Parsons’ research-based book, Fresh Insights to END the Glass Ceiling, reveals the true reasons why the glass ceiling exists and it is not what most people think. That is why today’s solutions are not working. Equipped with the new insights in this book, we can at last make the glass ceiling a thing of the past.
Most companies have positive intent and are making significant investments in initiatives to accelerate promotional opportunities for women. Yet, progress has stalled. Even though it has been nearly four decades since the Pregnancy Act of 1978 went into effect, only 5.8% of CEOs of Fortune 500s are women and only about 14% serve as corporate executives. Meanwhile, nearly 60% of today’s college graduates are women. These numbers simply do not add up. Parsons explains in this new book that if we stay on the current trajectory, it will take over 400 years for women to attain just 50% of the CEO positions of Fortune 500s. Clearly, this is not acceptable.
From a bottom line perspective, a study conducted by the Peterson Institute for Global Economics of 22,000 organizations found that companies that had at least 30% of senior leaders as women had 15% increased profitability. So, the need to bring the glass ceiling down swiftly is more than a gender issue, it is a bottom line business success issue.
Fresh Insights to End the Glass Ceiling answers these elusive questions:
Are there real gender differences in leadership traits? What are the real root causes of the glass ceiling? How have some women made it to the top? Who owns the problem? What are the solutions?
What actions should organizations and women take to end the glass ceiling phenomena?
With quizzes to test knowledge about the glass ceiling, and an eye toward breaking the long-held myths about women in leadership, Parsons shares both new research and new solutions. It includes action plans for c-suite/executives, interest groups, talent-development professionals and individuals (both women and men) so that the glass ceiling may be shattered once and for all.
