Perfection Might Be Our Biggest Enemy

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By Molly Connell

The call for a gender equal workplace is getting louder, but women are still significantly under-represented in certain fields. When it comes to STEM (Science, Tech, Engineering and Math), there is still a stereotype present that working within these fields is rather for men. As an example, currently, only 13% of practicing engineers are women in the United States (Bureau of Labor Statistics)

It is clear, that this under-representation is not because women are less capable. Countless female engineers have achieved something admirable in the past and became role models. Business Insider published an article with the “26 most powerful female engineers in 2016” listing women who are powerful and brave, like Diane Greene who is leading a new team at Google that combines all of the company’s cloud businesses or Peggy Johnson, the Executive Vice President of Business Development at Microsoft.

Bravery is a key component

“Perfection is the Enemy of Progress!” said Churchill, but the same concept has also been presented by Voltaire as well. The scientific explanation that supports this statement is called “nirvana fallacy” which is defined as “comparing a realistic solution with an idealized one, and dismissing or even discounting the realistic solution as a result of comparing to a “perfect world” or impossible standard.” (Logicallyfallacious.com)

Taking risks means having a chance to fail. But what is failure? Charly Haversat in her “Perfectionism holds us back. Here’s why” TED talk explains how perfectionism can blind us from seeing what we have accomplished. If we constantly compare our present situation to a perfect situation, dissatisfaction is bound to come. Should our children never participate in a soccer team if the chances of them becoming a professional football player is less than 1%? Can we not be proud of ourselves for being the 2nd best at something? While these questions are polarizing, perfectionists, when it comes to themselves, would answer “no!”, while this is a mistake can stand in the way of their happiness and also their success.

Girls are raised to be perfect

While the paradox caused by perfectionism can occur for anyone, in which while striving to do everything right and to be the best, one prevents itself from doing so at the same time, there is still a difference on what effects this phenomenon has on males and females.

A wave was created when Reshma Saujani, the founder of Girls who Code introduced her theory in one of her speeches how girls in general are being raised in a way that is counteracting with the original intention: we forget to raise them to be brave.

A survey conducted by LinkedIn asked men and women about their childhood dream jobs and whether or not they are currently working in that position. It turns out that there is a clear split between men and women: men were far more likely to have of “one-in-a-million” type dream-jobs such as prime minister or astronaut than women. Ms. Saujani, as explained in her previously mentioned speech, thinks that women tend to choose careers they know they will be great in, because they are taught to avoid risk and failure, to be good in school and to be safe while boys are praised for their bravery.

This has an effect on us in many aspects: A Hewlett Packpard internal report that has been quoted in several articles such as in Harvard Business Review, Forbes and the Economist was shown that men apply for jobs when they meet only 60% of the requirements and women have to meet 100% to feel confident enough to apply. This results in missing out on countless opportunities only because the chance of rejection is higher.

Equality

The term “gender gap” can be interpreted in many ways. Probably the most common concepts are the wage gap and the ratio of women and men in certain jobs. It is argued that one way to resolve these issues is to help women to overcome the gender-confidence gap first. External support can help but it is advised that women should focus on eliminating their own self-consciousness to really be confident. The systemic issues in the gender gap of course are another topic and confidence is only one part of the bigger puzzle.

To illustrate the issue, here’s an infographic from TradeMachines summarizing the main reasons why the gender-gap in engineering is still present.

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Maintaining Balance as a Female Caregiver with a Career

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By Kimberley Brown

motherhood

Image via Shutterstock

Like many women who enjoy being engaged in their careers and in the workplace, they also enjoy spending time with friends and taking time to care for their families and children.

But what happens when a “working mom” who’s finally reached the pinnacle of her career now has to take the time to care for a sick child requiring ongoing care? Sara McGlocklin spent a number of years to achieve her goal to be a lawyer and McGlocklin landed her dream job as a lawyer for Children’s Law Center of California where she helps abused and neglected children in the foster care system. Then, bad news arrived. She comments,

“Seven months ago our younger daughter Marian, at 18 months, was diagnosed with early signs of a fatal and progressive genetic disorder for which there is no cure. Now, I have the added pressure of caring for my child in the midst of managing a very busy career.”

“As a young girl I did not expect the challenges of balancing a career with being a caregiver, and I especially did not anticipate being a caregiver for a child with a fatal disease,” said McGlocklin, attorney and mother of 2 children.

It’s no surprise that women are often the predominant caregivers when it comes to providing support to loved ones, especially when that loved one is a sick child. Interestingly, women are 10 times more likely to take time off from work to stay home with their sick children – and – mothers are five times more likely to take their sick kids to doctor’s appointments, according to a recent Kaiser Family Foundation study.

Like for example with Sara, she takes her daughter Marian to physical therapy twice a week, occupational therapy once a week, and speech therapy twice a week. In addition, she has to take her daughter to the hospital every other week so her daughter can take an experimental treatment.

However, in the midst of juggling numerous responsibilities for her family and her daughter, what’s interesting is Sara has actually picked up some unexpected tips along the way to encourage other women who may be trying to manage a career while being a caregiver, including…

It’s OK To Time Off: Sometimes women have a sense of guilt when asking their bosses for time off, even if it’s to care for a loved one. But it’s important to know your limits – which are human, and sometimes you are needed more at home than at work or vice versa. It’s important to carve out the flexibility you need for taking care of a sick child.

Don’t Go it Alone. Ask for help when it’s needed. Striking the balance between independence and accepting support is difficult. However, no one wins points for running themselves into the ground, and while there are many things we can accomplish on our own – accepting the help of a babysitter, friend or neighbor for small tasks adds up to big rewards. Ultimately, one of the most valuable things we have as mothers and professionals is our time. Sometimes saying, yes, when people offer help – and even voicing the need yourself brings a sense of teamwork, comfort and support. Most importantly, it is a gift of what we are all short of: time and energy to spend with our families and also meeting our needs and aspirations personally and professionally.

Take Some Pressure Off. Yes, I know everyone may be depending on you, especially if it’s a child but remember to find some down time in the midst of it all – even if it means something else isn’t getting done perfectly. Reading a good book (or watching a favorite show) or laughing with a friend can help relieve stress and recharge you so that you can be more energized to provide the care that you need to give.

Connect. Make meaningful connections with other people or communities. Women are more likely to lose friendships in their thirties and forties than to gain and create meaningful ones. Similarly, and conversely, deep and meaningful connections to other people are a critical component to happiness.

While many women continue to face some level of stress and pressure when managing their careers and serving as caregivers, it’s important for them to remember the importance of self-care as well. These simple tips should help women to gain better control and balance of their lives so they can continue to be a source of strength for loved ones and even for the co-workers who are depending on them as well.

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Voice of Experience: Elizabeth Byrnes, Managing Director, Goldman Sachs Engineering

Liz By Cathie Ericson

Elizabeth Byrnes knows that you have to find your voice to be successful in your career. “You can have a great idea but unless you share it by confidently speaking up in the workplace, you won’t be able to effectively influence people and shape outcomes. Engineering is an interactive process — every day teams come up with new ideas and brainstorm together to refine them. When you exhibit passion and enthusiasm for your work, others are excited to work alongside you.”

She says that it took her awhile to find a leadership style that worked well and was consistent with her personality and values. “When I was young, I thought I needed to mimic how others led, but over time I figured out that while I could incorporate qualities I admired in others, I needed to stay true to who I am and incorporate them into my own personal leadership style, which I continue to refine and improve to this day.”

Building a strong, diverse network of colleagues and friends has also been an essential ingredient in Byrnes’ success. “I am more effective when I have people to bounce ideas off and people who have perspectives and skills different than my own. Relationships across our firm and throughout the industry and community at large are super valuable. These are people I can call on to provide advice and help think through and solve hard problems.”

Artificial Intelligence Paves the Way to Wall Street

Byrnes knows first-hand that you’re not always going to be aware of all existing job possibilities initially upon entering the workforce. For example, when she was pursuing her PhD in psychology, she developed an expertise in artificial intelligence and expert systems after analyzing ways to have computers interpret and summarize psychological tests. At the time, most of her colleagues saw computers as number-crunching machines not well suited to the human sciences. But, Byrnes saw an opportunity for computers to help with patient care and speed diagnosis. Not everyone in the psychology industry agreed, she says, and resistance to change was high. “I learned that it’s not enough just to have a great idea, you have to understand how to drive adoption and influence change—a very important lesson!”

After completing her PhD, she joined her professor’s software start-up in the healthcare field before eventually joining Wall Street.

“Wall Street and the financial services industry are very open-minded to technological innovation, which is refreshing and exciting,” she says. “I realized this was an industry I could grow and thrive in, and I have. There is never a shortage of complicated problems to solve and super smart and motivated people to help solve them, which means I am never bored and love my work.”

Upon joining the financial services industry, she initially worked at Manufacturers Hanover and Bankers Trust before joining Merrill Lynch, where she spent 11 years in various technology and leadership roles. She moved to Goldman Sachs in 2007 and today leads the Global Investment Research Technology group.

“When I think about what’s important now in the industry, most roads lead to data. You can’t make decisions without good data, and there has been an increase in appreciation for data modelling, analytics, entitlements and governance,” Byrnes said. “A common thread is ensuring individuals have timely access to the information they need to make informed decisions, while at the same time protecting and safeguarding this data.”

Building a Pipeline by Reaching Girls Before They Opt Out

As co-head of the Americas Women in Technology Network (WIT), Byrnes is committed to growing diverse talent and reaching and inspiring the next generation of women computer engineers. She knows firsthand the importance of building a pipeline – women only comprise 17 percent of computer science graduates in the United States. “We have to build a foundation, and the numbers aren’t where we need them to be. We have to reach back into the junior high schools and high schools to encourage girls to learn to code and to pursue studies in computer science at university,” she says. Meeting this need spurred her to champion Goldman Sachs’ partnership with Girls who Code (GWC).

Goldman Sachs was the first financial services firm to partner with GWC in 2013. Since that initial partnership, Goldman Sachs hosts 40 high school girls each summer at the firm’s New York headquarters. Over 100 WIT volunteers serve as mentors, curriculum advisors, event coordinators and speakers over the summer. “It is a true team effort,” says Byrnes. But this engagement doesn’t stop once the summer program ends. “We can’t just teach them when they’re 16 and then step back, because there are too many opportunities for them to get discouraged along the way,” Byrnes points out.

With her WIT colleagues, she helped create an alumni program to host quarterly meet-ups so the girls have an opportunity to stay connected via a supportive community of friends and role models and continuously learn about technical topics and careers. Over the summer, 80 girls attended an alumni event that focused on cybersecurity.

“Having these students see other women in technical roles is a very powerful way to give young women confidence and introduce them to the community, which is good for the industry overall. We need to reach these girls before they opt out.” Once girls enter the engineering workforce, she encourages them to stay technical. Often, women join the workforce with communications and people skills, and then are routed into project management or business analyst roles too early, which can short circuit their technical learning.

She encourages her colleagues to mentor young women, which she believes is critically important to success and retention. “We have to link arms as a community and help the next generation,” she says. “I felt like I had to make a go of it on my own and it doesn’t have to be that way. We can change the industry by encouraging more young women to enter computer science and then offering the coaching and support system to retain them.”

Byrnes is also active with organizations such as Columbia Girls in STEM and Lesbians Who Tech. She recently attended the annual Grace Hopper conference, which convenes female engineers and students to discuss updates in the industry.

Outside of work, Byrnes enjoys horseback riding with her daughters, playing with her golden retrievers and cooking and entertaining with her husband. “Being with family and friends is the best,” she says.

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Tech Sector’s Lack of Diversity is About More Than the Lack of Numbers

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Guest Contributed by Bill Proudman

It is no secret that the tech sector, for all its innovation and well-intentioned plans to work the problem, suffers from a serious diversity problem. One that will not be solved if they only focus on numbers –as in representation of marginalized groups.

The numbers only reflect underlying cultural problems within the tech sector. In hiring for example, an HR director or manager who only hires people who resemble the director or manager – looks, talks, acts, similar background, etc. – is missing the whole point of diversity. The situation is cultural, engrained, and usually unconscious. Systemic bias is prevalent in our society and its roots run deep into the corporate world. Only with our sleeves rolled up, working to change mindsets from CEO on down, do we begin to see a tangible cultural shift in the workplace.

So while the “numbers” are alarming, fixing the numbers alone is not enough. In their 2016 report, Diversity in High Tech, the Equal Employment Opportunity Commission (EEOC), the federal agency responsible for enforcing anti-discriminatory laws, concluded “Despite rapid transformation in the field, the overwhelming dominance of white men in the industries and occupations associated with technology has remained.”

The EEOC found that tech companies employed 7% African Americans vs. 14% for other industries, 8% vs. 13.9% for Hispanics, and 36% vs. 48% for women. The disparity was more pronounced for executive positions: 83% white, 2% African American, 3% Hispanic, 10.5% Asian American, and 20% occupied by women.

In Silicon Valley, the microcosm of the tech industry, within the top 75 tech firms, African Americans, Hispanics and women made up 3%, 6% and 30%, respectively. By contrast, it was 24%, 22% an 49% for non-tech firms in the same area.

If it were only a “pipeline problem,” one could concentrate on that and it’d be solved, but evidence points to something intrinsically awry within the sector. In one survey, 716 women who had resigned long-term positions in tech companies were asked what motivated them to make such a difficult decision. 192 women (27%) cited discrimination in the workplace related to an array of issues such as gender, age, race, sexual preference, an unsupportive environment, motherhood and childcare.

The ramifications of all this are felt not just morally, but in the company ledger. Replacing an employee costs $5,000 to $10,000, while for executives it’s $50,000 to $100,000. And that is all in addition to the devastating effects of lawsuits and damaged reputations.

White Men As Full Diversity Partners (WMFDP) was founded 20 years ago in order to confront and engage top level white male leadership across the spectrum of corporate America. Fortunately, most leaders are thrilled at the prospect of dismantling cultural bias. When we went to work for Dell, for example, we were met with a stellar level of cooperation.

As Chairman Michael Dell has stated, “A diversity of perspectives, backgrounds and experiences is the catalyst for innovation. That is how we deliver better results for our customers and our team members. For us, a diverse and inclusive culture is a competitive advantage.”

Marie Moynihan, Senior Vice President, Global Talent Acquisition, Dell EMC expanded further by saying, “I’m a very strong believer in the value of diversity. It forces a more challenging conversation and ultimately better decisions. I do think things are changing for the better for women in leadership. Companies are just paying a lot more attention to the evidence that’s out there now which says that a more diverse team can result in better return on equity.”

To address the obvious pipeline issue, one of the most ambitious projects I’ve encountered is called #YesWeCode. Founded by prominent activist Van Jones, #YesWeCode has the goal of teaching computer coding to 100,000 youth from inner cities and underrepresented minorities. Partnering with tech monoliths Google and Facebook, “Yes We Code aspires to become the United Negro College Fund equivalent for coding education,” Jones said. “Yes We Code exists to find and fund the next Mark Zuckerberg and Sheryl Sandberg in communities you would never expect to find them.”

By 2020, it is estimated that the tech industry will need another 1.4 million jobs filled, but only 400,000 US workers will be qualified to fill them. #YesWeCode and other forward-thinking organizations are taking advantage of this massive opportunity to diversify the tech industry, and in so doing create a paradigm shift in America.

Whether you intend to disrupt an industry, make a ton of money or save the planet, the disparity in high tech and other sectors serves as a lesson for the entrepreneur. I am confident that startups and companies that embrace diversity and inclusion, that challenge themselves and others, will emerge as the definitive leaders. That is because a diverse world calls for a diverse workforce of brilliant minds.

Recognizing our differences and similarities leads to new ways of breaking down problems, enlightening conversations and innovative solutions.

In an often turbulent world, that’s exactly what we need.

About Bill Proudman:

Bill Proudman is WMFDP co-founder and CEO. He pioneered white-men-only workshops in the ’90s after noticing white male leaders repeatedly disengaging from diversity efforts. Bill’s provocative work led to founding White Men As Full Diversity Partners. For over 35 years, he has served as a leadership development consultant, coach and facilitator to countless organizations on issues of team effectiveness, cultural competency, and diversity.

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Intrepid Woman: Nikki Barua, CEO, BeyondCurious

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Fear is imaginary, says entrepreneur Nikki Barua. “The more you focus on it, the more it grows, and the only way to overcome fear is to replace it with faith. I have always had faith in myself, my team and my purpose and that’s what fuels my confidence.”Nicki B

She finds that most people go through their lives worrying about losing love, money or job security. “That fear can keep you from taking risks. Imagine the life you could create if you weren’t gripped by fear. Imagine doing what you love and not worrying about how people view you or not being defined by other people’s expectations of you.”

A Career Built on Helping Companies Thrive in Disruption

Barua knows all too well the importance of moving past those fears. An immigrant from India, she came to America in 1997 for business school. After graduation, she built her career first in management consulting, and then in digital marketing, honing her skills as a digital innovator and a business leader in the corporate world.

As she helped global brands transform their business with digital solutions, she noticed that many clients struggled with the pace of change in technology, competition and customer expectations. Big brands needed to be more agile and adapt quickly to change and needed to think and act with the agility of a startup, she found. “They needed an entrepreneurial culture designed for change. That challenge fascinated me, and I was obsessed with a singular question, ‘How do you make elephants run?’”

That question led to her entrepreneurial journey: She left her corporate career and the prestige and security that accompanies that territory and started her business with no clients, no case studies and barely any capital.

“All I had was a clear purpose — to unlock the limitless potential of people and organizations. That clarity gave me the courage to take the steps forward despite my fears, learning to navigate through unknown territory,” she says.

Although she had managed P&Ls and led people, she nevertheless felt unprepared for the challenges of building a business from scratch. As she describes it, each day was filled with untold challenges and gut- wrenching setbacks, followed by big successes and unexpected victories. As she kept learning and adapting, BeyondCurious soon became a successful business, and Barua reveled in her successful transition from corporate leader to entrepreneur.

Along the way, she discovered an important truth that has been the foundation of her success: Whether you work in a big corporation or run your own business, the fundamentals are the same — delight your customer, inspire your team and keep innovating.

Bold Dreams Will Define Your Success

Barua remembers daydreaming about her future as a young girl in India, and how big the dreams seemed at the time. But eventually those dreams came true so she dreamed bigger and bigger. “The lesson I learned is that you only achieve what you dream of, so if your dreams aren’t big, your achievements won’t be either,” Barua notes. “When you dream big, your creativity is unleashed; your confidence grows; your potential is unlocked; and you break barriers of what you thought was possible for yourself and for the world.”

As her company has succeeded, she has found that her biggest challenge is growing herself along with the organization. She advises other entrepreneurs to stay hungry, keep learning and get comfortable being uncomfortable. “When you embrace the discomfort of not knowing, you are able to learn at an exponential rate,” she says.

Along with dreams comes action, and Barua believes firmly you have to stand for what you believe in. “Be authentic in your culture and leadership, and build a tribe of believers that have a shared sense of purpose and core values,” she says. “A movement is more powerful than any organization.”

Proving Herself as a Change Agent

Today’s world is experiencing disruption across the board — in society, government, technology and culture. “When the things we believed in and the rules we lived by no longer hold true, it presents an opportunity to create something better and more meaningful,” Barua says, adding that leaders have the privilege and the responsibility of shaping the world the way they wish it to be.

That’s why it’s so important not to just be business leaders or entrepreneurs, but to be inspiring role models and purpose-driven change agents.

She believes the ultimate purpose of leadership is to unlock the potential in others by giving people a platform to be their best and creating an environment where people thrive because they are constantly learning, growing and breaking barriers. She has found that when people are aligned around shared values and connections, they are more fulfilled.

She herself has a mission to unlock the potential of a billion people – talk about dreaming big!

“I believe we are all limitless, but we are held back when we lack the clarity, courage or conviction to go beyond our barriers,” she says.

“I am deeply passionate about being a catalyst that helps people unlock that limitless potential. It’s what I love to do above all else and what has fueled all my career success,” she says.

“As an entrepreneur, educator, public speaker, author and social activist, everything I do is aligned to that singular mission. Every day is about taking courageous action, learning, adapting and never giving up.”

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