Business Travel to China: Dos and Don’ts

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Woman travelling - airport

By Gina Scanlon

China has proven itself to be a leading economic giant that continues to grow exponential sources of revenue for companies in the United States. VP of research for the Global Business Travel Association, Joe Bates, states that China is expected to surpass the U.S. as the world’s most dominant business travel market by 2016. Which is why learning more about their business culture may prove fruitful for managers and executives traveling to the Asian continent.

Westerners traveling to China on business sometimes have an unsettling feeling that they’ll do or say something potentially embarrassing or offensive without even realizing it.

It happened to management consultant Scott Margolis while making a video presentation to a room of Chinese credit card executives in Shanghai. “As I hooked up my laptop to the projector, a desktop photo of my three children went on the screen for 20 to 30 seconds while I was looking for something in my computer bag,” he recalls about the 2007 incident. “The room got very quiet.”

This is something that would go without a second thought in the western world, but displaying a family of multiple children in a country that only allows one child per family came off insensitive, and even worse, possibly insulting. The country has since begun to loosen this particular rule, but nonetheless, situations like this should be avoided at all costs.

Here are a few pointers to keep in mind before you arrive.

Business Etiquette Tips
  • Punctuality is extremely important. Being late in Chinese business culture is an insult.
  • When either handing or receiving something to another, it is customary to do so with both hands, and with a slight bow.
  • Patience and politeness is important, and it is customary for Chinese executives to make business decisions slowly. So be prepared for a bit of possibly long-winded pomp and circumstance at the beginning of your business talks. You may be asked to give a short speech as well, so go prepared. Do not interrupt a fellow business partner during conversation, as it can be seen as pushy and impatient.
  • Refrain from touching anyone’s head at any time, as the head is considered sacred.
  • Learn how to use chopsticks correctly. When putting them down, do not put them parallel on top of the bowl, or inside the bowl. Placing them in the bowl is considered insensitive as they resemble joss sticks (incense), which are used in religious ceremonies.
  • It is customary to try a piece of every dish if you do not have any allergies. Failure to do so will come off rude. But make sure you don’t take the last piece of anything as this can come off greedy.
  • Remove your shoes when entering private homes and temples.
  • If you are handed a gift, it is customary to show appreciation, but save opening it for later to show good taste. And if giving a gift, avoid clocks or books. ‘To give a clock’ in Mandarin sounds like ‘attend a funeral’ and to ‘give a book’ sounds like ‘delivering defeat.’
  • Don’t write anything in red ink, as it is used for letters of protest.
Transportation and Traveling Tips
  • For translation help, Pieco is a popular free app, and only costs $14.95 to purchase the optical character recognition function for your iPhone. For example, you can use your phone to get an instant translation of a Chinese menu item with this feature.
  • This one may come as a surprise, but toilet tissue is rarely available in public places in China, so make sure to bring your own.
  • Pack a multi-device charger, like a Chargepod, for your journey.
  • If you hold a U.S. passport, you won’t need a visa to enter Hong Kong if your trip is under 30 days. But you will need a visa for mainland China. You may need a multiple-entry visa depending on your travel plans.
  • According to CNN.com, taxi drivers in Shanghai are burdened with small bills. They prefer the jingle of coins, which seems to be the opposite sentiment from the United States. However, in northern in western China, market vendors prefer paper money and may reject coins.
  • If you are required to leave the major cities, be advised that there will be limited signs in English.
  • It is advised to take a business card from your hotel’s front desk upon arrival, which will have the hotel’s address in both English and Chinese, which can help with cab rides.
  • Your usual health products can be challenging to find in China, as they are mostly in Chinese, so you may want to ask your GP to prescribe an infection-fighting drug in case you may need one. Imodium may also prove helpful due to the difference in ingredients in the cuisine you may be used to.

Hopefully these tips will help make your time in China successful and stress-free. Knowledge is power!

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Career Tip Of The Week

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working from homeChanging companies? Do benefits and company policy matter in this decision?

Yes. Due to the USA having the same maternity support as Papua New Guinea ( i.e. very little), it is essential that you choose an employer in the USA who offers maternity leave if you are planning in the short, medium or long term to have kids. Check leave for adoption, spousal leave etc and remember that there are companies who operate with excellent leave and offer support around re-entry and flexible work. For any country in the world- check for additional perks and cultural norms around time off.

Welcome to Career Tip of the Week. In this column we aim to provide you with a useful snippet of advice to carry with you all week as you navigate the day to day path in your career.

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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Despite Our Bias Against Them, Gallup Says Females Make Better Managers

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women shaking handsGallup has polled Americans on their male or female boss preferences for over six decades now. It took until this century for “no difference” (46% in 2014) to consistently become the top answer– an answer which men (58%) are much more likely to express than women (34%).

During all previous years of the study, it’s no big surprise that preference for a male boss took the top spot. Among those with a preference today, men and women still prefer male bosses.

Among men, 14% prefer a female boss and 26% prefer a male boss – which means that among preferring men, 65% pick a male boss. Among women, 25% prefer a female boss and 39% prefer a male boss – which means that among preferring women,61% pick a male boss.

Women are more likely than men to prefer a female boss, but also more likely to prefer a male boss. Gallup points out that total preference for a female boss has never surpassed 25%.

Gallup indicates one of the measures that may contribute to the female boss bias is still too few female bosses. Only 33% of respondents currently had a female boss. But “those who have a female boss are more likely than those with a male boss to say they would prefer a female boss if they got a new job (27% vs. 15%, respectively).”

The Bias Behind Our Preferences

A recent study by Powell & Butterfield published in the Journal of Vocational Behavior sought to understand what drives preferences around male or female bosses, or the lack of preference.

The researchers note that the overall male bias is likely a complicated mix of pervasive gender stereotypes, leadership traits being associated to men, role congruity, societally conferred male status, and think manager-think male prototypes. Other sources speculate female preference in particular for male bosses may lie in fear of the “queen bee syndrome”, bullying by other women, reports of increased stress when reporting to female bosses, or that women bosses get penalized for supporting other women’s career advancement.

But the researchers wanted to investigate how gender identity plays a role in preferences. They asked 455 undergraduate (median age 20) and part-time MBA students (median age 36) about their boss preferences and had them complete a tool that measures gender identity, or to what extent people identify themselves as having (stereotypical) “masculine” traits and (stereotypical) “feminine traits.

Similar to Gallup, they found the majority of participants had no preference about the sex of their boss. But sex-typed respondents (those self-identifying either highly masculine or highly feminine based on stereotypical traits) were more likely to express a preference – and that preference was likely to be consistent with their own gender-identification.

“Feminine” respondents preferred a female boss more than “masculine” ones. “Masculine” respondents preferred a male boss more than “feminine” ones. “Undifferentiated” or “androgynous” respondents, less defined personally by gender, were less inclined to express any preference for their bosses too.

According to Powell, “Our study supports the similarity attraction paradigm that suggests people are more interpersonally attracted to the idea of working with and being around people whom they see as being like themselves.”

If we extend these findings, our preferences or lack of them for the sex of our boss may reflect something about how we gender-identify within. It would seem that more strongly embracing our own feminine traits could open us up more to embracing female bosses.

Women are Better Managers

There are a lot of reasons to embrace female leadership. A recent Gallup “State of the American Manager” report focused on, despite the male boss bias, “why women are better managers than men.”

Fostering Engagement

Gallup found female leaders (41%) are more engaged than male leaders (35%), and make more engaging bosses. This enables them to lead high-performing teams.

The report found “Employees of female managers outscore employees of male managers on 11 of 12 engagement items.” Employees who work for a female manager are more engaged (on average 6%). The highest engagement levels are among female employees reporting to female managers (35%) and the lowest engagement is among male employees reporting to male managers (25%).

Cultivating Potential

Gallup found that employees who report to a female manager rather than male manager are 1.26 times more likely to strongly agree that “There is someone at work who encourages my development.”

The report noted, “This suggests that female managers likely surpass their male counterparts in cultivating potential in others and helping to define a bright future for their employees.”

Another aspect in which female bosses shined was in attention to employee progress. Employees reporting to a female manager are 1.29 times more likely to strongly agree that “In the last six months, someone at work has talked to me about my progress.”

According to the report, “This suggests that female managers, more so than male managers, tend to provide regular feedback to help their employees achieve their development goals.”

Providing Recognition

When employees do make progress or realize achievements, female managers are more likely to acknowledge it too. The Gallup study found that employees reporting to a female boss are 1.17 times more likely to strongly agree that “In the last seven days, I have received recognition or praise for doing good work.”

According to the report, “In addition to encouraging associate development through regular conversations about performance, this suggests that female managers surpass male managers in providing positive feedback that helps employees feel valued for their everyday contributions” and they are more likely “helping their employees harness the power of positive reinforcement.”

“Overall,” the report states, “female managers eclipse their male counterparts at setting basic expectations for their employees, building relationships with their subordinates, encouraging a positive team environment and providing employees with opportunities to develop within their careers.”

Gallup’s recommendation? Companies need to get more female managers in place through use of the great hiring and promoting equalizer of, wait for it: “talent.”

Overall, many advantages exist to having a women as your manager. It’s time both men and women took stock of them.

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Career Tip Of The Week

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People around a laptopThis Week’s Tip Is….

Know the difference between a stretch assignment or an opportunity to develop your skills and over-promising work that you don’t have time, support or perhaps the skillset to do since this affect your reputation.

Work with your boss and sponsors to secure useful projects or tasks that are supported. Ask yourself about time, skills and institutional support as a checklist before you say yes.

Welcome to Career Tip of the Week. In this column we aim to provide you with a useful snippet of advice to carry with you all week as you navigate the day to day path in your career.

By Nicki Gilmour, Executive Coach and Organizational Psychologist

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

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Career Tip Of The Week

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thought-leadershipThis Week’s Tip Is…..

Beware of job myopia. Do you know the bigger picture?

Becoming a Leader or a senior executive usually requires having a holistic and bigger picture view of the business and the industry that you are working in.

When meeting with someone in your firm or a client, remember to ask broader questions that can advance your knowledge in this area as well as talking about the direct issue at hand.

Welcome to Career Tip of the Week. In this column we aim to provide you with a useful snippet of advice to carry with you all week as you navigate the day to day path in your career.

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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Six Ways to Advance Your Career by Leading “Like a Girl”

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woman-office-spaceAs you advance in your career, you may find yourself tempted to mimic examples of “traditional” leadership. In other words, consciously or not, you may strive to be more independent, commanding, dominating, unbending, and yes, masculine.

Generally speaking, women think, relate, motivate, and assume responsibility differently from men. But if you’ve ever considered your natural leadership style a liability, think again. As the popular Always campaign demonstrates, doing anything “like a girl” should be a point of pride. (It’s time to free yourself from any lingering notions of joining the “old boys’ club.”)

In a connected global marketplace that’s driven by engaging communication, collaboration, and collective buy-in, many “feminine strengths” (which, to be fair, many men also possess and use quite effectively) are suddenly in high demand.

That said, here are six suggestions to help you tap into the power of feminine leadership.

First, gain a better understanding of your feminine “power tools.” No doubt about it: Traditional models of powerful leadership (think command and control) are on their way out. Meanwhile, a more flexible, inclusive incarnation of power — one that comes naturally to women — is becoming more entrenched.

Gloria Feldt, one of the coauthors of my book Leading Women, says instead of pursuing “power over,” women prefer to think in terms of “power to.” Yes, your team may accomplish enough with a dominating leader—but they’ll accomplish more with one who helps them tap into the power to accomplish, grow, and use their individual and collective strengths.

Speak up more often. Many female leaders consciously marshal their words so as not to be perceived as “too chatty” when there’s an important job to do. But actually, research suggests (and you may have noticed yourself) that men speak more at meetings. My coauthor Claire Damken Brown, PhD, points out that when women talk, we provide details and seek cohesion, so as long as you keep your responses focused, don’t feel that you have to be “strong and silent” to be an effective leader.

Don’t keep it all business, all the time. Women’s emotional intelligence makes us natural connectors. Use that skill to your advantage. When you allow yourself to “get personal” and nurture your relationships with team members, you will put them at ease, positively impact their motivation and engagement, and strengthen their loyalty. I love my coauthor Birute Regine, EdD’s, perspective on feminine emotional intelligence. She says it’s not a “soft skill” at all and is actually quite hard to acquire if you lack it. (It’s not the kind of thing you can master in an afternoon seminar!)

Take your place at the podium. Even if you dread speaking in public, I urge you to actively cultivate this skill. My coauthor Lois Phillips, PhD, points out that in today’s business world the podium is truly the “head of the table.” It’s a place to build credibility and expand your audience. Take advantage of women’s natural tendency to share information that empowers others and to connect with your audience by noticing and responding to their nonverbal cues.

Collaborate your way to the next level. Collaboration is definitely a buzzword these days — but as many leaders have learned the hard way, there’s a lot more to it than simply asking a group of people to sit at the same table and work together. Birute Regine, EdD, says that women are great at up-leveling group work to something greater than the sum of its parts (a real phenomenon called “collective intelligence”). This is because we emphasize turn-taking, equality, empathy, and respect for others’ opinions — conditions that must be present in order for group members to feel comfortable expressing outside-the-box opinions and taking risks.

Bring other women on board. If you’ve attempted to reach success as a rugged individualist, you know the journey can grueling, lonely, and maybe even lacking in satisfaction. Good news: It’s okay (and encouraged!) to tap into women’s collective power. For millennia, women have relied on their “sisterhood” for advice, support, and help. And today, I see a genuine women-helping-women movement taking shape. In business, in philanthropy, in our communities, and more, women are consciously joining forces to cocreate, to give one another a leg up, and to make life richer and more fulfilling.

So be vigilant for opportunities to join forces with other women. Offer others your time, insight, empathy, and aid — and accept those things in return. I truly believe when enough “hands that rock the cradle” join together, we can help rule the world.

Male or female, building a successful career isn’t easy. So, women, don’t force yourself to be what you’re not. I, for one, am excited that the changing face of leadership is displaying more and more qualities that are traditionally feminine — and optimistic about what this means for women’s future in business.

Author Bio

Nancy D. O’Reilly, PsyD, is an author of Leading Women: 20 Influential Women Share Their Secrets to Leadership, Business, and Life and urges women to connect to help each other create a better world. As a clinical psychologist, motivational speaker and women empowerment expert, O’Reilly helps women create the satisfying and purposeful lives they want to benefit themselves, their families and their communities. To accomplish this, she devotes her energies to fulfilling the mission of the Women Connect4Good, Inc. foundation, which benefits from her writing and speaking services. O’Reilly is the founder of Women Connect4Good, Inc., and for seven years she has interviewed inspiring women for online podcasts available on her website.

For more information please visit http://www.drnancyoreilly.com and follow the author on Facebook and Twitter.

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Addressing your skill blindspots | Career Tip Of The Week

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Women workingThis Week’s Tip Is….

Addressing your skill blindspots.

Many people who I coach talk to me about gaps in their professional development ( either their firm doesn’t provide it or there is something specific that they want to develop that isn’t necessarily easy to learn in a course).

Make a list of the tasks or areas that you feel you need to be better at. Writing it down ( identifying it) is the first step to making a plan.

By Nicki Gilmour, Executive Coach and Organizational Psychologist

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.

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Sallie Krawcheck, CEO of Ellevate speaks at Barnard College

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Sallie KrawcheckSallie Krawcheck, for those who don’t know, is now the CEO of Ellevate – a women’s professional network, with its tens of thousands of women members around the world formerly known as 85 Broads. She seems almost archetypal as she tells her story, in a wood-paneled room at Barnard College earlier this year (February 2015), where she is speaking to a group of young would-be entrepreneurs. Confident, laid-back and very funny, she describes her dramatic trajectory in the world of finance. For those of you who don’t know Sallie’s journey; she graduated from UNC Chapel Hill, and got a job on wall street, did an MBA at Columbia and before long was Institutional Investor magazine’s top-ranked equity analyst.

Integrity has always been important to her and her guidance to the firm of which she had become CEO, Sanford C Bernstein, was cited as a major reason why this firm withdrew from the underwriting business. This was one of the decisions that caused Fortune to identify her in 2002 as “The Last Honest Analyst.”

Chutes and Ladders

From there she began her swift ascent. Krawcheck seemed for years after to have a golden career. She was tapped for top leadership at the major banks: from Smith Barney to Merrill Lynch to US Trust. Others followed: In 2005, Forbes named Krawcheck as number seven on its list of The World’s 100 Most Powerful Women. Most recently, Krawcheck was named #9 on Fast Company’s list of the 100 most creative people of 2014.

But it was not all a clear flight path. When a commentator at a recent lecture of hers, at which she shared her insights for younger women who wish to learn from her journey, pointed out that Krawcheck “rose faster and higher than any woman on Wall Street,” Krawcheck replied, with disarming candor, “and fell.”“I rose swiftly and I fell….It isn’t all a straight line. And you will fall – get back up. I just refused to go away.” Krawcheck expanded further on the idea of resilience as a necessary quality for women in leadership. But often women don’t, her questioner pointed out– they might take a setback or professional rejection personally, or feel demotivated. Krawcheck conceded: “It hurts. I ran Smith Barney – I was fired from that. I’m the only woman who has been fired on the front page of the Wall Street Journal two times. It hurts.” Krawcheck continued, “To me you live one life,” she went on, pushing back gently, in a way that felt quite inspiring. “You get one opportunity. You grab it with both hands – the worst thing that can happen is that you fail. To me that is not such a bad alternative.”

She notes that her worst day is better than the days of 99% of the rest of the world. “When you have that lens,” she concludes, “it is not “poor me.” It gives you perspective when you keep in mind where the rest of the world is compared to our good fortune.”

Best Advice

Krawcheck shared three insights, in addition to work your tail off.

Number 1: “Network, network, network.”

She points out that young women say, `“I don’t want to use a connection – I just want to be recognized for myself.”’ The assumption, “”If I just keep my head down and do good work I will be recognized” is, Krawcheck warns, a common myth among women. “There is no HR fairy godmother”,” she declared to roars of laughter and applause. “Who you know is what you know,” she emphasized. “The guys know a lot of people. We need to know a lot of people.” She presents fascinating data that reveal that women don’t see the power of networking until their 30s – by which time the men have moved ahead.

Number 2: “Keep Learning”

The number of women her age, she says, who proclaim, “Oh I don’t get Facebook!” “Well, Facebook is not going anywhere,” she remarked drily, to more laughter. Or “I’m not on LinkedIn” – to which she retorted, “Why? You don’t want anyone to find you?” She pointed out that her ability to find and acquire Ellevate depended on a chain of ten connections.

Number 3: “Avoid Groupthink”

The third insight that she shared that day, is that groupthink is bad for the bottom line, and that in her opinion diversity helps cure groupthink. Bankers, she says, did not see the bubble coming because they were all invested in the groupthink about the sector.

Krawcheck states “Diverse teams lead to higher return on capital, lower risk and greater long term focus. Diverse teams outperform smarter teams. “

Number 4: “Share Information”

Finally she shared the insight that Ellevate’s research shows that women seek different rewards from work than men do. “Meaning and purpose” is number one for women – money is number four. So she suggests that a goal of companies that want to retain and promote women should be to bring “meaning and purpose” into their mission. She comments, “If these institutions were about meaning and purpose, not just money, It could change everything. We are not finding it [these values] in existing companies so we are creating them, and they are amazing.”

She believes that women also need community and companies need women to be in community, and she concluded that when women are in networks such as Ellevate, in which they can share information and knowledge. Sallie quoted a reduced attrition rate for these women compared to that of their peers due to network participation.

Now Krawcheck, who has been at the head of many of these traditional models of a business, is running a 21st century disruptive model, that seeks to combine revenue generation with a transformational mission of identifying and boosting women’s ventures. She is now putting these “Aha!” insights into real time practice; and this kind of project and message, as it moves ahead alongside that of other women pioneers with aligned insights – indeed“could change everything”.

By Guest Contributor Naomi Wolf on behalf of the Athena Leadership Center, a partner of theglasshammer.com

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Making Success Stick!

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women salesGuest contributed by Wendy Wallbridge

There’s no question that women have achieved success in today’s business world. More than half the work force now is female. The familiar “Rosie the Riveter” poster, created in 1942 to help America visualize women in the work force, is an historical artifact now. There is no need to create an image. All we have to do is open our eyes.

But while women have succeeded in numbers, we still do not attain the higher rungs of the success ladder. Few of us climb higher than middle management. As Sheryl Sandberg aptly points out, “Women are not making it to the top of any profession in the world.”

It would be easy to lay the blame on external causes. Systemic sexism persists; we know that. But without making it about “them,” what, first of all, can we women do to understand the challenges that we face, and secondly, what can we do to create change for ourselves and in the system as well?

While there may be external forces at work, if we’re honest, we must acknowledge an internal monologue that holds us back. Somehow we believe we need to continue to prove we have earned the success we have achieved. Even when we succeed, even when we have the coveted job, we seem to think we still need to apply for it. We tend to think there is someone more well-suited for the opportunity, we dismiss our value-add, we opt out, we wait and see.

Not just our mind, but our wiring—our neuro-circuitry—works against us in this regard. Ironically, while women generally have better memories than men, helping us to multi-task, we also tend to hold on to past failures and ruminate to our own disadvantage. We “stew” in the soup of our imagined shortcomings. As neuropsychologist Rick Hanson says, human brains “are Velcro to bad experiences and Teflon to good experiences.” Unfortunately, that is especially true of women.

It turns out, it takes concerted effort to make positive experiences “stick.” Hanson encourages his clients to “marinate” in positive thoughts by consciously dwelling on the good stuff: happy experiences, satisfaction, joy, for ten to twelve seconds. Evolving neuroscience shows that a practice of this sort (mental activity which stimulates reward neurotransmitters dopamine and natural opioids) stimulates a general “brightening” of the mind. As Hanson says, “neurons that fire together, wire together.” By changing mental activity, by working at making the positive sink in, we can change our neural circuitry, and in turn change the way we think.

The solution for women in the workplace is to target that technique on work experience: Women need to learn how to internalize the successes they have. Re-story their narrative. Re-engineer their mental and emotional wiring. Lay down new neuro-circuitry.

Here are some ways to do that:
  • Keep a Kudos File

Record the progress you make, first in your own words, in a file, along with any acknowledgement you receive from others of your “wins,” whether big or teensy. Archive all emails like: “Hey you killed it at that meeting!” “Great presentation!” “Your execution on that project was flawless.”

  • Stage a Mental Intervention

When you catch yourself speaking to yourself in ways that make you feel small, have a mantra handy that reminds you of who you really are. Say, “I am gracious, magnanimous, a wise leader!” Pause and allow those words to percolate through your mind.

  • Track Your Gains and Appoint an Ally

Identify one valued workplace behavior you want to increase, like speaking up more in meetings, and make note in a document file every time you do it. Then ask a trusted co-worker to point out your progress and also to let you know when you do “that thing” you’re trying to change: being defensive, trying to prove yourself, speaking pessimistically, whatever it may be.

  • Create Community

Form a professional women’s circle of four to six colleagues to support one another in your development and provide honest feedback and encouragement for each other. We need to be heard and hear that we’re not alone in our challenges. Give that meeting a regular slot in your schedule, and stand by it.

  • Embody it

As your head hits the pillow mentally scroll through your day, intentionally focusing on anything you are proud of that happened that day, whether big or small, and allow yourself to really feel the success in your body.

If these suggestions seem simple, good! Just know that they are not simply “helpful hints” but are potentially powerful tools, based on brain science. By changing the way we frame our experience in word and thought, we affect our wiring. We can change the way we think. And if workplace mindset really plays a part in holding women back, the good news is, we can change that.

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

Wendy Wallbridge is a strategic advisor and pioneer in the coaching field. As the founder and principal of On Your Mark Corporate Coaching, Wallbridge works with Fortune 100 leaders and teams at organizations such as Intel, Apple, Wells-Fargo and Hewlett-Packard, among others. A popular Tedx speaker and producer of both the TEDxSandHillRdWomen conference and the Women’s Evolutionary Leadership Forum, Wallbridge has earned a reputation for establishing breakthrough conversations that enhance the way women work, live, play, and contribute.She regularly presents to organizations such as UC Berkeley Haas School of Business, the Professional Business Women’s Conference, The Commonwealth Club, Women in Technology International, The Women’s Leadership Forum and the 3% Conference, and also teaches an annual “Leading with Power & Grace” six-month group coaching series for women. For more information, please visit www.wendywallbridge.com.

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All jobs have tasks that we prefer over other tasks | Career Tip Of The Week

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women salesThis Week’s Tip Is…..

All jobs have tasks that we prefer over other tasks. Be honest with yourself, how strategically important are the tasks that you are avoiding? If they rank highly either for your current role or as a development skill, then 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.

By Nicki Gilmour, Executive Coach and Organizational Psychologist

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