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The Female Business Model
The UK economy has precipitated it’s own downfall and the only way to survive is a sex change
Is it any coincidence that most UK businesses are based on a masculine business model – one where capitalism, competition and power are celebrated and the softer skills often sidelined or overlooked entirely?
We are deep in the grip of a recession; our manufacturing industries are lying fatally wounded in a fiscal wasteland and we still don’t seem to have quite grasped the whole idea of the service model. Typically in the UK when we hear the phrase “have a nice day” we either feel patronised or we assume that what was actually meant was “please leave quickly so I can get back to updating my facebook status”. One wonders if we’ll ever really get it.
In recessionary times the shift towards a female model, focusing on communications, nurturing relationships and open management is vital in order to galvanise businesses, boosting morale to get through the toughest times. Not renowned for its wealth of influential females in top positions, can UK businesses force themselves to focus in this way or will those in charge simply push harder, shout louder and broker another M&A deal in the hope of annihilating the competition?
Much has been made of Norway’s approach to achieving equality, demanding that women represent at least 40% of boards of over 10 members. This target, first applied to public committees in 1985 was extended to the private sector in 2003 with severe non-compliance penalties in place to ensure that its 2008 deadline was met. As with all attempts at arbitrary target setting there were issues; reports of tokenism and pushing through unsuitable candidates simply because of their gender were rife in Q4, 2007 but the majority of publicly listed firms met the target.
The by-products of this approach to promoting diversity were the search and selection agencies focussed on finding female talent, the training and mentoring programs that appeared and the networking organisations upon which Norway is building its ‘Female Future’ training course, championed by the Confederation of Norwegian Enterprise (NHO), traditionally one of Norway’s most conservative organisations. Compare these figures with the UK where currently women represent only 10% of FTSE 100 board members and the UK’s approach to reaching equality starts to look hopelessly ineffective.
To confine the debate to gender demographics is to over-simplify; it’s about a masculine mindset that pervades, rooted in a now defunct manufacturing culture. Our businesses need to relinquish their adhesion to that ethos and fully embrace the philosophy of the service driven model, which is, by definition more female biased. Anyone who has ever been involved in change management will know that this is not just “a couple of rousing presentations and you’re done” kind of task. It’s a long process that should already be well underway of attracting new recruits and retaining momentum whilst handholding established staff over the hurdles.
A more pervasive female influence would be useful in a business community that’s never fully embraced the whole idea of family or compassion. In this week’s news the Tories reveal plans to potentially cut benefits for working families, making it harder still for women to make a legitimate contribution and in other news it’s revealed that in the UK we consistently work longer hours than we’re paid for, under the watchful eyes of Orwellian CEOs who believe that sitting in an office for 9 hours a day = unrivalled productivity. Women aren’t necessarily the stereotypical masters of multi-tasking, but they are capable of getting a great deal done in a very short space of time, and whilst they’re doing it they’re making sure that everyone around them is getting on well and being supported.
At the 2008 Leaders in London International Leadership Summit, 81% of those surveyed said they thought women made better leaders. More democratic in style, the female business model benefits from the time spent considering, planning and preparing then implementing with exacting efficiency and celebrating in inclusive style – acknowledging the input and efforts of all and rewarding them accordingly.
The female model is embracing of technology and its place in creating economic sustainability, viewing it as one part of a whole. Importantly it understands that technology is no substitute for employing the best people, creating an enriched, inspiring environment where talent is recognised and encouraged and it knows that maintaining your customer relationships has more to do with emotional intelligence than expensive lunches.
It would seem that we all get it – maybe it’s time to get out there and tell the boys to move over?
About the author
Name: Paula Battle
Email .(JavaScript must be enabled to view this email address)
Website: http://battleplan.wordpress.com/
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