HomeFinancialFeminine CEOs are uncommon. Two in a row on the identical firm...

Feminine CEOs are uncommon. Two in a row on the identical firm is (nearly) extraordinary

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It is uncommon that we get a feminine CEO.

Nevertheless it’s even rarer to see one other lady comply with her into the C-suite.

Within the historical past of the Fortune 500, a female-to-female CEO succession has solely occurred thrice: in 2009, when Ursula Burns adopted Anne Mulcahy at Xerox; in 2011, when Sheri McCoy took over Avon Merchandise from Andrea Jung; and in 2017, when Debra Crew turned CEO at Reynolds American, taking on from Susan Cameron.

So why is it so uncommon to see a girl promoted to the function after one other feminine CEO’s departure?

A part of this, says Christy Glass, professor of sociology at Utah State College, could be blamed on the excessive visibility — and accompanying scrutiny — that follows girls into the C-suite.

Below stress

Along with balancing so many alternative expectations and battling staff’ prejudices, some feminine leaders concern selling girls behind them might be seen as “bias” or “having a feminist agenda,” in line with Glass.

“These women are extremely aware of the scrutiny they face,” Glass says. “To the extent that they become strong advocates for women, they face potential bias that they’re not as committed to the organization overall and that instead they have this equity agenda. I think it’s problematic.”

Analysis additionally reveals that when a girl or minority CEO takes management of an organization, white male managers may very well withhold their help from feminine staff, basically weakening the pipeline of numerous expertise that would sooner or later take over.

“They face this perfection standard,” Glass says. “They have to be flawless because of the level of scrutiny, and any mistakes are not only blamed on them, but sometimes blamed on women generally … I think it’s really difficult for those high-profile women to really be vocal advocates of other women. I think they’re in a double bind.”

women CEO succession Asking the fallacious query

Persons are approaching this drawback from the fallacious angle, says Heather Foust-Cummings, senior vp of analysis at Catalyst, a non-profit learning girls and work.

“I think it’s a far more compelling question — and it gets more to the root of what I think the real problem is — if we ask ‘Why is it that men are not developing succession planning and placing women in the CEO seat?'” she says.

And in lots of corporations, feminine CEOs aren’t even those getting ready succession plans. As a substitute, that work falls to the board of administrators — a lot of which wrestle with their very own lack of range.

“One thing we heard from a lot of our respondents is that board diversity really matters,” Glass says. “It mattered for their promotion and it mattered for equity overall.”

In anticipating feminine CEOs to be the one ones who faucet girls, Foust-Cummings says, we’re solely perpetuating the stereotypes feminine CEOs already battle.

“It’s really difficult when a woman CEO is being held to all these standards that the men are held to, and then, on top of that, essentially we’re asking them to be responsible for carrying an entire gender with them,” she says. “They’re the ones who are supposed to promote and develop and have women succeed them — but we’re not asking the same of men.”

CNNMoney (New York) First printed August 16, 2018: 11:45 AM ET

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