Does the CMI offer the same services as the ILM?

How to decide between the Chartered Management Institute (CMI) and the ILM for your management development

As an employer, training provider or individual there are a variety of options when considering leadership and management development, qualifications and apprenticeships. In this blog we take a snapshot of two of the most influential UK bodies to see if they are providing the same services and summarise the key similarities and differences.

Similarities in the offerings from the Chartered Management Institute and ILM

The CMI and ILM share a number of similarities in that both professional bodies work with employers, individuals and education/training providers to provide leadership and management qualifications, accreditations and apprenticeships. Both organisations offer management qualifications from Levels 2 to 7*, which can all be achieved at Award, Certificate or Diploma status.

In addition, the ILM and CMI offer end-point assessments (EPA) for their management apprenticeship programmes to support employers and training providers when the apprenticeship has been completed.

Both organisations provide extensive resources online and organise events to enable their audiences to increase knowledge and learning and to network with others.

What sets the individual bodies apart?

The Chartered Management Institute

Established over 60 years ago, the CMI started out as the British Institute of Management and developed the UK’s very first diploma in management studies. It is the only chartered professional body dedicated to promoting the highest standards in management and leadership excellence.

It is also the only professional body to award Chartered Manager status, which is the highest status that can be achieved in the management profession.

*The CMI qualifications range from Level 2 to 8 – which is one level above those of the ILM.

The CMI is a membership organisation that regularly publishes its Professional Management magazine for its members.

More information on the CMI

The ILM

Part of the City and Guilds Group since 2001, the ILM provides qualifications for learners in the UK and internationally. It has a global network of over 2,000 approved centres and operates in eight regions across the world.

Over 70,000 people register for an ILM qualification each year. As part of the registration process, they will receive a year’s free membership to the Institute of Leadership and Management, with whom the ILM work closely to provide membership to employees. The Institute of Leadership and Management publishes its Edge magazine for its, and ILM, members.

More information on the ILM

Read our blog about the differences between the ILM and the Institute of Leadership and Management here.

It’s down to choice of provider

The Chartered Management Institute and ILM are both long established professional bodies with excellent reputations of supporting individuals, employers and training providers and you would be in very safe hands working with either. So at the end of the day possibly the biggest choice to make is the approved provider of either with whom you prefer to work.

What is the difference between the ILM and the Institute of Leadership & Management?

What does it mean to members, employers and training providers?

At the end of 2015 it was announced that the body called the Institute of Leadership and Management (ILM) would devolve into two separate entities – one to be known as the ILM and the other as the Institute of Leadership and Management. The change took place in December 2016 and the two organisations are now completely separate.

However, there is still some confusion over the activities of the two bodies especially as their names remain very similar and they work closely together. Here we set out to clarify the position and explain the differences:

ILM

‘ILM’ is not an abbreviation but is the full official name for the accreditation body, which is part of the City & Guilds Group. It is known as a City & Guilds Group business and is the UK’s leading provider of leadership qualifications.

The ILM is dedicated to improving leadership development, both in the UK and worldwide, ensuring businesses and individuals are equipped for the working world now and in the future.

The ILM works with employers and training providers to deliver a range of apprenticeships and qualifications to professionals. The ILM specialises in leadership and management, coaching and mentoring, but also a range of sector and skill-specific qualifications. An ILM Award (qualification) is one of the most popular leadership and management qualifications with 70,000 managers registering to study a qualification each year.

The ILM website – www.i-l-m.com – offers a host of information to employers, training providers and ILM participants who are studying one of its qualifications. Guidance on completing an assessment, training resources, apprenticeship support, as well as how to find a local approved training provider, fees and funding can be found. The website also offers research reports, webinars (giving an overview of the qualifications) and blogs on industry related topics and case studies. The ILM exhibits at leading industry events like the CIPD’s Annual Conference.

All ILM qualifications are awarded by the City and Guilds of London Institute, which was founded in 1878 and is incorporated by Royal Charter. On achieving an ILM qualification, you will receive a certificate from the ILM.

The Institute of Leadership & Management

The Institute of Leadership & Management is the official name for the membership entity. It is a specialist membership organisation that focuses on raising the professional standards of leaders and managers and is the ILM’s strategic partner.

Professionals who sign up to study an ILM Award receive a year’s membership of the Institute of Leadership & Management. This membership gives access to networking industry events which enable managers to connect with their local leadership community. The Institute also publishes ‘Edge’ for its members, which is a quarterly magazine full of valuable advice from thought leaders and experts; exclusive interviews and membership news and reviews.

The Institute of Leadership & Management’s website – www.institutelm.com – also offers valuable resources in the form of research and whitepapers as well as support to its members.

What does it really mean for training providers?

As an ILM-Approved Training Centre, Impellus is reviewed annually by the ILM to ensure that its course content, Award assessment guides and support programmes and ILM branded materials meet the accreditation body’s guidelines.

Our regular contact in terms of fees, registration of ILM participants, processing of participants’ assignments, qualification certificates and marketing is with the ILM organisation. Since the split of the two organisations, Impellus receives Edge magazine and industry updates from the Institute of Leadership and Management.

What does it mean for me if I want to study an ILM Award?

If you choose to study an ILM qualification as a result of attending an open course delivered by an ILM-Approved Training Centre, you will be supported by that training provider to help you achieve the qualification. Most of your contact will be directly with the training provider but you will receive a year’s membership from the Institute of Leadership & Management and, on completion, you will receive your qualification certificate from the ILM. You can, of course, access the resources that both organisations provide to members and ILM participants via their websites.

Your ILM Award in leadership and management will be recognised around the world as a leading qualification and you can continue your personal membership of the Institute of Leadership and Management as long as you wish.

How to spot if your boss is just a manager or a true leader…

Six key differences between leadership and management

Would you class your line manager as a leader or a manager? What constitutes a leader versus a manager?

It’s true that there are differing leadership styles. It is not true, however, that a leader is born as such – it is their chosen behaviour rather than right, an arm band, or a badge – that makes them a leader.

It’s also true that there will be times when a leader needs to be a blend of the two by managing as well as leading, but the majority of the time they will display predominant leadership behaviours. It’s also common for people to confuse things because of job titles. Let’s be clear, all managers should show leadership qualities to be effective. So managers and directors should all be leaders but it’s possible to have people in these positions that are not leaders and therefore are not as effective as they should be.

We set out six key differences below to help you to spot the true leaders in your organisation. (Here we use the term ‘Leader’ to mean somebody who is a manager or director in title but is able to lead a team effectively, and ‘Manager’ to mean somebody who is a manager or director in title but doesn’t think about how their chosen actions affect those who report to them.)

Six differentiators that set leaders apart from managers

  • Leaders set the vision, mission and values, managers realise them
    Leaders live and breathe the values of the organisation and are totally on-board with the importance of setting individual’s objectives and team KPI’s in line with the overall vision and mission. They realise that with everyone motivated and striving for the same goals, the organisation is more likely to succeed. They are able to see the bigger picture and with their eyes on the horizon, they are well placed to ensure their productivity and customer loyalty in the future. Managers acknowledge and buy into the organisational values and goals, but don’t necessarily comprehend the need to align their people’s objectives with these. They are not as forward-thinking as leaders being much more focused internally. They are pre-occupied with immediate deadlines, targets and tasks in hand and prefer to leave the future-proofing of the organisation to others.
  • Leaders embrace changes, managers welcome stability
    Leaders are proactive and display ‘want to’ behaviours. They embrace the opportunities for useful productive change, as this is essential for the future if their organisation is to remain competitive and successful. Managers are more likely to follow the leaders, be reactive and show ‘have to’ behaviours. They may well resist change preferring order and stability.
  • Leaders offer guidance and support, managers drive
    Leaders are keen to develop and coach their team members recognising the benefits to be gained for their organisation, team and individual line reports by encouraging personal growth and engagement. Managers drive their people to deliver and are happy for them to attend training courses, but do not really invest their own time in coaching or mentoring
  • Leaders inspire, managers radiate fear
    Leaders recognise the power of enthusiasm, inspiration and communication and use these infectious behaviours to stimulate wellbeing and passion in their workforce. They lead by influence and example and can depend on the goodwill of their colleagues. If they need to use harder tactics, these are seen as unusual and people understand there’s a problem. Managers, on the other hand, often use fear tactics because they don’t have the skills to use other tactics, and rely on their position and authority to command action and attention. This is seen as weak and leads to poor productivity, workplace issues and the loss of good staff. When their back is turned, employees stop working.
  • Leaders focus on people, managers on tasks
    Leaders spend their time focusing on the strengths of their people and forging close relationships. They are happy to show ‘how it is done’ and are comfortable with delegating responsibilities. As a result, they engender trust from their people. Managers place more emphasis on individual’s weaknesses than strengths and they already ‘know how it was done’. They often struggle to manage their time, as they are reluctant to delegate for fear of losing control. Their line reports may well regard them as authoritative rather than trusting them.
  • Leaders encourage succession planning, managers seek security
    True leaders understand the importance of succession planning and are comfortable with being succeeded. They already know what their people are capable of and will show commitment to ensuring that promising managers in the organisation follow in their and their colleagues’ footsteps. Managers depend on recognition for themselves and are fearful of colleagues coming up behind them, viewing them as a threat to their position. They focus on production and measurement rather than on releasing their time, responsibilities and knowledge to others.

The step from management to leadership doesn’t happen overnight, but it is achievable for a passionate manager who is prepared to experience leadership and management training and to be open to reflection and changing their behaviours, where required. It calls for the adoption of a different mindset and the appropriate use of management tools and leadership concepts.

SO, now that you can recognise the leaders in your midst, are you ready to take the next step up from a manager to a leader? It will not only ensure a much more fulfilling career for you, it will bring huge benefits to your team and your organisation.

Impellus Research: over 80% of Managers believe a lack of Leadership Skills is a factor in holding back their organisation

Training organisers see leadership situation in rosier light than managers

Industry research conducted by Impellus reveals that training organisers1 perceive leadership and management skills within their organisations in a rosier light than the managers2 themselves.  The survey was conducted at the end of 2016 to understand learning and development challenges for the year ahead. Impellus regularly undertakes research into leadership and management matters within the UK and received over 500 responses in this study.

Perception of deficiency in leadership and management skills

Over 60% of training organisers believe that a lack of leadership and management skills is a factor in holding back their organisation from achieving growth/objectives/competitiveness. When managers responded to the same question the percentage rose to over 80%.

Thirty-six per cent of mangers felt that the deficiency is definitely holding back their organisations with 45% believing that the deficiency may be due to a lack of leadership skills but that there are other factors holding them back more. The picture for those organising training is more optimistic with 26% feeling that the deficiency in skills is definitely preventing their organisation from moving forward and 37% feeling that it may be but that there are other factors holding them back more.

Ability of management team to cope over next few years

In response to a separate question, interestingly 77% of training organisers (compared with 74% of managers) believe that their organisation’s management team has the right skills to cope with changes that are likely to occur over the next couple of years. However, 17% of delegates expressed the belief that their team does not or definitely does not have the skills to cope compared with 12% of training organisers.

Managers seek greater investment in training

When comparing challenging economic times with periods of prosperity, a quarter of training organisers think that investment by their organisation in leadership and management training is more important in challenging times as opposed to almost one third of delegates.

More findings around these questions plus training organisers’ plans and priorities for 2017 training, as well as preferred training formats, and the popularity of mentoring and succession planning schemes in respondent organisations can be viewed in the full survey report.

Download it here.

Jon Dean, Managing Director of Impellus Ltd commented:

I’m sure that business leaders would agree that differences of opinion among employees are healthy. We would not necessarily expect training organisers to agree completely with delegates, but there are some interesting comparisons here.


When we consider the responses of these three questions alongside each other they point to an overall belief by respondents in their management teams to cope over the next few years but that the leadership and management skills to enable them to grow and move forward are considerably lacking. Managers are saying that they require help to develop their skills and that the need for training is very important.  Put against the backdrop of a UK economy that is under-performing in terms of productivity and experiencing nervousness around the implications of Brexit, the results reinforce the significant return on investment to be achieved from leadership and management training, particularly in terms of growth and efficiency.

Research Methodology:

The research was carried out by Impellus Ltd in November and December 2016 across two surveys, which generated a total of 515 respondents.
1Online survey – In November 2016 152 Impellus clients completed an online survey consisting of 11 questions. The respondents have responsibility for booking training within their organisation, but they do not attend the training courses themselves.

2Delegate survey – Managers attending Impellus leadership and management training courses during November and December 2016 were invited to answer three questions (the same three questions were included in the online survey to enable a comparison of results). A total of 363 managers took part in this survey.

The full report with graphs on the survey findings and more details on the research methodology can be downloaded from the Impellus website by clicking on this link or go to: https://impellus.com/leadership-and-management-2016-survey-report-pdf/

Impellus’ leadership and management training consistently improves delegate performance

Delegate ratings on performance improvement

A review of feedback from delegates who have attended Impellus leadership and management open training courses since 1st January 2014 reveals that 99.96% feel that the training positively improves delegate performance.

Of more than 5,200 delegates attending courses during that period, 92.4% rated the training as improving their performance enormously or measurably so.

Impellus focuses on delivering a superior customer/delegate experience and constantly monitors the impact of training in the workplace. This process is reflected in these impressive ratings.

Customer satisfaction

Understanding the diverse and evolving needs of its clients drives regular reviews by the Impellus team in terms of content, delivery and venues in order to ensure that high levels of customer satisfaction are maintained and that clients realise a positive return on their investment. Based on client feedback and suitability for workplace training, Impellus has also introduced four new Commercial Skills training courses to its existing portfolio of eleven leadership and management courses for 2017.

Read reviews on Impellus training and delegate performance here.

Open or in-house management training: Which is best for your organisation?

With 2017 just around the corner, HR and Training Managers will be reviewing annual training requirements for their organisations and considering the options available to them. But how do you decide between open or in-house management training? What are the differences and is there anything available in between these two options?

As you review open and in-house management training providers and before presenting your proposal to your board or senior management team, we recommend reading our guide that highlights the key attributes of all options:

1. Open training courses

  • Delegates are away from their usual work place, which enables them to distance themselves from daily activities and focus on the training content
  • If you have numerous employees to be trained but you don’t want them to be out of the office at the same time, a few can attend on one date and then more on later courses
  • Delegates benefit from interacting with a mix of delegates from a variety of industries. Initially they may feel they do not have anything in common with the other participants, but soon realise they share everyday challenges – see management training reviews below
  • This mix of delegate and industry input and ideas provides a rich and learning experience with an external perspective
  • Quality training providers will be running courses frequently, so if one of your delegates is unable to attend a course on the same day as their colleagues, they will be able to attend a week or so afterwards
  • Individual employee training needs can be accommodated by attending single courses. There is no need to delay the start of a management training programme because of insufficient numbers to conduct a session
  • Delegates are often more willing to speak up and participate when they are not with colleagues with whom they work on a daily basis
  • Often, as with Impellus, open courses are held at a number of venues around the country offering flexibility for your colleagues that are based in locations other than your head office. The majority of providers will provide management courses in London, for example, but not all will offer regular management training in Norwich, Newcastle and other major towns and cities
  • In addition to the flexibility, this also ensures that your employees have access to the same courses and they should receive consistent course content irrespective of where they are based and when they join your organisation
  • The Impellus’ Learning and Development Consultants who deliver the management and leadership skills training are directly employed by the organisation ensuring that quality and consistency is delivered to its clients
  • Good providers of training will offer a selection of courses, e.g. presentation skills training, commercial skills training and leadership and management training, so the different topics cater for the varying requirements, different responsibilities and seniority of your delegates
  • Open courses run by training providers that are accredited by a professional body or institute can be linked to further study and a qualification, such as the ILM Level 3 Award in Leadership and Management. If your employees join up to professionally develop in this way, the training provider can provide support throughout their studies
  • Some training providers offer funded training courses, which can make access to management training easier and helps to provide an extremely good return on your investment.

“The course was delivered in a way that included all participants whatever their background and organisation focus.” Robin Askew, Mary Hare School

2. In-house training

  • In-house training can be conducted at your premises or at a convenient venue decided by you
  • The format is very suitable if you have a group of employees that need to undergo training at the same time and who can all be away from their desks/workplace together for the duration
  • The content can be tailored specifically to your requirements whilst creating a positive learning experience, i.e. bespoke learning to fulfil organisation specific challenges
  • In-house training can be very effective when you need to communicate with a group of employees about a brand engagement programme or to embed cultural change, for example
  • The format, content and length of the training can be tailored by the training provider
  • If one or more of the delegates is unable to attend the training, it can be expensive to set up another session for them at a later date
  • The input from delegates and the sharing of experiences has an internal focus only
  • It can be very effective in getting teams to work more closely together, for example, and identifying where further training for individuals may be required
  • Managers joining the organisation after the training has taken place may miss out on the programme.

“It was good to partner with someone from outside of my business in the coaching session.” Michelle Netto, Weston Area Health Trust

 

Another option is a blended approach combining both open and in-house management training. Some organisations carry out in-house training for a team of employees and having identified further training needs for some people, they then book different open training courses for the individuals to attend. Alternatively, an organisation may use open management training courses to train individual members and later hold an in-house training session for a cultural change programme that is specific to their business.

Impellus Recommendations:

If your organisation has very specific workflow processes, a change management programme or organisational developments that you would like to communicate to a group of managers of the same level of seniority, in-house management training is very suitable and effective.

If you have individual managers who need to develop their core leadership skills in an environment where they can take time to stop and reflect on their current behaviours and skills, identify where they are performing well and where improvements would enhance their team, and where their outlook can be enriched up by an exterior perspective, open training courses fit the bill.

Training Reviews

Here’s a small sample of recent feedback on Impellus open management training courses:

“Overall course was very useful and content linked with current situations within my branch.” Matt Goodwin, Frontline Recruitment

“Very suited to the working environment.” Steven Mehta, Parkacre Enterprises Ltd.

“Brought subject matter to life with relevant examples.” Lauren Lister, Beavertown Brewery

More Impellus management training reviews can be viewed here, or get in touch with us for more information on open or in-house management training courses.

Rebranding of the ILM – the organisation formerly known as the Institute of Leadership and Management

The ILM rebrand is more than just new ILM logos – the ILM and the Institute of Leadership and Management are now separate organisations. Impellus MD, Jon Dean, explains the ILM rebrand in simple terms.

The ILM is changing and as one of the UK’s largest providers of ILM Award qualifications in Leadership and Management I’m providing the simple explanation to the ILM rebrand which has caused an amount of confusion amongst those organisations who have used the body for accrediting their managers.

The fundamental change came about a year ago. Until then the ILM (the Institute of Leadership and Management) was one body and was owned by City and Guilds, the qualifications accrediting organisation. The ILM had two main activities; one was as an accreditor of management and leadership skills, the other was a membership organisation for managers. At the end of 2015 it was advised that the activities were to be split and that they would effectively become two separate entities; the accreditation body and the membership organisation. The accreditation body would remain under the control of City and Guilds.

All clear so far.

So in November this year all ILM accredited partners (such as Impellus) were advised that as part of the changes there would be a full ILM rebrand.

The Institute of Leadership and Management would now be the official name of the newly independent membership organisation and ‘the ILM’ would now be the official name of the body that accredits leadership and management.

Cool. So, erm, after the ILM rebrand what does the ILM suggest that ILM stands for?

So this is where it gets a bit odd. ILM now stands for nothing. Just letters. Certainly not the Institute of Leadership and Management – that’s a separate organisation. Apparently ‘the organisation formerly known as the Institute of Leadership and Management’ is fine as a description but not encouraged as an organisational title.

Remember that if you do an Award in Leadership and Management through the ILM you will still receive a year’s membership to the Institute of Leadership and Management but you’ll need to be aware that despite the two similar ILM logos on your paperwork, you are being served by two separate organisations.

Got that?

So the ILM rebrand is a little confusing and until the ILM has worked out what ILM might stand for, will probably remain so for a while. Importantly, the ILM is the UK’s leading provider of leadership, management and coaching qualifications. Its Awards will still provide the same value to companies and managers alike, and Impellus wishes both organisations the very best with their strategy. We remain committed to providing a flexible ILM Award qualification structure in the same manner we always have. As do the City and Guilds group.

I’m sure it will take a while for the changes to become widely known but the recognised value proposition that ILM Awards provide will ultimately ensure that the ILM rebrand becomes clearly understood.

The ILM rebrand sees the familiar old ILM logo (left) replaced with the new version (right).

 

ILM logo black and red

ilm-logo-lrg

J & B Hopkins engineers growth in its management team

Major investment in training programme

J & B Hopkins Ltd., a leading provider of mechanical and electrical engineering services to the construction industry, has announced a major investment in its management team by enrolling on an Institute of Leadership and Management (ILM) approved training programme, as the company builds upon its recent impressive expansion.

The company’s successful growth strategy has realised a healthy improvement in business performance as well as a controlled and structured increase in staff numbers over the last few years. J & B Hopkins understands that empowering Managers – particularly those who drive quality and customer satisfaction – to develop their teams will help to enhance employee engagement across the whole organisation.

The company’s HR Manager, Tim Samuel reported: ‘We were looking for a structured management training programme that would equip our employees, who all have extensive technical skills and knowledge, to excel in their people management responsibilities.’

‘Selecting the right training provider is so important’, continued Tim.  ‘After reviewing five providers, we trialled an Impellus course and were impressed with the course content and the flexibility of the model which will also allow us to offer the ILM Award to our Managers. The ability to secure funding and purchase a bundle of courses up front, which favourably impacted the price, were additional benefits to signing up with Impellus.’

J & B Hopkins has a track record of over 30 years in Mechnical & Electrical services design and build contracting. It aims to ensure that its Managers facing the challenges of continuing growth will be equipped in the future to focus on developing their own people as well as themselves. Impellus provides open management training courses frequently in Southampton near to J & B Hopkins’ offices, which is very convenient for travelling. The venue also enables the Managers to be away from their desks in a ‘distraction free’ training environment and share challenges with delegates from a variety of industry sectors.

Phil Lambden, Managing Director of J & B Hopkins, added; ‘Our business ethos is based on family values and empowerment of staff where flair, enthusiasm, initiatives and new ideas can flourish. The feedback from the Managers who attended the first course is that their confidence has increased and that has contributed positively to the ongoing success of our business. We are keen to enrol many of our staff to experience the training programmes now set and to encourage individual development towards maintaining great company spirit and positivity to our customers and supply chain as a result, as well as enhancing career development.’

Girl Power

The number of women seeking leadership and management training grows by over 10% year on year.

In a year when Britain has elected its second female Prime Minister and within a week or so, the population of the United States may have appointed its first ever female President, girl power is growing in the business world too.

Impellus, one of the UK’s leading Institute of Leadership and Management (ILM) approved training providers, has seen a significant uplift in women attending its management training courses over the last few years. Forty two per cent of delegates on courses between September 2015 and August 2016 were female compared with 38% the previous year representing an increase of more than ten per cent.

Splitting out Scotland, the growth is more significant, as the percentage of women occupying seats on courses rose from 33% to 41% over the same period.

Females increasingly commit to studying an ILM Leadership and Management Award too

The number of females registering to study an ILM Award, an internationally recognised management training qualification, after attending an Impellus course has grown by a similar percentage year on year. Female managers still lag behind their male counterparts on a ratio of 43:57% but the gender gap is closing.

Clearly, business leaders are keen to realise the potential of their female employees with a willingness to invest in management training regardless of gender.

Pie chart graph in rust colour

Graph showing the split of male versus female delegates on management training courses ’14-’15

Pie chart in mustard colours

Graph showing the increased percentage of women occupying seats on management training courses ’15-’16

‘Sisters Are Doin’ It for Themselves’

Has the ‘Shine Theory’ crossed the Atlantic?

The ‘Shine Theory’ suggests that women can appear to ‘shine’ more when in the proximity of other successful women. Rather than seeing these females as rivals, it’s beneficial to team up with them.

So Ladies don’t claw your way to the top …. work together.

The term is frequently used by US podcast hosts Ann Friedman and Aminatou Sow.  Ms Friedman¹ makes the point that it is much more advantageous to support your female colleagues than to compete enviously for recognition, praise and career advancement.

Even if this theory is not scientifically proven, it is interesting to observe……..

In the US Senate, the current President has surrounded himself with an increased number of women aides in his second term – when he took office his cabinet was overwhelmingly male. Female officials report the use of ‘amplification’ – repeating each other’s suggestions to ensure that they are being heard and crediting one another to prevent others claiming the ideas as their own – to influence decision-making. The amplification strategy is linked to the ‘Shine Theory’².

Theresa May’s Government, has a cabinet where women constitute a third of ministers. For the first time in our political history, women now hold half of the so-called Great Offices of State. So the dynamics in their meetings must be fascinating ……

The ‘Shine Theory’ emerges on management training courses

Impellus, one of the UK’s leading Institute of Leadership and Management (ILM) approved training providers, reports that the ‘Shine Theory’ is often apparent during group exercises on its courses. On the occasions when a delegate table (typically seating 6 people) is fully occupied by female managers, their participation and contribution is very collaborative and supportive. However, where there are mixed tables, the females become much more competitive overall – not just with their male counterparts but with the other women on the table as well.

What do you see in the workplace?

In roles and industries dominated by men, women can be hesitant to voice ideas and thoughts and may feel daunted. Having the support of other females helps to grow friendships and confidence. The ‘Shine Theory’ suggests that people are often judged by the company they keep and that success breeds success.

References:

¹  Ms Friedman’s article in 2013

²  BBC News, 14 September 2016