Boris Groysberg

Deborah Bell

Durante anos, as mulheres buscaram maior representação nos conselhos corporativos. E a maioria dos conselhos diz que quer mais diversidade. Então, por que as mulheres detinham apenas 16,6% dos Fortuna 500 assentos no conselho em 2012? E por que, nos últimos seis anos, essa porcentagem ficou relativamente estável, aumentando em apenas dois pontos, de acordo com dados da empresa de pesquisa Catalyst?

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Reprint: R1306F 
Though boards claim they strive for diversity, the number of female directors remains low; women held only 16.6% of Fortune 500 board seats in 2012. To find out why&#8212;and learn about the women appointed to boards and their experiences&#8212;Harvard Business School&#8217;s Groysberg and organizational researcher Bell teamed up with Heidrick &#038; Struggles and WomenCorporateDirectors to conduct annual surveys of board members. In this article they reveal the findings of their 2010 survey of 294 women and 104 men, presenting a profile of the typical female director, what directors thought about the benefits of diversity and the dynamics between men and women on boards, and best practices for recruiting and managing directors. 
Three themes emerged from the data: (1) Women had to be more qualified than men to be considered for boards. Contrary to popular belief, female directors had more operational and leadership experience than male directors. (2) Boards don&#8217;t know how to leverage diversity. The women said they were not treated as full members of the group, though the men were largely oblivious to this problem. (3) Great talent is not enough to create a great board. Boards need processes and cultures that encourage inclusiveness as well as diversity.

Dysfunction in the Boardroom

Reimpressão: R1306F Embora os conselhos afirmem que buscam a diversidade, o número de diretoras continua baixo; as mulheres detinham apenas 16,6% das Fortuna 500 assentos no conselho em 2012. Para descobrir o porquê e saber mais sobre as mulheres nomeadas para os conselhos e suas experiências, Groysberg, da Harvard Business School, e a pesquisadora organizacional Bell se uniram à Heidrick &amp; Struggles e à WomenCorporateDirectors para realizar pesquisas anuais com os membros do conselho. Neste artigo, eles revelam os resultados de sua pesquisa de 2010 com 294 mulheres e 104 homens, apresentando um perfil da diretora feminina típica, o que os diretores pensam sobre os benefícios da diversidade e a dinâmica entre homens e mulheres nos conselhos e as melhores práticas para recrutamento e diretores administrativos. Três temas emergiram dos dados: (1) As mulheres precisavam ser mais qualificadas do que os homens para serem consideradas nos conselhos. Ao contrário da crença popular, as diretoras tinham mais experiência operacional e de liderança do que os diretores do sexo masculino. (2) Os conselhos não sabem como aproveitar a diversidade. As mulheres disseram que não foram tratadas como membros plenos do grupo, embora os homens estivessem em grande parte alheios a esse problema. (3) Grandes talentos não são suficientes para criar uma boa diretoria. Os conselhos precisam de processos e culturas que incentivem a inclusão e a diversidade.

Disfun&ccedil;&atilde;o na sala de reuni&otilde;es

Reprint: R1306F Though boards claim they strive for diversity, the number of female directors remains low; women held only 16.6% of Fortune 500 board seats in 2012. To find out why—and learn about the women appointed to boards and their experiences—Harvard Business School’s Groysberg and organizational researcher Bell teamed up with Heidrick & Struggles and WomenCorporateDirectors to conduct annual surveys of board members. In this article they reveal the findings of their 2010 survey of 294 women and 104 men, presenting a profile of the typical female director, what directors thought about the benefits of diversity and the dynamics between men and women on boards, and best practices for recruiting and managing directors. Three themes emerged from the data: (1) Women had to be more qualified than men to be considered for boards. Contrary to popular belief, female directors had more operational and leadership experience than male directors. (2) Boards don’t know how to leverage diversity. The women said they were not treated as full members of the group, though the men were largely oblivious to this problem. (3) Great talent is not enough to create a great board. Boards need processes and cultures that encourage inclusiveness as well as diversity.

Disfunção na sala de reuniões

Resumo.

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