{ "docId": "019dd923-5ca1-7489-b635-aa28bd32979b", "docSlug": "427acb0947e20afd", "documentTitle": "Everyday Moments of Truth", "authorId": "Bain", "authorName": "Bain", "documentKindSlug": "consulting-deck", "documentKindLabel": "Consulting deck", "sourceTypeSlug": "strategy_consulting", "sourceTypeLabel": "Strategy consulting", "presentationDate": null, "orientation": "portrait", "aspectRatio": 0.773, "pageNumber": 14, "pageCount": 20, "prevPage": 13, "nextPage": 15, "slideType": "key_messages", "function": "summarize", "density": "overcrowded", "nDataPoints": 0, "notes": "The slide is a continuation of a text-heavy report, likely from a Bain & Company publication.", "elementsJson": [ "paragraph" ], "metadataConfidence": 0.9, "imagePath": null, "slideHref": "/slides/019dd923-5ca1-7489-b635-aa28bd32979b/14", "deckHref": "/decks/019dd923-5ca1-7489-b635-aa28bd32979b", "deckJsonHref": "/decks/019dd923-5ca1-7489-b635-aa28bd32979b.json", "deckAnchorHref": "/decks/019dd923-5ca1-7489-b635-aa28bd32979b#slide-14", "components": [ { "bbox": null, "kind": "callout", "text": "Companies can improve by eliminating the assumption that someone else in another part of the business is handling gender parity.", "attrs": null, "subkind": null, "toolName": "Visual emphasis", "toolSlug": "visual-emphasis", "confidence": null, "componentId": "019dd951-b48a-77cd-a366-a8fe6e650f8d", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.11, "w": 0.72, "x": 0.14, "y": 0.44 }, "kind": "paragraph", "text": "Moreover, managers can help redefine the notion that up-and-coming employees need only one role model, since it is nearly impossible for a single person to embody the right combination of traits. Instead, employees might find their best source of inspiration from creating a role model portfolio that includes different individuals with certain traits and experiences around issues like work-life balance or leadership styles that might resonate with them at different points in their career. This group can be a critical part of an employee's “personal board of directors,” providing advice and experience.", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "77a7746f-2b1e-4f07-8b03-098b56e02ad6", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.12, "w": 0.72, "x": 0.14, "y": 0.73 }, "kind": "paragraph", "text": "Many companies have a variety of thoughtful initiatives designed to increase the number of women in top roles, such as flexible work arrangements, networking groups or formal mentorship programs. Even with strong support from the top, however, many initiatives fail to thrive when they hit the daily pressures on the front lines. Companies can improve by eliminating the assumption that someone else in another part of the business is handling gender parity. This requires efforts to translate high-level goals into practical, everyday actions for frontline leaders that reinforce, rather than squelch, the confidence women bring into the workforce. Here we look at several ways corporate leaders might make change in the conference room a reality:", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "951ae559-a5b0-49af-ac0e-0dee2caee232", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.12, "w": 0.72, "x": 0.14, "y": 0.12 }, "kind": "paragraph", "text": "ments change, requiring more emotional support. Action items for managers in this category include seeking out and listening to feedback from employees, establishing a genuine personal connection with them, publicly praising a woman for a job well done, and encouraging and supporting a woman to use non-traditional working models—assuming this is support she wants. Managers can inspire and encourage employees by tailoring these actions to each individual employee based on her specific needs and preferences.", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "95d99fe5-4d7c-4a21-b95c-83b99b5a2edd", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.07, "w": 0.72, "x": 0.14, "y": 0.86 }, "kind": "paragraph", "text": "Communicate expectations across the organization. The message that gender parity is important needs to start with the CEO and cascade down through top leaders. Everyone needs to know that this mission is important to their individual bosses, not just the nebulous boardroom. Male leaders in particular may be surprised to realize they can do an important service by sharing the workload often placed on female leaders to own “women's initiatives.”", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "a3e619ab-6551-4e95-ace2-992bfb5cfd9b", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.08, "w": 0.72, "x": 0.14, "y": 0.25 }, "kind": "paragraph", "text": "Expand the concept and definition of role models. While many often assume that finding role models is a purely organic activity on the part of the individual, supervisors can in fact meaningfully influence the process. Frontline managers may not always be their employees' role models, but they can play an important role in helping employees understand why role model “composites” are helpful and how to engage with them.", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "c8163bd6-d430-427f-8642-46cdcb74de86", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.12, "w": 0.72, "x": 0.14, "y": 0.56 }, "kind": "paragraph", "text": "Identifying good role model candidates. Managers often know many more people across the organization than their employees and can serve as a critical conduit for connecting women with the right role models at the right times. However, this can only happen if managers have open dialogues with women and understand specifically what they might need modeled at a given time. These dialogues might also create opportunities to coach certain male leaders on how to be good role models. In fact, managers should resist the urge to only connect female employees with female role models, in part to reduce the pressure on those (likely few) female role models.", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "cede6081-988e-4b30-9f9b-2f126b508950", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.09, "w": 0.72, "x": 0.14, "y": 0.34 }, "kind": "paragraph", "text": "How role models fit. Role models have historically been seen as single individuals who look like the person needing a role model. That is, a woman often selects a female role model, a man chooses a man, alumni from the same university tend to band together, and so on. However, it is important for supervisors to help employees understand that many people can offer relevant stories and solutions, regardless of demographic category.", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "d7b71ad4-8e1d-4cb4-a3c2-c40d9f376962", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.02, "w": 0.55, "x": 0.14, "y": 0.69 }, "kind": "title", "text": "Advice for corporate leadership: Supporting efforts in the conference room", "attrs": null, "subkind": "headline", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "b87aa598-d4f0-4799-b265-2604efe8c05f", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.02, "w": 0.72, "x": 0.14, "y": 0.06 }, "kind": "title", "text": "Everyday moments of truth: Frontline managers are key to women's career aspirations | Bain & Company, Inc.", "attrs": null, "subkind": "headline", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "c79274d2-4570-4180-ba24-5255d28b004f", "frameworkName": null, "frameworkSlug": null } ], "metrics": [], "tools": [ { "name": "Action Titles", "slug": "action-titles", "agent": "Architect", "layer": "slide", "matchId": "019dd95a-173e-703c-8765-9e5c3a8f8cbb", "evidence": "Callout: 'eliminating the assumption that someone else is handling gender parity'", "confidence": 75 }, { "name": "Core Message Extraction", "slug": "core-message-extraction", "agent": "Architect", "layer": "slide", "matchId": "019dd95a-173e-703c-8765-a1d4d5bdb69d", "evidence": "Distils responsibility down to the line manager", "confidence": 70 } ], "frameworks": [], "arcBeats": [ { "to": 15, "from": 14, "beatId": "019dd95a-0702-74a3-87e6-c110600b6b53", "arcName": "The Consultant's Gambit", "arcSlug": "consultants-gambit", "beatName": "Evidence & Proof", "beatSlug": "consultants-gambit-evidence-proof", "evidence": "Five daily conference room actions + corporate equipping recommendations", "position": 4, "confidence": 88, "parentBeatName": "Evidence", "parentBeatSlug": "evidence" }, { "to": 17, "from": 14, "beatId": "019dd95a-07a4-702a-b0b2-635c8d9f1167", "arcName": "The Triple Take", "arcSlug": "triple-take", "beatName": "The Action (Now What)", "beatSlug": "triple-take-the-action-now-what", "evidence": "Five daily actions + conclusion CTA", "position": 3, "confidence": 70, "parentBeatName": "Resolution", "parentBeatSlug": "resolution" } ], "loops": [ { "to": 16, "from": 14, "name": "Build Up", "slug": "33-build-up", "bestFor": "Pricing justification, cost estimation, market sizing", "matchId": "019dd95a-088c-724c-b312-0cb8415b3b62", "evidence": "Five daily actions enumerated in callout box, then corporate-level supports (training, talent management, sponsorship) added.", "position": 4, "objective": "Layer the prescriptive actions managers and companies must take", "structure": "The Base -> Add Component A -> Add Component B -> Add Component C -> The Total", "confidence": 78, "description": "Start from zero and add components to arrive at a total" } ], "imagePathAlt": null, "thumbSrc": null, "thumbSrcAlt": null, "locked": true }