Executive Interviews: Interview with Kamal Singh on Women Executives
July 2007 - By Dr. Nagendra V Chowdary

Kamal Singh
working with the British Council as Head,
Governance & Social Justice, India.

had not done field assignments and therefore were seen to lack the required field experience. It was further analyzed that such field assignments were generally on offer when women had responsibilities for early childhood care and without a robust support system they were unable to leave their small children to go to the field. Once this was recognized, the organization not only provided counseling for younger women to ensure completion of their field assignments within a certain period of their career, but also improved on child care and other facilities to encourage women to take up diverse opportunities. We need more research-led strategies for making improvements.

• Women today have more opportunities than ever, to pursue desired life goals. Yet, we see many of them walking away from their dreams. When women enter the professional arena or start families, they are often forced to see that "ambition and passion for recognition" is unwomanly. Do women lack ambition? (Many also associate ambition with egotism or selfishness) How can women become ambitious about ambition including cultivating connections with people, who have the power to advance their work and publicly praise their successes?
  In one sales company the "killer instinct" was being promoted to increase sales, which was against my personal ethos and life philosophy! So, if women wish to make certain choices in life then so be it. In UK, there is limited childcare available, hence some women may choose to time off fromtheir careers to bring up their children when they choose to return to work there may be "refresher" and "update" opportunities available to enable them to reintegrate with the workforce more easily. In India a career break is seen as disastrous! One needs to analyze gender differentials and create opportunities that would promote diversity in the workforce for women, men, people with disability etc. I think we also need to debate the difference between ambition and achievement, just as we now systematically debate the difference between aggressive behavior and assertive behavior. On your point about "cultivating connections" I think, again, it's the public/private dichotomy ofwomen's lives along with their multiple roles in household management. The "old boys network" is strong on socializing in the evening hours or over drinks womenmay or may not wish to do so. Networking opportunities through trade and other associations also may be limited for women, due to timings or locations. Further, sometimes their passion for achievement is crushed due to power relations within the household, where their success is seen as threatening and women then feel the need for compromising with their careers for the sake of peace at home. We are a democratic country but do not practice democratic behavior within our institutions, such as homes and offices!

• As girls move from adolescence to womanhood, should they give up on ambition? For appearing more womanly, should they suppress their ambitiousness, cede recognition to men and abandon their dreams? Torn between their personal and professional pulls, many appear to quit their jobs.
  I think this is a gender stereotypical loaded question! My work in the British Council has focused on tapping women's potential, create opportunities for their growth and give them the confidence to take more responsibility for their own lives. School dropouts analysis has shown that girls are withdrawn from school to take care of siblings and household tasks. Workforce dropouts analysis shows women choose to take on childcare and household responsibility. It's a loss for the industry that trained and talented women are not able to get back to work after a gap we need to create flexible working options.

• What's the role of the family members and relatives in preparing women for greater responsibilities? Who should anchor the role of a cheerleader, a mentor and a coach?
  Let me give an example from our work with elected women councilors in Punjab. A large majority told us that they contested the elections as the opportunity came up after the 74th Constitutional Amendment which provided 33% reservation for women in politics at the local council level. Their families were most supportive in the lead-up to the elections, helped with the campaign and rallies. However, after they were elected and were required to go to the council regularly to attend meetings and take on their duties, their families did not want to support them any more! Why was that, we asked? They told us that family members felt council work was taking too much time, and the women were not spending sufficient time on their household tasks, they were neglecting their family duties! These elected women were in a dilemma! Through our training program they were able to enhance their skills in time management, resource management, being assertive and improve their work-life balance. Mentors and coaches are important people in our lives who can be from within the family or amongst friends, peers or senior colleagues male or female. They can help validate views, encourage and support at the right time. Mentoring helps develop leadership, management and business skills. Another technique we use in the British Council is "shadowing" where you are attached to a senior colleague to experience the processes of decision-making, policy review and boardroom meetings. Feedback is that it is an excellent learning experience.

1. Women's Western Wear Market Case Study
2. ICMR Case Collection
3. Case Study Volumes