Breaking the Glass Ceiling: A Dialogue with Successful Women Leaders

Successful women leaders discuss career challenges, societal expectations, and strategies for empowering women in the workplace.)

 

Srimathy Sridhar

Breaking the Glass Ceiling:
A Dialogue with Successful Women Leaders

(Successful women leaders discuss career challenges, societal expectations, and strategies for empowering women in the workplace.)

This is the Cover Story published in the April 2024 edition of PreSense

Despite possessing high levels of skill, many women in India often turn down senior management positions in both the private and public sectors. The significant conflict of balancing family responsibilities with a demanding career continues to be a prevalent issue. To delve into these challenges and explore potential solutions, PreSense facilitated a discussion with four successful women via Zoom.

Srimathy Sridhar, who recently retired from her position as the Executive Director of the Indian Overseas Bank after a 38-plus year-long banking career, was invited to share her experiences as a successful career woman. Srimathy Sridhar began her journey at Andhra Bank as a Clerk and moved to Canara Bank as a Probationary Officer. She ascended to the position of General Manager. She was deputed by the Government to serve as the Chief Vigilance Officer of NABARD, Bank of Baroda, New India Assurance Company Ltd., and State Bank of India. Subsequently, the Government appointed her as the Executive Director of the Indian Overseas Bank, from which she retired.

Joining the conversation were Susan Koshy, a former General Manager of IDBI Bank and former Editor-in-Chief of PreSense, and Priyadharshni Rahul, a Supreme Court Advocate, Chairman of the Sansad Ratna Awards Committee, and current Editor of PreSense.

The discussion was moderated by Suparna Gangal, an international video journalist based in Pune and the Associate Editor of PreSense. Here are some excerpts from their enlightening conversation:

Performing women not accpeing higher positions

Suparna Gangal: The PreSense team is happy that three successful career women, Srimathy, Susan, and Priya, have joined this conversation. Though Susan and Priya are part of our PreSense team, their views are essential as career women who have shown excellence. Let’s discuss the issue in three parts: (1) the current trend, (2) why performing women are hesitant to accept higher responsibilities, and (3) how to motivate them. Before I start the conversation, I request  Srimathy madam to share her career journey.

Srimathy: I joined as a Probationary Officer (PO) in Canara Bank. In those days, for women, it was the most sought-after job. Within two years of my probation, I underwent several transfers. I got married after my confirmation. The support I got from my husband and my family was enormous. That’s why I was able to grow in my career, braving all challenges. They encouraged me and also were proud of my achievements.

Suparna: You served in the top management of a leading public sector bank. How do you see the performance of women employees?

Srimathy: I can confidently say that women employees, wherever I have worked, are doing extremely well, even better than men, breaking the glass ceiling and raising the bar. The question remains as to why women are not coming forward to occupy the top management positions. I have seen the functioning of women for nearly 40 years in many institutions. I feel present-day women are doing better than the earlier generation of women. I have observed that women in the Southern States do better than those of the women in Northern States, for various reasons, including literacy.

Hurdles for women

Suparna: What do you think are the hurdles for women in accepting higher positions in their careers?

Srimathy: Generally, it is the mindset of women. Resistance to mobility due to their family needs and the modified lifestyle as working women are the major factors. Also, there is social pressure to live up to the sole responsibility as a wife and mother. Society accepts if the husband is busy at work, but not the wife. During critical times, it would be difficult to face the challenges without the support from the family.

Susan: I agree with Srimathy. But now, society’s attitude towards working women has changed over decades. Earlier, the question was ‘Is she working?’. Now, the question is ‘Where is she working?’. The question is not whether women should be working and climbing up the career ladder. The question should be ‘Are men/partners/family giving support at home?’ Self-conviction – due to conditioned upbringing and societal norms, there could be a constant feeling of ‘guilt’ about career women doing justice to family and homefront care. If the partner participates, there is ‘gratitude’ as though he is doing a favour.

Srimathy: We (those who are above 60) were in the transitional period, where it was accepted that we were solely responsible for taking care of the family and home, even as a working woman. Today, the mindset has changed, and spouses are expected to participate in the care of the family and home. However, as today’s generation is able to start higher in the third or fourth gear in their career, do the women of today get burnt out fast?

Priya: (Referring to Susan’s opinion about gratitude), I differ in opinion. Women are natural nurturers. Therefore, ‘expecting’ a partner to participate could end up in competing with each other. Feminism is not underrating men. It is about being heard on equal terms. Therefore, there should be humility and gratitude.

A 2009 analysis shows that only 15% of women are in top positions. There may be various reasons for this low percentage, one of them being men not accepting women in top positions.

Srimathy: There is an uneasiness in the work front about women in top positions. They do adjust but are uneasy. They are okay if women are in the second or third rung, but the top position is still a point of uneasiness.

Susan: (Clarifying Priya’s comment) Men’s role in the home should be complementary, not as a favour. One should be grateful as a universal attitude and mindset, but not for a ‘favour’. If this is the approach, there could be a subconscious tendency to participate as a favour and not as equal responsibility. Participation with responsibility is complementary and this mindset can be nurtured, not impossible.

Motivating women to climb the ladder

Suparna: How can we motivate women to climb the career ladder?

Srimathy: More than motivating, support is essential. For example, in a banking career, there is constant anxiety over physical dislocation through transfers, and long working hours. I suggest flexible working hours and knowing the plans for the next few years makes women better prepared for what is in store for them by way of transfers. Besides, institutions should be open to taking career women back after a sabbatical. Then there will be self-motivation. I always say that one successful woman inspires hundreds of other women to achieve.

Susan: The woman needs to be self-convicted about her career and be mentally ready to face and deal with any challenges. For example, women study, score high but end up only in marriage. She must realise that life can be more than that. Along with marriage and family life, a career too could be a focus and given prominence.

Converting challenge assuccess

Suparna: Can Srimathy Madam narrate a situation where a challenge was met with success in the end after a solution?

Srimathy: Please read Arundhati Bhattacharya’s autobiography titled “Indomitable: A Working Woman’s Notes on Work, Life and Leadership". A woman officer on promotion and transfer came to me with a request to cancel the promotion, as she was not interested in transfer. I convinced her to accept the promotion and transfer. I assured her to get her back if she was feeling uncomfortable after six months. Her family also supported her. Now, she is not interested to come back, but she is getting more promotions.

Priya: The system in the government sector was conducive to working women. What about the private sector?

Susan: Such a conducive system can be in the government and private sector, just as an adverse approach can be in either sector, depending on how the management works around or despite conducive policies which are already in place. I have also seen the management adopting ‘Show me the person, I will show you the rules’.

Priya: I have seen many academically highly qualified and brilliant women choose not to work, wasting human resources?

Srimathy: Making use of your talent is the key. Many women in the unorganised sector work without compensation. Homemakers contribute enormously with their talent and skill in various activities. The key is utilising your talent and skill in life.

Suparna: Thank you all. We had a wonderful conversation. To conclude, the talents of women should be used for the benefit of the nation productively and there should be a support system from the family and the organisation to encourage them.

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