Recruitment and Retention ofWomen to Leadership Positions

in MedicineTexas Tech University Health Sciences Center

2nd Annual Cultural Competence SeminarApril 12, 2013

Elizabeth L. Travis, Ph.D., FASTROAssociate Vice President, Women Faculty Programs

etravis@mdanderson.orgwww.mdanderson.org/womenfacultyprograms

Women M.D. and Ph.D. graduates1966-2010

NSF http://www.nsf.gov/statistics/wmpd/tables.cfm and AAMC https://www.aamc.org/data/facts/enrollmentgraduate/

science & engineering

medical school

Women Faculty in Medical Schools & Universities/4-Year Colleges, by Rank and Field: 2010

Women, Minorities, and Persons with Disabilities in Science and Engineering: 2013, National Science Foundation (NSF) andAAMC Women in U.S. Academic Medicine: Statistics and Benchmarking Report (2011-2012)

Women faculty leaders in science and medicine

In NCI-designated cancer centers1 (2012)• 12% of directors In medical schools2 (2011)• 12% of medical school deans• 14% of department chairs• 22% of division/section chiefs

In science & engineering3 (2010)• 29% of presidents, provosts, chancellors• 30% of deans, department heads and chairs

(1) NCI: http://cancercenters.cancer.gov (2) AAMC: https://www.aamc.org/members/gwims/statistics/ (3) NSF: http://www.nsf.gov/statistics/wmpd/2013/tables.cfm

Other professions: Women represent:

• 18% of the U.S. Congress

- U.S. is 72nd of 189 countries for % of women legislators, behind France, Germany, Afghanistan and Pakistan

• 20 of 193 (10%) world leaders

• <20% of top positions in business, law, journalism

• 3% of CEOs of Fortune 500 companies

• 5% founders or SAB members in 14 biotech companies

• <10% members of SABs of 500 biotech companies since 1976

- But 10-30% of academically active PhDs

Knowing Your Value: Women, Money, and Getting What You’re Worth, Mika Brzezinski, 2010

Does leadership gender matter?

Gender-balanced (36% to 67%), Female Minority (18% to 35%) and Female Token (0% to 17%)MDACC Faculty Academic Affairs (January 09)

Departments chaired by women

• 89% (8/9) - gender-balanced

• gender equity across ranks/tenure status

Departments chaired by men

• 30% (13/47) - gender-balancedBUT• > 50% are non-tenured and in junior rank

Significant relationship between chair gender and gender ratio ranking of departments (p=0.004)

Women leaders:

Better suited for the contemporary workplace that values:

• Empowering others

• Collaborations/ Teams

• Sharing information

• Rewarding employees

• Improves the bottom line1:- Better financial performance for companies- Diverse backgrounds for committees- Patients prefer physicians who look like them

(1) The Bottom Line: Connecting Corporate Performance and Gender Diversity, Catalyst, 2004(2) Cheung FM, Halpern DF, Women at the Top, American Psychologist, April 2010, Vol.65, No.3, 182-193

Why should women want to LEAD?

• Open doors for others (sponsors)

• Signals female friendly culture

• Role model for other women

• Bring unique qualities to the job

Why are they not advancing?Why are they not in senior leadership positions?

How can we change this? 9

Sr. Associate Dean/Vice Dean143 (32%) Associate Dean

352 (37%)

Assistant Dean239 (44%)

12% of deans are women

(N=14)

Where are the women leaders?

Navigating through the labyrinth

Lead

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ip s

tyle

Lead

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tyle

Demands of family life

Demands of family life

Underinvestm

ent in social c

apital

Underinvestm

ent in social c

apital

Resistance to women leaders

Resistance to women leaders Gender biasGender bias

??

Eagly AH, Carli LL., Women and the Labyrinth of Leadership, Harvard Business Review, 2007

“It is not the glass ceiling, but the sum of many obstacles along the way”

Unconscious bias

People have stereotypic associations linking

• males with science/careers• females with liberal arts/family

11Source: Project Implicit, https://implicit.harvard.edu

Harvard Implicit Association Test (IAT)https://implicit.harvard.edu/implicit/demo

Implicit biases are: pervasive unknown predict behavior differ between individuals

Unconscious bias and gender schemas

Schema: Expectations or stereotypes associated with members of a group that guide perceptions and behavior. • Blind auditions• Evaluation of CVs• Evaluation of resumes• Evaluation of job credentials• Evaluation of fellowship

applications• Letters of recommendation

Critical mass reduces dependence on schemas (30 - 40%)

STRIDE Program at the University of Michigan, Strategies and Tactics for Recruiting to Improve Diversity and Excellence

Leadership bias

Cultural stereotypes are stacked against women as leaders.

Why? It’s because of behavioral traits.

Women are construed as COMMUNAL, seen as nice, friendly, socially skilled and egalitarian.

Men are considered AGENTIC. They’re described as dominant, assertive, tough-minded and take-charge types.

AGENTIC traits are associated with LEADERSHIP

Santovec, Mary Lou. (2010, December). Women’s Metaphor: From ‘Glass Ceiling’ to ‘Labyrinth’. Women in Higher Education, 19(12), 1-2.

Agentic Communal

Double-bind penalizes women leaders

Women leaders find themselves in a double bind1. If they are:

highly communal → criticized for not being agentic enoughhighly agentic → criticized for lacking communion

Do they have “the right stuff” for powerful jobs?

(1) Eagly AH, Carli LL., Women and the Labyrinth of Leadership, Harvard Business Review, 2007(2) The Double-Bind Dilemma for Women in Leadership: Damned if You Do, Doomed if You Don’t, Catalyst, 2007

“Think-leader-think-male” mindset2:

Men → largely seen as leaders by defaultWomen → seen as going against norms of leadership/femininity

i.e. Women can’t win, with men or women!

Recruiting women leaders: Policy matters!

• Search committee must be inclusive (35% women/minorities)

• AVP reviews search committee members prior to approval

• AVP serves as voting member on all search committee

Women/minorities on short list sent to the President

WFP role in leadership searches

Be Proactive!•Provide list of women/minority faculty to serve on search committee•Identify potential women candidates•Encourage women to be candidates•Educate search committees•Recruit everywhere all the time!

OutcomeInitially had to remind search committee chairs to suggest women

and minority members. No longer necessary!Lack of women candidates now noted by all committee members,

close to double the number of women leaders in 4 years

RESULT: Number of women leaders more than doubled in 6 years Increase from 15% (n=12) to 28% (n=27)

• Inclusive search committee membership >30% women/minorities

• All key people in search process take IAT test

• Create an objective/structured interview process

• Use behavioral interviewing

• Be aware

- unconscious bias in letters of recommendation

- cultural differences affect first impressions of candidates

• Allow time to review candidates, gender bias creeps in when hurried

Preventing unconscious bias

Corrice, A. Unconscious Bias in Faculty and Leadership Recruitment: A Literature Review, Analysis in Brief, AAMC, 9(2), August 2009

Sharon Dent, Ph.D.chair

Karen Lu, M.D.chair

• Identify them early and groom them• Career development opportunities• Mentors and sponsors

Valerae Lewis, M.D.section chief

Varsha Gandhi, Ph.D.chair

Michelle Barton, Ph.D.Dean, GSBS

Elizabeth Grimm, M.D.scientific director, Moonshots

Stephanie Watowich, Ph.D.associate dean

Diane Bodurka, M.D.VP

Grow Your Own!

Driver: Needs of women faculty are sufficiently unique to warrant targeted programsRationale for in-house program: •“Pay it forward”/return on investment.•Past attendees are showcased, practice leadership, hone presentation skills•Demand is high for AAMC programs: Not all applicants are accepted•Program costs minimal Outcome/Impact:•50 women faculty attendees, all present at end of 5 hr. workshop•Program rated very satisfied by attendees•100% would recommend to colleaguesComments from attendees:•Programming was highly relevant•Programming allows junior women faculty to feel highly supported•Participation of executive leaders signaled support of women faculty

Career development programs provide an introduction to the knowledge and skills needed to succeed in academic medicine locally taught by MDACC

women faculty who attended national career development programs.Modeled after GWIMS AAMC career development programs

Demands of family life

Eagly AH, Carli LL., Women and the Labyrinth of Leadership, Harvard Business Review, 2007

Decision makers often assume that married women/mothers have domestic responsibilities that make it inappropriate to promote them to demanding positions.

A baby or a lab coat?

Half of women with salaries ≥$100K & top executives → NO children

Only 1/3 of women who began research careers w/o children become mothers

Tenured women are twice as likely as male counterparts to be single 12 yrs after obtaining their doctorates.

Cheung FM, Halpern DF (2010) Women at the Top: Powerful Leaders Define Success as Work and Family in a Culture of Gender, American Psychologist, 65:182-193

Marriage Premium for men- stability and responsibility- economic advantage in workplace

Presence of children

Motherhood Wage Penalty for women- opposite effect- less $ than comparable women w/o children and men in general

• Women twice as likely as men to not pursue tenure-track careers if they are have or PLANNING! to have children

• No other factor accounts for as much leakage of women from the research-professor pipeline.

(1) Inequality Quantified: Mind the Gender Gap, Helen Shen, Nature, March 7, 2013(2) Williams WM and Ceci SJ, When Scientists Choose Motherhood, American Scientist, 100(2), 138, 2012(3) Goulden, M., K. Frasch and M. A. Mason. 2009. Staying competitive: Patching America’s leaky pipeline in the sciences. Center for American Progress

A baby or lab coat?

Is it a system-level problem?

• Women who have made it and the men who work for them think that all they need to do is:— urge young women to be more like them— think differently— negotiate more effectively

rather than make major changes in the way their companies work

• Young women might be much more willing to lean in if they saw better models and possibilities of fitting work and life together.

Anne-Marie Slaughter

Balancing the scale: NSF initiative

• Women comprise a significant fraction of the STEM talent pool

• They have difficulties in balancing demands of career and life without adequate institutional support.

• Utilizing women’s talent and potential in STEM fields is critical to the national’s future success.

NSF’s Career-Life Balance Initiative aims to:• enhance – and implement new – gender-neutral, family-friendly policies• eliminate some of the barriers to achieving career-life balance• engage the academic community in additional actions to integrate the

family and professional responsibilities of scientists and engineers.

Work-life Balance and the Economics of Workplace Flexibility, Executive Office of the President of the United States, 03/2010

Workplace flexibility isn’t just a women’s issue. It’s an issue that affect the well-being of our families and the success of our businesses.

-- President ObamaWhite House Forum on Workplace Flexibility

March 31, 2010

Marie Curie and her children, Iréne and Eve

Nobel Laureate in Physics (1903) and Chemistry (1911)www.nobelprize.org

Work life balance!

THEN NOW

Carol Greider and her children, Gwendolyn and Charles

Nobel Laureate in Physiology or Medicine (2009)

Two Body Recruits

Difficulty of finding 2 competitive academic jobs

-Refuse offers if partners not accommodated

-Women are less likely than men to seek out new leadership positions

-Fewer women enter a dual hire as the 1st hire in a couple

RESULT → More difficult to move women(1) Dual-Career Academic Couples: What Universities Need to Know, Stanford University, Michelle R. Clayman Institute for Gender Research, 2008(2) Girod et al. Academic Couples: Implications for Medical School Faculty Recruitment and Retention, J Am Coll Surg, 212(3); 310-319, 2010

PROBLEM Couples comprise 32% of medical school faculty

Women more than men consider partners’ careers as primary (21% vs. 5% )

But 50% men vs. 20% of women consider their career primary

Recruiting & retaining dual-career couples

How do institutions achieve a hiring advantage?

•Establish guidelines, clear practices/policies increase transparency, fairness,speed of hiring process

Ask question early in search process regarding dual careersAre there any challenges we need to be aware of?

How to increase diversity and capitalize on a broader range of talent in the medical pipeline?

Recruit women and URM as 1st (rather than 2nd) hires

Academic couples are more productive and potentially mobile component of the medical workforce

Levels the Playing Field

Sponsorship

“As you move up within an organization, it’s important to have the sponsorship of someone

who has enough leverage in the organization to make things happen, otherwise it won’t be effective.

In most senior level jobs, you need SPONSORSHIP to make it to the very top.”

Elizabeth J. SmithGeneral ManagerIBM Corporation

30Source: Hewlett SA, Marshall M and Sherbin L, The Relationship You Need to Get Right, Harvard Business Review. 10/2011

Famous women: Who were their sponsors?

Sarah Palin(John McCain)

Elena Kagan(President Obama)

Active support by someone who •is highly placed in the organization

•has significant influence on decision-making processes or structures

•advocates for, protects and fights for the career advancement of an individual

Sponsorship isFocused on advancement!

Predicated on power!

Foust-Cummings H, Dinolfo S, Kohler J. Sponsoring Women to Success, Catalyst, 2011

Sponsor… Different breed of cat

Ibarra H, Carter NM, Silva C. Why Men Still Get More Promotions Than Women. Harvard Business Review. September 1, 2010

Mentors Sponsors

Can sit at any level in the hierarchy Senior executive with influence

Behind the scenes Public, sticks neck out

Help envision next move Opens doors for next move

Passive relationship driven by mentee Directs/fuels the relationship

Do a better job, solve sticky situation Focuses on future

Sponsors open doors…Sponsors open doors…

Mentor? Coach? Sponsor?

“A coachcoach tells you what to do, a mentormentor will listen to you and speak with you,

but a sponsorsponsor will talk about you.”

Kathy Hopinkah HannanNational Managing Partner

Diversity and Corporate ResponsibilityKPMG LLP US

Source: Fostering Sponsorship Success Among High Performers and Leaders, Catalyst, 8/2011

Although women may be getting support and guidance, mentoring relationships aren’t leading to

nearly as many promotions for them as for men.

Women are over-mentored and under-sponsored

13% of women have sponsors compared to 19% of men1

Without sponsorship, women are less likely than men to be appointed to top roles and more reluctant to go for them2

Men are 46% more likely than women to have a sponsor1

(1) Hewlett, SA et al.Sponsor Effect: Breaking Through the Last Glass Ceiling, Harvard Business Review, 12/2010(2) Ibarra H, Carter NM, Silva C. Why Men Still Get More Promotions Than Women. Harvard Business Review. 9/1/2010

Measurable Impact of Sponsorship

Hewlett, SA. The Real Benefit of Finding a Sponsor, Harvard Business Review, January 26, 2011

Overall sponsor benefit on career:22% to 30%

Women Men

Unsponsored Sponsored Unsponsored Sponsored

Asking for a stretch assignment 36% 44% 43% 56%

Asking for a raise 30% 38% 33% 50%

Individualfail to build relationship capital

Systemic would be backers do not come forward

Why do women lack sponsorship?

Under-invest in SOCIAL CAPITAL

Eagly AH, Carli LL., Women and the Labyrinth of Leadership, Harvard Business Review, 2007

• Work/life balancing act leaves little time for socializing with colleagues and building professional networks

• Critical to promotions, particularly to leadership

Social capital may be more important than other leadership skills/achievements

These influential networks are mostly men----

• Think big: men are more ambitious

• Women underestimate their performance

• Don’t leave before you leave

• Nobody has it all

• Excuses and justifications won’t get you anywhere

• Success and likeability positively correlated for men, negatively for women

• Men compromise less than women to “balance” success and personal fulfillment

LEAN IN

Why do women need sponsors?

• Provide women the self-confidence to apply for challenging assignments

• Help women to truly value their accomplishments and realize their full potential

• Advocate for and assist women to be proactive in their pursuit of hot jobs in organization

• Help women to overcome their reluctance to self-promotion and to assert their competence

• Encourage women to raise a hand for "stretch” assignments rather than wait to be asked

Needed: More than a few good men!

Leaders matter…

• Encourage top executives to sponsor 2-3 future leaders, including women.

• Instill a mind-set of “paying it forward,” every woman sponsored will sponsor others.

• Embed effective sponsorship of women into the profile of successful leaders at your company

• Show your wider commitment by talking with top female talent

Source: Barsh J, Devillard S & Wang J. The Global Gender Agenda. McKinsey Quarterly. 11/2012

Sponsorship- A viable option in academic medicine and science?

• Corporate sponsorship programs producing results

• AHCs can adapt aspects of the corporate model- Groom women faculty to compete for “hot jobs” -

highly visible projects, mission-critical roles, international experiences

- Appoint high potential women to key committees- Train them to serve as chairs- Appoint women to editorial boards of professional

organizations

A Renaissance Man Harold Shapiro, Ph.D.President Princeton University (1988-2011)

• Identified talented women • Gave them high-visibility assignments

that broadened their skills and positioned them to advance

• Encouraged women to ask for what they deserved

““Giving women chances isn’t just fair, it’s smart Giving women chances isn’t just fair, it’s smart management… You’re overlooking half of the management… You’re overlooking half of the

available talent, and you don’t get the best people available talent, and you don’t get the best people to help you do your job.”to help you do your job.”

Source: Hymowitz C. Ivy Leaders Thank One Man For Inspiring Women Presidents. Bloomberg Businessweek. 10/12/2012