International businesswomen should network more to overcome their perceived traditional roles and to give themselves the tools necessary for international business success reports Joanna Parfitt.

When you think about the reasons why there are fewer women on expatriate assignment than men, it is easy to pin the blame on the same factors that cause fewer women to be on boards of directors.

According to Sheida Hodge, in her article Success Strategies for Women, which appeared in International Business, women comprise 46 percent of the management workforce in the US, yet they make up only six percent of the expatriate population. A Cigna survey says that worldwide, only about 25 percent of the expatriate workforce is female.

It is easy to blame dual career, family issues and even the glass ceiling as the reasons why so few women move overseas in their own right.

Indeed, it appears that much of the problem lies not with the corporation but with the employee herself, who perceives certain barriers that do not exist, and is thus discouraged from applying to work on assignment in the first place.

While men expect to face challenges and ultimately survive them, women have been conditioned to expect second place and to play a supporting role. Yet, few will deny that today's leaders need a softer side in order to succeed. Just as men need to assimilate female traits, women need to adopt a "can-do" attitude.

Networking provides a solution to the female dilemma and helps provide the tools women need to succeed in international business.

In late September, more than 350 women of all nationalities converged on the fourth Women's International Networking (WIN) conference in Milan. Past delegates have called the event "an intellectual spa for the mind" and "my annual pilgrimage."

As an attendee myself (my third time), I have to agree that WIN provides a unique forum for today's female global citizens to confront their fears and break down barriers.

While key speakers talked of authenticity, equity and passion for what they believed in, one thing became clear: women need each other to thrive.

Women need to see and feel the support of others in order to give themselves permission to do what they instinctively believe to be right, but they stop themselves largely because of conditioning.

Speaking at WIN 2001, Harriet Rubin, author of The Princessa: Machiavelli for Women, told us that despite the tremendous advances women have made in the last few decades, it will take hundreds more years before we are truly equal to men.

"A woman is like a teabag," she said. "It is only when she is in hot water that you realise how strong she is."

Rubin gave the example of Joan of Arc as someone who did what she believed in, yet would cry through every battle.

"Men are terrified of tears," Rubin added, explaining that women should not be frightened of their femininity and should turn it to their advantage and transform it into power.

But why is any of this important to HR? If you hope to identify and nurture tomorrow's global leaders within your organisation, then you will have to help your female employees believe in themselves, too.

You will have to show them that you do not expect them to be men in skirts, and that their femininity is an asset.

This year's keynote speaker at WIN 2001 was Kathleen Bader, the president of the business group for DOW Chemical Company. She is an American based in Switzerland and spoke passionately about her own belief in equity.

Illustrating her speech with fairy stories, magic wands, soft toys and even a crown, she showed clearly how the softer side of a woman gives her authenticity and that by living authentically she has power.

When women are able to come together to support and inspire each other, as they do at WIN and at countless other networks and non-profit associations the world over, they thrive on the synergy and are empowered by the experience.

It is clear that many corporations would benefit from allowing their employees to set up networks of their own, thus providing them with a forum for similar support in the workplace.

Sony Semiconductors in Basingstoke, England, runs monthly networking lunches, inviting in a speaker.

BP runs a series of seminars on topics far removed from the oil and gas field, purely to provide a forum for self-development and networking.

Harriet Rubin is not alone in stating that women's total emancipation is a long way off. If companies want to take advantage of the kind of intuition, nurturing and listening skills that women utilise so well, then they must facilitate their networking.

Editor's note: If you would like more information about setting up networks, contact Joanna Parfitt, editor of Woman Abroad, at ed@womanabroad.com. Woman Abroad hopes to run a two-day workshop in 2002.

November 2001