Are Women in Power Really in Power? – A Perspective by Traci Hopkins, WPS Advisory Board Member

In the power and energy sector more women are being promoted and accepted in the utility space than ever before.  In fact, approximately 17% of US electric utilities in the S&P 500 are led by women.  This may be because there is huge need for talent in the industry and utilities have been among the first companies to tap into their entire talent pool.  It may also be because more women are being encouraged from a young age to explore and develop their interests in the STEM fields.  No longer are women being told they can only be nurses, secretaries, or housewives… all respectable positions in society.

While the gap in the number of women promoted to manager has shrunk over the last two decades, for every 100 men promoted to manager, only 75 women are promoted.  Many women find themselves beholden to the problem of the “broken rung.”  Even though many companies have gender-representation targets for first or entry-level manager roles, the same or similar support for women to succeed and advance their carers to senior management levels is virtually non-existent.  Essentially, their success is earned despite cultural and organizational norms instead of because of them.  Unfortunately, those that do aspire to the highest executive ranks often find themselves siloed early in their careers due to lack of both internal and external mentorships, making it nearly impossible to break through the proverbial ‘glass ceiling.’

Many women find themselves beholden to the problem of the “broken rung.”  Even though many companies have gender-representation targets for first or entry-level manager roles, the same or similar support for women to succeed and advance their carers to senior management levels is virtually non-existent. 

When women do break through these glass ceilings it is often met with unreasonable amounts of questioning, judgement, and criticism.  Comments such as: “Can she do the job as well as John?” “I heard she’s a real ball buster.”  “She won’t be in this job for long she’s got a family and won’t be able to balance.”  “I bet she slept her way there.” and others that are expressed for female managers are almost never uttered to doubt her male counterpart’s ability to lead and be in charge.  Earning titles of President, CEO, Vice President, or other executive level positions in traditionally male dominated industries shouldn’t be met with this extent of skepticism; but rather embraced for the ability of women to lead, solve problem, balance budgets, manage schedules, and more.

Women in the workplace are more likely to experience Imposter Syndrome, especially when they do not see many examples of others like us succeeding in our chosen fields.  Whether knowingly or unknowingly, the odds are stacked against us.  Corporate culture exacerbates the problem of imposter syndrome, particularly in women, and despite the progresses made in the boardroom, women still do not have the representation needed to curb this problem.  This lack of representation has led many women to work extended hours, fail to ask for help, consistently doubting themselves and think they are not good enough, perpetuating the thoughts and ideas that they were selected to check a box, rather than because they have the skills to do the job.

For centuries in many countries matriarchal systems have proven effective and prosperous for everyone in the community.   They are more likely to have a balance of wealth and security amongst their citizens, leading to lower crime rates, higher levels of education and increased peace amongst its’ citizens.

Becoming cognizant of the challenges women face whether placed upon them by society, corporations, tradition, or self, and making a concerted effort to embrace the idea that women are intellectual equals to their male colleagues, deserving of the titles bestowed upon them is the first step.  Following up with genuine opportunities and encouragement for women to apply themselves and know that they are selected on the basis of ability and not to fill or check off an initiative will, over time, lead to the positive change that includes all persons in roles suitable for their talents, skills, and interests.