Archive for Leadership
Leadership and “Hostilization”
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I recently agreed to appear in a court case concerning a “hostile work environment”. I went because I think there is too much noise without proof in these fast sound bite days. Anyone running a business knows that employees often make claims that are unjust, unreal, and unfair. Often, however, it is simply easier to leave the situation alone rather than take the time and money to fight it.
In this case, the amount of money in the claim was negligible, and my client thought it through and said to me “You know, Sylvia, how you teach that those who remain silent are guilty too; well I decided that healthy changes in the workplace also begin with me.”
So, off we went! The judge, or referee, as he is called was a pleasant man who must sit through dozens of these claims week after week after week. He was like a repeat of an old television program called Dragnet, where the detectives just wanted the facts, just the facts. He must have repeated that half a dozen times as the woman who wanted her money for being “hostilized” kept adding her emotional spin to everything.
What You Dont Know Can Hurt You
Posted by: | CommentsMany times when working with organizations on strategies to increase gender diversity in the leadership ranks the leaders will say ” lets just get all the women together and ask them what they want”. While this is noble and certainly talking with the women in the organization to understand how they experience the culture is critical it is not “the answer” . One of the most serious issues women face when attempting to advance in male dominated cultures is lack of access. Lack of access to senior leadership, opportunities, information, and organizational knowledge. As a result of this lack of access women “dont know what they dont know”. This also is a driving force in the phenomenon of women rejecting efforts to start any type of program or initiative aimed at advancing women. It is common to hear some of the women who may have be closest to breaking through to levels where women have not been represented say that they are not role models and do not want anything to do with any programs related to women or women’s advancement. This also represents the fact that women “dont know what they dont know”. Best practice programs aimed at helping women to advance are all about business and all about evening a playing field that is not providing equal career development opportunities for all. The uneven field is not something most people can see without awareness raising activity. The women in the organization are in fact often the individuals who most cannot see what is happening and “what you dont know can hurt you”. There are a long list of things that an individual needs to know about an organization in order to increase their value proposition to that organization. The most common method of learning these key lessons is access. Access to senior leaders, opportunities, experiences, assignments, and organizational learning. Without this information our careers are like a journey we take without a map. Most of our male counterparts more naturally gain this very important access due to ease of networking that very naturally takes place between people who identify with each other. Therefore our male counterparts have a map which is a very real and tangible advantage. We may think the road to our destination is straightforward and with steady hard work we will arrive. Little do we know that there are side trips and short cuts we need to know about that we cannot see without access to organizational knowledge. When we hear the lament of male leadership teams ” we would hire women if only we could find any qualified to do the job” they are not always making excuses. Because women are very often taking a less than focused journey without a map- they may not be as qualified as their male counterparts because they have not had the assignments and experiences that they need to be prepared to be the best candidate for a job. In addition, research has shown us that women are very often evaluated on experience while males are evaluated on potential which multiplies this problem dramatically. SO what is the answer to this very significant dilemma? Learn how to build access. Stay tuned for my next posting on this very topic!!
Awww – Don’t Be So Modest!
Posted by: | CommentsPost by Jane K. Stimmler, contributing Women on Business writer
A recent study by Rutgers University found that males who acted “modestly” in interview situations were not considered likable and their modesty was viewed as a sign of weakness. Modesty in women, however, was not seen as a negative. The research was done by asking men and women volunteers to view actors in videotaped job interviews. According to a study leader, Corinne A. Moss-Racusin, “Women are allowed to be weak while this trait is strongly prohibited in men. By contrast, dominance is reserved for men and prohibited for women.”
Talk about gender stereotyping!
What caught my eye about these findings was the continued double standard for behavior in the workplace. Moss-Racusin put it this way – “For men and women, there are things they must and must not be.” That reminded me that there are plenty of men who don’t appreciate the expectations set on them anymore than we women do. So, in the spirit of equality, I submit that this gender stereotyping has got to stop – on both sides – in order for workplaces to maximize the talents of all.
The mystery of Agent Stan Conch…SOLVED!
Posted by: | CommentsDo you know Agent Stan Conch? More importantly, can you manage working with him? He is in every part of our work life and personal life. We ALL know and work with Agent Stan Conch. He is wildly unpredictable, can be furiously stormy and always seems to show up at the least opportune times.
How does one prepare to deal with his/her Agent Stan Conch? The strong, the mighty and unflappable remark that when they are faced with the agents’ turmoil, they rely heavily on their greatest strengths.
As a behavioral guru, I thrive in helping others realize their greatest work potential through their core competencies. You were born with them and carrying them with you your entire life. Are you however, aware of what they are?
Core competencies are the natural strengths that you embody, assisting you in all situations, good and bad. If you know your competencies, you can call upon them in times of turmoil and times of celebration.
Recommended competencies needed to deal with Agent Stan Conch:
While the assortment of competencies range in the hundreds, focusing on your top key strengths are the most important. Listed below are my TOP 10 picks to muscle up when the agent arrives.
What Does it Take to be a Thought Leader?
Posted by: | CommentsLast week I attended a panel discussion at Barclay’s in New York City on the topic of How to Be a Thought Leader. The panel included Nicki Gilmour, CEO of The Glass Hammer, Carol Hymowitz, Editorial Director of Forbes Woman, and Barbara Jones, of Editorial Director of Hyperion Books. The discussion focused on professional women and thought leadership.
According to Wikipedia,
A thought leader is a futurist or person who is recognized for innovative ideas and demonstrates the confidence to promote or share those ideas as actionable distilled insights.
The panel was in agreement that in order to be a thought leader, it’s not enough to be creative and innovative. One must also have the ability and confidence to promote their ideas.
Part of the discussion addressed how women are not really good at speaking up and promoting their ideas; how we often take the back seat to men in the workplace. What is the best way to communicate your ideas so that others will be inspired and motivated to support you?
Women, Leadership and Are We There Yet?
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Big question is “Where is there?” or even better “Where is here”? How do we know when change has really taken hold? How do we know when we, as women, have found what we want in terms of equality at work?
First, some thoughts about change and how it happens. In our culture we have become so addicted to instant everything that we expect change at the drop of a hat. It just ain’t so. Mostly, we as women know that.
Babies don’t form to be born in the blink of an eye. Not only does the process average nine months, it is replete with changes almost on a daily level. From morning sickness to stretch marks to “enough already” thoughts the process has its own internal clock to follow. So does planting corn or roses or lavender.
Why then do we think that major changes will happen over night? If we check off the small wins and keep a long view we will have less stress and more determination and maybe, just maybe we also need to check the direction of our destination.
The Business Case for Building Flexible Work Cultures- Series Part II
Posted by: | CommentsIn the Part I of this series we talked about the opportunity to support our need for flexible work cultures with a solid business case. We outlined the fact that the majority of our employees require flexibility at some point in their careers. Research increasingly points to flexibility as one of the most important career considerations of staff, emerging leaders and even our seasoned leaders. If we do not offer this flexibility in our organizations we will lose productivity in our top talent pool and we may lose this top talent completely to our competitors. In addition to flexibility as a requirement for top talent, consider the possibility that flexibility can actually improve your organizational results.
We also outlined four key business strategies that can be supported by flexibility in the organization. These are:
1-Employee Attraction and Retention
2-Improved Productivity
3- Improved Customer Service and Satisfaction
4- Effective Operational Management
This second posting will cover the first two strategies. Why are these strategies key to a business case for building a flexible work culture?…….or said another way…… How will flexible work cultures actually help to accomplish these business strategies?
Employee Attraction & Retention
Just Say “No”
Posted by: | CommentsPost by Jane K. Stimmler, contributing Women on Business writer
For those of us out here in the business world, the name of the game is seeking opportunities to get new clients and new assignments. We give and receive tips on how to build relationships, promote our accomplishments and communicate effectively – all with the end game of getting more and better work. For entrepreneurs, this translates into customers with new business. For corporate folks, it can mean broadening the scope of responsibility through a promotion or a new job.
But what if the prospective new client or assignment doesn’t feel right? Maybe you’re uncomfortable about it, but aren’t sure why. Is it ever appropriate to turn down work or a promotion? I believe, in the right circumstances, the answer is an emphatic “yes.” Don’t get me wrong – if you’re feeling a bit uneasy because you’re presented with a “stretch” assignment and your confidence is lacking, it is likely you’ll want to buck up and go for it. But there are times when saying “no” is not only the right thing to do, but also is positively empowering! In fact, as an entrepreneur, I’ve come to the view that while it’s flattering (not to mention potentially lucrative) when people want to do business with my firm – if it isn’t right for us – it’s usually a mistake to take it on.
The Business Case for Building a Flexible Work Culture- Series Part I
Posted by: | CommentsWhy do organizations offer flexibility? Business - Business- Business. Successful accomplishment of business strategy is the primary reason for building a flexible work culture.
The majority of our employees require flexibility at some point in their careers. Research increasingly points to flexibility as one of the most important career considerations of staff, emerging leaders and even our seasoned leaders. If we do not offer this flexibility in our organizations we will lose productivity in our top talent pool and we may lose this top talent completely to our competitors. In addition to flexibility as a requirement for top talent, consider the possibility that flexibility can actually improve your organizational results.
There are many definitions of flexibility. For the purposes of this discussion we are talking about any type of flexibility that allows team members to depart from the standard schedule of an early morning start time to an early evening departure, with all hours served as face time, either at a client/customer site or at the office location. There are many articles and books written regarding the types of flexible work arrangements available. This posting will not focus on the mechanics of the arrangements but the business case behind them.
