In 2012 Reshma Saujani founded the non-profit Girls Who Code after realizing a growing gender gap in entry-level tech jobs, particularly when it comes to women in tech. In 1995, women represented 37% of computer scientists; that figure has now plunged to 24%, according to Girls Who Code.
Most girls drop out of computer science between the ages of 13 and 17, which is why Girls Who Code runs several international programs for students in this age bracket. The organization runs a Clubs Program, which provides students in grades 3 to 12 with the opportunity to explore coding in a fun and friendly setting, and the Summer Immersion Program, a two-week virtual summer camp for students in grades 10 to 12. For college students, the organization provides a College Loops Network that helps Girls Who Code alumni succeed and make connections with other women in tech.
In 2019, the company was awarded Most Innovative Non-Profit by Fast Company.
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Saujani’s career as an attorney, activist, Congress-runner and business leader can teach tech leaders a few things.
Set Meaningful, Attainable Targets
Significant changes require organizations to set realistic objectives. Leaders often say they care about issues such as climate change and sustainability, but many fail to hold themselves accountable.
Saujani recently developed the Marshall Plan for Moms, which seeks to undo some of the damage the pandemic has inflicted on women in the workplace. The program, which Saujani has pitched to President Biden, calls for mothers in need to be provided with short-term monthly payments of $2,400 as well as paid family leave, pay equity, affordable childcare and training programs.
Girls Who Code Commitment to Diversity, Equity, and Inclusion
Girls Who Code describes itself as “an organization that values diversity, equity, and inclusion as essential to our mission.” The organization recognizes that intersectionality often precludes girls from certain marginalized groups from succeeding in tech careers. Around half of the girls served by Girls Who Code come from historically underrepresented groups, including those from low-income backgrounds and Black or Latinx women.
It’s OK to Pass the Baton
In February of 2021, Saujani announced she was stepping down as CEO. For a leader, relinquishing control of a business can be difficult, especially if it’s a passion project. A fundamental part of driving innovation, growth and meaningful change is recognizing the right time to make changes and provide exposure to new voices with new perspectives.
Saujani told Forbes, “I’m a big believer that leaders cannot or should not stay in organizations forever, and that you can’t stay innovative if you have the same person leading the movement forever.”
Questions to Ask Yourself to Lead Like Saujani
IT leaders may wonder how they can lead like Saujani to attract, retain, or empower marginalized women within their organizations; ask yourself these questions:
- What meaningful steps am I (or the organization) is taking to address inequalities in the workplace? What are the long-term targets?
- Am I working to educate myself on how marginalized employees are impacted by discrimination? What can I do to give these people a bigger platform?
- Can I gauge when it’s an appropriate time to pass the mic?
- Am I too quick to abandon my mission when faced with obstacles and pushback, or am I committed to my goals?
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