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Cover of Competitividad Ejecutiva magazine showing a group at an awards ceremony

Gender Equality in Competitividad Ejecutiva

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Article: “Gender Parity in Panama”

Originally published in Magazine Competitividad Ejecutiva – Page 7

 

Gender parity in Panama 

According to the report “Women matter: ten years of knowledge about gender diversity” by McKinsey & Company In 2017, the women they generate on average the 37% of world GDP Although they represent the 50% of the world population of working age. The report estimates that $12 trillion could be added to global GDP in 2025 by closing the gender gap.

Panama occupies the position 43 in the world ranking of the Gender Parity Index of the World Economic Forum (in 144 countries), with significant deviations in the economic participation and opportunity (with reference to labor force participation, equal pay for similar jobs, and estimated earnings earned)  and at the level of political empowerment.

At the conference “Women and Economic Development: Achievements and Potholes” – APEDE monthly lunch in March 2019, Leonor Calderón highlighted that they were detailed in Panama 12 economic-labor gender gaps, which are grouped into labor participation gaps, wage gap, promotion gap and transversal gaps, 12 measures and 63 lines of action were identified in the monitoring.

According to the study “Women in business management: gaining momentum in Panama”, promoted by CONEP and ILO, The percentage of representation of women in management positions varies by level and becomes narrower as we rise in the hierarchy. In the supervisory ranks we have a level of representation of 37%, at the middle level of 34%, at the senior level of 22% and at the highest executive level of only 8%.

From 2017 to date, progress has been made in Panama, among them:

– Law no. 56 of July 11, 2017

– Equality Seals Initiative in the company, with the participation of MITRADEL, MICI, INAMU and UNDP.

– National plan of the EPIC – International Coalition on Equal Remuneration, with support from the Vice Presidency, UN Women and ILO.

– Roadmap for Gender Equality, CONEP and ILO.

-WEP- Women’s Empowerment Principles, UN Women.

At the level of political empowerment, I highlight the awareness initiative “Invisible Barriers, Transparent Candidates”, with the support of the Foundation for the Development of Citizen Liberty, FONAMUPP and the Canadian Embassy.

I highlight the important work of the APEDE Executive Women’s Commission in the dissemination of such relevant initiatives.

It is important to follow the issue so that the implementation is successful, work with the different actors to reduce the identified barriers, integrate good practices such as mentoring programmes, coaching and career development plans, and that more organisations and companies join the different initiatives.

May each of us be an agent of change!

Fatima Ribeiro

Article by Fátima Ribeiro on gender parity in Panama

 

Other articles:

 

Two professionals talking in an office

Developing Your Leadership Potential as a Woman

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female leadership

In my article “Female leadership in Panama” I briefly describe the conclusions of a study developed in Panama on “Women in business management: gaining momentum in Panama.”

Among the measures aimed at overcoming the dilemmas and internal contradictions that women face when reaching positions of responsibility, the study identifies mentoring programmes, coaching and career development plans.

Coaching helps identify beliefs that may limit a woman’s professional and leadership growth, and break habits that hold back progress in her professional career, such as a promotion, a successful salary negotiation, or a career change.

The 12 habits that stop you…

In my coaching processes I use, among other tools, the 12 habits identified in the book “How Women Rise” by Sally Helgensen and Marshall Goldsmith:

  1. Reluctance to claim achievements
  2. Expect others to spontaneously notice and reward your contributions
  3. Overvaluation of experience
  4. Just build instead of building and leveraging relationships
  5. Do not enlist allies from day one (allies, mentors and sponsors).
  6. Put your work before your career
  7. The perfection trap
  8. The desire to please
  9. Minimization
  10. Too much
  11. Rumiando
  12. Let your radar distract you

These habits often appear together. For example, the habit (1) Reluctance to claim achievements often appears accompanied by the habit (2) Expecting others to spontaneously notice or praise and reward your contributions.

Others that can be found together are the habits (3) Overvaluing experience and (6) Putting your work before your career and the habit (7) The perfection trap.

Plan of action

If you detect some of these behaviours or habits in yourself, the suggestion is that you establish a strategic plan to implement changes.

Align your objectives with your purpose, start with one, maximum two habits, which you fragment into small habits or routines, be specific and concise in your actions and define a time limit to implement them.

Recruit professional help such as a coach or someone committed to your development and who also wants to implement changes and establish “peer coaching”, promote your objectives, ask for feedback, listen, thank and implement changes during the course of your action plan.

In a coaching process, purpose, objectives, objective and subjective reality, visions and options are worked on in an integrated manner and an action plan is implemented.  The action plan encourages the implementation of actions, accompanied by the development of relationships and feedback, which allows the desired changes to be implemented by measuring their effectiveness.

Our beliefs shape our resistance to change, our responses help shape our circumstances, and our behaviours shape how others respond to us.

Organisations can implement coaching processes that support the development of female leadership, or professional women can choose to individually contract a process that contributes to their professional development.

References: Book “How Women Rise”, break the 12 habits holding you back from your next raise, promotion or job, Sally Helgesen y Marshall Goldsmith.

 

 

 

A professional leading a team meeting in a glass-walled room

Women’s Leadership in Panama

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Reality

Panama occupies the position 43 in the world ranking in 144 countries of the World Economic Forum’s Gender Parity Index, but 71% of companies do not have women at the highest management level.

According to the study “Women in business management: gaining momentum in Panama”, the percentage of representation of women in management positions varies by level and becomes narrower as we rise in level.  In the supervisory ranks, we have a level of representation of women of almost 37%, at the mid-level 34%, at the senior level 22% and at the top executive level only 8%.

The difficulties for women to be in management positions (CEO or member of the Board of Directors) increase with the size of the company, reiterating that large companies have the lowest representation of women in senior management positions.

The lesser presence of women is felt in areas of operations and research and development, with women in Panama occupying more relevant positions in areas of marketing, sales and human resources.

90% of companies agree that women lead as effectively as men, but different barriers were identified in the study, the first related to a lack of general or line management experience and the second to stereotypes about the role and skills of women, which seem to reflect a contradictory view with the first statement.

Other important barriers identified in the study were women’s limited availability or time flexibility to travel, lack of support to combine work with relationships/family, and leaders’ lack of commitment to the advancement of women.

In the study’s focus group, women identified the main obstacles as: the dilemma between family/career balance, the organisation that is not very conciliatory, and spaces of power that are not very inclusive.

70% of the companies surveyed declare they have a balanced and inclusive culture, but only 30% of them recognise that, with the same skills and professional qualifications, women find it more difficult to reach senior management positions.

There are limitations such as social conditions and an exclusive corporate culture and there are limitations imposed by the women themselves due to personal beliefs or family conditions.

Important benefits obtained with the implementation of diversity and gender equality initiatives in companies are recognised in the surveys, the most relevant being: the increase in business results, including profitability and productivity, the increase in the ability to attract and retain talent and the improvement of the company’s reputation.

It is important to promote and disseminate these important benefits, promoting successful good practices and working with different actors jointly to reduce the identified barriers.

Among the measures aimed at overcoming the dilemmas and internal contradictions that women face when reaching positions of responsibility, the study identifies mentoring programmes, coaching and career development plans.

 

Coaching supports change

The coaching process is key to identifying beliefs that can limit a woman’s professional and leadership growth, and to breaking habits that hold back progress in her professional career, such as a promotion, a successful salary negotiation or a professional change.

In the coaching process, objectives are identified, objective and subjective reality is reflected on, options are generated and an action plan is implemented.

The action plan stimulates the implementation of actions, accompanied by the development of relationships and feedback, which allows the desired changes to be implemented by measuring their effectiveness.

The coach accompanies the professional in their executive and leadership development and the process can be implemented at the initiative of the company or directly with the professional who is committed and responsible and wants to enhance their professional career. The key indicators or KPI’s They are established case by case. In the case of processes contracted by an organisation, it includes evaluations of leadership growth by the stakeholders or interested parties selected as significant to the process, being a measurable and quantified process.

In my article “Are you a woman? Develop your leadership potential” You can find more information about female leadership development.

 

References: The study “Women in business management: gaining momentum in Panama”, promoted by CoNEP – National Council of Private Enterprise and ILO – International Labor Organisation, and prepared by Stratego and Enred Panamá.

Fátima Ribeiro receiving a certificate during a training programme

Coaching, Leadership and Other Soft Skills

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Research Diploma for Publication in Indexed Magazines in Quality Leadership University, with the project: The Coaching, he Leadership and others Soft Skills in companies in Panama. Thanks to all the companies that collaborated with the research project! I’m still working to boost your publication!
Cover of Competitividad Ejecutiva magazine featuring Fátima Ribeiro

Published in Competitividad Ejecutiva

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Article “CADE 2018 – Competitive Panama for a global economy”

Published in the magazine Competitividad Ejecutiva (Pages 52 and 53)

First page of Fátima Ribeiro's article on CADE 2018 Continuation of the article on CADE 2018 in Competitividad Ejecutiva

 

Competitividad Ejecutiva Diciembre2017/enero 2018