Gender balance in business: how can leaders continue to steer the agenda?

The next generation of leaders already understands that gender balance in business drives performance to a higher, more sustainable level. But the performance argument alone is not enough. Despite years of campaigns in support of gender equality within organisations, we must recognise that these efforts are not yet yielding results. It is now essential to identify the right levers of action – ones that have a proven track record of success, and start to act more efficiently in the years ahead.

To combat self-censorship and impostor syndrome, companies must cultivate a trusting environment

We know that the obstacles to gender diversity in companies do not stem from a woman’s level of ambition, nor from her desire to succeed, but from an environment that limits her self-confidence and her ability to attain the highest positions. Ambition alone is useless if not surrounded by a supportive environment. Promoting gender diversity therefore involves a fundamental transformation of the business environment: the culture, values, processes, atmosphere and behaviours.

Managers have a range of measures at their disposal – some appoint gender specialists, while others establish monitoring indicators and ambitious targets. There are also those who choose to change their recruitment and assessment processes to eliminate bias. Still, it is essential to raise awareness of gender stereotypes among all teams, especially among male employees. Yet, the right levers for action cannot only be rooted in added pressure and shaming tactics— both are sources of tension that would only hinder collective progress. To create an inclusive climate within an organisation, I believe more in promoting a managerial culture and organisational policies that benefit everyone.

Gender diversity, an opportunity to improve working conditions for women and men

Men, who still hold the majority of leadership positions, also have a lot to gain from the organisational changes achieved through gender diversity initiatives, whether that be through workplace satisfaction, parenthood or work-life balance.

We must refrain from overzealousness which would consist, under the pretext of equality, in doing away with all differences between women and men. On the contrary, we must recognise these differences in order to implement appropriate solutions. We must recognise pre-existing disparities to propose processes worthy of correcting them. Specifically, we must treat the issue of career lifecycles differently, as it is a source of inequality. Parenthood, an issue of equity and a recruitment asset, must be addressed through measures aimed at everyone: supporting parental leave for both men and women, measures for transitioning back to work, extension of paternity and second parent leave and so on. Reducing career inequalities between men and women means supporting the management of parenthood, a topic Mazars has committed to in a very concrete way by increasing the length of leave for second parents after the birth of a child by two and a half months. Each Mazars employee in this position, who has completed their first year of service, benefits from 42 days of additional parental leave to take time off to bond with their child.

In the pursuit of a good work-life balance, the issue of flexible working should no longer be taboo. In 2023, it is in an organisation’s best interest to reject presenteeism culture, which is detrimental to both the wellbeing of employees and the performance of the company. Even so, remote working cannot be the only solution. It is therefore important to reinforce the added value of face-to-face work in addition to remote work, as to encourage employees to be actively present in the office, which is the ideal place for dialogue, intergenerational cooperation and knowledge sharing. Leaders must show the way and set the example.

On the journey towards gender diversity, a leader’s attitude is decisive. The tone must be set internally in a clear and unequivocal manner. The company must officially communicate its vision of gender equality to all employees. This is the only way to position gender diversity at a strategic level and to get all organisational management teams on board.

Let us be bold and set an example because this issue calls for management to take responsibility. This entails providing the right keys to understanding and, if necessary, taking appropriate measures in the face of inappropriate behaviour. Leadership must be steadfast in its commitment to embody a change in corporate culture and ensure its sustainability over time, regardless of turnover in management bodies.

Quotas for women in management bodies: regulatory developments are expected

It is worth reminding hesitant organisations that time is running out. We should recall that in 2021, the French Rixain Law crystalised the debate around women’s quotas. Some asked: “Are these quotas necessary? Are they fair?” But the time for debate is now over: the adopted law requires large companies to include 30% women in leadership positions by 2027, and 40% by 2030. Similarly, the European Women on Boards Directive aims to increase the number of women on the boards of listed companies in the EU by 2026.

Because they are binding, these laws require all management bodies to deeply reflect on gender diversity in their companies. It is in the interest of every organisation to question its methods and the notion of equity that may, or may not, apply within it. Beyond ethical issues, a company’s credibility is now at stake with younger generations for whom diversity is a key factor of company attractiveness.

We will certainly not achieve equity overnight, but we must commit to undertaking our best effort. Is it not our duty to value all talents and ensure that high-performing women do not face a glass ceiling?

We all have an interest in working towards better gender balance, which is key to societal progress. Companies must fulfil this role through HR and corporate sustainability policies that ensure all women of equal skill feel validated in their professional development and career choices.

Even if the road ahead is still long, the means to success already exist; it is up to us, the leaders, to seize them and strengthen our actions in favour of workplace equality. And while there is no miracle solution, the key to success lies in our ability to act over time, with purpose and determination. This way, we can collectively contribute to the construction of a more equitable, just and sustainable society, where gender balance is considered an essential condition of progress.