While almost every executive I have ever met, anywhere in the world, says yes, most diversity policies are designed as if the answer were no.

Reposted from HBR.org

By Avivah Wittenberg-Cox is CEO of 20-first

Last week, the Global Head of Diversity of a leading professional services firm told me that she “didn’t want to be treated differently.” That, I answered, is why most professional services firms are still hovering well below the 20% female partner level. As long as men and women are treated exactly the same by organizations, most women will continue to be shut out of senior roles.

And yet for the past 30 years, managers have been taught to do just this: treat men and women exactly the same. That is considered the progressive thing to do. Any suggestion of difference was, and often still is, labelled a bias or a stereotype, especially by many women, eager to demonstrate that they are one of the guys, or the in-group.

The business world’s denial of differences hurts women, and excludes them in a myriad of ways – consciously and unconsciously – from leadership. Because differences are not recognized, women are too often simply judged as “not fitting” the dominant group’s systems, styles and patterns. There were good reasons for pushing “sameness” in the past, and the laws of many countries underlie today’s companies’ insistence on similar treatment – being treated the same is, after all, better than being treated worse. But today, those are not our only options. It’s time for companies to adapt to women – or watch them walk out the door to competitors who will. In all the companies I work with, lack of recognition of basic differences like career cycles, communication styles, or attitudes to power is enough to eliminate one gender and prefer the other. READ MORE…

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