Despite hundreds of support groups and endless lobbying, the numbers of female directors in top UK companies fell last year, to a percentage you don’t even need one hand to count it on.

Projected growth of women in business right across the spectrum has failed, despite everyone saying it would happen by now and the sad fact is that most women find they are unable to progress through organisations as well as they thought they could.

Equally sad is men’s disappointment when some of the women they’ve backed to succeed alienate others and behave in such a way as to shoot themselves in their own career-foot.

Last year a record number of women decided to go it alone in business, many because they just couldn’t take corporate life anymore.

I’m not waving the flag for feminism here, simply because it hasn’t created a balanced workplace so far and if women in business numbers do grow then right now we are heading for mono-gender ran organisations on both sides of the fence.

And that can’t be good, whether you subscribe to the notion of a ‘Universal Balance’ or not.

We’re stuck in a women’s-equality time-warp but the core problem isn’t about rights and if statisticians stopped interpreting history and learnt from it, it would be obvious that nothing transforms just through legislation, flexible employment, child care or equal pay enforcement.

The raw truth is that men and women are more uncomfortable working together than we’re letting on and the real crisis is incompatibility and distrust at the core of their work relationships.

It’s not about fairness, it’s just about majority agreement and despite attacking ‘male-dominated’ leadership, there’s no evidence to say it would be any different if women were 97% of directors and outnumbered male decision makers in every sense.

Okay, perhaps it would be different but the fact is we don’t know and the fact is it is what it is.

Essentially, business is already a battle field but you can multiply that over and over again by adding the ‘other gender’ into the mix as a relative newcomer.

Depressing as this is, by confronting it we can access the real incentives and creativity that come to life between men and women operating more intelligently together.

To attract more women into your organisation, you don’t have to offer special dispensation, just convey the fact you strategically want more women to work there and explain why.

Describe specific qualities, benefits and even performance improvements you imagine could be generated by having more women working alongside the men and if you can’t think of any, then that’s why they aren’t flocking to join you.

To better progress the women within your company, balance ‘hard skills’ criteria, like Finance, ICT etc with ‘soft skills’ addressing communication, personal impact and interpersonal abilities.

Remember, no matter how experienced, qualified and intelligent a woman, she is operating in an alien landscape created by male-majority perceptions and past precedence.

As a fish out of water, she has to survive but that’s guaranteed to remove her from her natural capacities as she struggles to gain approval or control. ‘Survival mode’ is the least creative, least satisfying position to take and that’s why most women can’t progress and become demotivated.

True, they’re the ones doing it but they need help to embrace new choices and change conduct.

The same applies to men in management roles, prone to high profile failure. If you add more women, the dynamics do change and how they survived to date will no longer support them and they too will go into ‘survival mode’, also struggling to gain approval or control at all costs.

True, they’re the ones doing it but they too need help to embrace new choices and new conduct.