By Alex Taylor, Talent Acquisition Lead at Valtus UK
The Interim Management sector continues to fall short when it comes to gender diversity. As the latest Institute of Interim Managers Report reveals, just 25% of Interim Managers are women, which is a long way from the equality the industry is aiming for. In fact, despite the trending percentage increase since data began being collected in 2010, it’s a near 5% reduction in Female Interims when compared with last year.
In the coming months we’ll be exploring the experiences of female Interim Managers and discuss how the gender gap can be bridged, in a series of interviews.
Before we do that it’s worth highlighting some of the common barriers women face in our sector and why, as a result, they are still underrepresented.
Out-dated perceptions are hard to shift
Interim Management usually involves a high-pressure leadership role. As much as we like to think we have all moved on from gender biases and stereotypes, men are still regarded as more suited to these positions by many.
Characteristics often associated with men, such as a firm handshake, a loud voice, an appearance of complete confidence, can consciously or unconsciously influence hiring decisions, sometimes to the detriment of more talented candidates.
Even before someone reaches the interview stage, ingrained biases in recruitment practices can make it harder for women to progress. For example, Interim Management firms often rely on existing pools of candidates that are predominantly male because of the challenges women face rising to higher level positions.
These firms aren’t necessarily purposefully not considering women, but by failing to go beyond the same merry-go-round of executives, women aren’t getting a look in. This is partly because of a culture that prioritises making a quick hire rather than the best hire.
Networking isn’t working
One way to break into these talent pools is networking. But here, again, women face challenges. Inevitably networking events for senior leaders are male dominated, which can feel unwelcoming, while imposter syndrome can make women doubt their ability to contribute.
Equally networking opportunities are more likely to be centred around stereotypically male activities that are less appealing to women. And on a practical level, stubborn gender imbalances at home, in family life and around childcare responsibilities make it harder for women to attend after-work events.
Breaking the cycle
These barriers won’t apply to all women, but are a snapshot of the extra hurdles they face that create a self-perpetuating imbalance.
Interim Management often requires a proven track record in senior leadership roles. But because of the difficulty in accessing senior roles, for some of the reasons mentioned above, women find it harder to gain the experience needed for Interim Management.
This means they fall further behind men who have an easier route to Interim Manager roles and can build a track record of interim management success that opens the door to more opportunities.
In addition, when women do break through, the disproportionate responsibilities they have at home often make it difficult for them to accept roles that require significant time commitments and international travel.
Time to accelerate progress
The IIM Report shows there is clearly more work to be done. The underrepresentation of women in Interim Management is a complex issue, and the points we’ve discussed are just the tip of the iceberg. But in the coming weeks we’ll shed more light on the subject, by hearing firsthand from several accomplished women Interim Managers and a few of our insightful male consultants.
Together, they’ll share their experiences and discuss how women can be encouraged to join the sector and be better supported to thrive within it. To make sure you don’t miss their insights, follow us on LinkedIn for updates.
