- Report year:2014
- Organisation: Chief Executive Women - Male Champions of Change
If we want our leadership to make a difference, we must understand our own impact — the shadow we cast. The challenge is that it is hard to see our own shadow — its shape, clarity and reach.
The path to lasting performance improvement on any priority — like gender balance — starts at the top. What we say; how we act; what we prioritise; and how we measure together determine what gets done (and what doesn’t). These four elements make up the Leadership Shadow model, which allows you as a leader to consider whether the imprint of your words and actions is as clear and powerful as you want it to be.
In the following pages, we describe the model and how it might help achieve greater gender balance within organisations. For a number of us, the model has helped to identify blind spots and to prioritise action.
The path to lasting performance improvement on any priority — like gender balance — starts at the top. What we say; how we act; what we prioritise; and how we measure together determine what gets done (and what doesn’t). These four elements make up the Leadership Shadow model, which allows you as a leader to consider whether the imprint of your words and actions is as clear and powerful as you want it to be.
In the following pages, we describe the model and how it might help achieve greater gender balance within organisations. For a number of us, the model has helped to identify blind spots and to prioritise action.