Giving up on the 1-Yard Line: Finding triumph over mistakes that companies make

This article was published by CMC Canada in the Summer 2019 issue of Consult.

In my many years as a business advisor and venture capitalist, I have seen companies make a lot of mistakes.  There have certainly been successes, but mistakes, unfortunately, are a lot more common.  Some of the ones that are the most damaging are those that are analogous to “giving up on the 1-yard line”, where after a prolonged period of time of working, pushing forward, and focusing on their game, a company’s leadership throws up its collective hands and says, “I’m done”.  Why is this so harmful?

First, this situation tends to occur when facing challenging tasks that are integral to the success of a company; examples include areas such as properly conducted business planning, implementation of fundamental systems and processes, and successfully attracting financial and strategic partners.  Appropriately addressing these areas tends to take far more work than business leaders anticipate; they also represent initiatives that might be entirely new.  As a result, the keen enthusiasm that is apparent when a project begins tends to fade to an attitude of “we don’t need to work this hard”.

Second, companies sometimes have difficulty focusing on priorities, as key areas tend to be far less glamorous that the “fun” aspects of being in business, such as designing a new logo, touring office space options, or chatting up prospective partners that the company has little potential of actually attracting.  Days get filled with these activities, that are more about busy-ness and less about results, decreasing the amount of available time to focus on the real work that needs to get done.  This is a hard lesson that business leaders tend to discover far too late, and can be as damaging as losing key customers or running out of money.  Full stop.

A better approach is recognizing that advisors who have “been there” and “done that” are in a unique position to provide the important leverage that companies need, to ensure that they are focusing on the right things, conducting their work at a quality level, and not running out of steam.  How can this be achieved?

  • Priorities are not always obvious. Amazing, but true.  Business leaders can get so caught up in the challenges of running the company on a day-to-day basis, dealing with staff members, and responding to customer needs that they are unsure (or unaware) about the steps that should be taken to make meaningful progress on a corporate level and might lack the experience of what is required in order to do so.  Advisors can play a key role by identifying and prioritizing task items and keeping the implementation process on track.  All of these areas are common pitfalls and represent the difference between starting something and actually getting it done (activity does not equate to meaningful progress).
  • Experienced advisors are the “acid test”. Advisors with a strong experience and qualification base understand where important initiatives need to “get to”, such as what financial partners need to know in order to make a decision.  Companies tend to take the view that “what we provide to them will be good enough”, failing to understand the woeful inadequacy of this approach.  Using raising capital or financing as an example, experienced financial partners have typically reviewed more opportunities than they can count and operate in an environment of limited money and an investment mandate that guides selection.  They very quickly slot opportunities into a category, and chances are, it won’t be the “yes” file.  Experienced advisors have a skillset that is extremely valuable; one that can help a company put its best foot forward and anticipate what is required in order to get to a successful outcome.  Be sure to probe an advisor’s qualifications to ensure that they are the right fit for the particular initiative at hand.
  • Utilize skill to get there, faster and better. Teams who spend the whole game running around on the field, for the sake of running around, don’t win very many games.  Coaches of successful teams know how and when to utilize resources in a manner where they can make the best contribution, including recognizing that there are times when specialized help is needed.  This is where an experienced advisor can play an important role, providing the necessary expertise to quarterback complicated plays and get to the endzone more quickly.  Business leaders sometimes do not appreciate the value of resources with the right experience; this fact tends to get reinforced in times of poor advice, from those who are not qualified to help, or when receiving no assistance at all.  A company might not recognize the weaknesses that result, but the external party that they are trying to impress likely does.

These lessons might seem relatively straightforward, but reality reflects something quite different, as fumbles and mishaps in all of these areas, and numerous others, are quite common.  What can make a big difference is perspective; stepping back to see how far an initiative has come, the relatively short journey that remains, its level of priority, and what success requires.  If business leaders did this more often, there would be far fewer companies walking off the field with only one yard left to go.

They Used to Call it “Sexist”: Taking action against systemic gender bias

I’ve been in the business world long enough to remember the days when a person or organization that didn’t treat women fairly was referred to as “sexist”.  This term took a wide path; be it a lack of promoting women to more senior roles, paying them fairly, making inappropriate comments, or worse.  Although the terminology has advanced from this simple reference, the journey to reaching gender parity has made far less progress.

Statistics and research findings are readily available to support a lack of gender parity; be it the inequity of women in senior roles, Board of Directors positions, equal pay, or investment capital for female led companies.  While some have approached the issue with a musing of “we must do more” or claim that “mentoring young women and girls is the answer”, such commentary is woefully inadequate and off the mark.

As a former executive and venture capitalist still active in the industry, I have spent more time than most working in traditionally male dominated fields and certainly know what it’s like to be the only woman in the room; doing so has never bothered me.  I am bothered, however, by the relative lack of progress that has been made in advancing women to a point of parity in a range of senior areas over the last quarter of a century.  I recall unequal pay and the “glass ceiling” being regular topics of conversation when I was completing my university degree, which was some time ago.  In 2019, these issues are still very much a reality.

Given that there is an abundance of women who are qualified to hold executive roles, run companies, serve on Boards, and seek investment capital, the lack of progress is not due to insufficient supply; something else is at play.  Although there are certainly exceptions, this suggests the presence of a “systemic bias” that has not allowed women to progress as equally as men in some areas.  An example is as simple as filling a Board or senior executive vacancy by utilizing a “who do we know?” approach to identify possible candidates, drawn from the current members of the group and their network; we know that the majority of these are men.  The result, too often, is a disproportionate candidate pool that under-represents some groups, as well as inclusion of those who are less than ideally qualified.

Changing this reality requires more than wishing it away or “giving it time”; tangible action is needed on various levels.  Whatever the vantage point, there’s a role to be played in eradicating systemic gender bias:

  • If you are a member of a Board of Directors:
    • Refrain from relying solely on the “who do we know?” approach to fill senior roles and cast a wider net when seeking candidates. Ensure that the network that is approached has a balanced gender mix and engage an experienced advisor to draw candidates more broadly (don’t forget to request information about their diversity mandate).
    • Ask the business leader for a copy of the Company’s diversity policy (if this is met with a blank stare, engage a qualified advisor to help), set milestones, and monitor progress.
    • Ensure that Board and Committee meetings are kept at a professional level and that proceedings are respectful and comfortable for all. Diverse perspectives actually improve a group; studies have shown that the presence of women in corporate leadership generates better results.
    • If you see gender or any other type of bias, call it out.  A Board represents an important part of an organization’s leadership, and if this represents an area of discomfort, think twice about holding the role.
  • If you are a CEO or Senior Executive:
    • Ensure that the Company has a diversity policy in place and that equity is present, in terms of compensation and access to senior roles. If this is not the case and/or “we can’t find qualified women” seems to be a common complaint, seek advisory assistance.
    • When implementing strategies to enhance diversity, ensure that the approach that is being taken isn’t “tone deaf” to those that it is meant to help.  Too often, poor or less than thoughtful implementation results in the process backfiring, leaving a situation worse than it was in the first place.  Seek feedback from those who are skilled in the area of diversity initiatives and/or a sample of the target group, in advance, to avoid costly and embarrassing mistakes.
    • Track diversity progress and recognize that an organization that is gender balanced, viewed as “fair”, and comprised of diverse views will lead to better performance and be more appealing in the marketplace. Companies that achieve this in a meaningful way can showcase their accomplishments, while others face the prospect of being unfavourably labeled and less attractive to qualified candidates.
    • Remember that a company’s diversity reflects on its leadership in the Executive office.  Ask the hard questions: are you proud of what has been achieved in this regard during your tenure?
  • If you are responsible for managing the human resources function:
    • It is incumbent upon you to ensure that this functional area is managed fairly, regardless of whether you are a human resources professional or a manager who has been assigned this responsibility (such as a CFO). Where additional knowledge or expertise is required in order to do so, request it.
    • If the Company lacks a diversity policy, equitable compensation, workplace respect, or has other problems, it is not acceptable to stay the course and relegate the situation to a talk track of “it’s always been this way”. Meet with the business leader to discuss these areas and make an assessment of where progress can be made.  Be sure to seek professional guidance in situations that are truly unacceptable.
  • If you are a human resources advisor or consultant:
    • Have a diversity policy that guides recruitment and selection activities and be prepared to educate those who view this approach as “giving unqualified people jobs”. In many, if not most cases, there is a diverse range of qualified candidates.
    • “Walk the talk” with candidates and ensure that a diverse range is contacted on a regular basis. Situations where women, for example, are added to a candidate database so that it can be promoted as “diverse”, only to never be contacted or put forward for a role, is a legitimate complaint.  Rest assured that word travels quickly through the very network that is being sought.
  • If you are a business association or organization:
    • Although it might seem dated to make this statement, associations and organizations that have traditionally been targeted at men also need to walk the talk when it comes to diversity. Adopting a “we need to find more women” mantra, without doing the work to make a service offering diverse or to actively engage female participants is unacceptable.
    • In this type of situation, women are left with the perception of “being on a list” or having been “hoodwinked” to demonstrate an organization’s progressiveness, with no real intention of engaging them in a meaningful way. Not only does this represent a service delivery failure, it is also unprofessional and biased.
  • If you are a staff member:
    • In the event of inequitable treatment of others, speak up. Initial referral points can include a human resources officer, through a corporate “whistleblower” or code of conduct policy, or an employee assistance program.  A lack of respect or professionalism should not be tolerated.

And, if you are a qualified woman (and there are many of you!), the last word is for you:

If you are not being treated fairly, speak up; If you are qualified, but not given an opportunity, show up; When an organization proves to be a “dead end”, move along.  There are places that will value your contribution, progressive leaders that you can learn from, organizations that will promote your talent and ability, equally. Seek them out and pursue what they have to offer.

Recognize that the problem is not you and those who are stuck in the days of “sexism” don’t (and won’t) appreciate your ability.  For so many years, the future has been regarded as distant and aspirational, but in many aspects of our world, it is now.  Never forget that you are not alone; numbers brings comfort, perspective, strength, and a better path forward.

MEDIA: Appearance on Moolala (Sirius XM)

Pleased to appear on Moolala (Sirius XM radio), joining host Bruce Sellery to talk about my new book, Defusing the Family Business Time Bomb.  You can listen to our chat here.

This discussion is a great reminder that what’s good for companies in general is also good for family businesses!  Too often, family businesses tend to have the view that catering to what’s best or most convenient for the family is an acceptable priority (and sometimes, the main priority!).  In our highly competitive, rapidly evolving, technology fueled world, this approach can be particularly dangerous.  Consider the following realities:

  • Consumers favour flexibility and convenience, in terms of how they procure goods and services.  With a world of options at their fingertips, consumers have never had more choices, and companies that do not perform well or fail to meet expectations are quickly replaced by more savvy competitors.  Getting a customer back once they have been lost is difficult, if not impossible, in many cases.
  • An abundance of things that used to be done “manually” are now driven by technology, think shopping, logistics, communications, manufacturing, and even depositing a cheque.  Companies who have not kept up with the technologies that impact their industry or have failed to invest in these areas are unlikely to have a future (they barely have a “present”).  Family business leaders who consider succession to be as simple as handing over the keys to the next generation need to think again.
  • A well managed company leads to good outcomes, including financial performance, customer loyalty, and longterm employees; these are some of the building blocks of establishing a brand.  When a company is guided by what is most convenient for itself, shuns the systems and processes that generate good performance, and fails to seek advice to bring valuable perspective and expertise, it is not in a position to establish a brand presence that represents meaningful value to a potential successor or acquirer down the road.

Think about what this means.  When family businesses fail to operate in a manner that is based on fundamental business practices and the needs of the marketplace, they put the future of everyone involved at risk; this reality has never been more true.  Business leaders must take action, now, to ensure viability over the longterm, to the benefit of the company and the family (and those in the Baby Boomer generation, who have led companies for a while and are now facing retirement are a particularly important group, when it comes to succession considerations).

Get started by reading Defusing the Family Business Time Bomb, helping business leaders face the most explosive challenge in a generation.  Your business and your family’s wealth generation should have a future, right?

MEDIA: Appearance on SET for Success (680 CJOB Radio)

Pleased to have appeared on SET for Success on 680 CJOB with Richard Lannon discussing my new book, Defusing the Family Business Time BombSince many business leaders expect that their company will be sold at some point in time, often to fund their retirement, it is critical to understand the many challenges that could stand in the way of this goal, some of which might be surprising.  Business leaders tend to not fully appreciate potential problem areas, failing to realize just how high the likelihood is that their company will be impacted, putting their future plans at significant risk in the process.  Some hold the view that they “have it all figured out” or “don’t need to address those issues”, bringing a false sense of security and trouble at the worst possible time.  These scenarios are, unfortunately, all too familiar in the case of family business.

While it is typical for many family businesses to experience the “aches and pains” that are associated with members of a company having longstanding, personal relationships with one another (think conflict, role uncertainty, and the strife that comes with life developments such as divorce, illness, and death), there are other challenges that are just as important.  The world in which we live includes a number of external factors that make these days like no other, including:

  • Demographic factors: aging Baby Boomer business owners have a limited number of potential successors.  Do they know it?
  • Disruption of key industries: new and complex business models and rapid digital/technological advancement could reduce expected valuations and make transition to new owners either irrelevant or much more costly.  Is the company of relevance to customers, now and in the future?
  • Dramatic change in the global economy: making strategic planning difficult, increasing competition, and escalating the cost of doing business, thereby shrinking profit margins.  Can the company compete on a profitable basis?
  • Uncertain tax rules: new and complex tax changes, restrictions to family income sprinkling, and a clawback of the small business deduction all impact profitability, investment opportunities, and access to capital. This challenge could be especially difficult for young entrepreneurs or successors who want to scale up the business for the future.  Is the company getting the right advice?

Take a moment and think about each of these significant developments.  Any of these areas is a lot to deal with on its own, but when combined, these factors have the potential to stop a company in its tracks, making succession or sale of the business unattainable.  Consider what the impact of this discovery could mean to a business leader, their retirement, the future of the company, and the family.

This book helps business leaders to understand the areas that need to be addressed, now, including practical guidelines for facilitating important conversations with key advisors.  Doing so not only helps to improve how a company operates today, but can also address the issues of tomorrow, including succession, sale of business, strategic partnerships, and seeking investment capital.  These areas are also of key relevance to entrepreneurs and potential successors, who face unique challenges of their own.

You can listen to our conversation hereContact us to learn more about how we can help; your company, family, and peace of mind will be better for it.

MEDIA: Dragons’ Den Blog Interview

Thanks to the Dragons’ Den Blog for being in touch to discuss The Worst Ways to Raise Cash as an Entrepreneur; it’s always great to share some tips and traps when it comes to building a company.

Although it’s no secret that there are various approaches than an entrepreneur could take to finance a young venture, this should be considered in a broader context. Startup companies typically receive their initial financing through “founders, family, and friends”, with perhaps some support through grant and similar programs. What tends to get lost in the process is whether or not doing so is actually a good investment.  Considering this includes determining the likelihood of: (i) the capital being repaid, at some point in time; and (ii) the return that could be generated, if any. Doing so can really only be achieved by way of developing a thorough and complete business plan, including a financial forecast for at least a three year period.

Entrepreneurs and business planning don’t always have a good partnership, however.  Business planning tends to get downplayed as “not that important” or “impossible to do for a startup”; both of which are false. When an entrepreneur prepares a business plan, they tend to insufficiently address areas that are of significance to investors, such as industry and market issues and the right business model, and instead, focus on an abundance of product and technical content.  The impact?  Little to no chance of raising investment capital.

Entrepreneurs should, instead, consider whether or not a startup is worth spending their time and money on, as it will surely take plenty of both. It is important to take the time to do so before investing one’s own capital, regardless of the source, and before asking others to do the same. As a business advisor and former venture capitalist, I have seen too many young companies that likely would not have been launched, had these questions been asked and answered in advance. Further to this point, rarely have I met an entrepreneur who actually took the time to do their business planning homework first, although I have met many who wished that they had better understood the financing implications and realistic potential of their company sooner.

Not sure how to address these important areas?  Advisors can help. Not only can they assist with putting the right business planning efforts in place, they can also help to identify opportunities to generate cash sooner, which is another area that entrepreneurs tend to miss.  Contact us to learn more.

MEDIA: Appearance on SET for Success (680 CJOB Radio)

Pleased to have appeared on SET for Success on 680 CJOB with Richard Lannon to discuss some important areas that business leaders need to address to successfully grow and develop their companies.  Being a market leader is a goal for many, but in order to realize a company’s full potential, it’s critical to identify what that means for your business and then develop and successfully implement the plan.  This process is one that is fraught with challenges, but having the right assistance could made success much more likely, to the benefit of your company.

As a business advisor, my approach is to bring a holistic perspective, recognizing that all functional areas within a company are related and impact one another.  For a company to grow on a sustainable basis, all functional areas must be operating well, to provide the foundation for building capacity and sound operations.  Those who do this well are in a position to become market leaders, representing the choice of investors, strategic partners, high calibre employees, and customers.  Those who take a piecemeal approach tend to end up frustrated, wondering why their results are not better.

When companies are growing (or planning to do so), they must also recognize that capital is an important component; this is something that business leaders tend to discover too late.  As a former venture capitalist still active in the industry, the vast majority of business plans that I see are not investor ready; this is the case at least 95% of the time.  Investor readiness involves understanding the expectations of financial partners and investors, which differ significantly from where business leaders tend to focus their efforts.

Advisors could be helpful in a range of areas, including assisting companies with investor readiness and developing strategies for growth and implementation.  As important as planning is, the most significant failures could occur during the implementation process, which is another lesson that business leaders tend to learn too late.  If the objective is to generate sustainable growth and build value in a company so it could be transitioned to someone else in the future, market leaders would not attempt to do so without sound advice.

You can listen to our conversation hereContact us to learn more about taking the next steps in growth for your company.

MEDIA FEATURE: Consultants Who Love Consulting

I’m pleased to be featured in the April issue of Consult, a publication of CMC-Canada in the Consultants Who Love Consulting section.

First things first, what is a CMC?  The Certified Management Consultant (CMC) designation is the profession’s only international certification mark, recognized in over 40 countries internationally.  It represents a commitment to the highest standards of consulting and adherence to the ethical standards of the profession.  I have held my CMC designation since 1997 and have found that it separates professional consultants from those who represent themselves as consultants or advisors, perhaps by way of having knowledge in a particular area, but without formal education in terms of the consulting process (yes, there is a consulting process, and utilizing this knowledge makes a significant difference to client engagements).  You can learn more about the CMC designation here.

So, now, here’s a bit more about my personal interest in consulting.

Early in my career, I knew that a “narrow” path of focus wasn’t for me, as I had (and continue to have) an innate curiosity about the holistic workings of a business, in terms of how all of its parts are interconnected.  Like a sports team on their field of play, success isn’t likely without the coordinated effort of all members, working in the same direction.  Too often, organizations seek “quick fixes” in a particular area, such as marketing, and wonder why their efforts are not successful and fail to achieve the desired results.  Simply put, marketing isn’t just about what goes on in the Marketing Department.

I also found myself much more interested in tangible outcomes; action that could be taken to make a company successful, as opposed to just wandering along an undefined path.  The ability to do this is tremendously powerful and separates an advisor such as myself from those who spend their time in more theoretical or long term oriented areas.  There is nothing wrong with these perspectives; they serve a different purpose.

Not surprisingly, I spent almost 10 years as an executive in the fast-paced venture capital industry, where getting things done and generating results were daily priorities.  I believe that bringing this type of experience to client companies can create a competitive edge in the marketplace, BUT, business leaders have to actually want to make it happen.  Doing so isn’t for the faint of heart, as real progress isn’t always easy and the commitment to persevere often takes much more than anticipated.   These leaders, however, know that there isn’t another option, as they are not the type to continue on their existing, less than ideal path, ignoring the obvious signs that charting a new course is needed.

Bottom line, I believe that being in business is all about opportunities, and it’s up to business leaders to make the most of them.  Those who are driven to do so wouldn’t take these steps without sound advice, from those who have “been there”, “done that”, and truly understand the tremendous opportunities and challenges that are at stake.

As a CMC, I wouldn’t have it any other way.  Anything less is, well, less.

Brands that Aim to “Super-Please”

It’s not too often these days that a brand steps up and takes action to “super-please” its customers, but one of my favourite brands, Babor skincare, did just that for me recently by sending me the most wonderful package of their products.  I’ve loved great skincare products for most of my life and they are especially important these days, given the TV work that I do (in an HD world, no less!).  Regardless, who doesn’t love skin that looks and feels great every day?

 

I’ve been using Babor for a while now and here’s a look at the products I will be trying and commenting on (via my Instagram page) over the next while:

  • Cleansing HY-OLa cleansing oil for all skin types.  With oil-based cleansers being all the rage these days, Babor has combined the natural cleansing powers of water and oil and developed a unique bi-phase, deep action cleanser that promotes skin vitality.
  • Phytoactive Sensitivethe treatment phase for cleansing with HY-OL, containing herbal essences tailored to sensitive skin types, designed to refresh and lend radiance.  Since I love scent, I can’t wait to try this relaxing product.
  • Rejuvenating Face Oil, a newly launched product designed to give skin an extra boost.  Inspired by Dr. Babor’s research on lipids and by the black rose, this luxurious face oil lends new radiance to the skin.  Looking forward to trying this product, as face oils provide such great moisturizing benefits.
  • Hydra Plus Active Fluid, from Babor’s luxurious ampoule collection, Hydra Plus provides a moisture boost to dry and dehydrated skin.
  • Algae Active Fluid, another powerful ampoule, bringing the benefits of the sea to dry, dull skin.
  • Ampoule Advent Calendar, and finally, Babor’s festive Advent Calendar featuring 24 ampoules from its collection, resulting in healthy, hydrated, and glowing skin, just in time for the Holidays.  Who says we can’t celebrate all year long?

I definitely have my Babor favourites, but I’m looking forward to adding some new products to the list.  Brands that go out of their way to let customers know that they truly matter are more than worthy of a mention, and I’m pleased to do that here.  Thank you so much!

Lifting Off to a Whole New Level of Teamwork

In honour of today’s historic Falcon Heavy launch, here’s a new spin on lessons learned from Canada’s Astronaut.  I was fortunate to meet him not that long ago and his perspective was inspiring and highly relevant to the business world.


I recently attended the Canadian Venture Capital Association’s annual conference, of which I have been a longstanding member.  Although there was a lot of great information to utilize and reflect upon, I found the comments of Colonel Chris Hadfield, “Canada’s Astronaut”, to be particularly insightful.

Although paraphrased and representing just a portion of his powerfully illustrated keynote address, here are some concepts that especially resonated with me:

  • How are you going to finish and what are you going to do next?  When considering any achievement, it’s important to think about the task at hand, recognize where you need to “get to”, and what it will take to finish strong.  The power of the words “finish” and “strong” is not lost on those who excel, but is often not well achieved (or fully understood) by others.
  • What does success look like and are you prepared to achieve it?  Visualizing successful outcomes and practicing the skills that are required in order to get there can greatly reduce the risk of failure.  Be clear on what it will take to cross the finish line, visualize it, and practice every step.
  • What does failure look like and how can it be avoided?  Visualizing failure requires a thorough understanding of it and getting to this point often isn’t easy.  Ask yourself if you have enough knowledge in order to resolve it, should failure loom.  Having said that, “the beauty of failure is that it is deep in learning”; such a powerful concept.
  • Teams need special attention. Words and communication alone are not enough.  Having a shared vision of what success looks like, watching for changes in actual behavior (not just talk!), and celebrating success often can help to bring a team together to achieve great things.

These areas are fundamental for individuals who strive for success and are essential, in the case of teams.  How true this is when considering the pioneers of space, who often only have each other to rely upon, including identifying and resolving problems.  Although astronauts train extensively to address challenges, it doesn’t mean that trouble arrives with advance notice.

Considering life and death, mission critical situations should make everyday teamwork seem much more attainable; but why is it often so difficult?  Perhaps the answer is found by reflecting on one final thought: Impossible things happen; do something unprecedented.

I’m ready to board, are you?

MEDIA: The Diversity Files

I was recently interviewed by CBC News Network Radio regarding a story about an organization devoted to the advancement of women in the workplace having selected a man as the Chair of their advisory board. Although I’ve never been one to point to my gender as impacting my career progress, it served as a reminder of what an important issue this is.  I’m taking the opportunity to discuss this topic in a new blog segment, The Diversity Files.

Having women in leadership positions provides a tremendous role model opportunity, in terms of what can be achieved in the business world.  I was fortunate to grow up in an environment where I believed that anything was possible, in terms of the career that I could have.  It was not until I was much older that I appreciated the fact that not all girls (and boys, for that matter) have this experience.  There are also many points in a person’s career where discouragement could set in; being passed over for an advancement opportunity or pay raise, encountering difficult co-workers, or the boss who doesn’t support your efforts (or, perhaps, has the audacity to take credit for your work!).  These moments can call into question if it’s worth the effort, if that lifelong goal is really achievable.

It’s no secret that, even in 2017, women are still underrepresented in a number of senior level roles, including that of business owner, the executive ranks, and on governance Boards.  In too many cases, women are so badly underrepresented, it is difficult, if not impossible, to explain.

Studies have found that companies who employ more women in the C-Suite are more profitable, and those who have women on their Boards generate better performance at the governance level.  Since strong financial results and better corporate performance are integral to building shareholder wealth, it begs the question: why are there not more women in the senior ranks of so many companies?  Why?  Based on these findings alone, it doesn’t add up, not to mention what it means on a human level; the very thought that one being is somehow lesser than another.

This reality points to the business world itself.  Could there be something systemic that makes it less likely for women to progress to senior levels?  Unlocking the code to resolve this problem isn’t a casual matter; rather, it is integral to driving better results and fostering inclusion.  It is also simply the right thing to do.

It is not as if there is a lack of qualified women, educated in business and in the corporate world, to fill these roles.  Solutions lie in more women pursuing senior level positions, being supported when they do, as well as given their fair amount of the opportunity; they have earned it!  Women, without question, have the ability to perform well in senior roles, and doing so just doesn’t drive results; it represents a powerful opportunity to set an example for the next generation.  Heaven knows, they are watching.