Taking the Journey to the Next Level Featuring Carla Harris Vice - PowerPoint PPT Presentation

Third Annual Advancing Women in Aviation Roundtable Luncheon January 17, 2017 Taking the Journey to the Next Level Featuring Carla Harris Vice Chairman, Global Wealth Management Morgan Stanley Amelia Anderson Managing Director & Assistant Treasurer American Airlines Sarah Briand Vice President, Asset Finance Group Morgan Stanley

Agenda ● Welcome ● Recap key concepts, set the stage for today’s discussion ● Keynote address and Q&A with Carla Harris ● Lunch and tabletop exercises Table report-outs ● ● Adjourn 2

Dana’s Special Project 3

Recap of Key Concepts 4

Public Enemy Number One: The “Leaky Pipeline” for Leadership 5

Gender Representation in the Corporate Pipeline in 2016 % of Employees by Level Sr. Manager / Entry Level Manager Director VP SVP C-Suite 54% 63% 67% 71% 76% 81% 46% 37% 33% 29% 24% 19% % of Women in 45% 37% 32% 27% 23% 17% Pipeline in 2015 Women Men 6

Drivers of the Leaky Pipeline ● Unconscious bias ● Bias in recruiting processes and development programs ● Women’s own behaviors ● “Maternal wall” and “second shift” Lack of “family friendly” HR policies, or unintended consequences ● of those policies ● Few female role models ● Diminished expectations that impact decisions 7

Strategies for Change ● Build awareness of unconscious biases ● Evaluate recruiting processes and efficacy of HR programs ● Implement objective standards, measurement and accountability for decisions on hiring, promotions and key assignments ● Create meaningful opportunities to mentor and sponsor talented women ● CEO commitment is key! 8

Mentorship and Sponsorship 9

Gender Representation in the Corporate Pipeline in 2016 % of Employees by Level Of those promoted to Sr. Manager / CEO in 2015, Entry Level Manager Director VP SVP C-Suite 90% came from line positions. 100% were men. 54% 63% 67% 71% 76% 81% 46% 37% 33% 29% 24% 19% % of Women in 45% 37% 32% 27% 23% 17% Pipeline in 2015 Women Men 10

What Happens to the Distribution of Women and Men in Line Roles Gender Breakdown of All Line Roles at SVP Level % of Women and Men in Line Roles (vs. Staff Roles) by Level % 68 67 65 63 63 62 61 20% 56 54 51 50 80% 48 Entry Level Manager Sr. Manager VP SVP C-Suite Director Women Men Line roles are positions with profit-and-loss responsibility and/or a focus on core operations. Staff roles are positions in functions that support the organization like legal, human resources, and IT. 11

How Do Talented Women Get There? ● Women’s informal networks are less likely to provide pathways to line opportunities than are men’s (“old boys’ network”) Mentorship and sponsorship can provide meaningful alternatives to the ● informal networks that women miss out on ● Mentors can coach and guide women, intentionally and regularly including them in discussions of key strategic, financial and operational initiatives, and encouraging them to take on challenging roles ● Sponsors can advocate for consideration of women for promotions and key assignments ● Both mentors and sponsors can recognize when women may want to temporarily “ramp down” due to family considerations, and can help them get back in the game when they’re ready to “ramp back up” 12

Keynote Address Carla Harris Vice Chairman, Global Wealth Management Morgan Stanley 13

Q&A with Carla Harris 14

Lunch and Tabletop Exercises 15

Lunch and Tabletop Exercises Select a “team captain” who will facilitate discussion, take notes, and report out for your table. Discuss two or more of the following questions. 1. Have you been a mentor to a woman or other diverse candidate? Did you choose them, did they choose you, or were you paired another way? What’s worked well, and what would you do differently? 2. As a leader, what steps might you take to facilitate and encourage mentorship and sponsorship of women in your organization? What guidelines might you put in place to support the development of lasting and mutually beneficial mentorship/sponsorship relationships? 3. What are the major pipelines for recruiting talent into your organization (e.g., certain universities/degree programs), and for developing high-potential employees (e.g., leadership development program). Are there biases in these pipelines that could limit the prospects for women? What steps could you take to mitigate the impact of these biases on hiring, promotions and leadership development? 16

Lunch and Tabletop Exercises (Cont’d) 4. What functional areas or positions in your organization are most likely to produce C-suite or CEO candidates? How well represented are woman in these areas or positions? What actions might the firm take to promote the movement of more women into these areas or roles? 5. Do you think leaders are more likely to think of men or women for line roles or roles requiring heavy travel or international relocation? How might sponsors advocate for more women to be considered for these roles? How can organizations “remember” mothers who are ready to ramp back up? 6. Are managers in your organization held accountable for diversity? Are there objective standards for making hiring and promotion decisions? Is there independent review of the basis for such decisions? What actions might the firm take to ensure objectivity in such decisions? 17

Report-outs and Wrap-up 18

Thank You and Safe Travels!