaboration is all about aligning your expectations, which means you have to understand what the other party has in it, what you have in it, and if you have more than they do you get to do all the work, and that means their work as well.” - Larraine Segil, Entrepreneur & Author

This is what women have to do to become CEO

February 01, 2018

Believe in yourself.

May sound like corny advice, but it works for successful female CEOs.


In an Oxford University study charting global CEO success, 151 male and female CEOs talked about making it to the corner office. But surprise, surprise -- the men and the women had different career paths.

Female CEOs said success came when they invested in their own career development. Researchers identified three "self themes" -- self-acceptance, self-development and self-management -- common to the female leaders.

The 5 Jobs Robots Will Take Last

March 05, 2017

Last week, I compiled a list of the 5 jobs robots will take first. Today, let’s have a go at the 5 jobs robots will take last. For this article only, let’s define “robots” as technologies, such as machine learning algorithms running on purpose-built computer platforms, that have been trained to perform tasks that currently require humans to perform.

How Do You See the Future?

June 11, 2017

Tomorrow will be nothing like today. It may look and feel a lot like today – you’ll get up, have breakfast, exercise, go off to work, etc. But tomorrow will be nothing like today. Tomorrow there will be 600,000 new smartphone activations, 540,000 new computers sold, hundreds of thousands of new cloud computing credentials issued, hundreds more petabytes of data traveling through the Internet, thousands more miles driven by autonomous vehicles, millions of new words interpreted by Natural Language Understanding (NLU) systems, billions of new patterns learned by machines, and billions of new lines of code created. Tomorrow will be nothing like today.


With that in mind, it might be fun to think about how some of things that will make tomorrow different might impact how you spend your day. So let’s play a game about the future called, “What Do You Believe?”


First we will list a set of assumptions. Then we will craft a set of thought experiments to help visualize the future we assume and put some timing around it. Then we will ask two simple questions: (1) Do you believe in the future you’ve envisioned? (2) How will you spend your day in the future you’ve envisioned?

Mid- Career Women leaving the workplace

October 12, 2017

With unemployment at a low of 4.3 percent and the battle for talent only intensifying, organizations can’t afford to lose high-performing employees if they want to stay competitive and innovative in today’s economy. And yet, women’s participation in the U.S. workforce dwindles during the mid-career stage, from 46 percent at entry level to a mere 29 percent by the time they reach VP status. That’s a 17 percent decrease, and no small matter. For an organization of 500 employees, that’s 85 employees over a span of a few years. While women drop-out for a number of reasons, most don’t want to remain on the sidelines.

In fact, research found that 93 percent of highly qualified women who leave want to return to their careers, but find it increasingly difficult to do so. This consistent cycle of women dropping out of the workforce creates detrimental losses for companies and women alike.

Women Need Coaches: In the workplace and in school

January 13, 2015

Giving scholarship money is a truly valuable donation. But, it’s not enough. Advancing women in business with money alone doesn’t seem to be achieving our goals to generate leaders in business. Women are still seriously misrepresented in the C-Suite and the boardroom where our incremental increase in women in leadership positions is, to put it bluntly, pathetic.

Research by Catalyst shows that only 14.6% of Executive Officer positions were held by women-the 4th consecutive year of no year-over-year growth. Women held only 8.1% of top earner slots- again no change from prior year. And, from 2004 to 2012, the percentage of female directors at Fortune 100 companies increased a mere 2.8%, rising from 16.9% to 19.7%. (Alliance for Board Diversity, "Missing Pieces: Women and Minorities on Fortune 500 Boards 2" (2013))

Of course, there is no single reason for this stagnation. But the lack of coaching for women is undoubtedly a significant factor. In a LinkedIn survey of more than 1,000 female professionals in the U.S. 82% agreed that having a mentor is important — but nearly 1 out of 5 women also responded that they had never had a mentor. And, research done by Catalyst found that 69% of women with mentors had an upward career move in the following three years, compared to 49% of women with no mentor. Further, 37% of current women executives state that having a mentor was a critical ingredient of their personal success.

​Breaking the Barriers by Judy Warner in NACD Directorship Magazine September October 2017

"Women comprise almost half of the American Workforce. Women earn more degrees at the undergraduate and graduate levels than men. In 2015 according to the U.S. Bureau of Labor Statistics, women held 50.5% of all management and professional positions. Women in the Unites States control or influence 73 percent of all consumer spending. Still in America’s C-Suites and boardrooms, men continue to outnumber women 8 to 1"​

Women Need Coaches: In the workplace and in school by Larraine Segil

Giving scholarship money is a truly valuable donation. But, it’s not enough. Advancing women in business with money alone doesn’t seem to be achieving our goals to generate leaders in business. Women are still seriously misrepresented in the C-Suite and the boardroom where our incremental increase in women in leadership positions is, to put it bluntly, pathetic.

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