In a world in which women often find themselves competing hindered by habits and models unsuitable for their way of working, they are forced to submit to inadequate rules and mechanisms to express their talent only in part, as if he were a forced sportsman to play wearing shoes of the wrong size.
This is the problem that affects the success of women (but also that of many men) at work, so it is necessary to modify the conventions and “manufacture shoes of different sizes” to improve the professional performance of people, with great advantage for companies in the which ones work.
The last 6.2 miles that stop women
Training allows a marathon runner to run the first 20 miles with relative ease, but athletic training is not enough to cover the fateful last 6.2: you need mental strength and a real desire to do it.
In large companies, gender equality stops at the last stage, represented by top roles, especially those in the heart of power: the area of business development. At the peak, in this sector, women are extremely few.
Of course, this happens because women, more than men, are concerned with maintaining a good balance between work and family. But the truth is more complex: it is not easy for women to participate in activities that combine with the development of a company’s business, such as golf or other sporting events.
The methods used by men to promote the company’s business and commercial development do not easily adapt to the female universe.
At the beginning of the 20th century, the division of labor between those who find customers and deal with them and those who actually produce the good emerged. A new way of success is defined, due to the ability to be at ease as a customer finder.
Today, companies hire more women and many of them climb the first step of the pyramid, but they do not receive any incentive to advance further: the summit does not suit them, it is a pair of shoes that does not fit comfortably.
The difference between one size and right size
Objectively, women are less successful than men in acquiring and retaining customers. This is because the main model of commercial development was designed by men for other men, at the time when women in power were not even talked about.
In other words, the difference between male and female results is not due to a difference in talent and ability, but to the difficulty in freely expressing one’s skills.
Let’s take the story of Nicole, now one of her company’s 20 best sales managers. Thanks to a shooting teacher, Nicole understood that she, a woman, could perfectly compete with her father and brothers if she had used a gun suitable for her hand, rather than an old family weapon.
So, at work, Nicole has created a real alternative to late evening meetings, attending sporting events, golf tournaments and aperitifs, organizing informal dinners for potential investors at home, during which to exchange opinions and advice . At first, Nicole recalls, her company has resisted this way of proposing itself, but the results obtained have forced its leaders to change their mind.
Know, understand and do
Looking at the differences in the approach between males and females towards commercial relations development work, it is clear that women know the methods to be used, but they do not understand why these methods do not work for them as for male colleagues.
“Knowing” requires knowledge of what works, while “understanding” means finding what works best for oneself.
The consultants who work alongside companies to develop staff potential are in agreement: women need to do something different, but it is difficult to find out what it is.
Participating in activities that help build relationships with potential customers is difficult for women. Since these are mostly meetings organized on the basis of typically male events, women find it difficult to participate in them feeling at ease; if the programs are integrated with more feminine or mixed activities, which also include wives and husbands, it is almost impossible for them to work effectively and not disappear among the chatter of the invited consorts.
The men are also reluctant to let their colleagues accompany them to the meetings: “I know that it is not fair – explained one of the interviewees – but it is embarrassing to enter a restaurant to meet possible customers with a beautiful young woman at your side”.
Focus on superstars or group success
In 2004 the United States basketball team got the bronze medal. The new coach was convinced that the problem was in the composition of the team, since they were all ninety pieces, unable to carry on a truly united and compact game. He redesigned the team until they got 2 times the Olympic gold.
From sport to the business world, the step is very short: the “one size fits all” commonly accepted in the customer network development sector is based on individual successful personalities, almost exclusively male. Thus, companies that are satisfied with a bronze medal can continue to rely on their “business magicians”, but if they want to grow they must replace individual play with teamwork.