On January 6, 2021, the German government approved the long-anticipated gender quota. Under this regulation, publicly listed and equally co-determined companies with more than three board members must include at least one woman on their executive boards. But what does this mean for recruitment consulting?
The reality is that this quota alone won’t dramatically shift the representation of women in top corporate positions across Germany. Nearly half of the affected companies currently lack female representation at the executive level. While this is concerning, the regulation impacts a relatively small number of organizations.
Despite its limited scope, even this modest step has created significant challenges in executive recruitment. The demand for top female executives is unprecedented, with headhunters going all out, deploying every tool and tactic at their disposal. Companies are sweetening the pot with increasingly competitive offers, earning these sought-after leaders the nickname “gold skirts.”
Three proposals for progress:
1. Unlocking internal potential
For most companies, the greatest pool of potential female candidates for board positions is already within their ranks. To harness this talent, mid- and long-term personnel development strategies must prioritize equitable opportunities for female employees and actively identify women ready to step into executive roles.
2. Early development – phase out outdated gender-specific programs
I think specialized programs exclusively for women are no longer the answer. Such initiatives risk reinforcing existing biases held by predominantly male decision-makers. If we truly believe women are equally qualified as men, they should be included in development programs at equal rates, giving them the tools they need to thrive in leadership roles.
Taking “equal opportunity” seriously means moving beyond traditional concepts of “male” and “female” competencies. While gender differences exist – women, for example, may approach conflict resolution in a more goal-oriented way and are often less prone to overestimating themselves – these nuances are best addressed through personalized development strategies, not outdated gender-specific initiatives.
Women don’t need additional training to navigate the male-dominated world of executive boards. Many female leaders have already mastered the dynamics of power and influence and intuitively understand how to excel in these environments. What value could a male consultant add in these cases? Quite simply: none.
3. Universal competencies – embracing servant leadership
The modern workplace, especially with the rise of remote work, requires new leadership competencies from everyone. Motivating employees from a distance, setting clear goals collaboratively, and supporting them effectively is far more challenging in a virtual environment, where personal presence is limited. Men and women alike must adapt and build new skills to meet these demands.
One essential competency many executives lack is servant leadership. Leadership is no longer about hierarchy; it’s about creating tangible value for employees, enabling them to unlock their full potential. In a world of accelerated decision-making and growing complexity, successful leadership requires more than being a role model or maintaining oversight. Leadership is not about control; it’s about setting the right conditions for teams to make the best decisions.
