As a woman if you thought getting through the glass ceiling was difficult, can you imagine how you might feel if you inadvertently fell though a glass trap door in the very ceiling you aspired to.
The story I am about to share is not a unique story just one that is not often told or I believe documented. It is about the loss of capable people, particularly senior women and executives over 50 in Australian corporations today. The older person is defined as either 45 or over 50 depending on your reference point.
The Australian Bureau of Statistics does not have a break down, that I could find on the age group of female executives. Interesting in it’s self. What was significant however was population of woman working full time between 55 and 59 was 35{01332a80e2e652688e18927fa9a6162580960d47bc08263a3993439d666dcd52}, and of those who classified themselves as managers 40{01332a80e2e652688e18927fa9a6162580960d47bc08263a3993439d666dcd52} ran their own business.
The current focus is about promoting capable women within organisations and there is a lot of data being collected on this. This is fantastic. I believe however the debate needs to be expanded to include how we retain capable people, in senior positions irrespective of the colour of their hair.
To achieve a dual strategy of promotion and retention decision makers need to firstly understand it exists and believe it is an issue. Secondly we need to be able to name the unconscious bias that exists and challenge those assumptions.
Thirdly as 25{01332a80e2e652688e18927fa9a6162580960d47bc08263a3993439d666dcd52} of the population is over 50 and the retirement age is now 67 by 2023 it is in the corporation’s best interest to retain capability and ensure diversity of age and gender across the generations.
My story actually began just as I had turned 50. My partner had a new career and we were moving states, which meant I needed to change jobs. I was very happy with my career, having worked on 5 executive teams and having been the GM for HR for almost 20 years in various industries. A highlight being winning the best designed and executed HR/OD strategy in Australia. I had not considered that obtaining another senior position would be difficult. In hindsight this was particularly naïve.
When I arrived back on the mainland after spending almost three years in Tasmania, I had a list of people I wanted to see about obtaining my next role. My first meeting was with an executive recruiter whom I had worked with before recruiting executives for various companies. He told me, gently but very precisely that the likely hood of obtaining another GM role was not great. Companies would perceive this to be my last role and therefore I would not be seen, as an investment in the future of the company while a younger person would. I walked out shell-shocked, gobsmacked determined to change the colour of my hair. It was the first time I glimpsed a world where I could understand why people thought it was important to look younger.
Again in hindsight this was a valuable learning experience. As we had worked together before, the recruiter had felt comfortable enough to be “politically incorrect”. How can anything change if the elephant in the room isn’t named?
I never had considered myself too old before.
I did not realise until I did some research on the cosmetic surgery that the reasons women firstly had cosmetic surgery was for confidence but secondly was so they could keep working by not looking their age. In Australia women between 45 and 59 are largest proportion of the population to have surgery followed closely by the next generation of women.
In disbelief I continued down my list of people to see. I spoke to another executive recruiter who was a partner in his own company and was also a friend. He said both his current partner and X-wife were in the same position and his X-wife was now working as a receptionist as that is all the work she could find. He said it was an unspoken reality in business and I was lucky that I was in a position where I did not have to work. Others were not so lucky.
Not be undone, I continued down my list went and visited other recruiters. I did not hear back from them effectively, except for positions that people wouldn’t want for half the pay. I asked each recruiter if my age was an obstacle, based on my previous feedback, they all said no. In reality I expect actions speak louder than words.
I then applied for a job through Executive Search on Seek. I remember one job I applied for. The recruiter responded almost immediately. At the time I was delighted things were looking up. We had a conversation and having read my CV he said I was great candidate for interview. He sent me through the job details and yes I had industry and HR experience. He then emailed me if I could send through a photo, as I was not yet on Linkedin. This said this was so he would recognise me when we met. I sent the photo and guess what I never heard from him again and he did not return my calls. Make that, as you will.
The stories were not all bad. I met with two female recruiters, one of which I had met before from another recruiting agency. They were fantastic and actively tried to seek employment for me and put my name forward for what they thought would be appropriate positions. Interestingly enough it was the first time in my career I was not even shortlisted for interview. Even with the support of the recruiters. Irrespective of this, what was heartening was they were very encouraging, kept in contact and organised me to speak at a forum they were hosting. They went above and beyond.
What felt so strange was I did not feel old and was physically fit. I had just finished my director’s course. My CV I thought was impressive, I still had my faculties; I had not grown two heads, I was technically literate, I hadn’t even dribbled when asleep on the plane to the best of my knowledge. I had to admit though my hair was greying and youth was not on my side. It appeared how I looked determined my ongoing career aspirations. Why had know one told me about this invisible barrier which I call the glass trap door. It is like you suddenly you step through an invisible hole in the floor and in slow motion you spiral downwards until you hit the floor with a thud.
After a period of contemplation, I cut my hair short and dyed it first time in 15 years. I commenced my own business, using old contacts and my skills. I designed leadership programs, I designed and facilitated workshops and my business was growing. It evolved into a coaching business as well.
As a result I have now expanded my business by building a coaching retreat on my property and have recently expanded my business again by building a boutique conference venue for up to ten people in the hinterland of Noosa. I do one on one coaching sessions and also facilitate the conferences at the venue, if the client so wishes. I also run all aspects of the business.
All very good you might say. I would say I have continued to work and have used my skills and knowledge to do meaningful work, which makes me feel like I am making a valuable and worthwhile contribution. However like many others I have lost my voice at the table in Australian business. I had crossed the invisible age barrier, without realising it until it was too late. What I looked like seemed more important than my capability. It affects both men and women. I believe, however it comes to women earlier than men in business, particularly if they find themselves between employments for what ever reason.
Of course there are exceptions and other complexities. I should have planned my career more effectively and not been idealistic enough to believe because I had no difficulty obtaining work in the past this was a given for the future. However taking this into account, it is undeniable as a society we are ageist. Combine that with being a woman it is often a lethal combination for one’s business career.
What is disappointing, is individuals loose, organisations loose and society looses when we reduce diversity of thinking, experience and ideas at any level.
Diversity can be the topic of the month, but can we serious about diversity when you only have select age groups and or one gender predominately being the decision makers
My experience has not been unique. As a part of my executive coaching practice I have spoken to many women and men. I remember one woman who was the head of a function for a large organisation, who had just turned 50; say ” she spent a lot of money and time not looking her age”. If she ever was to have an opportunity to at the C-Suite this had to be a well kept secret as she was running out of time. I have heard the same story expressed in different ways and the research supports this as well.
As a part of improving my knowledge I attended a breakfast on an interesting topic. Over coffee I asked the head of diversity for a large organisation did her company have any women over 50 in any senior roles. After a moment’s thought she said no, having not considered it before. I asked her if there were men over 50 in senior roles, even though the answer was obvious.
I then went to the Internet to research more. Did many older women hold a seat at the executive table in Australian companies? Scanning the top 200 ASX companies the answer was again obvious.
I also decided to do my own quantitative research. When I visited capital cities I would take some quality time play a game spot the “older” executive women. Not hard when you know what you are looking for. George Street, Queen Street mall, Collins Street are some of my favourite haunts. My conclusion is they are almost unspottable. They either never left their office, they have had brilliant cosmetic surgery or they are just not there. I observed the majority of women of my age in the city were pushing prams or shopping.
I also play spot the older executive male this is not difficult. Yes there are fewer but they are clearly there.
Reflecting on this it appears that one generation of executive women is almost extinct, a relatively rare species to begin with. There are a number of women in following generations who are breaking through the glass ceiling. Which powerful men are actively supporting.
The question is what will change for the next generation of women who are now breaking through the glass ceiling? Will the unconscious bias persist that women’s value is based on her looks and menopause is representative of her used by date in business as well as fertility.
Some people might say one step at a time. I say the first step took over 25 years of affirmative action at glacial speed to gain traction. A dual strategy of both developing people and maintain people based on capability is required if we are to think strategically about these issues. As we all know changing unconscious cultural bias takes time. Saying the 50 is the new 40, is easy to say but changing attitudes for people to believe it and change attitudes, is more difficult.
Some people who read this may say, that you have to make room for the younger more progressive individuals, The more technically literate the more ambitious.
I would say two things. It is about diversity of experience expertise and ideas. It is not one or the other. The second thing if you are 35 today 50 is a stone’s throw away. Can you remember when you were 20 and how quickly that time has passed? Do you want to suffer the same fate when your looks diminish or your hair recedes after you have spent so much time building your career and capability?
If the answer is no and you truly value diversity then address some of these issues now as a part of your diversity strategy. Have a dual strategy where you build capability and you also preserve capability. By this I do not mean give them any job to keep them employed to ensure taxes are paid until they retire at 67 and quotas are met.
Have the courage to have the politically incorrect debates now. Understand the myths that drive the stereotypes because a potential unintended consequence is you to may become a victim of the glass trap door. I would prefer the future of gender and age diversity is in your hands rather than the cosmetic surgeon.
