NEWS

Video interview Gender balance in boards:  
http://www.youtube.com/watch?v=Jeje_IgBpBI&feature=youtu.be 

LinkedIn Group Gender Balanced Boards started: http://www.linkedin.com/groups/Gender-Balanced-Boards-4728626/about 

Interviews in various magazines (in Dutch): http://www.managementboek.nl/magazine_artikel/3055/de-boekenkast-van-mirella-visser 

http://www.dlapiper.com/files/upload/Decommissaris_May_2012.html 

http://www.hrstrategie.nl/sites/default/files/HRS03%20rondetafel.pdf 

REPORTS AND RESEARCH

The pay gap for women in decision-making positions: increasing responsibilities, increasing pay gap!

Report made for European Commission: http://ec.europa.eu/justice/gender-equality/files/working_paper_gpg_for_women_in_decision-making_positions_en.pdf 

Equality in decision-making: diverse approaches for gender balanced corporate boards.

Report made for European Commission: http://ec.europa.eu/justice/gender-equality/files/conference_sept_2011/background-paper-decision-making_en.pdf

OFFICIAL LAUNCH OF THE FEMALE LEADERSHIP PARADOX

'The Female Leadership Paradox' was unveiled on 24th May in London, hosted by Financial Dynamics. The first copy of the book was presented by Mirella to Alderman Fiona Woolf CBE.

 LEADING LADIES CELEBRATE FEMALE LEADERSHIP - Press release 25 May 2011
Business figures brought together to celebrate launch of ‘The Female Leadership Paradox’

This week saw leading communications agency Financial Dynamics (‘FD’), bring together some of the UK’s top business women to celebrate the launch of the latest work from Dutch leadership expert and author Mirella Visser .....

Quotes from speech by Fiona Woolf CBE:
So I would like to congratulate Mirella for her important, and timely, contribution to the effort.  Her insightful exploration of the issues in a very practical way will be of untold benefit – helping to identify and address the reasons why we see fewer women in leadership and what we can do about it.

Mirella draws on extensive research and the experience from her own, long-standing, business career – and the experiences of many other businesswomen. I believe any businesswoman – and businessman – would gain useful insight into the complexities of leadership, reward and career progression.

So, on behalf of the future beneficiaries, all that remains is for me to say thank you to Mirella for her tireless efforts to support and promote women in leadership.  Your book will be an inspiration to many. 

BOOK REVIEW on July 3 2011

"Mirella Visser is a very successful woman, full of energy, drive and positivism, taking risks when needed, supporting others, and a source of inspiration in the business world! Now read her great advice, displayed in a very practical manner with real business cases in her new book "the female leadership paradox"...and you will be definitely closer to the Top! Mirella, thank you for such a  powerful sharing!"

Beatrice Guillaume-Grabisch
CEO Beverage Partners Worldwide ( BPW)
Joint-Venture nestle / Coca-Cola,  , Switzerland,  , , ,   Switzerland

Sunday Times July 17 2011  

 “In Europe, legal quotas are already widespread, they are a reality,” says Mirella Visser, founder of the Centre for Inclusive Leadership in the Netherlands and author of The Female Leadership Paradox. “Spain, Italy, France, Belgium, Holland and Norway already have them, with targets for women on boards varying between 30% and 40% by 2015. The European Union is also seriously considering bringing in a Europe-wide 40% quota.”

 Economist August 4th 2011 - my letter to the editor

"SIR - Research shows us that women leave senior positions before they reach board level because of a lack of rewards (unequal pay), lack of interesting opportunities (being sidelined into supporting and staff roles) and lack of access to informal networks. Flexible working arrangements and teleworking are useful in creating a pipeline of qulaified women, and men, at middle-management level, but the impact is limited when it comes to boards. This is because the work of board members and other senior management does not involve executing tasks sitting at a desk. Rather it is about influencing decision-making, being connected to the right networks and creating visibility for your leadership style".