More companies are proactively looking to expand female representation within leadership positions and placing a greater emphasis on ensuring proper representation at the executive level. While the focus on equality at the top level is important, more can be done earlier in the career cycle to promote greater engagement among female employees, positioning them for leadership success now and into the future.

1. A CBIZ Blog entry (2/28/19) by Lori Novickis,
Director of Corporate Relations and National
Leader of CBIZ Women’s Advantage.
M
ore and more companies are proactively looking
to expand female representation in leadership
positions and placing a greater emphasis on
ensuring proper representation at the executive level. While
the focus on equality at the top level is important, more
can be done earlier in the career cycle to promote greater
engagement among female employees, positioning them
for leadership success now and into the future.
One helpful measure companies can consider is to
use internal committees, including those focused
on philanthropy, events and career development, as
valuable training opportunities. Such committees can
be an important starting place for the company’s future
leaders to develop their skills and gain experience.
Empowering female employees to embrace leadership
roles early requires effort from both the employer and the
employee. Here’s what each can do to promote success.
Where companies can start
In order for internal committees to be leveraged as
leadership launch pads, it’s vital that companies promote
a spirit of inclusion within these groups.
At CBIZ, we emphasize inclusivity by issuing
companywide calls for volunteers, encouraging the team
at various levels to raise their hands to participate.
Asking team members to be proactive in expressing
their interest is an important first step in identifying the
right individuals. Those who do raise their hands should
be acknowledged and brought into an open dialogue
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Championingthenextgenerationoffemale
leadershipthroughinternalcommittees

2. with supervisors and HR. Opportunities can be flagged
for them, and when committee leadership positions
become available department heads can work with HR
to contact employees whose goals include taking on
management responsibilities.
Encouraging these individuals early on is incredibly
valuable from a company perspective. These team
members will gain a broader skill set, while employers
quickly learn which team members display initiative and
adaptability. Further, empowering young leaders in all
corners of the company leads to increased engagement
and retention, especially at the entry- and mid-level.
These individuals are vital to a company’s long-term
success and planning.
How employees can drive success
While the company can proactively supply committee
leadership opportunities, the employees are the ones
to drive the success. Younger team members should
know that it’s never too early to start down the path to
leadership; they should join and lead internal committees
early in their careers.
Embracing the opportunity internally comes down
to two key components: starting and maintaining a
conversation with supervisors and HR about goals and
moving quickly to get involved. Speaking with decision-
and change-makers primes an empowered mindset, and
individuals who participate in company committees gain
valuable interdepartmental networking experience and
exposure to colleagues and other areas of the company.
However, jumping right into a leadership position might
be intimidating, especially for someone who is new to
the workforce. If that’s the case, there are other paths
to leadership that are more approachable, such as co-
leading with a more senior colleague to learn the ropes
from a current leader.
Serving on internal committees can allow marketable
skills that may otherwise not have been visible or
may have taken years to develop to shine through.
Showcasing such assets and learning leadership skills
at an early stage can help steer young team members
toward leadership positions down the road.
Established leaders must pay it forward
This brings me to the pivotal role established female
leaders can play. I believe women who have reached
executive positions should help raise up the next
generation. That includes being receptive when they’re
asked to be mentors, offering encouragement and
advice, and creating an environment that promotes
plentiful opportunities for leadership progression.
The biggest impact established leaders can make is by
influencing and promoting a company culture of diversity
and inclusivity. They are in a position to create change
and should be seeking ways to provide consistent and
new opportunities for leadership.
Investing time in cultivating young female talent internally
will yield great benefits. As team members gain a broader
skill set, employers quickly identify which team members
are primed to take on leadership roles. Inspiring the next
generation of female leaders is an ongoing journey, but
for now we can embrace the opportunities available to
cultivate female leaders and ensure the talent pipeline is
rich with experienced candidates.
Related articles of interest
A Woman’s Place is in the C-Suite,
BankDirectors.com magazine, 2019 Q2
These Cultural Drivers Advance Women at Work,
SHRM, Mar 8, 2018
Nancy Mellard on Changing Corporate Culture,
www.theice.com, Mar 5, 2018
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