Staying Safe While Challenging The Status Quo

thought-leadershipLast week at our 5th annual Navigating your career event ( look out for the write-up on friday on theglasshammer) an audience member asked our panel a very good question which was ” How do you challenge the status quo safely as part of advancing in your own career as well as addressing issues?”.

Our panel responded with very sensible and specific answers but for the sake of an answer here, I can sum it up to the following points adding to the panel answers with my knowledge as an Executive coach and Organizational Psychologist:

– Know your environment (context is everything and how work gets done around here is the ultimate organizational culture question- what flies and what does not?)

– Know your audience, who are you asking to change or address something and what is their track record/temperament?

– Know when to make your ask/raise an issue- timing is everything.

This is a very delicate topic but ultimately as I said in the event opening last week, change leaders are people who want to see things be done better and that doesnt come by accepting blindly the status quo.

It is not for everyone, but for those out there who wish to speak truth to power, we want to arm you with the right tools.

By Nicki Gilmour, Executive Coach and Organizational Psychologist

Contact nicki@glasshammer2.wpengine.com if you would like to hire an executive coach to help you navigate the path to optimal personal success at work

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Aspire to Lead: Developing Whole and Inclusive Leaders

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PwC“It’s second to none in importance today in business, the skill of being a whole leader, an inclusive leader.” The Glass Hammer talked to Mike Fenlon, PwC’s Global Talent Leader, about PwC’s Aspire to Lead program.

Now in its third year, Aspire to Lead is a PwC series on leadership and gender equality that provides university students and professionals with inspiration and practical insight on developing leadership, from the perspective of inspiring leaders.

“Aspire to Lead is all about development,” Fenlon told us. “We’re not talking about what you need to do to as the CEO. Here are the skills that Day One will be relevant and make a difference for you, women and men.”

In addition to an annual video webcast that reached over 107 countries this year, PwC runs development and skill-building workshops and discussions with students year-round and across the world.

The first live webcast featured LeanIn.Org Founder Sheryl Sandberg and President Rachel Thomas. The second focused on “The Confidence to Lead,” and featured Confidence Code authors Katty Kay and Claire Shipman and Eileen Naughton, Managing Director and VP of Google UK and Ireland.

This year, the event was hosted by the Academy of Motion Pictures Arts and Sciences, and featured Award-winning actor Geena Davis, Founder of Geena Davis Institute on Gender in Media, Dawn Hudson the Academy CEO, and Director Jennifer Yuh Nelson. The panel provided insights from Hollywood on gender portrayal and taking your career to centre stage.

Fulfilling potential – being an inclusive and awake leader

“Aspire to Lead is about fulfilling potential,” Fenlon told us. “It’s absolutely critical for us to create an environment where everyone, men and women, can fulfill their potential and be whole leaders, inclusive leaders, and that means both individually and in our teams. That’s literally at the heart of our development framework.”

“One (aspect of inclusive leadership) is that I’m demonstrating self-awareness,” explained Fenlon. “In the context of working across differences, that means a commitment to understanding my own (unconscious) blindspots.”

“I’ll give you a few words,” he said. “Engineer. Scientist. Venture capitalist. Executive. Surgeon. Leader. Accountant. CEO. Literally, who do you see? What the research shows us is that who you see is skewed towards a male image, for both men and women.”

“The point is when I see you, do I see you as someone who possesses the potential to be a leader,” said Fenlon. “Am I going to connect you with people who I think will be valuable? Am I going to assign you to work that will stretch you and develop you? Will I take some risks because I see potential? This is about seeing potential.”

One of the discussion materials that’s been used in the program is an animated video in which a woman shares an idea in a meeting and goes unnoticed. Minutes later, a man shares the same idea and it’s hailed as “a breakthrough”.

“That shows a blind spot as a leader,” Fenlon said. “Am I awake, am I tuned into the dynamics of my team, to creating an atmosphere where everyone can contribute their ideas and everyone’s heard?”

“So when we talk about whole leadership,” Fenlon explains, “we start by saying I have to develop my self-awareness around who I am, around how my life experiences and culture have shaped how I see the world, and how I see others, and my ability to recognize talent. Is there anything more important in business than the ability to recognize talent, to spot talent?”

“If you’re asleep, if you’re blind, you’re really captive to your own biases and cultural assumptions, which just aren’t true,” Fenlon said. “If I’m awake, I understand, I’m seeing what’s in front of me, the dynamics in my team, who is speaking, who is being heard, who is contributing. I’m awake to the potential of my colleagues, of the people in my team. I see it. I’m excited by it. I’m creating opportunities for people to fulfill their potential. I’m aware of my blindspots. This is important for women and men.”

Throwing out the script

Speaking about the 2016 webcast, Fenlon says, “Our focus was the representation of gender in the entertainment and the media, and how that shapes the assumptions we make and those blindspots. We used that as a metaphor for ‘how do I write my own script, how do I demonstrate the confidence to be center stage, how do I launch my career in a way that I’m positioned to fulfill my potential?’”

The forum demonstrated how women can reject cultural scripts to write their own.

“Think of it this way,” said Fenlon. “Stereotypes are scripts that other people have written for you…You show up, day one of the office. Well, here are the three standard scripts, if you will, and they reflect massive blindspots. They may reflect all sorts of assumptions that are widely inaccurate about who you are and what you can do. But they’re the traditional scripts.”

“Jennifer Yuh Nielson is one of the very few women directors in Hollywood,” said Fenlon. “When she leads, and this is part of the power of the discussion we had, she leads as an introvert. She’s very focused on listening. She’s not the stereotypical director… She didn’t take the scripts that may have been handed to her. It’s about authentic leadership, playing to your strengths, and different styles of leadership than maybe what are stereotypically associated with men. It’s not just about being more like stereotypical male masculine models. And what can men then learn, in turn?”

Bringing men and women together

As one of the ten founding IMPACT partners for HeforShe, an important aspect of Aspire to Lead is that it brings both men and women together to work on gender equality together.

“When we did our session with Sheryl Sandberg, I bought all sort of books and I was handing them out,” said Fenlon. “I was talking to women colleagues and they were organizing Lean In circles, reading books, going to lunch and going to talking about it, going to conferences. And meanwhile what were men doing? Very little, is the answer.”

“I wrote in one of my blogs, ‘Is gender equality women’s work?’ Obviously, that’s rhetorical,” said Fenlon. “If we’re going to achieve gender equality, inclusive leadership, we all have a role to play here, and for men to become inclusive leaders, to fulfill their potential as a manager, as someone who can spot talent, who can bring out the best in others, who can bring out the best in a team, it means I’ve got to exercise self-awareness. I’ve got to look and acknowledge my blind spots. I’ve got to diversify my personal network. I have to learn to make sure I’m calling out all voices. I have to bring equality home.”

“The question is: who do you see…?”

“Aspire to Lead reflects our commitment as a culture,” said Fenlon. “We want students to have a really valuable development experience and in the process develop whole leaders, develop the leadership skills of students, help them prepare to launch their career, and to drive gender equality.”

Getting personal, Fenlon shared, “I brought my daughter to Hollywood Boulevard, and I took a picture of one star. You know these stars that have yet to be named? The question is: who do you see in that star? When you think about talent, when you think about a software engineer, when you think about a doctor, surgeon, accountant, lawyer, executive, venture capitalist, who do you see?”

Across the bottom of the symposium page for the Geena Davis Institute on Gender in Media, are the words: If she can see it, she can be it.

What Fenlon is driving at here is a critical complementary point. If we can all learn to see the potential of it already in her (or stop being blind to it), we can help her to be it, too.

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The Bamboo Ceiling Could Be Costing Business

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Woman-on-a-ladder-searchingBy Aimee Hansen

As we enter Asian-Pacific American Heritage month, we can say this about the bamboo ceiling: no matter the myriad of individual, cultural, and organizational factors holding it in place, it’s likely to be costing businesses.

As we look to Asian American women at the top of corporate leadership, Indra Nooyi, Chairperson and CEO of Pepsi Co (for a decade now), ranks #2 in Fortune’s 50 “Most Powerful Women in Business”and #15 in Forbes’“The World’s 100 Most Powerful Women”.

But Nooyi is the only Asian American woman represented in the Fortune ranks and joined only by Chinese-born Weili Dai, Cofounder-President of Marvell Technology Group Ltd, at #95 in Forbes list.

Catalyst data has shown that Asian women make up only 4.4% of manager and above level positions and under 2% of executive positions in S&P 500 companies and 3.7% of board seats. If you really want to know about successful Asian American women business leadership in the U.S., you have to look at a different list.

Self-Made Women Who Grow Businesses

In May, 2015 Forbes introduced a new women in business success list – “America’s Richest Self-Made Women” – which tells a different story about Asian women at the top of successful business ventures in the U.S.

Asian American women claim nine of the 50 spaces across various industries – including #4 (Jin Sook Chang – retail), #13 (Peggy Cherng – food), #14 (Thai Lee – tech), #15 (Neerja Sethi – tech), #21 (Weili Dai – semiconductors), #29 (Jane Hsiao – biotech), #30 (Jayshree Ullal – tech), #34 (Vera Wang – fashion), and #41 (Sachiko Kuno – pharma).

Nearly one in five of the richest self-made women are Asian Americans. Thai Lee’s SHI International is the largest female-owned business in the US according to Forbes and one of the largest minority-owned businesses.

The Wall Street Journal also sums up, based on a new report from the Center for Global Policy Solutions, that minority-owned businesses were “a key driver of business and job-creation”between 2007-2011, responsible for 72.3% of new jobs. The most dramatic shifts were among female entrepreneurs – and most of all, Asian Americans.

The number of Asian American women owned businesses increased by 44% and those hiring paid employees by 37.6% during that time, and these businesses also witnessed an uncommon growth in sales.

According to the center, catalyzing the share of businesses lead by minorities to mirror the minority share of the labor force would result in 1.1 million more businesses, nine million more jobs, and $300 billion in income for workers.

The under-representation of minority female leadership, and resulting missed financial opportunity, is not limited to entrepreneurship. It’s also present with the missing Asian American leaders in corporate America.

The Employee-Executive Gap

Last year, a diversity study across five companies entitled “Hidden in Plain Sight: Asian-American Leaders in Silicon Valley”by Ascend demonstrated that, as put by The Atlantic, “Asian Americans professionals aren’t being promoted”and that showed especially true for women.

The study found that while 27% of professionals across five major tech firms were Asian American, fewer than 19% of managers and less than 14% of executives were. But for Asian American women in the sample, only 1 in 285 were an executive (versus 1 per 201 for Asian Men, 1 per 123 for white women, and and 1 per 87 for white men).

The report states, “The ‘Asian effect’ is 3.7X greater than the “gender effect”as a glass ceiling factor. The Asian effect was measured at ~154% for both men and women. The gender effect was measured at ~42% for both whites and Asians.”

According to The Atlantic, “Rather than blatant discrimination, report coauthors Denise Peck and Buck Gee (and Janet Wong) say, this disparity is a result of implicit biases. They say that Asian Americans need to learn the leadership skills that corporate America values, such as adapting public speaking skills to fit their company, while the executives themselves need to learn how to best retain and promote Asian American talent.”

The Glass Hammer has previously written about the barriers of success for Asian women facing two ceilings (glass and bamboo) that add to a greater whole – barriers such as cultural differences and culturally internalized norms, cultural stereotypes and expectations, social perception and self-perception, and the imposter syndrome.

The report authors identify “three major Asian leadership gaps: a gap in awareness and expectations, a gap in role models, and a gap in behavior”and asserts that both Asian American professionals and companies need to take steps in closing these gaps that contribute to many professionals in “most successful racial group in the United States”from being promoted to leadership roles in tech businesses.

Jane Hyun, author of Breaking the Bamboo Ceiling, speaks to the misperceptions that can come from cultural factors such as holding back to show respect, as well as the importance of self-promotion. “…I realized it’s not just about working hard, but knowing how to communicate what you’re doing, having the right mentors and sponsors, and connecting with people in a way that people understand what you’re doing and the value of what you’re trying to achieve as well.”

Closing the Bamboo Gap

Forums such as The Asian American Business Roundtable, which held its inaugural summit in January, help to address the gaps. One of the specific objectives is to increase the visibility and presence of Asian Americans in the U.S. business area, and the summit included panel discussions with women trailblazers sharing insight on their success.

Where strong cultural gaps exist, the work needs to come from both sides, but one thing is clear: If nearly 1 in 5 of the most monetarily successful self-made women (read: bosses) are Asian American, then the potential for leadership in the corporate world is greater than what is being realized, and that’s a gap that could be costing businesses more than they think.

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Working hard? How is the teamwork at home?

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arguing-couple featuredLike cars, relationships shift up and down through three gear-like phases. To move ahead together, you need to learn to recognize which gear is needed and how to change your thinking and actions in each one. When you fail to shift, at the right time, your relationship will stall or, worse, come to a painful screeching halt. Sad to say, all too often women rising in today’s competitive workplace experience relationship challenges. Why? We tend to wear more “relationship hats” than our male counterparts but more importantly, married to a man or a woman doesn’t really matter if both partners work in high-octane careers law, financial service or technology firms.

All relationships start in 1st Gear. Let’s take a romantic relationship for example. You begin slowly getting to know each other, spending leisurely hours talking about what you like and don’t like, want and don’t want so you can become good friends or even mates. Then you reach a shifting point-for weeks you’ve been so obsessed with your “startup relationship” that friends and family are leaving messages, “Where have you been?” No, you didn’t move out of town or leave the planet. You’ve been in the preoccupying, all-absorbing, time-consuming 1st Gear of Relationship!
Committed, you shift to 2nd Gear, de-focus on each other and re-focus on the rest of your lives such as projects, deadlines, appraisals, promotions and bonuses. Productive and competitive again, you work long and hard to plan your wedding and pay for it, find a home and furnish it, fund IRAs or 401Ks, buy stock, and build your client base.

Ah, it seems like you’re accomplishing so much together but actually you’re accomplishing more and more apart with taking care of your new home, starting your family, dropping off kids and picking them up, babysitting for each other so you can attend meetings and take clients to dinner. Now you’re doing more and more separately so you have less and less in common. Division of labor is what you call it but loneliness is what it feels like. And what about your plans and dreams, the unique contributions you want to make in your lives? There’s no time or energy for that now. Increasing pressures, longer hours, more disappointments, misunderstandings and arguments until you reach a choice point.

Do you choose to shift to 3rd Gear together and find solutions? “Honey, we love each other dearly. What can we do to re-create our relationship? To make time to talk for hours like ‘the good ole days’, to get to know each other again, to plan and dream our future. Can we find a regular sitter and set up a date night? Or take a class or start a project we can share and enjoy?”

A quick overview:

1st Gear is for starting and keywords include: new, basic rules, safe/dangerous, right/wrong, good/bad, should/shouldn’t, have to/must. You need to downshift to handle change, expected or unexpected… to slow down to hear about your child’s day or study for your CFA exam. Or handle accident, injury or illness… a sick child, spouse, parent or friend.

2nd Gear is for producing and competing and keywords include: more-better-faster, win/lose, longer/harder, deadline, profit, bonus. Today we spend most of our time accelerating in 2nd Gear.
3rd Gear is for creating and innovating, co-dreaming and cooperating and keywords include: Aha! realize, discover, recreate, innovate and renew.

Yes, from time to time you’ll be in the same gear at the same time and will be learning together, producing together, or creating together. But sometimes you won’t and there will be Mis-Gear-Matches so it’s essential for you to not only recognize which gear you are in, but also which gear your partner, child or client is in. What their gear-needs are and shift gears to meet them.
Now that you know more about the Three Gears and when each is needed, it is time to begin shifting up, and down, at the right time in all your relationships so you can have more fun and romance. And feel more fulfilled together at work and at home.

Guest Contributed By Susan Ford Collins

Susan Ford Collins has been called, “America’s Premier Success and Leadership Coach” by CNN. Collins is also the author of The Technology of Success book series which includes, The Joy of Success: 10 Essential Skills for Getting the Success You Want, (October 2015).

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Change Yourself to Change the World

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Managing ChangeChange is pretty top of mind this week at theglasshammer.com as we prepare for our panel discussion tomorrow as part of our 5th Annual Navigating Your Career event ( no seats left, sorry!). The topic is “So, you want to be a change leader?” and we will chat with our panelists on how they have affected change when it comes to succeeding personally and improving things for people around them.

This is very close to my heart as I undertook a Change Leadership masters at Columbia University in the City of New York (I highly recommend this course to all executives, it is life changing. ) and a big part of the work we did there was using ourselves as tools of change by first understanding who we were, where are biases lie and looking at our appetite for challenging the status quo. That is what change work is! And you would be amazed at the levels of denial most people have around what constructs we all collude to keep in place.

So, start with you. Don’t say you want to have more diverse people in your team and then hire a man, don’t constantly look to men as the authorized experts on every topic and don’t discount yourself as the expert either. If you have got it, flaunt it as so many women I know are less aware than they should be off how equally or possibly more skilled they are than other counterparts yet are happy to defer to them.

Ultimately, it is about owning your influence to effect change!

By Nicki Gilmour, Executive Coach and Organizational Psychologist

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

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Why Real Executive Presence is Not Only About Making Impressions

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Smartly dressed young women shaking hands in a business meeting at office desk

When it comes to possessing successful leadership behaviors, C-Suite females rate themselves virtually the same as male executives. But having what it takes to be a leader and being perceived equally as one are different things.

In a recent INSEAD article, Dr. Caroline Rook shared that an investigation of 1,167 female and male C-suite executives revealed “no meaningful differences between the way men and women rate themselves on twelve leadership behaviors attributed to successful global leaders.” In fact, Rook found that in some industries women were more likely to self-rate rate higher than men did on emotional intelligence and team-building.

An Elusive Bridge Between Ability and Success

Experts may advise on how to cultivate it or even be aware of what detracts from it, but executive presence remains elusive. Fast Company has called it “the intangible career trait that you need to succeed.” It’s easier to recognize than describe. It’s been approximated with the words “gravitas”, “charisma”, and the ability to “command a room.” It’s also been called the “workplace X factor”. Executive presence seems to be a Gestalt mosaic of qualities exuded by select leaders which, subjectively perceived, makes their whole greater than the sum of their parts.

Silvia Ann Hewlett, Ph.D., author of Executive Presence: The Missing Link Between Merit and Success, told Fast Company that executive presence is “a measure of image – a dynamic mix of gravitas, communication, and appearance.” According to Hewlett and many other experts in this space, executive presence is the bridge you build between your abilities and advancing – because merit alone is unlikely to get you there.

“Executive Presence” Brings Men to Mind

In their study, “Understanding Executive Presence: Perspectives of Business Professionals”, researchers Gavin Dagley and Caderyn Gaskin explored executive presence through in-depth interviews with 34 Australian business professionals with expertise in the effectiveness of organizational executives.

The researchers concluded that “a person with executive presence is someone who, by virtue of how he or she is perceived by audience members at any given point in time, exerts influence beyond that conferred through formal authority.”

Because executive presence is easier to perceive than describe, the researchers began with asking the participants to nominate four people who they thought of as having executive presence, and from that point they explored what executive presence was.

71% of participants brought up and described male examples, women doing so (75%) even more than men (65%). None only brought up female examples. Some participants realized during the interview they were speaking only about men, and self-corrected to include women, but their initial inclination was already clear.

Are the Characteristics of Executive Presence impossibly male?

The researchers found that executive presence is to some extent in the eye of the beholder. One person may perceive an executive to have substantial presence, while others may be less impressed.

They also found that executive presence is not entirely impression-based, something a leader exudes from the first impression. Rather they found that sustained perceptions of executive presence were a sum of initial contacts and evaluations over an extended time of more exposure.

Of the ten characteristics of executive presence they identified, five were based on impressions during brief contacts which we would argue are heavily gendered making it tricky for women to be measured with the same yardstick since historical notions of status are just so, well, male?

  • Status and Reputation – an “initial aura of presence” based upon strong reputation, impressive networks, senior roles held, and significant achievements – “reputation” is the key word
  • Physical Appearance – appearance (“looking the part”), stature, and non-verbal body language such as posture, eye contact, and walk
  • Projected Confidence – displaying outward calmness, composure, and a sense of self, emotional intelligence, dignity, elegance, style, a “sense of authority” or charisma
  • Communication Ability – ability to communicate messages simply, clearly, convincingly and appealingly; effective use of voice; ability to make themselves heard
  • Engagement Skills – ease and manner in which executives engaged with others, with skills such as “eagerness”, “charm”, “apparent sincerity”, “quiet wit”, and “friendliness”
  • The other five characteristics were more evaluation-based and built over time and exposure and are more gender neutral, based more in substance and integrity than status and style. They included, for example:
  • Interpersonal integrity – acknowledging others contributions, “being inclusive”, remembering the last conversation with someone, showing the “human touch”, relationship-based interpersonal sincerity
  • Values-In-Action – acting in accordance with personal values, showing integrity –being “genuine”, “authentic to her values,” “courageous – speaks from the heart,” “tough-minded,” “authentic with follow through,” and “trustworthy”
  • Intelligence and Expertise – quality task-focused thinking, observed as “impressive intellect,” “knowledge in areas of focus,”“considered when expressing views,”“long-term insightful thinker,” “excellent judgment,” and “quiet wisdom”
  • Outcome Delivery Ability – ability to deliver key outcomes, including solid decision-making, commitment, being flexible, being energetic and hard-working, and achieving delivery through others
  • In many ways, these characteristics are more important to leadership than the impression-based, gender-biased measurements that have become attached to executive presence short-hand.
Gender and “Executive Presence”

Dagley and Gaskin found that “executive presence is located in the perceptions of audience members rather than being something inherent in the executive.” Executive presence might be the bridge to the executive office, but it’s also subjectively defined by who is present in it.

The research shows how women can more broadly build the bridge of their executive presence, how you can recognize existing strengths and fill in your own personal gaps. But how executive presence interacts with gender is embodied in the word. The most likely reason “executive presence” brings men to mind first is that men are over-represented in the corporate executive suite.

When will “executive presence” bring women right to mind?

When women have equal presence in executive roles.

That’s a bridge that requires collective organizational and cultural building.

By Aimee Hansen

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11 Ways Mentors Can Help You Succeed – And How To Get Their Help

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11 Ways MentorsMost successful women will tell you that mentors made a big difference in their careers. Their mentorship may not always translate into breaking through the glass ceiling, but mentors can help your work performance, help you achieve success in a company and also help you be more fulfilled in your work.

Here are 11 ways a mentor can help you during 4 general stages of your career:

Stage 1: Newbie: Your Mentors Help You Acclimate to a New Job or Work Environment:

1. Find Your Way and Learn the Rules: Bonnie Marcus, author of The Politics of Promotion, says, “The mentor can offer advice on how to best navigate in the new work environment and give information about the people and politics.” A mentor within your company can help you understand corporate expectations—both spoken and unspoken rules. They can point out mistakes if they see you in action. Your mentor can help you feel comfortable operating within that environment.

2. Identify your skill set and anything missing that you need to work on. In my second job out of business school, a mentor suggested I attend trainings in time management and organization, which helped me be more effective in my job.

3. Model what works: Ask your mentors to share their stories of what’s worked in their careers and what hasn’t. Learn from your mentors’ experience. Beth B. Kennedy, a Leadership Coach who has taught many Leaders how to begin a successful mentoring relationship, shares the success of a client whose mentor taught her “excellent delegation and time management strategies” that led to the client’s success and promotion.

Stage 2: Strategic: Your Mentors Help You Plan Where you are Going for a More Successful and Fulfilling Career:

4. Create a Vision: A mentor can help you think about where you want to go in the long run and what can help you get there. This type of mentor can be someone in your workplace, someone in your field, or more of a general business coach, perhaps even someone you hire.

5. Look for Resonance: A mentor or coach can help you assess how well your current environment fits your values, skills and interests. You will be happier with a job and environment that resonates.

6. Help you define success: Long term success is not only about what a company or environment defines as success. Says Amy Beilharz, former corporate executive turned serial entrepreneur and business coach shares that as women, group goals, our relationships and contribution to a larger cause are all important to feeling fulfilled in our careers.

Stage 3: Mobile: Your Mentors Help You At Key Decision Points

7. Solve Problems: You can turn to your mentors for feedback on any challenges you are experiencing, offering possible solutions to problems, as well as general strategies that have worked for them in similar situations.

8. Evaluate Job Offers: You may be offered a job within your own department, another part of your company or even your own company. Sometimes it’s hard to see all the ramifications of taking a particular job—both for short-term fit and also for its long term strategic value. A mentor can help you see all angles and evaluate the fit.

Stage 4: Successful: Your Mentors Help You Get Where You Want to Go:

9. Help You Network: Marcus says mentors can introduce mentees “to potential allies and champions.”

10. Get You Noticed: Beth B. Kennedy, a Leadership Coach who has taught many Leaders how to begin a successful mentoring relationship notes, “A current client of mine learned strategies from her mentor that led to her promotion. Her mentor taught her ways to raise her visibility in an authentic way.

11. Your Mentors Can Serve as Sponsors: Marcus points out that at the upper echelons, it’s not just about mentoring. To get promoted, women need sponsors who are willing to introduce their mentees to the right people and suggest them for promotion.

12. Look Outside Your Company: External mentors in your field can help you look beyond your company for opportunities. They may help you decide what you are looking for, introduce you to contacts of theirs, or even help you get into their own organizations.

Where to Find a Mentor? Cultivate mentors within your company and outside of it. Kennedy offers the possibility of someone “from a different department to add a more systemic and strategic perspective.” Your boss can also be a good mentor, depending on the person.

How to get mentored? Kennedy says that, “The best mentoring relationships take place when they’re not forced mentoring programs. A proactive way to get a mentor is to begin the process in a more unofficial way.”

How?

a) Identify someone who has been successful in your organization or field in a way that resonates with you or that has certain skills and relationships you’d like to emulate.

b) Get to know them. Kennedy suggests you ask for a brief meeting or coffee, nothing fancy.

c) Kennedy says, “Asses the synergy.” What does your gut tell you about the mentor? “Does the possible mentor have the time and energy to mentor?”

d) After a few casual meetings, Kennedy says you can then ask the person if they would be your mentor. “Share your expectations. Some of the best mentoring relationships my clients have shared with me are the relationships that meet once a month and the mentee brings questions and an agenda. The mentee needs to be proactive and discuss their needs.” It’s also a good idea to share articles on mentoring and “other best practices with your mentor.”

e) At some point you want to evaluate the effectiveness. Kennedy suggests an assessment six months or a year down the road. If it’s not working, you can thank your mentor and move on to someone new.

Don’t wait for someone to offer to mentor you. Start to think now about specific ways you want a mentor to help you and list people who might be of help. You can have more than one mentor at a time, too. Ask other women about their mentoring experiences, as well. And if your company has a mentoring program, find out how one gets chosen to participate. No one goes it along in the corporate world. The support of your mentors can be one of the most important determinants in your success.

Guest contribution by Lisa Tener

Lisa Tener is an author, trainer and four-time Stevie Award winner, including the Silver Stevie Award for Mentor/Coach of the Year 2014. Lisa serves on faculty at Harvard Medical School’s CME publishing course  and blogs on topics like how to choose a literary agent. You can also find her posts on the Huffington Post. Follow Lisa on twitter @LisaTener and Facebook.

Guest advice and opinions are not necessarily those of theglasshammer.com

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Why Working For a Good Company Makes a Big Difference

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happy man with womenI coach women across many firms, most in the financial services industry and most in a variety of roles and although there are very individual reasons why people come to me for coaching ranging from wanting to leave to wanting to stay and get a promotion and sometimes when they have been a casualty of a restructure. While the old adage “people leave managers not firms” is definitely true, I have to say that I more and more see people leaving companies due to the fact they just do not believe that they are getting the best ROI for their time and energy spent. For years, we were told that women do not ask for promotions and pay increases and this is frankly nonsense as they are asking in various ways but sometimes just not being heard due to systemic issues at companies that are less evolved.

In short, working for a progressive company makes all the difference as the water is provided for the fish of all types and no one is left grasping for basic air supply.

If you are looking to go further then consider getting a coach. Not all are created equal and I would recommend people with coaching certificates from good universities or else coaches with an organizational psychology background as they can help you spot the company’s good points and flaws on a systemic level so we are not just telling you to lean in. Isn’t it time that the companies leaned in?

By Nicki Gilmour, Executive Coach and Organizational Psychologist

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

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Is it time for a vacation?

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Beach-chairsAre you feeling overworked and not as productive as usual? Maybe it’s time for a vacation.

Science indicates that breaks help increase productivity and whilst short breaks during your working day may improve concentration, longer breaks and vacations can improve overall job performance. They help improve the state of our mental health by giving us better life perspective and making us more motivated to achieve our goals when we return to work.

So, my advice this week is to take more vacations, as recharging your batteries can make you more productive! On that note, whilst I’m on vacation in Florida, Career Tip will return next week.

By Nicki Gilmour, Executive Coach and Organizational Psychologist

Contact nicki@glasshammer2.wpengine.com if you would like to hire an executive coach to help you navigate the path to optimal personal success at work

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Apples-to-Apples, the Gender Pay Gap Exists

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money money moneyThis week we hit “Equal Pay Day” on Tuesday, a day which symbolizes the extra days women must work to make the same salary as her male peers did last year.

According to the Demystifying The Gender Pay Gap survey by Glassdoor, the biggest myth about the gender pay gap is that it doesn’t exist at all, as 7 in 10 employees across seven countries assumed men and women received the same pay for the same work. But even when narrowed down to an apples-to-apples comparison within companies, researchers found a significant gender gap exists.

The Apples-to-Oranges Gap

Every time the gender pay gap comes up, it seems we have the apples-to-oranges data and the apples-to-apples data. Apples-to-oranges data compares men’s earnings to women’s earnings without breaking down the factors at play.

The recent Catalyst data summary of Women’s Earnings And Income reports that in the U.S. in 2014, women earned 79% as much as men in annual earnings. Based on Census data of median weekly earnings in 2015, full-time working women earned 81% as much as men, but only 72% as much within full-time management, professional, and related occupations.

Data has shown that female income tends to level off around age 35-40, as gendered workplace penalties reach full swing, while male income doesn’t level until 50-55 years old. The American Association of University Women reports that “women are typically paid about 90 percent of what men are paid until around the age of 35, at which point median earnings for women start to grow much more slowly than median earnings for men. From around age 35 through retirement, women are typically paid 75 to 80 percent of what men are paid.”

This difference has a significant impact on women’s lives, resulting in an average of $10,800 less in annual earnings, or nearly a half million dollars across a career, and a dramatically lower retirement security (44% less median income) for longer-living women, which ultimately spells an economy issue.

The Apples-to-Apples Gap

In their recent survey, Glassdoor created apples-to-apples salary comparisons by factoring in “differences in education, experience, age, location, job title, industry and even company.”

In the U.S, they found an apples-to-oranges 24% pay gap, or that women earned 76% as much as men. When they controlled for age, education, and years of experience, the gap was 19%.

When they looked at the same job title at the same employer at the same location, the highly “adjusted”apples-to-apples gap was still 5.4% – women earned 94.6 cents on the dollar of her male peer sitting next to her.

For a full-time working woman at median earnings, that’s a $2,140 loss per year. But for a woman who earns $100,000 a year, the loss is $5,400 annually.

The “adjusted gap”also increased with age – 6.2% at 35-44 years old, 9.5% at 45-54 years old, and 10.5% at 55-64 years old.

Among industries, the “adjusted”pay gap for insurance was among the biggest at 7.2% and finance was 6.4%. Among occupations, C-Suite professionals had one of the largest gender pay gaps (27.7%).

Apples-to-Oranges Is Still a Gender Bias Issue

Gender bias is still a significant driver of an apples and oranges comparison – it’s a big factor of the context that makes the difference exist at all.

According to Robert Hohman, CEO of Glassdoor, “occupational sorting”explains 54% of the overall “unadjusted”pay gap – the sorting of men and women into different industries and different roles in the economy, through non-subtle and subtle societal influences.

Education and experience were minor factors of explanation (14%). In fact, an April Gender Pay Inequality report from the U.S. Congress Joint Economic Committee stated, “The typical woman with a graduate degree earns $5,000 less than the typical man with a bachelor’s degree,”and that “women’s median earnings are lower at every level of education.”

Sincerity Is Transparency

The gender pay gap has been stagnant for the last decade 2006 to 2015 (change was 20 times faster in the preceding decade) and is not except to close until 2059.

Recent executive proposals by President Obama to target the gender pay gap by having the Equal Employment Opportunity Commission collect companies salary data has prompted reactions of government overreach, but the overall intention is to get targeted with a persistent problem.

As long as the persistent gender gap belongs to everyone, it belongs to nobody, and that’s why transparency matters. 70% of employees feel salary transparency is good for employee satisfaction and for business.

Certainly, a pointed finger sparks transparency, especially if it’s being pointed publicly or by shareholders, and especially if there’s nothing to hide. With the recent Glassdoor finding that female computer programmers experience one of the highest “adjusted”occupation pay gaps at 28.3%, the big names in Tech have been coming out to champion their equal pay.

On Monday, both Facebook and Microsoft announced publicly that men and women earn equally at their companies. Amazon and Apple have publicly stated similar findings based on employee pay surveys, prompted by shareholder proposals requesting disclosure of pay equity assessments, filed or co-filed by Pax World. Intel also shared their equal pay findings recently.

Now what if companies began to feel the same external pressure to disclose their C-Suite pay findings around that whopping 27.7% discrepancy?

When it comes to the gender pay gap, it seems the only real language of sincerity is indeed transparency, and companies have the chance now to use it.

By Aimee Hansen

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