2023-04-28 18:42:54
Women in the Workplace 2021 is the largest corporate study on the state of women in America. In 2015, LeanIn.Org and McKinsey & Company launched the study to provide companies with insights and tools to promote gender diversity in the workplace. Between 2015 and 2021, more than 750 companies participated in the study and more than a quarter of a million people were interviewed regarding their workplace experiences.
According to survey data, women are less likely to be promoted than men. Women continue to face a “broken rung” in the first step to manager: for every 100 men promoted to manager, only 86 women are promoted. As a result, men significantly outnumber women at the manager level, meaning there are far fewer women to promote to higher levels. The “broken rung” likely explains why the representation of women at senior manager, director and vice president levels has improved more slowly than overall. Evidencing that, often, they need to work harder to reach leadership positions and, consequently, have a team that presents above-average results.
“In this sense, building a high-performance team can be a differential for women who lead companies. A team like this is made up of committed professionals, who have complementary skills and who work efficiently to achieve the goals set by the organization”, clarifies Deiah Rodrigues, businesswoman and international specialist in Management Processes.
According to research, despite the added stress and exhaustion, women are becoming stronger leaders and taking on the extra work that comes with it: compared to men at the same level, women are doing more to support their teams and promote diversity, equity and inclusion efforts.
Furthermore, when talking regarding female leadership, it is important to emphasize that women tend to have a more collaborative and empathetic approach, and these characteristics can be very useful when building a high-performance team, since communication and teamwork team are fundamental in this process, emphasizes Deiah Rodrigues.
The specialist explains that to create a high-performance team, it is important that the leader has a clear vision of the company’s objectives and the roles that each member of the team must play. There must also be an investment in qualification and training, so that professionals are prepared for the demands of the organization. And that, in addition to the team, it is important to have managerial processes that benefit them, as they provide a structure that helps organize and optimize activities, allowing professionals to work more efficiently, increasing productivity and quality of work.
The study points out that compared to men in similar positions, female managers are consistently doing more to promote employee well-being, including checking in on team members, helping them manage workloads and providing support for those who are dealing with burnout or navigating work/life challenges.
And Deiah Rodrigues sees in well-structured management processes, which include planning, organization, coordination and control activities, a strong ally for the team’s activities to be aligned with the company’s objectives and for each professional to be aware of their role in the process, because when implementing efficient management processes, a high performance team benefits in several ways, such as:
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Greater efficiency: with well-structured processes, the team can work more assertively, reducing the time needed to carry out activities and increasing productivity.
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Better quality: with adequate management processes, it is possible to guarantee that activities are carried out in accordance with quality standards defined by the company.
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Greater engagement: when professionals understand the demands they must meet and how they fit into the company’s objectives, they feel more motivated and engaged.
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Better communication: well-structured management processes promote clearer and more efficient communication between team professionals, which avoids mistakes and rework.
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Less probability of failures: With well-defined processes, the team can more easily identify and correct problems, reducing the probability of failures.
As the survey uncovered, managers are at the forefront of employees’ daily experiences, which means their actions have a significant impact on employee burnout and well-being. To improve results, managers must focus their attention on three key areas: modeling work/life boundaries, ensuring performance is measured once morest results, and supporting employee well-being.
For Deiah Rodrigues, a team that uses appropriate management processes can be more efficient, productive and engaged, delivering better results, with higher quality and maintaining well-being, it is important to highlight that a high performance team is not built overnight . It takes patience and persistence to find the right people and develop a work environment that encourages collaboration and engagement.
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