Coaching Practices for Gender Inequality

𝗢𝗡 𝗕𝗘𝗜𝗡𝗚 𝗛𝗘𝗔𝗥𝗗 I was once in a meeting where I relayed an idea. I was a VP. There was another male VP in the meeting. And our boss. The meeting went on as if I didn't say anything. Then, the male VP relayed the same idea. And the boss said, "Great idea!" The oversight wasn't necessarily intended. It manifested an unconscious bias that often goes unnoticed in our daily interactions. Recognizing this is the first step toward making meaningful changes. When a woman states an idea, it may be overlooked, but everyone notices when a man repeats it. This is called the “stolen idea.” When a male coworker runs away with a woman’s idea, remind everyone it originated with her by saying something like, “Great idea! I loved it when Katie originally brought it up, and I’m glad you reiterated it.” If someone takes your idea, you can speak up for yourself by saying, “Thanks for picking up on that idea. Here’s my thought. . .” (then add something new). Ways that we can make sure women’s ideas are heard: 1. Invite other women to speak 2. Distribute speaking time equally 3. Ask to hear from women who are being interrupted and spoken over 4. Amplify other women’s ideas by repeating them and giving credit 5. Praise and showcase other women’s work 6. Create systems to distribute “office housework,” such as note-taking, in meetings 7. Share public speaking opportunities with women who have less power or privilege 8. Share pronouns In reflecting on this experience, I'm reminded of the importance of RAW leadership: Being 𝗥𝗘𝗔𝗟 in acknowledging our biases and striving for equity, Being 𝗔𝗖𝗧𝗜𝗩𝗘 in amplifying and crediting ideas regardless of their source, and recognizing the 𝗪𝗢𝗥𝗧𝗛𝗬 impact of ensuring every voice is heard and valued. By adopting these practices, we can dismantle unconscious biases and create a more inclusive environment where everyone feels seen and heard. How do you ensure all voices are heard in your spaces?

Just over 2 years ago, I co-authored a research paper with Professor Rebecca Jones on The Power of Group Coaching for Women. It wasn’t written as a trend piece. It was written to answer a simple question: Does women-only group coaching actually work, and if so, why? Two years on, the context has shifted - but the findings have only become more relevant. Women still hold only around 25% of C-suite roles globally, burnout has increased and leadership pipelines remain fragile. And too often, development for women still focuses on what women need to fix. Drawing on academic literature and our experience of supporting 800+ women across 40+ countries, the research showed that women-only group coaching works not because it fixes women, but because it addresses the systems and contexts women are navigating. When designed well, it creates psychologically safe spaces where women can: – name barriers that are usually invisible or individualised – see they are not alone – explore leadership identity without penalty – build social capital and networks – develop critical leadership skills The outcomes are consistent: • increased confidence and self-belief • reduced burnout and impostor syndrome • stronger networks and social capital • higher rates of progression and pay outcomes Importantly, the paper is also clear on this point: impact is not automatic. Group coaching only delivers results when it is thoughtfully designed, skilfully facilitated, and grounded in an understanding of systemic barriers. Want to know how to achieve this? Take a look at our white paper. 📄 The Power of Group Coaching for Women (2023) Co-authored with Professor Rebecca Jones 🔗 Link in comments

"𝗪𝗵𝘆 𝗗𝗼 𝗪𝗼𝗺𝗲𝗻 𝗮𝘁 𝗪𝗼𝗿𝗸 𝗔𝗹𝘄𝗮𝘆𝘀 𝗗𝗶𝘀𝗹𝗶𝗸𝗲 𝗠𝗲?" That was the opening line of a letter I read recently. A man, writing with confusion and hurt, described how things repeatedly went wrong with women bosses. Irritation would build, misunderstandings would multiply, and eventually, he'd find himself fired. He wondered if it was his race, his cultural background (where men traditionally dominate), or simply bad luck. I've heard variations of this story - and not just from men. What I've consistently noticed as a leader and a coach is that these situations feature plenty of finger-pointing but minimal self-reflection. Research shows that 𝟳𝟱% of workplace conflicts stem from communication breakdowns, not actual disagreements about goals or values. When we feel misunderstood, our default is to blame others rather than examine our own communication patterns. When patterns repeat across different environments and relationships, the most powerful question shifts from "Why are they like this?" to "𝘞𝘩𝘢𝘵 𝘮𝘪𝘨𝘩𝘵 𝘐 𝘣𝘦 𝘥𝘰𝘪𝘯𝘨 𝘵𝘩𝘢𝘵'𝘴 𝘭𝘢𝘯𝘥𝘪𝘯𝘨 𝘥𝘪𝘧𝘧𝘦𝘳𝘦𝘯𝘵𝘭𝘺 𝘵𝘩𝘢𝘯 𝘐 𝘪𝘯𝘵𝘦𝘯𝘥?" This self-inquiry isn't about assuming guilt or denying others' potential biases. It's about choosing growth over being right. Real progress happens when we 1) Seek 𝗴𝗲𝗻𝘂𝗶𝗻𝗲𝗹𝘆 𝗵𝗼��𝗲𝘀𝘁 feedback, even when uncomfortable (if it doesn't sting a little, it's probably not the feedback you need most) 2) Pay attention to 𝗲𝗺𝗼𝘁𝗶𝗼𝗻𝗮𝗹 𝗶𝗺𝗽𝗮𝗰𝘁, not just words (studies show 𝟵𝟯% of communication is non-verbal) 3) Recognize how 𝗽𝗼𝘄𝗲𝗿 𝗱𝗶𝗳𝗳𝗲𝗿𝗲𝗻𝗰𝗲𝘀 across gender and culture shape interactions. For example, a male team member might interrupt his female manager during meetings without realizing it carries different weight than when he interrupts male colleagues. Research shows women are interrupted 𝟮.𝟵 times more often than men in professional settings, and when a woman is in authority, these interruptions can undermine her leadership in ways the interrupter never intended. The most successful professionals I’ve worked with understand that good intentions don't automatically cancel poor impact. I've watched careers stall because people defended their intent too vigorously. But I've also seen 𝘳𝘦𝘮𝘢𝘳𝘬𝘢𝘣𝘭𝘦 𝘵𝘳𝘢𝘯𝘴𝘧𝘰𝘳𝘮𝘢𝘵𝘪𝘰𝘯𝘴 when curiosity replaced the need to be right & the need to win. Personally, the breakthroughs came for me when I approached misunderstandings with curiosity and not defensiveness. For example, what I saw as efficient problem-solving, others experienced as dismissal of their expertise. So, while we acknowledge the differences in how we are perceived and responded to based on cultural stereotypes, let’s also reclaim our agency and ask ourselves “𝘞𝘩𝘢𝘵 𝘮𝘪𝘨𝘩𝘵 𝘐 𝘣𝘦 𝘥𝘰𝘪𝘯𝘨 𝘵𝘩𝘢𝘵'𝘴 𝘭𝘢𝘯𝘥𝘪𝘯𝘨 𝘥𝘪𝘧𝘧𝘦𝘳𝘦𝘯𝘵𝘭𝘺 𝘵𝘩𝘢𝘯 𝘐 𝘪𝘯𝘵𝘦𝘯𝘥?" #EmotionalIntelligence #Leadership #SelfAwareness

Closing the Dream Gap: Empowering the Next Generation of Leaders A powerful video recently went viral, shining a spotlight on the damaging phenomenon known as the "dream gap." Created by #Barbie/Youtube in partnership with @FemaleQuotient, the video "Close the Dream Gap" features young girls candidly expressing the frustrations and doubts they face in pursuing their ambitions. As a father of two daughters, I understand firsthand the importance of closing the dream gap. I raised my daughters as I would have raised sons, instilling in them the belief that there are no limits to their potential. Today, they are accomplished and continue to make me proud with their resilience and ambition. This experience reinforces the belief that with encouragement and support, we can help bridge this gap for all girls. The Business Case for Closing the Dream Gap Organizations that fail to close the dream gap do so at their own peril. Numerous studies have shown the tangible benefits of gender diversity in leadership: 1)Teams with equal gender representation outperform male-dominated groups by 25-50%. 2)Companies with women in the C-suite are 15% more profitable than those without. 3)Diverse boards make better decisions 87% of the time. Practical Strategies for Closing the Dream Gap So how can organizations take action to close the dream gap and develop the diverse talent pipeline of the future? Here are some key strategies: 1)Lead by Example: Ensure that women are visibly represented in leadership roles, serving as powerful role models for young girls. 2)Foster a Culture of Encouragement: Implement mentorship programs, provide targeted skills training, and create safe spaces for women to take risks and pursue their ambitions. 3)Check Unconscious Biases: Audit hiring, promotion, and development practices to identify and address underlying biases that may be holding women back. 4)Engage Allies at All Levels: Educate and empower men to be active champions for gender equity, from the C-suite to the entry-level. 5)Start Early: Partner with schools and community organizations to inspire young girls, providing hands-on learning opportunities in STEM, entrepreneurship, and other male-dominated fields. 6)Measure and Iterate: Set clear goals, track progress, and continuously refine strategies to ensure sustainable, long-term change. The "dream gap" is not just a challenge for young girls - it's a critical issue that demands the attention of every business leader. By confronting this gap head-on and empowering the next generation of female talent, we can unlock immense value for our organizations and society as a whole. As the Barbie video so states, "We need all of you to help. We need to close the dream gap. It's up to all of us." The time to act is now. Let's work together to ensure that every girl, just like my own daughters, grows up believing that the sky is the limit. "When we empower women, we empower humanity." - Angelina Jolie #sanjayinspiresindia

The "women don't negotiate" myth is officially dead. New research shows women now ask for raises MORE OFTEN than men (54% vs 44%). The real problem? They get turned down more often and still earn 22% less. Here's the truth most career coaches won't tell you: The salary gap isn't because you don't ask. It's about HOW you ask. In my coaching, I've noticed a pattern: Women approach negotiations as conversations. Men approach them as transactions. The difference is subtle but critical. Here are 5 mindset shifts that transform how women negotiate: 1. Stop "discussing" your worth. Start claiming it. → Instead of: "I was hoping we could discuss compensation..." → Try this: "Based on my research and value to the company, I'm targeting $X." → The psychology: Certainty signals value. 2. Prepare for the "no" in advance. Women get rejected in negotiations more often than men. Have your counter-response ready: "I understand budget constraints. What if we explored a performance-based bonus structure that rewards results?" 3. Drop the "we" language. Women are socialized to build connections. But in negotiations, collaborative language can undermine your position. → Instead of: "How can we make this work for everyone?" → Try this: "This is what I need to deliver exceptional results for the team." 4. Know your walk-away point. It's not just about the money you want. It's about the money you won't accept. A client once told me: "The moment I decided $X was my minimum, my entire negotiation energy changed. I got $5K more than I initially hoped for." 5. Frame your request as solving their problem. Women face less pushback when their asks are tied to company goals. "By compensating at market rate, you'll secure a candidate who can immediately address your Q4 revenue challenges." The strongest negotiation position isn't desperation. It's the authentic confidence to walk away from undervaluation. The right negotiation approach isn't just about getting a yes. It's about being respected for asking. Which of these mindset shifts resonates most with you? 🔁 Save this for your next compensation conversation 📤 Share with a talented woman who knows her worth ➕ Follow for more frameworks that transform career obstacles into advancement

I recently conducted a project for Women in Sport where “second generation gender bias” was surfaced as a potential limiting factor to sport coaching and coach leadership. Second-generation bias refers to subtle, often invisible barriers that disadvantage certain groups, most commonly women, even when overt discrimination is no longer present. Unlike first-generation bias (explicit rules or actions that exclude people), second-generation bias is embedded in everyday systems, norms, expectations and definitions of (A) what sport coaching/leadership should look like and (B) how coaches as leaders (are expected to) enact their roles. Because it’s subtle, it’s easy to overlook but its impact is real. It limits capability not through lack of talent, but through perception. ➡️Coaching/leadership doesn’t exist in a vacuum. It’s shaped by the environments coaches as leaders and athletes work within. The real question isn’t whether bias exists. It’s how we actively reduce its influence. ➡️Awareness is only the starting point. Progress comes from examining how work is structured, whose voices are heard, and which coaching and leadership styles are rewarded. ➡️What “second generation gender bias” looks like in practice: 🏋️Leadership norms that favor traditionally “masculine” behaviors (assertiveness over collaboration) 🏌️♀️Assumptions about commitment based on caregiving roles 🤺Informal networks where opportunities are shared unevenly ⛹️♀️Performance criteria that reward style over outcomes 🤼“Culture fit” judgments that reinforce sameness ➡️Why ‘second-generation bias’ matters: 🚦Limits access to opportunity ✋Shapes who is seen as leader/coach or leadership/coaching material ⚠️Constrains potential without anyone “breaking the rules” 📊Over time, it quietly compounds inequality and reduces organizational effectiveness. ➡️ Coaches and other leaders of NGBs play a critical role by: 1️⃣Redesigning work and evaluation processes 2️⃣Broadening definitions of coaching/leadership and success 3️⃣Making informal decisions more transparent 4️⃣Actively noticing whose voices are missing In short: Second-generation bias is about unexamined environments. And those environments are shaped by coaches, leaders and leadership. Culture is not accidental, it is led.

Women’s Equality Day is a reminder of this truth: Representation alone does not keep women in leadership. Systems do. In high-performance environments I coach, the teams that keep women and elevate WOC do one thing consistently: they operationalize equity. ➤ Publish decision rationale: what changed, why, who was consulted ➤ Make promotion criteria public and calibrate ratings quarterly ➤ Track sponsorship, not just mentorship; assign stretch work and report outcomes, especially for women of color ➤ Redesign meetings for contribution: round-robin input, documented dissent, clear owner and next step ➤ Audit workload and visibility: who presents, who builds, who gets credit; rotate intentionally ➤ Install a feedback cadence that clarifies expectations, gives examples, and defines the next move Equality that lasts is built into how you decide, develop, and reward. Make equity unavoidable. Which move will you codify this quarter? P.S. Pictured: me meeting one of my LBD team members in person for the first time in 4 years!

Thank you to The Advisor Media Network for inviting me on The Advisor podcast to speak about the benefits of women-centered coaching (versus traditional coaching) methodologies. The reality is, one-size-fits-all coaching frameworks inadvertently apply male-centric models of success and leadership and typically focus on goal achievement and performance metrics. While these factors are important, they don't necessarily address systemic barriers and biases or account for the unique challenges women face in their personal and professional journeys. In this podcast, I share insights on the importance of not only recognizing the gender-based societal expectations and pressures placed on women, but also integrating feminine strengths like connection, collaboration, and intuition to address internal barriers like self-doubt, perfectionism, and imposter syndrome. Podcast host Lisa Urbanski and I discuss how women-centered coaching helps us to reflect on and honor our unique developmental patterns and needs. Through this approach, we develop our leadership skills by finding styles that align with our values rather than conforming to traditional masculine models. We also learn to navigate gender dynamics in predominantly male environments by using practical strategies to manage bias and stereotypes. When we work within our unique context and create a space where gender-specific challenges are validated, NOT minimized, we define success on our own terms and integrate career advancement with personal well-being and our relationships. The best part? This coaching approach helps women achieve self-actualization and a transformation that results in thriving in their careers and feeling fulfilled in life. Have a listen and learn more about how women are building their confidence and creating irreversible changes in their mindset and actions. https://lnkd.in/eDemsn3e Stacey Chillemi #WomenInLeadership #CoachingForWomen #ProfessionalDevelopment #FemininePower