Damned if she does; damned if she doesn’t

At the recent FT Women at the Top conference dinner, I found myself seated next to a senior director of a well-known Swiss private bank. She confessed that while her seniority meant she had significant scope and responsibility, she had never gone for a partnership – nor would she. The bank has never had a female partner in its 200-year history, and while as partner her job would not change fundamentally, her remuneration clearly would.

In explaining her decision, she said the partners of the bank all got together every weekend for bonding events, and while she happily worked all hours of the week, she reserved weekends for her family. This was the only reason she had not fulfilled her ambition.

I have just finished reading Lynn Cronin and Howard Fine’s book whose title I’ve borrowed for this post’s headline. (The subtitle is Rethinking the Rules of the Game That Keep Women from Succeeding in Business.) It argues it is business culture itself that has inadvertently created a no-win situation for women in corporate life, not sexism per se.

The two US-based consultants argue there are five significant rules that are to blame: being a team player; cultivating advocates; demonstrating commitment to the job; bonding; and judicious challenging of the power structure. The book draws on the authors’ significant experience in consulting for S&P 500 companies, but its conclusions are not strictly data-driven.

Taking each of the rules, the authors argue, women cannot win. For example, if a senior man mentors a junior woman, the relationship is viewed with suspicion, while if a senior woman mentors a junior woman, it is feminist conspiring, they say. Cronin and Fine point to the fact that advocates who “don’t teach, [but] champion” are far more likely to have male protégés than female. This, the authors say, is partly because people tend to promote juniors in their likeness.

Women who try to be team players are criticised for “acting like men”, while those who take a more independent stance are vilified for not being team players. If women show commitment to work, they are criticised for not caring about their home or personal life, while such criticisms are never laid at the doors of their male counterparts.

And this leads me back to my conference-dinner neighbour. In her case, certainly, it is the perception of a cultural requirement that is keeping her out of the partnership of her bank, whether or not it is entirely accurate. Perhaps if more people tested these cultural perceptions and questioned their usefulness, we wouldn’t just see more women at the top, but also more talented people of both genders. What do you think?

This blog is no longer updated but it remains open as an archive.
 

The 'Women at the Top' blog is part of a series of online and print publications that focuses on women's achievements in business. With up-to-date news and incisive analysis, the blog will provoke discussion on the role of the world's most prominent businesswomen. www.ft.com/womenblog

For more Women at the Top news, video interviews and other features, visit www.ft.com/womenatthetop

VIDEOS

About our bloggers

Liz Bolshaw

Liz Bolshaw is a business journalist and editor. She has been a successful book publisher, online editor, magazine editor and publisher.

She was launch editor of the Europe-wide online community Entrepreneur Country, has published magazines for PwC, 3i, dunhill and Bafta, and launched The Sharp Edge, a magazine for and about entrepreneurs, with Duncan Bannatyne. She is a regular contributor to Thomson Reuters’ Venture Capital Journal.

Her last project for the Financial Times was as editor of the paper’s Business Education magazine.

Rebecca Knight

Rebecca Knight is a freelance journalist based in Boston. She writes regularly for the FT on business education, entrepreneurship, and management.

Andrew Hill

Andrew Hill is an associate editor and the management editor of the FT. He was City editor of the FT and editor of the daily Lombard column on British business and finance from September 2006 to December 2010.

He was the FT’s financial editor from June 2005 to September 2006, with overall responsibility for coverage of companies and markets. Before becoming financial editor, he was the FT’s comment & analysis editor, in charge of the paper’s opinion and features pages.

From 1999 to 2003, he was the FT’s New York bureau chief. He joined the FT in 1988 and has also worked as foreign news editor, UK companies reporter and correspondent in Brussels and Milan.

Pino Bethencourt

Pino Bethencourt is a professor and leadership expert at IE Business School in Madrid. She is also an author and executive coach.

Lynda Gratton

Lynda Gratton is professor of management practice at London Business School.

Linda Tarr-Whelan

Linda Tarr-Whelan, former ambassador to the UN commission on the status of women, is a Demos distinguished senior fellow.