Women to the Top (W2T) was a project involving Estonia, Denmark, Greece and Sweden set up to create a platform for the long-term, sustainable task of bringing more women into top management, and to expedite progress in this area. The project targeted potential top managers and employers in the public and private sectors, as well as recruitment consultants.

The project was funded by the European Commission within the framework of the EU - Programme relating to the Community Framework Strategy on Gender Equality
(2001-2005).

The reason for the project was the imbalance between women and men in managerial posts in Europe. Top-level management (directors and chief executives) is the most male-dominated category in the European workforce. To challenge this situation and to boost skills and sustainability in the work of procuring more women managers, W2T used a number of strategies based on new research findings and good HR practices.

Commitment of executive management
There are no miracle cures. Instead it has been shown that organisations that invest most successfully in women managers use several methods simultaneously. The commitment of executive management is however more important than the choice of methods. This is why W2T focuses its efforts on involving executive management in various activities while taking note of the most successful tools and methods used to recruit and train managers, and disseminating information about them.

From theory to practice
Organisational theory and management literature has been dominated by the view that gender does not matter. This conceals the fact that what is seen as good leadership is based on male norms. Both men and women explain the different conditions that they experience at work as being the result of particular circumstances and individual choices. This attitude maintains existing structures, and transfers responsibility for bringing about change onto the individual woman.

Women to the Top has a gender perspective. This involves an awareness of the role played by gender in working life. And that employers have an important role to play in ensuring that skills and suitability determine who is to become the senior manager – not gender.

Seminars, meetings and networks
Many people today experience an “equality paradox”. Companies have bold plans and policies, and equality is often seen as something that has already been achieved. Daily decisions however are slaves to tradition and do not agree with these policies. Knowledge and attitudes have to be discussed and critically assessed, which is why we need meetings, seminars and networks.

Support women’s career ambitions
Even if progress is slow, there are more senior women managers today than ever before and many women are interested in pursuing a career. Women can use gender research to identify and break through the glass ceilings and walls that prevent them from reaching the most senior posts.

Role models
Descriptions of managers are often gender stereotyped. One example is that a male manager who makes cutbacks in a company is often described as a ‘company surgeon’ while his female equivalent is called a ‘cleaning lady’. Another image is the superhuman boss who dedicates his total loyalty and time to the company, upholding the myth that you have to be a ‘superwoman’ or ‘superman’ to reach the top. We need a more human ideal that allows both women and men to combine an interesting job with family life.