The CEO Effect: Women Leaders' New Dawn in Japan
In our quest to propel female talent into the C-suite in Japan, we've identified three essential stakeholders: CEOs or heads of multinational organizations, the executive team who serve as sponsors, and the aspiring women leaders themselves. Throughout their organizations, these contributors play different roles in fostering diversity, equity, and inclusion (DEI).
The Power of Allyship: How to Make Executives Can Boost Female Leadership
In our research, we found that seasoned male CEOs, especially foreigners, can be the most useful allies for women seeking advancement into the C-suite. Because CEOs of multinational subsidiaries typically enjoy certain degrees of autonomy, they are uniquely positioned to drive DEI initiatives. Most male CEOs interviewed were influenced by powerful role models or personal experiences that emphasize gender equality. It could be witnessing women's struggles to gain education or establish businesses or observing their spouses' efforts to balance their professional and family lives. As a result of these experiences, they strive to create a workplace that is more inclusive and equitable.
Through our research, we've identified three distinct CEO profiles at multinational companies (MNCs) in Japan:
The Seasoned Male CEO: Having successfully navigated his career to deliver growth and performance, this leader often aims to leave a legacy through impactful DEI initiatives. His personal achievements include a strong C-suite team and women executives.
The Emerging Male CEO: This first-time executive is keen to make his mark, often using Japan as his launching pad. His confidence and ambition can lead him to use DEI initiatives as a personal branding tool, establishing himself as a transformative leader.
The Rising Female CEO: This first-time female executive, often less self-assured than her male counterparts, is still finding her footing. Driven to succeed, she may focus primarily on growth and performance, potentially lacking the bandwidth to drive DEI efforts.
In our study, we found a noticeable absence of seasoned female CEOs.
Interestingly, our research points to seasoned male CEOs, particularly those from abroad, as the most probable allies for women aspiring to C-suite roles. These leaders possess the maturity, vision, and capability to drive transformation within their organizations. Their life experiences have taught them the traits to look for in potential leaders, making them excellent mentors and sponsors. As seasoned CEOs, they are less competitive than their emerging male counterparts, who have yet to prove themselves. Moreover, these emerging CEOs compete directly for career advancement with rising female CEOs, creating a somewhat unique dynamic.
The CEO's Clout: A Game Changer for Women in Leadership
CEOs have the capacity to navigate the complexities of their local organizations and effect change. The seasoned male CEOs, with their desire to leave a legacy of people development, are women's closest allies. They can exercise their power in four ways:
a. Vision-setting: They can establish a people-focused vision, setting the direction for diversity at different leadership levels and mandating organizational action. A vision provides a roadmap and aligns the leadership team around a shared purpose.
b. Culture-shaping: By modeling inclusive leadership behaviors, they can influence the organization's culture. For instance, they can practice active listening, value diverse perspectives, and create an environment in which everyone can participate in decision-making.
c. Expectation-setting: They can outline what's expected from current leaders and aspiring candidates, fostering transparency, targeted development, and support. The objective is to ensure that all employees understand the success criteria and are on the same page. This also creates a level playing field, enabling everyone to compete equally. Further, it provides clarity on the path to leadership roles, motivating and encouraging employees to meet their potential.
d. Inclusive leadership: By promoting inclusivity, CEOs can foster an environment that supports DEI goals and business objectives, ultimately creating a place where people can thrive. This approach also has a positive impact on the organization's bottom line, as diverse teams are proven to be more innovative and create better results. Further, it ensures that the team reflects the organization's values and culture and is capable of meeting the customer's changing needs.
Given their unique position, CEOs of multinational subsidiaries are often the starting point for changing the narrative about women in leadership. Any substantial change requires a clear and consistently communicated DEI vision, which should ideally come from the CEO.
From CEO to Legacy: Shaping a Future for Women in the C-Suite
Many male CEOs express a genuine desire to create a more inclusive workplace and foster women's success. As leaders ascend the corporate ladder, they can use their commitment to DEI as a personal leadership brand. This not only distinguishes them from their peers but also motivates their teams and the wider organization. As chief communicators, CEOs can utilize their brand to inspire and motivate their leadership teams, leading by example and driving the DEI agenda forward.
In conclusion, our research underscores the critical role of the CEO in setting the tone for gender diversity and inclusion within an organization. CEOs, particularly seasoned male leaders, can significantly influence women's rise to the C-Suite. These CEOs, backed by their unique experiences and leadership models, are best positioned to sponsor women leaders.
The journey towards a more inclusive C-suite begins with a single step: the CEO's commitment to change. Whether it is the experienced male CEO, the rising female CEO, or the emerging male CEO, each has the potential to shape the future of leadership in their organization. This will pave the way for women's C-suite ascent.
Our next article will focus on the leadership team and sponsors. We encourage CEOs and aspiring leaders to consider: What legacy do you want to leave behind? How will your leadership contribute to a more diverse, inclusive, and equitable future? Remember, change starts with you.
Elevate Your Impact with Kay Group
Looking to leave a lasting imprint on your organization? At Kay Group, we are committed to helping you carve out a powerful legacy, particularly in the realm of elevating women into the C-suite. Here's how we can provide assistance:
Your Leadership Legacy: We collaborate with you to define your unique people-focused legacy. Together, we develop a strategic roadmap that empowers both you and your leadership team to drive meaningful change.
Personal Leadership Model: We work closely with you to establish your personal leadership model. It will not only shape the organization's culture but also serve as a blueprint for the leadership team. Your vision and strategy can be fine-tuned with our dedicated coaching.
Cultivating Future Leaders: How can future leaders lead in a VUCA world? We guide you and your team in exploring this question and help identify the critical skills and qualities needed in your future leaders. We then help communicate these insights across the organization.
Inclusive Leadership Development: Inclusivity is key to building a robust, diverse leadership team. We offer comprehensive assessments and coaching to foster inclusive leadership within your team and pool of potential leaders.
Embark on a transformative journey with Kay Group to redefine leadership and champion the rise of women in the C-suite. If you, or someone you know, are passionate about driving DEI in your organization and nurturing exceptional female leaders, reach out to Karin Wellbrock at karin.wellbrock@kaygroup-asia.com. Together, let's shape a dynamic path forward and turn the tide for women in leadership.
ABOUT THE AUTHOR
Karin Wellbrock, Partner and COO at Kay Group K.K., anchors her expertise in a Tokyo-based consultancy specializing in leadership and organizational development. A certified Leadership and Team Coach, Karin is dedicated to propelling both seasoned and emerging executives to leave a significant imprint in their respective industries. Her 'Four Gem Model' assists in identifying the development needs and she helps the leaders in striking an optimal balance between their personal ambitions and the practical demands of their professional roles, often guiding them into senior leadership positions. Beyond individual coaching, Karin extends her influence through her work with NGOs and startups, and through her writing. She delves into the journeys of 'Exceptional Leaders in Japan' and dissects complex leadership scenarios, thereby enriching the managerial toolkit for leaders striving for peak performance. Contact: karin.wellbrock@kaygroup-asia.com