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(Manchester) He's the boss- She's bossy

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Jill Greenfield

on 20 February 2017

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Transcript of (Manchester) He's the boss- She's bossy

The Focus
Fieldfisher Women
He's the boss

The Stats
Where have all the women gone?
Revolving Door?
Excerpt from Michael Kimmel, "Why gender equality is good for everyone - men included" (TED)
averil leimon
You have to see the problem to fix it
Talent Management Committee
Flexible Working
Maternity Benefits
Education - Unconscious bias
Enthuse our young talent
Peggy Montana - vice president of global supply

"Change starts at the top...If you're personally committed, you can catalyze change that will improve not only your company's treatment of women but also, in all likelihood, its business results."
"Get over it. I've never seen a selection panel pick somebody on the basis of she's not qualified but we need a female in the job. It just doesn't happen, We're running a business."
"Become the Change you want to see"

Female Associates Programme
Psychology of success

Managing your career

Step Up and Stand out

Networking for success
Profit forgone by companies with male only boards was $655 billion

UK & US the increase in GDP by moving to mixed boards was about 3%

Above based on Large listed companies only
UK, US & India

4. Consider Quotas for women on boards
5. Facilitate shared parental leave
6. Build the necessary infrastructure and legislation

Make a top level commitment to support women leaders
Design leadership roles to be more attractive
Invest in sponsorship programmes
put you hand up for stretch assignments
Push yourself out of your comfort zone
Challenge your organisation to tackle gender bias
Equal but different?
Excerpt from "gender equality
in the work place", featuring Dr. Patricia Heim (CEO of the Heim Group and author of "Hard Ball for Women")
The problem is not (or not only):

Our maternity policy (recently improved)

Our (often in-)flexible working conditions

The (excellent) quality of our female personnel

Difficult (but not impossible) client demands
Research tells us that we should expect the problem to include less visible elements, which are
harder to address:
Is our prevailing culture strongly male biased?

Is this comfortable for our managers, who are nearly all male?

Are they not aware of (or do they actively embrace) that bias?
Is our prevailing culture is hostile to
the majority female mind-set?

Should we expect most women
to get fed up and leave?
Excerpt from "gender equality
in the work place", featuring Dr. Patricia Heim (CEO of the Heim Group and author of "Hard Ball for Women", VIMEO, 2014)
Society has changed
around us
If we don't change
we risk failure?
You have to see the problem to fix it
Excerpt from Michael Kimmel, "Why gender equality is good for everyone - men included" (TED, 2015)
66% of our trainees in the UK are women

64% of our lawyers in the UK are women

13 out of 51 BEPs are women

7 out of 60 AEPs are women
Why not?
What would need to change to make this a firm women do want to stay at?
Our programme will allow us to ASK OUR WOMEN.
We can't make changes until we identify them.
Our management is massively male biased. What do our associates, male and female, see when they look up?
Excom: 12 posts, 11 men
Remco: 5 posts, 4 men
Sup board: 4 posts, 4 men
PSC: 5 posts, 4 men
Business Managers: 15 posts, 13 men
Managing partners: 10 posts, 9 men
Partners with key roles: 6 roles, 5 men
Sector leads: 8 roles, 6 men
There is an inevitable male bias
in our culture
Step 1: Recognise it

Step 2: Be willing to change
Step 3:
Refuse to accept any other outcome
We fail at Step 3
every time?
We bring proportionately more women in, but even more women leave
Since 2009: 598 fee earners have joined the firm
328 women
270 men
572 fee earners have left the firm
318 women
254 men
+16 males
+10 females

In six years we have turned over nearly 600 staff for a net gain of 6 men.

Is there any good news?


Our senior associate cohort is about 50:50 male:female. There is hope that we can stop the rot for our next generation of partners.
Do we believe we can change?
Do our female senior associates believe we can change?
Imagine a Fieldfisher with 100 AEPs, 50 of each gender, and 60 BEPs, 30 of each gender. We would be double our current size.

The reason we don't have those statistics is because the good female partners who should be working with us have left.
Can we create a culture which accepts and encourages differences in approach and mind-set?
Developing talent
Investing in our young lawyers
Invested in their success
We advocate for them
We link our success to theirs


Next Generation

Career Coaching and Sponsorship Programme

Launch 2016

"We know the human limits. And for us this remains a dream. Most likely the first flight will be one way. But I am ready"
- Valentina Tereshkova

Allows partners to speak to women in the course of the sponsorship about their careers without fear

Can be something that rotates

Can be done at different levels
Women In Business 2015
Country with the highest % of female leaders in business is ?
Diversity's dividend: Top vs bottom quartile for diversity:

Gender diverse: 15% more likely to out perform

Ethnically diverse: 35% more likely to out perform
UK: In Senior Exec Team:

each + 10% > gender diversity

EBIT +3.5%
Millenials and women :

Coaching relationship
Preference for flatter structures
Personal development
Clear career paths
Loathing for destructive behaviour
Millenials are:
No.1 need personal development
Work/life balance
Career progression
Moral perspective

Generation Y expects to work in communities of
mutual interest and passion
not structured hierarchies
. Consequently, people management strategies will have to change so that they look more like Facebook and less like the pyramid structures we are used to

Vineet Nayar Vice Chairman and CEO HCL Technologies, India
if we had talked a bit more maybe it would have saved us!
In situations like this...say nothing !
Client Perspective:

Top factors influencing decision to continue to instruct: diversity is no. 3
"I believe that diversity needs to be one of the core values for the legal profession and it needs to become even more central than it is today. Our legal department has team members sitting in 55 countries and diversity is simply a necessity for us to work together and serve our clients. Our headquarters country, the U.S., is becoming more diverse; that's obvious to anybody who reads anything in the news"

Brad Smith, GC, Microsoft
Equality and fairness is not just about diversity: it is what our young lawyers want
The Case for diversity
The Millenials
The business case
Bridging the Gender gap by 2025:

Valued at: $28 trillion


$12 trillion if match the best-in-region
Excerpt from "Why we have too few women leaders" by Sheryl Sandberg (TED, 2010)
Excerpt from
"So we leaned in, now what?", by Sheryl Sandberg (TED, 2013)
There is an inevitable
male bias in our
Excerpt from Michael
Kimmel, "Why gender
equality is good for
everyone - men
included" (TED, 2015)
Liz Taylor and Richard Burton
She's bossy
60% of our female assistants have left by age 36
The biggest loss of female talent is around 4 years pqe
4 of our 5 female directors have left
Our Loss - Our Cost
What we have to do
did I miss something ?

Peggy Montana
28th September 2015

March 2016
ex Senior Director of Shell
Unconscious Bias Training
Running sessions in London and Manchester to increase awareness of Unconscious Bias.
"Unconscious bias refers to the biases we have of which we are not in conscious control of. These biases occur automatically, triggered by our brain making quick judgments and assessments of people and situations based on our background, cultural environment and our experiences".
Full transcript