How to Veer Away from a 'Glass Cliff'
Apr 09, 2024
Opinion: How We Can Veer Away from A 'Glass Cliff'
By Jorge Herrera and Tory Clarke, Partners at Bridge Partners
Following the appointment of Stephanie Pope as Boeing’s new CEO, the topic of the Glass Cliff has again risen to prominence, in a cycle that has to-date appeared unbreakable: women and other minorities continue to be appointed to leadership positions during times of crisis, putting them at higher risk for failure.
The Glass Cliff Effect was first coined in 2005 by organizational psychologists Michelle K. Ryan and Alexander Haslam – it has been identifiable for nearly 20 years and has most certainly existed for longer, but why does it persist? If we can identify it, why can’t we solve to it? How do we effectively address the tendency for women to break through the glass ceiling to top management roles only during crisis; therefore, making it more challenging for them to succeed? Do glass cliff appointments represent a long-term career strategy centered on risk-taking?
As an executive search firm that has led an inclusive search process for over 20 years, resulting in the placement of over 600 women into leadership roles, we have monitored the conditions that have been necessary to set them up for success.
Below our thoughts on steps senior leadership teams and boards can, and should, take to ensure the leaders they appoint in times of crisis, are not set up for failure.
- Foster Awareness and Understanding:
- Organizations should actively educate leaders, decision-makers, and employees about the glass cliff phenomenon.
- Promote awareness of biases and stereotypes that contribute to placing women and minorities in high-risk leadership positions during crises.
- Transparent Evaluation Criteria:
- Establish clear and objective criteria for evaluating leadership performance.
- Ensure that these criteria are transparently communicated to all employees.
- Evaluate leaders based on their skills, qualifications, and contributions rather than gender or other demographic factors.
- Tailored Leadership Development Programs:
- Invest in leadership development programs specifically designed for women and minorities.
- Provide mentorship, coaching, and skill-building opportunities to enhance their leadership capabilities.
- Focus on resilience, decision-making under pressure, and crisis management skills.
- Equitable Opportunities for Professional Growth:
- Create equal opportunities for career advancement and growth.
- Encourage women and minorities to take on leadership roles in non-crisis situations as well.
- Ensure that promotions and assignments are based on merit rather than perceived risk.
- Supportive Workplace Culture:
- Foster an inclusive and supportive environment where all employees feel valued.
- Encourage open communication, collaboration, and mutual support.
- Address any biases or discriminatory practices promptly.
- Executive Succession Planning:
- Sensitize executive succession committees to the “savior effect” (placing women in crisis leadership roles) and consider gender as a factor in hiring decisions.
- Ensure that succession planning is fair and unbiased.Remember that mitigating the glass cliff requires collective efforts from organizations, leaders, and individuals. By promoting diversity, equity, inclusion and belonging, we can create a more equitable workplace that enables success for all.
Remember that mitigating the glass cliff requires collective efforts from organizations, leaders, and individuals. By promoting diversity, equity, inclusion and belonging, we can create a more equitable workplace that enables success for all.