Women, the Quest for Gender Diversity and Why Women Quit

By Caroline Turner

Research confirms women have higher attrition rates than men. But women don’t just leave; they disengage and quit climbing. But why?

Although women have made progress in reaching the leadership levels of business, statistics show progress has stalled.

Women now represent about half of the hiring pipeline and total workforce. According to Catalyst, while women represent 46.7 percent of the 2011 workforce in the Fortune 500, they represent only 14.1 percent of executive officers and 7.5 percent of top earners. In its report on Women in Law, Catalyst notes women make up 45.4 percent of law firm associates but only 19.5 percent of partners.

The business case for gender diversity in leadership is compelling. Companies with a balance of men and women leaders do better on key financial measures. They tap into the huge women’s market. They attract the best talent from the gender-diverse talent pipeline. So, if it’s good for business, why don’t more businesses have gender diversity at the upper levels?

First, while the fact that women generally handle more family responsibilities is accurate, this cause is overblown. Second, research shows that family responsibilities cause women to leave only when other factors are at play.

According to the Center for Work-Life Policy, next to family responsibilities, the factor most often cited by women as a reason to leave is a “push factor” – lack of enjoyment and satisfaction with their jobs. Disengagement and job dissatisfaction occur when women lack full access to the formal and informal networks required for success or don’t feel valued—or like they can succeed. Two things drive these sources of dissatisfaction: the “comfort principle” and an unconscious preference for how leadership and excellence look.

Neither is malicious, intentional or usually even conscious. But making them conscious may help improve job satisfaction.

The Comfort Principle: People like to spend time with people like themselves, which can affect how they form informal networks. The people who come to mind when leaders are handing out assignment or giving their time as a mentor are naturally those with whom they feel most comfortable. With more men than women leaders, however, the comfort principle can create an obstacle for women. We can’t legislate away the comfort principle, but we can bring it to the conscious level. Leaders can pause and monitor whether the comfort principle is influencing who gets assignments, mentoring and a second chance when things don’t go perfectly.

An Unconscious Preference: The builders of American business were primarily men. Studies show “leadership” is associated with words that describe men more often than women. In evaluating a woman, men may find her approach unfamiliar and may judge her style rather than focus on the results she delivers. Leaders can stop and notice whether previously unconscious preferences are influencing how they evaluate a woman. They can take the time to understand differences in masculine and feminine approaches, and the strengths and limitations of each. Then they can appreciate and value both.

Both the comfort principle and unconscious preferences can undermine job satisfaction and engagement for women. Awareness can reduce these factors. Awareness of the strengths of both masculine and feminine approaches to work can enable leaders to assure that women feel accepted and valued. The result will be higher engagement, higher retention and a better bottom line.

Caroline Turner is a business consultant and author of Difference Works: Improving Retention, Productivity and Profitability through Inclusion.