Women on Top

Published in the Clicks ClubCard Magazine, Issue 2 2012

Men and women are different. The clichés, theories and realities all tell us so; men are more analytical, women are better long-term planners. Men think more in terms of status and rank. Women prefer flat hierarchies. We even fall in love differently. So naturally, we have different strengths when it comes to managing people.

Despite our supposedly advanced society, though, the workplace is still awash with stereotypical notions of women bosses. You’d be hard pressed to find even one derogatory male stereotype in the workplace to every three for women: there’s the hormonal emotional wreck, the people-pleasing pushover, the “ball breaking” lady dragon, the passive aggressive “bitch”.

Thankfully, these perceptions are waning, as ever more women blaze a trail in senior positions. Research from the 2011 Grant Thornton International Business Report (IBR) reveals that South African women currently hold 27 percent of senior management positions, beating the global average of 20 percent. The survey also shows the percentage of private businesses in South Africa that have no women in senior management has declined from 27 percent in 2009 to 23 percent, in contrast to the global average which has risen to 38 percent compared to 35 percent in 2009.

So what makes a good manager? There are thousands of books dedicated to the subject (which tells us there is no one answer to that question) – but that is perhaps, besides the point. Different positions require different roles, and therefore, different skills.

“Both women and men bring unique characteristics to the workplace, and the different roles that they play add to the overall wholeness of the organisation,” says Ann Werner, an industrial psychologist and career facilitator who runs her own practice, Career Creations, in Cape Town. “For example, often the workplace is depicted as a logical, rational, goal-orientated, competitive environment, which focuses on increased productivity and optimum performance. These are often seen as masculine qualities, and of course, they are vital components for organisational success. But within that, and indeed enriching the environment, one will find the more common feminine traits of nurturing, intuition, co-operation, and rather than a strictly goal-oriented approach, a people-centric one, where development of relationships is key to a thriving workplace. This is particularly so of efficient and successful organisations.”

South Africa needs effective women managers – having only men on your team is a bit like like hopping on one foot instead of walking. Women adapt better to new situations. Women are more likely to delegate and reward people. They’re getting better at doing what men traditionally have done well, and it has also been suggested that women are better able to lead businesses towards transformation.

“Women tend to be more approachable,” says Werner, “and care not only about the employee, but the value of the relationship, the effect of the relationship on others, and how it influences overall organisational productivity. Hence, women managers generally know the importance of getting to the bottom of a situation, sooner rather than later, make changes to improve things, and generate workable solutions prior to situations becoming untenable.”

So, our inherent nature works in our favour, which isn’t exactly a newsflash – but are there any disadvantages? According to Werner, we’re generally not as single-minded as men in the workplace. “Because women are generally wired to multitask, as well as to ‘see’ things which their male counterparts do not, it may detract somewhat from a single-minded focus on one task at a time. In addition, owing to their more nurturing and relation-centred approach to management, women might get caught out when sufficiently clear boundaries are either not adhered to or not in place. For example, mentorship sessions scheduled for a certain duration should be kept as such and not overflow into other work time. All too often, going beyond the call of duty can spiral into overwork and eventual burnout.”

But no-one becomes an effective manager overnight – it takes plenty of time, experience in the field and trial and error to learn to trust your instincts, know when to takes risks and how to effectively manage subordinates. But there are a few guidelines to help you along the way, says Werner.

Don’t neglect your feminine self. The workplace needs the feminine qualities which women bring. Don’t abandon your intuition. While there is a need for action, there is an equal need for quieter time, thought, intuition and harmony.

Find the balance. Make sure that you set sufficient boundaries to ensure time for yourself, for significant others and your work. Learn to say no and get into the habit of effective delegation.

Be clear. When you go into partnership with men, be vocal and explicit, without being aggressive. Become an effective communicator. Do what makes you happy.

Use your nurturing instincts, but make sure you deliver the outcomes efficiently. Focus on results, but don’t lose a human touch.

Don’t be too serious – it helps to have a sense of humour!

Ann Werner
Industrial Psychologist & Career Facilitator

<< Go Back