RSR Research: Why Women Retailers of All Ages Should Read ‘Lean In’
Through a special arrangement, what follows is an summary of an article from Retail Paradox, RSR Research’s weekly analysis on emerging issues facing retailers, presented here for discussion.
After hearing all the noise about Sheryl Sandberg’s book Lean In, I thought I’d take a look. It turns out Ms. Sandberg has a good story to tell that’s gotten lost in the noise:
Women made some gains in the workforce in the 70’s and 80’s, but those gains have stalled. Today, there are still not a lot of female CEOs or senators or governors. More women finish college than men, but it doesn’t translate into rising to the top. In retail, while some women have reached key positions, management ranks are still overwhelmingly male. Even in technology, studies have shown that only one in five IT professionals are female.
But, unlike what we hear in the hype, Ms. Sandberg neither asks women to "try harder" nor does she ask for new quotas. What her book and website leanin.org try to do is help women who haven’t yet found their voice move forward. Ms. Sandberg points out that, whether through prejudice, nature or nurture, most women just operate differently and most need different tactics to succeed in what is still a man’s world.
I can vouch for that. Back in the late 80’s, when I worked for materials handling company SDI Industries, I met a lot of retail CEOs and COOs — all but one was male. And imagine my disappointment when I met that one female COO and found her business style was far more male than female. No role model there.
It wasn’t until the mid-1990’s when I met Judy George, then CEO of Domain Home Fashions, that I saw how a woman could "natively" handle herself in an executive position. In fact, half the management team was women and it was a fabulous experience. Judy believed I was something more than just her chief geek and asked my opinion about product and all kinds of things related to the business. I think it’s the most fun I’ve had until now — in a company where, ironically, half the management team is women.
As I read Lean In, I saw clearly that Ms. Sandberg wasn’t talking to me.
I’ve "jungle gym’d" (Ms. Sandberg’s term for career path) my way to the job of a lifetime. But maybe I can help as a voice from the other end of the journey.
I’ve seen women walk out of a room after hearing Judy George speak feeling completely inspired. I’ve mentored those I can, as well. The net: "Leaning in" doesn’t mean trying to have it all, all at the same time. It really means bringing as much of yourself as you can into any given situation in your own unique way.
So ladies forty and under, read the book, don’t hate her because she was so privileged, and see what’s relevant to you. Ladies over forty, find someone to mentor or lead by example. Let your voice be heard. We’re the veterans here. That’s something I can lean into. Retail should mean careers for the gender we want to sell our stuff to, don’t you think?
Discussion Questions
Do you agree that retailing is still largely a man’s world? If so, why do you think that is the case? What must women do to more effectively navigate in a man’s world?
Are you kidding? Retailing is completely a woman’s world! Or should be, IMO. I worked mostly for women my entire retail career and I can testify on their behalf. In a way, it feels like the smart male leaders in retail (Drexler, Wexner) are better at “leaning back” and letting their best leaders take control—who just happen to be female.
Retailing, like most industries, is still a man’s world although, in fairness, retail has a much higher percentage of women in its senior executive ranks than most. There is no shortage of books and articles on what they “must do” to navigate in a man’s world. The more interesting question is: Do they really want to?
I have met and worked for female retail CEOs. Indeed, I married one. My conclusion is that, if anyone, male or female has the drive, ambition, and relentless commitment to rise to the top, retail is a great place to do it.
Whether it be retailing, deep tunnel mining, lobster fishing, off-shore oil drilling, etc, some jobs just appeal to men more than women and vice versa.
Men like to make lots of money and making lots of money is our way of showing off and keeping score. I think women have different scoring system. Our culture puts more pressure on men to earn, therefore men will opt into higher level jobs.
I’ve met a lot of high level female executives and politicians. They all have one thing in common, they opted into those positions because they wanted to. They have a passion and desire for the work few men can match.
Men tend to opt into high paying, risky, dangerous, or powerful jobs because they feel they have to. I don’t think there is anything women need to do differently. Seems to me the women who have worked harder and smarter to excel to the higher ranks have done so with great success.
Sorry, but I don’t completely buy the premise that retailing is still largely a man’s world. If retailing has a gender, it’s female. Women are increasingly capturing old territories and creating new ones in commercial transactions.
Women are already increasingly “leaning in” and bringing more of themselves into each retail situation in their own unique way. If this is a matter of gender competition, it is the man who should be scratching his cranium right now.
Later today I plan to eat Buffalo Wild Wings—it’s just one of the gifts from women that I’m thankful for.
I think that we are over-simplifying the issue if we state that retail is not female executive-friendly. I work for a company that pioneered equal pay for equal work, the promotion of female and minority executives and that culture continues to this day, lead by our CEO, Ginni Rometty.
There are plenty of retailer and CPG companies that strongly encourage female and minority executive advancement. I believe this varies company by company. I don’t believe this is an industry-wide challenge.
The answers here about retail being a woman’s world are sort of funny since I had to work hard to think of any female CEOs. I finally Googled up Andrea Jung. The original article mentions Vicki Cantrell, Lori Mitchell-Keller and Lori Schafer as powerful women in retail (the only one who was actually a CEO besides Ms Jung is my friend Ms Schafer).
That’s why they call it a glass ceiling.
Anyway, as I said in the piece, I’m on the other side of the journey. The article was meant as a public service sort of. Thanks for the chuckle.
As I’ve mentioned in previous posts, women get cut out of the picture because “retail” is often defined too narrowly, despite the hybrid business models (wholesale/owned retail/manufacturing/design/e-commerce/social media) and technology that are part of the retail ecosystem these days. That makes Burberry’s Angela Ahrendts, designer and gurilla retailer, Rei Kawakubo, Tory Burch, Martha Stewart, and even Ms. Sandberg are retail leaders. Old school definitions are what make retail look old school.
Is anyone else taken by the fact that the respondents so far are mostly male? Is there something to it or just coincidence?
I, like Paula, am other side of the journey and boy have I seen a lot. When I entered this business 35+ years ago, it wasn’t just a man’s world, it was an ‘old’ man’s world. I have seen it move to younger, fresher thinking as well as include women, but not without pain.
I worked with a retailer at one time whose board ‘told’ them they needed to start seeing some women in the upper ranks. That’s how we got there, baby!
Now don’t go jumping on me about that statement. I just happened to see that one happen. All the same, women are now in great numbers throughout retail and sprinkled around the executive level. Not nearly as much as should be based on the nature of our business.
Yes, younger women need to know that they can ‘make it’ in the retail industry and all the rest of us need to help make that happen. Just IMHO, as always!
First, I want to thank Paula for her thoughtful analysis of Ms. Sandberg’s book.
As an “over 40” woman, I’ll say that I think women have made progress. Generally, I don’t think the hurdles are as high as they have been in the past.
I do see that on the higher-echelon C-level plateau there has been slower progress. And it doesn’t help to have someone like Marissa Mayer setting us back by implementing unreasonable and highly unpopular policies that don’t apply to herself.
I think we need to keep plodding along. If we see injustices in pay scale or title, we need to speak up.
In the meantime, on a personal level I hope I am setting a good example for my 26-year-old daughter and other younger work associates.
Retailing is neither a man’s world nor a woman’s world. There is a small percentage of women in leadership positions and an even smaller percentage of women in the position of CEO. There have been advances in the previously mentioned numbers in the last 20 years. Women need to increasingly pursue responsibilities that require them to exhibit the qualities that an effective leader must have. Once perceptions incrementally change, we will see even more change in women gaining momentum in retail.
Paula, “still not a lot of female CEOs or senators or governors” . . . or cabinet members. The esteemed feminist couple currently residing in the White House sets a very poor example.
I recently watched a PBS broadcast about Tupperware, and was struck by how much this esteemed company is a cautionary tale about women, glass ceilings, and retail. You can watch it online.
I highly recommend it.
Inside the overall Tupperware story is the more moving story of Brownie Wise, the woman who revolutionized the company, made it successful, and who was abruptly cast aside—nearly penniless—by Earl Tupper, inventor and sole owner.
It’s still a man’s world as far business is concerned. However, I know quite a few successful women in marketing—yet not too many in sales. If anyone took a look around their marketing departments, they’re mostly women. What does that say?
I’ve worked for women CEOs in both media and retail companies. Retail skews male, and female leadership in retail has greatly changed and increased across my career. As a parent with a daughter, we want her to have equal access to opportunity as our son. In our house, we do not see it as a “man’s” world, instead it is a jump ball. This point of view is changing the world.