From the founder of the worldwide 30% Club campaign comes a career book for women in a transforming world who don't just want to lean in, but instead, shatter the paradigm as we know it.‘I absolutely love her, I think she’s such a force for good’ Pandora Sykes, The High LowFive years have passed since women were exhorted to “lean in.” Over that time, the world has transformed beyond all expectations. But why should anyone “lean in” to a patriarchal system that is out of date? Why not change it entirely for the good of us all?Helena Morrissey sets out how we might achieve the next big breakthrough towards a truly inclusive modern society. Drawing on her experience as a finance CEO, mother of nine, and founder of the influential 30% Club which campaigns for gender-balanced company boards, her manifesto for new ways of working, living, loving and raising families is for everyone, not just women. Making a powerful case for diversity and difference in any workplace, she shows how, together, we can develop smarter thinking and broader definitions of success. Gender balance, in her view, is an essential driver of economic prosperity and part of the solution to the many problems we face today.Her approach is not aimed merely at training a few more women in working practices that have outlived their usefulness. Instead, this book sets out a way to reinvent the game—not at the expense of men but in ways that are right and relevant for a digital age. It is a powerful guide to success for us all.
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Helena Morrissey. A Good Time to be a Girl: Don’t Lean In, Change the System
Copyright
Dedication
Contents
Preface
A tale of two career women
New leadership required
The 30% Club: the strength of feminine power
Men, women, equal, different
Diversity of thought: welcome until anyone disagrees!
How CEOs can break the diversity barrier
‘Get’cha head in the game!’
Camp CEO
Gender equality: good news for men and boys too
We can write the future together
Afterword
Notes
Acknowledgements
Index
About the Author
About the Publisher
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Title Page
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This example highlights a widespread problem: diversity and inclusion are usually treated as enhancements, not as core to business success. There are still many challenges to the idea that diversity does enhance results, and we will examine the evidence later, but for now let’s explore why there is such a prevalent gap between what is said by CEOs and what happens in practice.
Dame Fiona Woolf hosted a diversity conference at the Mansion House when she was Lord Mayor of the City of London in 2015 (only the second female Lord Mayor in 800 years). I was keen to speak at this particular conference because the target audience was middle managers, often thought to be the sticking point when it comes to making progress towards more inclusive workplace cultures. After my presentation one gentleman raised his hand. How, he wanted to know, did we fit diversity and inclusion into our already busy work schedules? He wondered if I recommended allocating specific time to the issue, say, an hour a week? He couldn’t see that this was like suggesting we allocate a time to say, being nice.
