People & Strategy Winter 2018 Vol. 41 No. 1 - 34

are vulnerable to the risks of derailment, marginalization,
and ostracism. If stereotypes and biases can creep into the
ways in which leadership models and high-potential assessments are implemented in organizations, then the likelihood
is increased that talented women will not be seen as a good
"fit" for leadership roles.

Call to Action:

* Examine your leadership models and frameworks for "unconscious biases" that could impact interpretations.
* Conduct statistical analyses at the competency and behavioral levels to ensure there are no systemic differences
between men and women leaders (and men and women
high-potentials).
* Make sure that the organization's aspirational goals for
values, strategy, and success include gender inclusiveness
as one of the content domains (e.g., see Church, Rotolo,
Shull & Tuller, 2014 for an example of how PepsiCo has
done this with their HR systems).
Data and Observations #2: Talent Management and Reward
Systems - The organization has low retention rates for high-potential women. Women are more likely to quit at a certain
level(s) in the organization. There are gaps between high performance evaluations and distribution of rewards, i.e. high-potential women receive high performance evaluations, but do
not receive proportional recognition, rewards, or promotions.
Challenge: Ensure metrics and recognition and rewards
are bias-free. Even if an organization's leadership competency
model is inclusive by design, many studies have shown that
men have been perceived to have more of the general characteristics of leaders than women. This results in men receiving
a greater share of "real" or "meaningful" success. For example, meta-analysis has shown that a) gender differences in rewards such as salary, bonuses, and promotions are significantly larger than performance evaluations and that b) having a
higher percentage of men in an occupation increased the gap
between performance and rewards (Joshi, Son, & Roh, 2015).
This gap was reversed, however, when there was a higher representation of female executives at the industry level.
Just because your organization has well-developed performance management systems, formal assessments and talent
management and review processes does not automatically
mean that you are safe from the unconscious bias and stereotypical thinking that can creep in during implementation of
policies and practices. Every aspect of your process needs to
be examined in light of where women enter and exit the talent pipeline. Most organizations already conduct gender pay
equity analyses, but consider whether promotion rates, critical
experiences, attendance at leadership programs, and other
talent management efforts are also being offered in the same
manner. Might stereotypical thinking continue to influence
assessments and measurements like 360-degree feedback and
assessment evaluations?

Call to Action:

* Measure if and at what level there is a ceiling for the
high-potential women.
34

PEOPLE + STRATEGY

* Examine exit interview data to understand where and why
it occurs. If it's not telling you anything consider enhancing the process to focus specifically on key issues.
* Review performance appraisals and resulting rewards for
alignment between performance metrics and rewards.
Data and Observations #3: Trends in Behavioral Ratings -
360-degree feedback results for women show low ratings in
interpersonal skills or other indications that "agentic" behaviors are judged more harshly.

If lower interpersonal skills pose
more serious derailment issues
for women than for men, gender
stereotypes are distorting the
behavioral ratings.
Challenge: Address 360-degree feedback ratings and
derailment. Given the prevalence of 360-degree feedback
in organizations today (Church, et al., 2015) and the issues
cited above with respect to leadership frameworks and performance expectations and ratings, it should come as no
surprise that feedback often produces differences between
men and women as well. In fact, feedback gives us unique
insights into the typical pattern of derailment for high-potential women. Using large managerial samples with tens of
thousands of managers across different industries, ineffective interpersonal behaviors such as insensitivity to others,
coldness, arrogance resulted in a greater likelihood of derailment for women than for men (Bono et al., 2017). These
results suggest that, if lower interpersonal skills pose more
serious derailment issues for women than for men, gender
stereotypes are distorting the behavioral ratings.
Thus, derailment naturally occurs more easily for
women and women high-potentials. This means that even
if you ensure women are added to your high-potential pool
initially, they are falling off the high-potential lists at faster
rates. Are we really justified in expecting the gender stereotypes of greater sensitivity or "EQ," warmth, and humility
from women leaders facing the same stressful managerial
situations as men in the workplace? Furthermore, we might
ask, in addition to greater numbers of derailers, are there
different types of them for women than for men?

Call to Action:

* Review and analyze results of 360-degree feedback for
high-potential women and men considering these research results. If differences are found, focus on revising
your tools to reduce bias.
* Determine opportunity for training on unconscious biases in all types of behavioral and performance ratings.
* Hold managers accountable for fairness and objectivity
in all ratings of performance.
* Consider implementing upward feedback tools that



Table of Contents for the Digital Edition of People & Strategy Winter 2018 Vol. 41 No. 1

From The Executive Editor
From The Guest Editors
Perspectives
So You Want to Be a High-Potential?
How to Identify and Grow High Potentials: A CEO’s Perspective with Proven Results
Getting the Right People in the Hi-Po Pool
Wherefore Art Thou All Our Women High-Potentials?
Are Your HiPos Overrated?
Executive Roundtable
In First Person
Linking Theory + Practice
Insight into Action
Leadership Insights
People & Strategy Winter 2018 Vol. 41 No. 1 - Cover1
People & Strategy Winter 2018 Vol. 41 No. 1 - Cover2
People & Strategy Winter 2018 Vol. 41 No. 1 - 1
People & Strategy Winter 2018 Vol. 41 No. 1 - 2
People & Strategy Winter 2018 Vol. 41 No. 1 - 3
People & Strategy Winter 2018 Vol. 41 No. 1 - From The Executive Editor
People & Strategy Winter 2018 Vol. 41 No. 1 - From The Guest Editors
People & Strategy Winter 2018 Vol. 41 No. 1 - 6
People & Strategy Winter 2018 Vol. 41 No. 1 - 7
People & Strategy Winter 2018 Vol. 41 No. 1 - Perspectives
People & Strategy Winter 2018 Vol. 41 No. 1 - 9
People & Strategy Winter 2018 Vol. 41 No. 1 - 10
People & Strategy Winter 2018 Vol. 41 No. 1 - 11
People & Strategy Winter 2018 Vol. 41 No. 1 - 12
People & Strategy Winter 2018 Vol. 41 No. 1 - 13
People & Strategy Winter 2018 Vol. 41 No. 1 - 14
People & Strategy Winter 2018 Vol. 41 No. 1 - 15
People & Strategy Winter 2018 Vol. 41 No. 1 - 16
People & Strategy Winter 2018 Vol. 41 No. 1 - So You Want to Be a High-Potential?
People & Strategy Winter 2018 Vol. 41 No. 1 - 18
People & Strategy Winter 2018 Vol. 41 No. 1 - 19
People & Strategy Winter 2018 Vol. 41 No. 1 - 20
People & Strategy Winter 2018 Vol. 41 No. 1 - 21
People & Strategy Winter 2018 Vol. 41 No. 1 - How to Identify and Grow High Potentials: A CEO’s Perspective with Proven Results
People & Strategy Winter 2018 Vol. 41 No. 1 - 23
People & Strategy Winter 2018 Vol. 41 No. 1 - 24
People & Strategy Winter 2018 Vol. 41 No. 1 - 25
People & Strategy Winter 2018 Vol. 41 No. 1 - 26
People & Strategy Winter 2018 Vol. 41 No. 1 - 27
People & Strategy Winter 2018 Vol. 41 No. 1 - Getting the Right People in the Hi-Po Pool
People & Strategy Winter 2018 Vol. 41 No. 1 - 29
People & Strategy Winter 2018 Vol. 41 No. 1 - 30
People & Strategy Winter 2018 Vol. 41 No. 1 - 31
People & Strategy Winter 2018 Vol. 41 No. 1 - Wherefore Art Thou All Our Women High-Potentials?
People & Strategy Winter 2018 Vol. 41 No. 1 - 33
People & Strategy Winter 2018 Vol. 41 No. 1 - 34
People & Strategy Winter 2018 Vol. 41 No. 1 - 35
People & Strategy Winter 2018 Vol. 41 No. 1 - 36
People & Strategy Winter 2018 Vol. 41 No. 1 - 37
People & Strategy Winter 2018 Vol. 41 No. 1 - Are Your HiPos Overrated?
People & Strategy Winter 2018 Vol. 41 No. 1 - 39
People & Strategy Winter 2018 Vol. 41 No. 1 - 40
People & Strategy Winter 2018 Vol. 41 No. 1 - 41
People & Strategy Winter 2018 Vol. 41 No. 1 - Executive Roundtable
People & Strategy Winter 2018 Vol. 41 No. 1 - 43
People & Strategy Winter 2018 Vol. 41 No. 1 - 44
People & Strategy Winter 2018 Vol. 41 No. 1 - 45
People & Strategy Winter 2018 Vol. 41 No. 1 - 46
People & Strategy Winter 2018 Vol. 41 No. 1 - 47
People & Strategy Winter 2018 Vol. 41 No. 1 - In First Person
People & Strategy Winter 2018 Vol. 41 No. 1 - 49
People & Strategy Winter 2018 Vol. 41 No. 1 - Linking Theory + Practice
People & Strategy Winter 2018 Vol. 41 No. 1 - 51
People & Strategy Winter 2018 Vol. 41 No. 1 - 52
People & Strategy Winter 2018 Vol. 41 No. 1 - 53
People & Strategy Winter 2018 Vol. 41 No. 1 - Insight into Action
People & Strategy Winter 2018 Vol. 41 No. 1 - 55
People & Strategy Winter 2018 Vol. 41 No. 1 - Leadership Insights
People & Strategy Winter 2018 Vol. 41 No. 1 - 57
People & Strategy Winter 2018 Vol. 41 No. 1 - 58
People & Strategy Winter 2018 Vol. 41 No. 1 - Cover3
People & Strategy Winter 2018 Vol. 41 No. 1 - Cover4
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