Deidre Flood By Cathie Ericson

“You own your own path; you are your own CEO. Thus you need to manage your career to get where you want to go,” says Deirdre Flood of Wells Fargo Asset Management.

“For me opportunity knocked based on my work ethic and how I showed up to answer the door.”

Seizing opportunities as they arise has been the cornerstone of Flood’s successful career that spanned Europe and the United States, and back again.

Moving Where Opportunity Leads

At the ripe old age of 10, Flood remembers telling her elders that not only was she going to work for her money, but her money was going to work for her. Although she had varied interests throughout her teens, those words proved prescient, as she spent the first two decades of her career in financial management helping her clients money work for them.

After studying math, economics and French at University College Dublin, Flood was selected for a prestigious 18-month training program with Bank of Ireland Asset Management, the premier asset management firm. She was particularly fascinated by its global reach, with over half of its clients located outside Ireland. The internship entailed spending nine months at the headquarters in Dublin and then the other half in an international office. Flood requested a New York placement, but rather than the bright lights and big city of New York, she found herself in Greenwich, CT. Nevertheless, it was a smart career move as she found herself focused on the client-facing activities that would define her career.

In order to help gain additional credibility as a youthful female with sophisticated clients and colleagues, she earned her CFA designation. And then by building a reputation for initiative, proactive thinking and quality work, she found that opportunities presented themselves at a young age – and she said “yes” to them.

The day she planned to put in an offer on her first apartment in New York City, she was offered a position in California that she couldn’t turn down — working with a blue-chip list of clients as client service director. So instead of packing and moving to a new home in the city, she was packing her bags for California. This, to her, was an excellent lesson in seizing an opportunity, even when the timing isn’t ideal.

The role was not easy as the firm had some challenges with under-performing products and personnel turnover, and through that she learned another important lesson: You build your best client relationships during the tough times. The way one addresses client concerns – effectively and transparently – has a direct impact on successfully building a career.

Two years later the firm still hadn’t turned around, and she realized her goals and vision for her career was a mis-match with the opportunity the firm could present. Because she had built a solid network of peers in the marketplace, she put the word out that she was open to new opportunities and almost immediately had recruiters and companies calling. Narrowing it down to two appealing options, she ultimately moved to the asset management division of Wachovia, which presented itself as a start-up looking to establish a west coast presence. Flood was able to put a stake in the ground for them as the first person in an outpost office, joined shortly by key associates from her former firm as she built the west coast team.

Flood joined as consulting relations director, a role that had become a niche in its own right, and it was when she was in the process of moving to London to help expand internationally that Wachovia was acquired by Wells Fargo. Flood was interviewed by the acquiring management team and while they were not ready at the time for international expansion, they asked her to step into a leadership role, creating a merged global consultant relations team. She embraced the opportunity, relishing the challenge of integrating two firms.

And that Flood counts as the achievement she is most proud of so far: She was trusted as an unknown entity to play such a significant role at Wells Fargo, the acquiring firm.

In 2011, the world had settled down and international expansion again seemed like the right thing to do so she moved to London to expand the consulting relations team internationally. The role has expanded, and today Flood is Head of International Distribution for the firm.

For Flood one of the most intriguing recent developments in the industry is the growing appetite for Environmental, Social and Governance (ESG) investing. “Having investors take into account a company’s positive contribution to society brings an entirely new, satisfying dimension to my work,” she says.

Never Letting Gender Stand in The Way

While Flood has never considered gender as an obstacle, she notes that there is a growing appreciation for the role of diversity. Her one concession, she laughs, is that in her early client-facing days she learned how to play golf to allow her to more easily socialize with male colleagues.

She urges women to have confidence, particularly confronting the fear of speaking up or asking questions in a public setting because they are concerned it will make them look uninformed. “It’s about confidence, and honestly, I can guarantee there will be others in the room who will appreciate that you asked and will think favorably about you for doing so,” she says, adding that on a practical note, you will learn much faster than you otherwise would.

Outside the workplace, Flood indulges in a number of activities to bring balance to her busy work life. Her favorite involves marrying a childhood passion with giving back.

Having grown up on a working farm in Ireland, she developed a love for the beauty and spirit of horses and recently became involved with a program called Riding for the Disabled, where she can use her horse-handling experience to help educate, heal and bring joy to disabled adults and children.

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Did you miss these popular articles?

Take a look at the articles below previously published on theglasshammer:

The Long Hours Game

By Aimee Hansen

The 24/7 hour work week marches on and on. The get up and go and keep on going. The long hours game. We all do it from time to time.

How can you have a healthy, sustainable lifestyle and build your career?

The action-packed day of the executive continues to be a glorified image of leadership, and arguably one that is dangerously unsustainable and at best questionable in effectiveness. At theglasshammer, we’ve covered how the 24/7 work week is not only disastrous for gender equality on a whole, but also diminishes your personal leadership effectiveness and your health.

Read more here

Motivating Millennial Lawyers: More About Possibility Than Precedent

By Aimee Hansen

“Millennials bring new ideas and expectations to the workplace, as did the generations before them,” states a 2016 Thomson-Reuters report on The Generational Shift in Legal Departments. But, as the story goes, senior lawyers are resisting those changes.

By 2025, Millennials will comprise 75% of the workforce. The real question is not if change will happen, but how it will unfold.

What Do Millennials Want?

Millennials work preferences are characterized as valuing mentorship (vs bossing) and collaboration (vs hierarchy), wishing to be involved in processes and decision-making, receiving regular feedback, having opportunities for growth, working for a firm that aligns to their values, and desiring work/life flexibility.

According to an article in the National Law Review, managing Millennials “means an almost 180-degree change in the way associates have been managed in the past.”

Read more here

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Guest contributed by Kim Forrester

Goal-setting is an obvious necessity for those who want to succeed and achieve. But what if you are seeking more than material success in your life and career? What if you also desire a sense of personal fulfilment; inspiration; purpose? If this is the case, it is vital that you choose goals that are not only challenging and rewarding. They must also be truly authentic.

According to Douglas Hall Ph.D. and Dawn Chandler Ph.D. of the Boston University School of Management, individuals with a strong sense of purpose in their career tend to benefit from enhanced meta-competencies; i.e. heightened self-awareness and greater adaptability. Subsequently, an individual with strong meta-competencies is able to learn other, more specific skills with greater ease.
This makes authentic goal-setting a powerful force in your career: an authentic goal not only appeals on a logical level (that is to say it looks like something worthy), it also resonates with who you are as an individual and injects an inherent sense of meaning and purpose into your daily work.

The greater truth of who you are

By its very definition an authentic goal is one that moves beyond social expectation and, instead, reflects a deeply personal and essentially unique understanding of your vision, your values and your greatest desires. There is no 7-Step-Plan to creating an authentic goal. What is required, is for you to become more aware of who you are.

If asked to describe your role in this world, many of you may say that you are a capable and ambitious woman; a committed team member and/or conscientious leader. A colleague, friend, daughter … perhaps a spouse or mother.

There are many words used to describe the concept of contributing in a truly meaningful way – you may know it as a vocation, calling, or ‘life purpose’ – but essentially they all stem from the same idea: you are a part of nature and, as such, you have inherent and inescapable instincts and abilities yearning to be expressed.

By defining and accomplishing more authentic goals, you not only enjoy the usual benefits of achievement (whether they be intellectual, fiscal, psychological or social) but you also nourish and reward your most fundamental essence – that intangible, natural sense of self.

Defining an authentic goal

Just as who you are, at a fundamental level, is often difficult to express in the conventional sense, defining your most authentic goals almost always requires the suspension of logic, reason and analysis. You are not going to ‘think’ your way to authenticity and you most certainly won’t find a blueprint for it anywhere ‘out there’.

If you are searching for more meaning in your career and life, it’s important to set goals that resonate with you authentically. You can do this by:

Switching off autopilot:

Every path to achievement that you have been told – every plan, process and formula for success – is simply a reflection of someone else’s story. And if we were all identical, living uniform, predictable lives, then your path to success could very well emulate someone else’s. But we are not identical and life is a complex tapestry of events, experiences and opportunities. In our logical society, it is easy to get stuck in the idea that the only way forward is the way it’s been done before, but you are unique, creative and capable. Let go of any concept of how things are supposed to work and carve your own path forward.

Trusting your intuition:

We have come to revere conscious decision-making as the highest form of thought; we are taught that logic and analysis will lead us to the best solution, every time. However, recent studies have suggested that we are, in fact, at the mercy of our unconscious brain. What this means for you, is that even the most ‘rational’ decision is being influenced by deeply-set, unconscious patterns and beliefs, including childhood memories and trauma, unhealthy behaviour patterns and deep rooted concepts of what you do, and do not, believe you are worthy of.

In contrast, researchers are beginning to understand the power of the ‘gut instinct’ and have discovered that unconscious urges and emotional prompts can actually increase the accuracy and confidence of decision making. It’s important to note that the vast majority of your physical and physiological processes are unconscious, so your body is a wonderful ally when seeking intuitive knowledge. It knows what’s good for us, and what’s not, so pay attention.

Listening to your language:

A little self-awareness around the words you use – out loud, and in your mind – can reveal a lot about your goals and your intent behind them. Listen to yourself. If you are doing something because you “should” or you “have to” then you are inviting in a sense of resistance and struggle; of obligation and disempowerment. Make sure you are choosing goals because you “want to”. If you want something, then it is an authentic desire and you will have the strength, resilience and creativity you need to achieve.

Kim Forrester is an award-winning author, educator and holistic wellness coach. She combines cutting-edge science with traditional spiritual teachings to inspire soulful living. Her book, Infinite Mind, explores the capabilities of the human mind and was awarded a Silver Medal in the 2017 Living Now Book Awards.

Disclaimer: The opinions and views of guest contributors are not necessarily those of theglasshammer.com

By Nicki Gilmour, Executive Coach and Organizational Psychologist

On the 20th June, theglasshammer.com will convene the top women in the asset management industry to talk about the opportunities and challenges that lie ahead, especially as it pertains to big data and technology.

We organize this peer breakfast so optimal networking can take place between women who run the money world, or least lots of assets that make the world turn.

Optimal networking in my opinion, is in a format that allows women to do serious business with each other. Qualified discussions with qualified people is key. Having a cocktail and making gestures to find common ground can be useful and certainly it does feel nice to have support by people who may be going through similar challenges but that is not the same as power networking. By going to events where people are interested in your skills and experience, you may be more effective in your connections, because if you can help someone solve their firm’s pain points, then there can be a follow up meeting and a process to see direct results. It is also good to know people as well for future meetings.

Loro HeinelBy Cathie Ericson

One of Lori Heinel’s key pieces of advice to those just starting out is to make sure to focus energy early on to build close relationships with both mentors and peers.

While her work was always impressive, she believes that it’s important to remember not to focus solely on doing good work, but to also embrace the value of strategic relationship building.

One best practice she readily shares comes from a colleague who derived untold benefits from creating her own “board of directors,” comprised of men and women with different skill sets at different places in their careers. “I always encourage women to network with people who will advocate on their behalf,” she says.

Tying Together the Threads of A Diverse Financial Services Background

And that’s because she knows that a career is very rarely a straight path, and the more people you know, the more doors that can be opened.

Although Heinel characterizes her career as “eclectic,” it has involved aspects of financial services for the past three decades, as she has held roles in fixed income sales and trading departments, as well as investment research and product development. The common thread has been a focus on the client: Whether she was selling to retail or institutional clients, her work prioritized using financial solutions to satisfy client needs. She has always welcomed the challenge and the opportunity to constantly learn new things and apply her skills in different ways to knit together these seemingly-disconnected pieces into a coherent thesis.
Heinel has been with State Street for more than three-and-a-half years and appreciates that her current position as deputy global CIO allows her to indulge her passion for markets and broad involvement in the firm’s investment capabilities. “Not only does my role entail understanding the current market environment and translating that into strategies and ideas, but I also get involved in strategic projects,” she says, noting that her broad background has lent itself well to providing value in areas from tech projects to product development.

Right now, she is particularly interested in how rapidly the environmental, social, governance (ESG) space is evolving. While social investing used to be primarily values-based, now it’s also about impact because investors are increasingly wanting both – they need solid returns but also want to know they are making an impact globally. “The industry is just at the beginning of understanding what that means in terms of meeting client expectations and how we can be a catalyst for change for the better,” Heinel says.

She also appreciates that SSGA has been vocal on diversity, including sponsoring the “She” statue, and she notes that research is increasingly proving that diversity is crucial for success. “There is a budding industry that is capturing data to provide a snapshot of how a company’s footprint is related to income equality or gender diversity. Investors can now pick something they care about and figure out exactly where a company sits in relation.”

The Concept of “Lean In” Has Merit

Looking at the role of women in the industry, Heinel sees both practical and impressionist challenges. “No matter how we slice it, women retain the bulk of child-bearing responsibilities,” she says, adding that it’s largely because women typically want to be intimately involved.

While there are legitimate times in a career that women have to make choices, she believes that companies could do more to provide women with options to offer value in different ways, so they can re-accelerate when the time is right.

“We do a good job of moving women into functional roles when they need it, but I am not sure that companies then provide the corollary, where women can re-engage for that C-level role when they are ready,” she says.

And yet she accurately notes that the skill sets women garner during those detours can actually make them more effective and bring different perspectives than those who stuck to the traditional vertical path.

On that note, she recommends that women take care not to self limit too early. She sees women in their early 20s who tell her they want to have a family so they shy away from roles that don’t immediately seem to offer the appropriate work-life balance. But she recommends that they see what happens before making those decisions; when the time comes that they do have the other responsibilities, there are ways to make things work. As she notes, if you’ve proven yourself as a quality performer, managers are willing to consider work-from-home arrangements and other flexible options, as increasingly companies realize they need to retain these contributors by making appropriate accommodations.

“If you see something interesting, go for it,” she advises. And even if the position doesn’t materialize, the visibility that professionals receive from putting their name up and striving for it can pay dividends in other potential opportunities down the road.

Heinel has been active in gender diversity programs for decades at her various companies, and currently chairs SSGA’s Diversity and Inclusion Council. She also acts as a mentor for the firm’s mentoring circles program as well as on an ad hoc basis for midcareer women.

Personally she helped start an informal group years ago called “Connected Women,” a loose affiliation of career-minded women who formed the group after realizing that they were lacking in social connections since they’d devoted the past years to raising their families and building their careers.

She started the group in Philadelphia as a way to have fun together, compared to most affinity groups that have professional goals. She has since formed similar chapters as she’s moved to New York and Boston, finding of course, that new business and professional connections have been an important byproduct, if not the sole intent.

Her other key outlet is travel and for Heinel, the ideal vacation involves something very physical — where all she can think about is the challenge in front of her, so she gravitates toward adventure trips, like skiing and ice climbing. “It’s the best way to get out of the day-to-day and really relax and come back refreshed.”

Group Of Women Meeting In Creative Office

By Cindy Goodman

Women’s representation in management is higher than it’s ever been, but advancement it seems appears to happen more in certain professions than others.

As women make up most of the new management jobs created from 1980 to 2010, but they do so in fields that are female dominated and have the largest gender wage gap.

By using data on full-time managers from the U.S. Census and American Community Survey for the years 1980 and 2010, researcher William Scarborough found of the nearly 4.5 million new jobs in management created since 1980, women have obtained the majority of them. In 1980, not a single management occupation was majority women. By 2010, some occupations are female-dominated while others are male-dominated.

The research shows women have high representation in management in fields such as health services, education administration, and human resources and low representation in management in professions such as computer information, transportation, architecture and engineering. In addition, women still make up less than one-quarter of chief executives and public administrators.

Scarborough told The Glass Hammer what he found surprising was the positive advancement women have made into management positions in the field of finance. “Culturally, finance has been seen as more of a masculinized profession, but the research shows 54 percent of management jobs in finance are held by women,” he said.

Scarborough said he also found it surprising that only 23 percent of CEOs of companies of all sizes in the U.S. are women, according to the Census. The percentage is unchanged since 1980, he noted.

At a recent Women’s Leadership Summit, KPMG Chairman & CEO Lynne Doughtie shared her thoughts on female representation in management. “We still have a lot of work to do to advance women in leadership roles and into roles that have been traditional been held by men. We need more role models to give women confidence to pursue those unconventional careers.”

Striking, though not surprising, Scarborough’s research found women are paid less than men as managers across all occupations. He also found the more women managers in a profession, the higher the gender wage gap.

For example, women have made big advancements in management in the medical administration and health services field, according to Scarborough. In that profession, 70 percent of managers are women, up from 47 percent in 1980. “It’s one of the fastest-growing fields in the country, which is good news for women in management. However, the bad news is that there is a 20 percent gender wage gap in management positions in that field, which means the women in management are underpaid,” he told The Glass Hammer.

On April 10, Equal Pay Day, LeanIn.org president Rachel Thomas, discussed the organization’s fight to educate people and companies about the gender pay gap, including the even larger gap for women of color. “No matter how you slice it, women are paid less than men,” she told CNBC.com. “The more educated women are, the larger the gap is.” Thomas said one in three men don’t believe the pay gap exists. Her organization encourages employers to conduct pay audits and be aware of bias in performance reviews. She also encourages women to aggressively negotiate their salaries.

Some companies are setting organization-wide goals around gender parity, recognizing that when women rise, their representation in management lifts the entire organization. In a report titled Getting to Equal, Accenture, a global consulting and professional services firm, found women are three times more likely to rise in organizations with women already in leadership and where there is a women’s network. Accenture found when women rise, men do, too.

Now, the consulting firm has set bold goals of achieving a gender-balanced workforce by 2025 and ensuring 25 percent of its managing directors are women by 2020. Globally, 32 percent of Accenture’s newly promoted managing directors are women. “There are companies that talk about gender parity, and companies that do something about it,” said Pierre Nanterme, Accenture Chairman & CEO on a video that accompanied the Getting to Equal report. “Companies should have equal numbers of men and women. It means pay and access to leadership opportunities should be equal. My pledge is to continue to drive this at agenda at Accenture and to evaluate and accelerate opportunities to bring more women into leadership roles.”

Of course, it’s not as easy as merely setting goals. In a dialogue prepared for International Women’s Day, Meggy Chung, co-lead for Citi Women Affinity in Singapore, stated to create an inclusive culture, managers need to be educated on unconscious bias and the importance of inclusive behavior, and organizations need to create opportunities to involve women in franchise-wide networks or initiatives. They also need to offer a mentoring platform that is accessible, she said, and noted that career progression for women is generally more difficult than men because of several factors, including how women’s identity is perceived in a corporate environment. A different support system to help women goes a long way in pressing for progress in this space, she said.

To move toward gender equality: Scarborough sees several steps that can make a difference. He believes diversity training is a start, along with setting goals as Accenture has done, and holding managers accountable for diversity on their staff. “It’s really about thinking about your environment and what strategy will be most successful in creating gender parity in your organization,” he said.

Guest contributed by Diana Faison

dream

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Do me a favor? Close your eyes and visualize achieving everything you want for yourself professionally. Two conditions are you cannot remain in your current position and no matter what you choose to do, you cannot fail. Allow your mind to imagine two or three possible paths—think big and aim high!

What are you doing? Why can’t you be doing it now? Many of us admire big thinkers and high achievers but we seldom see ourselves in that role. Why is that?

The answer is limiting beliefs—those thoughts that keep you from doing what you dream.

Limiting beliefs in women stem from multiple sources. One are outdated gender stereotypes that box us into traditional gender roles “Women are not supposed to be ambitious.” “Women should be nurturers, not leaders.” They also originate in the dark place within ourselves where self-doubt and denial reside. This is often referred to as the “impostor syndrome”

Many women want to stay comfortable in their current state rather than challenge themselves to achieve everything they are capable of. How can these women leaders be helped to recognize and replace these limiting beliefs with positive messages. The truth is we can ALL learn to funnel our energy in a positive direction. All of us can take steps RIGHT NOW to change our limiting beliefs.

Here’s how:

Dream bigger and aim higher. We often are mired in our perception of reality and focus on what we cannot do.  If you cannot see it, you will never become it.  Go tell someone your secret career dream, and remember play big, aim high.

Take a chance on you.Explore outside your comfort zone. Maybe that means accepting that stretch assignment opportunity or better yet go and ask for that stretch assignment!

Ask yourself: ‘What gives my life meaning and a sense of purpose?’Then, ask yourself: ‘What am I doing to address that purpose?’  If you struggle to answer either question, it’s time to go and find that life meaning and sense of purpose.

Create meaningful relationships. Research supports the idea that women are over mentored and under sponsored.  Create meaningful relationships by nurturing connections with men or women you admire and respect or with whom you want to work.  Reciprocate and offer your help.  Eventually, one or more of these people will become a sponsor for you and can open doors and opportunities.

Act with courage!Just say yes. Trust yourself to know that you’ll figure out  You are smart. You are capable. Take a leap of faith and take a chance on you.

By challenging ourselves to dream bigger and aim higher, we become better, stronger, female leaders. So, ditch those limiting beliefs and go get ’em!

Diana Faison is co-author of newly-released The Influence Effect: a new path to power for women leaders and partner at leadership firm, Flynn Heath Holt.

Disclaimer: The opinions and views of Guest contributors are not necessarily those of theglasshammer.com

By Nicki Gilmour, Executive Coach and Organizational Psychologist

All jobs consist of are tasks and we prefer some tasks over others.

Make 3 columns and in the first list what you like doing. In the second column, list what you are good at (task wise) as these lists might differ.Then in the third column list what you really don’t like doing. This is a great way to start to thinking about transferable skills for the job that you do want to do next.

So many people spend time in roles where the expected promotion takes them into work they simply don’t like doing (for example, managing more people). The thing is,you have choices, it is your life.

Be honest with yourself, how strategically important are the tasks that you are avoiding? Do they rank highly for your current role? How will they play into your future role?

If there are skills that you need to develop, consider setting time aside formally in your calendar to undertake them on a regular basis as habit can be a great way to embrace them.

But, if you realize that you need to be developing a different set of skills for your next role, then try to identify what those might be.The gap may be small and easy to bridge, or not, but at least you will have a sense of perspective on what you have to do.

Contact nicki@theglasshammer.com is you would like to hire an executive coach to help you navigate the path to optimal personal success at work