Brainpower. Sylvia Ann Hewlett
cares deeply for patients and their families. We also care deeply about our employees. You are among our company’s brightest talent and this conference is a wonderful opportunity for you to share experiences, exchange ideas, and learn from each other. I hope that you will take advantage of all that today has to offer.”
Participants received candid advice on everything from personal branding to dealing with bias, from finding mentors to getting honest feedback from managers, from presenting an image of success to successful off- and on-ramping. Panelist B.J. Jones, vice president, sales, typified the attitude of the panelists by saying, “I’m on this panel not because I’ve figured it out, but because I’m figuring it out.” NextGenWomen President Selena Rezvani presented a skill development workshop around her book The Next Generation of Women Leaders.
Meanwhile, the managers gathered in breakout sessions to discuss how best to manage both men and women and share insights around managing diverse teams. Afterward, everyone convened for a World Café, in which small groups hosted by leaders of Boehringer Ingelheim’s Employee Resource Groups discussed company culture, work-life balance, and how the company could improve. The Café was moderated by Di Dia. Senior Vice President of Human Resources David Nurnberger was also present for the event with pen and paper in hand to address places where employees need help. The day ended with a networking reception in which participants continued to share what they had learned during the day.
Thanks to extremely positive feedback from participants, the day will become an annual event. The feedback has also sparked real change—among other shifts within the company, Boehringer Ingelheim has decided to look into enhancing their leave policies as a result of the research and feedback gathered throughout the day.
Deutsche Bank: ATLAS Program
In July 2009, Deutsche Bank launched a new leadership development program called “Accomplished Top Leaders Advancement Strategies,” or ATLAS. The program is cross-divisional and focuses on getting highly talented female managers to the next level of leadership within the company. ATLAS seeks to help create more senior leaders in the firm by focusing on female talent internally, with the ultimate goal of getting women on Deutsche Bank’s Executive Committee (GEC).
The program is sponsored by Deutsche Bank CEO Josef Ackermann. The GEC nominated and selected 21 extraordinarily talented female managing directors to participate in the pilot program.
Each of the 21 women is assigned a formal sponsor from the GEC. The sponsor’s task is to develop a one-on-one working relationship and provide her with exposure to senior leaders, training, and guidance in her career path. Although the participants are all managing directors, they are drawn from all divisions and all offices within the company. In order to increase their exposure to other parts of the company, the CEO is asking participants to work on a cross-divisional project. Yet another component of ATLAS is an in-depth assessment
of each woman with the goal of helping her crystallize her career plan.
The sponsor/participant pairs are expected to meet at least four times a year. In September 2009 they held a group meeting for the women and Executive Committee members to get to know one another. The meeting resulted in a wide ranging and open discussion on opportunities for women within the firm and how
to remove biases. The women were also invited to attend a senior management conference where they were given an exclusive opportunity to network with a wider group of Deutsche Bank leaders. Almost immediately the attendance of these women at the senior management conference dramatically changed
the dynamics in terms of female representation.
ATLAS is a central part of a larger effort by Deutsche Bank to get more women into top management positions. The hope is that the women who benefit from ATLAS will go on to serve as mentors, role models, and sponsors for other women in the organization. Already they have witnessed increased levels of visibility and engagement among the ATLAS women. They’ve reached out to female summer
interns and will participate in a new targeted female recruitment program. Deutsche Bank is considering how often to refresh the participants in ATLAS—annually or biannually—but will use it to continue to boost the success of women within the organization.
EY: Board of Directors
EY, a pioneer in developing diversity and inclusion programs, encourages innovation from within its ranks—not just from the top down but from within and up. Inspired by this model, the firm’s Northeast region crafted an initiative that drives its leadership to better promote the career progress of high-potential women and ethnically diverse minority employees.
Called Board of Directors (BOD), the program helps top executives develop future talent from these underrepresented groups. For each promising individual, the BOD brings together a high-touch team of key partners responsible for that individual’s development and success. One member of the team is chosen as primary owner of the relationship and facilitator of the team’s activities. Working closely with senior leadership at the individual’s office location, the owner and team develop and implement an action plan to make sure the targeted employee qualifies for the partnership pool by his or her targeted promotion year—or earlier, if appropriate.
The team agrees on the appropriate timing for the individual’s promotions, determines specific actions to be taken to keep the candidate on track, and identifies team members to own and act on each of the action plan items. These include monitoring necessary assignment changes that will round out the future leader’s skill set and experience portfolio, reviewing and approving account responsibility and roles, making sure the individual has access to critical relationships, as well as the right kinds of exposure both within and outside the practice and within and outside his or her geographical region. Is the candidate in a position to have real impact on fellow team members and the larger office population? What else needs to be done to position this person for partnership?
BOD members commit to a range of follow-up roles as well. These can include facilitating assignment changes, introducing candidates to partners outside their practice areas, taking them to audit committee meetings, and involving them in proposals. BOD members also help these employees develop strong mentoring relationships, give them ongoing feedback, and make sure they get high-profile stretch development opportunities.
“Board of Directors has been a productive line management tool in raising the awareness and support of our most qualified candidates for promotion,” notes Karyn Twaronite, partner and People Leader for the Northeast. “It works to provide consistent messaging and development support if needed, and to rally unwavering support from all stakeholders for promotion and their career support beyond that promotion.”
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