What produces the best results for a business – a team with more men, more women, or a mix?
Research consistently shows that gender-balanced teams outperform those that are heavily skewed toward one gender, particularly in decision-making and commercial outcomes.
A study published via Harvard’s Gender Action Portal, The Impact of Gender Diversity on the Performance of Business Teams, examined how gender balance influenced outcomes in a controlled field experiment that found gender-balanced teams performed better in terms of sales and profits than male-dominated teams. In fact, performance improved as female representation increased, up to an equal split.
Wider data reinforces the commercial relevance. According to McKinsey & Company, companies in the top quartile for gender diversity on executive teams are 25% more likely to achieve above-average profitability compared to those in the bottom quartile.
Analysis published in Harvard Business Review highlights that diverse teams are better at solving complex problems and making more effective decisions, while research from Boston Consulting Group found that companies with more diverse management teams report 19% higher innovation revenue.
How can organisations bring more women into sales?
It comes down to a combination of visibility, access, progression support, and culture.
- Make sales careers more visible and accessible
One of the most consistent findings is that women are less likely to pursue sales roles in the first place. Research from LinkedIn shows that women are less likely to apply for roles unless they meet 100% of the criteria, which can limit entry into competitive commercial positions.
Clearer, more inclusive job descriptions can remove barriers to enyru.
- Build structured mentoring programmes
At Wiin our mentors and mentees both report huge leaps in satisfaction from the mentoring programme. Having axcess to senior sponsors who actively advocate for progression can be incredibly beneficial.
Mentoring provides guidance and confidence, but also opens doors to revenue-driving roles and leadership opportunities.
- Create clear and fair progression pathways
A major drop-off happens between entry-level and senior sales roles, and all teams should have equal access to high-revenue accounts and regular performance and progression reviews to try to bridge the gap.
- Address bias in hiring
Bias — often unintentional — shapes who gets hired, and research referenced by Harvard Business Review shows that women are more likely to be evaluated on past performance, while men are assessed on potential. In sales, this can affect who is trusted with bigger deals or stretch opportunities.
Diverse hiring panels and standardized questions can help here.
Join a network that understands
From the perspective of the Women in Incentives Network, the implication is clear. The conversation has moved beyond whether diversity is beneficial. The focus now is on how this shows up in practice — how sales teams are built, how progression into commercial roles is supported, and how women are represented in decision-making positions.
Real progress comes from consistent action. That includes creating clearer pathways into sales, supporting progression through mentoring and sponsorship, and ensuring women are visible at every level of commercial decision-making.
If this is something you’re thinking about, whether for yourself or your organisation, we’re always open to a conversation. You may also want to explore our mentoring programme.
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Written by Elaine Keep www.elainekeep.com