Training Industry Magazine - Spring 2022 - 56

female) is growing, and non-binary
employees often experience
marginalization in the workplace, for
the purposes of this article, the focus
will be on employees who identify as
men and women - and how companies
can foster more safety and belonging
for women. Just like corporate social
responsibility (CSR), CGR must focus on
four pillars: workplace, marketplace,
community and environment. For
those in learning and development
(L&D), this means working in tandem
with senior leaders to create a culture
that values the voices of its women;
cultivates a robust women's leadership
pipeline; develops products, services,
and messaging that empowers women
and girls; and ensures that there is
adequate training to protect employees
from sexual misconduct.
Value the Feminine
Corporate gender responsibility
initiatives must address the devaluation
of feminine communication and
leadership styles and create space for
all people, irrespective of gender, to see
the value of the feminine. In addition,
women must be given opportunities
to play a proactive role in shaping their
organizational cultures so that their
values don't have to retroactively be
integrated into the workplace.
Gender bias, which is often unconscious,
must be identified and addressed
wherever it shows up so that it doesn't
develop into prejudice or discrimination.
L&D teams can lead gender bias training
for staff or work with teams to recognize
their own biases and ensure they
are not influencing hiring, promotion
or compensation.
Cultivate a Robust Women's
Leadership Pipeline
While for every 100 men promoted to
manager only 86 women are promoted,
the majority of women are leaking out
of leadership pipelines at the director
and vice president levels. Companies
must identify exactly where women are
getting stalled in their advancement;
address why they are leaving or are
failing to be promoted; plug existing leaks
through coaching, training, mentorship
and sponsorship; set aggressive and
achievable parity goals; and develop
programming to achieve them.
Companies with a commitment to CGR
recognize that women's leadership
development must empower women to
develop the confidence and competence
to lead from their strengths and with their
own authentic style. Women also need
opportunities to speak up about the
gender-based barriers and constraints
they face, including micro-aggressions
like being spoken over in meetings,
experiencing unwanted touching or
sexist humor, career interruptions due to
childbirth or being asked to shoulder the
responsibility for family caretaking.
Too many women
are leaving the
workplace indefinitely.
Women's leadership development often
happens best in single-sex learning
environments where there is the
psychological safety to address systemic
barriers to advancement while developing
as a leader. The best women's leadership
training gives women opportunities to get
up on their feet and put into practice what
they are learning about themselves and
how to lead others - it also provides realtime
coaching and feedback so women
can solidify and, when necessary, refine
their leadership skills.
Gender Bias In Action
A decade ago, I arrived early to a conference - in time for the participants' pitch fest. Each of the approximately 100
20-somethings in attendance had a couple of minutes to present their idea for how to solve a big social, economic or
environmental problem. The finalists at the event were voted on by fellow participants, and the group was 50% female and
50% male. Yet not one woman was chosen as a finalist.
When I discussed what had happened with attendees, the feedback from the group was consistent across genders. The group
was asked to pick the best " pitcher, " or the person who fit the model of how they thought a good " pitcher " should appear:
confident, speaking with a lot of volume, taking up space and communicating with certainty. Yet, when participants were asked
for examples of pitchers they felt most connected to and whose ideas they wanted to champion, many of them gave women's
names. They said that while many of the women told stories, communicated with vulnerability, asked for feedback and were
transparent about what they still had to learn, they didn't see this as good pitching.
| 56
https://www.mckinsey.com/featured-insights/diversity-and-inclusion/women-in-the-workplace

Training Industry Magazine - Spring 2022

Table of Contents for the Digital Edition of Training Industry Magazine - Spring 2022

Putting the Learner First
Table of Contents
From Change Management to Resiliency
What to Consider When Evaluating EdTech Products
Prioritizing the Employee Experience
Relentless Engagement: Creating a Path for Inclusion Across the Employee Life Cycle
Learning in the Blended Workplace: Design Ideas for a Distributed Workforce
Enable Expert Performance With Adaptive Learning
Taking the Virtual Route to Leadership Training
Culture’s Influence on Global and Remote Learning
The 5 Paradoxes of Leading in a Hybrid Workplace
3 Steps For Successful Remote Onboarding
The Future of Work Requires Development Equity
Making the Leap: Correlation to Causation
L&D’s Role in Developing Company Culture
Better Selling Starts with Better Business Acumen
Corporate Gender Responsibility: A New Paradigm for Engaging and Developing Women
The Burnout Revolution
How Sam's Club Is Training and Retaining Current and Future Leaders
Reclaiming Development
Mindset Strategies for Business Growth in 2022
Pluralsight and Go1 Partner to Address the Growing Global Tech Skills Shortage
Company News
Training Industry Magazine - Spring 2022 - Intro
Training Industry Magazine - Spring 2022 - Cover1
Training Industry Magazine - Spring 2022 - Cover2
Training Industry Magazine - Spring 2022 - CT1
Training Industry Magazine - Spring 2022 - CT2
Training Industry Magazine - Spring 2022 - Putting the Learner First
Training Industry Magazine - Spring 2022 - 4
Training Industry Magazine - Spring 2022 - 5
Training Industry Magazine - Spring 2022 - Table of Contents
Training Industry Magazine - Spring 2022 - 7
Training Industry Magazine - Spring 2022 - 8
Training Industry Magazine - Spring 2022 - From Change Management to Resiliency
Training Industry Magazine - Spring 2022 - 10
Training Industry Magazine - Spring 2022 - What to Consider When Evaluating EdTech Products
Training Industry Magazine - Spring 2022 - 12
Training Industry Magazine - Spring 2022 - Prioritizing the Employee Experience
Training Industry Magazine - Spring 2022 - 14
Training Industry Magazine - Spring 2022 - Relentless Engagement: Creating a Path for Inclusion Across the Employee Life Cycle
Training Industry Magazine - Spring 2022 - Learning in the Blended Workplace: Design Ideas for a Distributed Workforce
Training Industry Magazine - Spring 2022 - 17
Training Industry Magazine - Spring 2022 - 18
Training Industry Magazine - Spring 2022 - 19
Training Industry Magazine - Spring 2022 - 20
Training Industry Magazine - Spring 2022 - Enable Expert Performance With Adaptive Learning
Training Industry Magazine - Spring 2022 - 22
Training Industry Magazine - Spring 2022 - 23
Training Industry Magazine - Spring 2022 - Taking the Virtual Route to Leadership Training
Training Industry Magazine - Spring 2022 - 25
Training Industry Magazine - Spring 2022 - 26
Training Industry Magazine - Spring 2022 - 27
Training Industry Magazine - Spring 2022 - Culture’s Influence on Global and Remote Learning
Training Industry Magazine - Spring 2022 - 29
Training Industry Magazine - Spring 2022 - 30
Training Industry Magazine - Spring 2022 - 31
Training Industry Magazine - Spring 2022 - The 5 Paradoxes of Leading in a Hybrid Workplace
Training Industry Magazine - Spring 2022 - 33
Training Industry Magazine - Spring 2022 - 34
Training Industry Magazine - Spring 2022 - 35
Training Industry Magazine - Spring 2022 - 3 Steps For Successful Remote Onboarding
Training Industry Magazine - Spring 2022 - 37
Training Industry Magazine - Spring 2022 - The Future of Work Requires Development Equity
Training Industry Magazine - Spring 2022 - 39
Training Industry Magazine - Spring 2022 - 40
Training Industry Magazine - Spring 2022 - 41
Training Industry Magazine - Spring 2022 - Making the Leap: Correlation to Causation
Training Industry Magazine - Spring 2022 - 43
Training Industry Magazine - Spring 2022 - 44
Training Industry Magazine - Spring 2022 - 45
Training Industry Magazine - Spring 2022 - L&D’s Role in Developing Company Culture
Training Industry Magazine - Spring 2022 - 47
Training Industry Magazine - Spring 2022 - 48
Training Industry Magazine - Spring 2022 - 49
Training Industry Magazine - Spring 2022 - Better Selling Starts with Better Business Acumen
Training Industry Magazine - Spring 2022 - 51
Training Industry Magazine - Spring 2022 - 52
Training Industry Magazine - Spring 2022 - 53
Training Industry Magazine - Spring 2022 - Corporate Gender Responsibility: A New Paradigm for Engaging and Developing Women
Training Industry Magazine - Spring 2022 - 55
Training Industry Magazine - Spring 2022 - 56
Training Industry Magazine - Spring 2022 - 57
Training Industry Magazine - Spring 2022 - The Burnout Revolution
Training Industry Magazine - Spring 2022 - 59
Training Industry Magazine - Spring 2022 - How Sam's Club Is Training and Retaining Current and Future Leaders
Training Industry Magazine - Spring 2022 - 61
Training Industry Magazine - Spring 2022 - 62
Training Industry Magazine - Spring 2022 - Reclaiming Development
Training Industry Magazine - Spring 2022 - 64
Training Industry Magazine - Spring 2022 - Mindset Strategies for Business Growth in 2022
Training Industry Magazine - Spring 2022 - Pluralsight and Go1 Partner to Address the Growing Global Tech Skills Shortage
Training Industry Magazine - Spring 2022 - Cover3
Training Industry Magazine - Spring 2022 - Cover4
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