Op-Ed: Disillusioned by the 9-5? Entrepreneurship Could Help You Have Greater Impact.

,

Leena Bakshi McLean As women who go to work every day with a passion to create change and impact in the world, navigating the workforce can be difficult and often lead to cynicism, burnout, and disillusionment. It’s easy to forget why we took the job in the first place, especially when we get too removed from the impact we’re trying to create. I’ve been there too, and it was my own disillusionment that led me to quit my 9-5 job and try another route.

In fact, entrepreneurship was the tool that allowed me to pursue solutions to a problem I cared deeply about—equitable education—without all the red tape and obstacles associated with working in school districts. If you find yourself feeling discouraged about the impact you’ve had (or haven’t had) at your job perhaps now is the perfect time to also consider another route. These are the steps I took in evaluating my transition from my role as a teacher and an administrator to one of founder and executive director.

Know When It’s Time to Go

Science Technology Engineering and Mathematics (STEM) education has always been my passion; my mom would say it was ingrained in me as a child when my grandfather would read calculus textbooks instead of literature to me. I started as a Biology, Algebra and Health teacher before becoming a program director for science at a County Office of Education in California. It was the perfect role to work with districts on a holistic level, researching systems change, fostering teacher leadership, and encouraging teams to look at equity within their district programming. I finally had the opportunity to run science programs at the county and state levels. I thought it was my dream job, and it was until I realized that my programs were not serving every student in the county.

I saw so much racism at play in my school district that I couldn’t ignore the ways it directly impacted students and their ability to flourish. The tipping point came while planning a computer science fair for the students at the court and community schools. Several supervisors spoke up about security concerns—they thought we didn’t have enough security to “manage” certain students. They recommended that we un-invite these students to the fair.

When the team I was on spoke up about the drastic inequity and the blatant restriction of access to our students from the court and community schools, we ruffled feathers. Although we were eventually able to allow the students to attend the fair, my colleagues and I were penalized for it by getting passed up for promotions, having our teams separated, and dealing with supervisors doing “cubicle walk-throughs” to police the staff. This is when I knew that politics and power were being prioritized over students. I had to ask myself: will I sit down in compliance or stand up for justice?

As you plan for the year ahead, take stock of what’s keeping you from having the impact you desire at work. Is it a similar situation where politics are at play and the power of a few is being prioritized over the mission? Is that you just have a few roadblocks in your way that a manager could help remove? Is that you’re in the wrong role or on the wrong team? Trace back your disappointment to see if it’s time to make a shift internally or if it really is time to go.

Consider Your Next Step

Despite all this drama behind the scenes, I loved working with every group of students and helping teachers increase access to quality and equitable STEM education. I knew I wanted to stay in my professional field, so I looked for other similar positions to fill the void created by my 9-5 role. However, none of the potential jobs combined STEM and social justice. This was important to me because I would often end up in professional development where the two topics were seen as separate entities in education. I knew combining the two was key to my mission of creating equitable education. When I couldn’t find what I was looking for, I decided to be the first to create it and jumped into entrepreneurship to do so.

So what will your next step be? Perhaps it is simply making the ask of a manager to provide more support and lessen obstacles. Perhaps it’s looking for a new role. Perhaps it’s even approaching the issue you care about from a new angle. For example, if you work for a nonprofit, are there for-profit organizations you could apply to for a different approach?

If you’re completely roadblocked at your current role and no other job fits you or you find yourself compromising your values and passions for a job, then maybe it’s time to take a leap and try entrepreneurship.

Set Up for Impact

If you’re considering entrepreneurship as your next step, welcome aboard! Entrepreneurship has been a difficult journey, but in retrospect, I would not trade this life for anything else. I do what I love with the people I love, and I get to stay true to my values in the meantime.

If you decide the risk is worth the potential impact, you can set yourself up for impact with the following steps:

  • Strengthen and Reinforce Your Vision: When you find yourself at a crossroads where you have a vision and you want to make a change, and you can’t do it in your own context or another organization, I recommend “dreamstorming” what it would take to carry out this vision. That’s how STEM4Real started: as a vision that is now an educational movement, making STEM #4Real for each student.
  • Own Your Voice: Once you have your vision, you’ll need a strong and distinct voice to share it. Whether it’s online and in marketing materials, in sales meetings, or at networking events, you want to be able to share your vision consistently and with conviction.
  • Seek Other Values-Aligned Organizations in Your Field: I am so inspired by the work we see from our partners, fellow organizations, and other entrepreneurs. Seek out other people and groups who are doing similar work, guided by values that match yours. That community and connection will be invaluable.

Going at it “alone” or from the outside isn’t always easy. But if you’ve tried the traditional 9-5 path and haven’t been able to create the impact you want, consider this your invitation to weigh the possibility of entrepreneurship as the path to impact.

By: Dr. Leena Bakshi McLean is the founder of STEM4Real, a nonprofit professional learning organization committed to combining STEM and NGSS standards-based content learning and leadership with principles of equity and social justice. She is a former county and state-level administrator and mathematics, science and health teacher with research interests in Science/STEM education and figuring out how to create access and opportunities for each and every student regardless of race, ethnicity, religion or socioeconomic status.

(The opinions and views of guest contributions are not necessarily those of theglasshammer.com)

/by

Five Actions to Take to Manage Your Career Better in 2023

, ,

Nicki GilmourSo far, this decade has been a rollercoaster for professional women. Everyone has been inundated with large amounts of work to get through, while all sorts of moving targets and complex constraints to deal with just keep coming. A potential hit to the economy looms as the usual cyclical market downbeat slides to recession with layoffs already starting. Dovetail this with almost everyone having a really long, hard think about their values over the past couple of years, and the unanimous request from all workers in every survey ever done to have more flexibility, we should be set up for the most interesting years to come on the topic of work, career and what is professionalism.

Normally we write a year-end review piece, which we have written for the past fifteen years, detailing progress for professional women and examining trends that matter, and it was implicitly assumed that progress on parity had to be linear. Now we know the real issue is overwork and outdated ways of working for all. Perhaps this is what changed the game for us here at theglasshammer as we realized that battling an old system, and defining ourselves and our success by the standards of that system, is not the only way to look at it with the latest UN women report stating unsurprisingly that the goal of gender equality is not on track to happen by 2030.

The glass ceiling is still there for all the legacy and structural reasons we know about, but overwhelmingly people have been open about multiple realities and having multidimensional lives. Assimilation, sacrifice and silence is not trending right now and in a study conducted on work identity by Kathryn Boyle at the Glasgow Caledonian University (UK), Gen Y are not feeling like their narrative arc in their career has to be as cohesive as others did in Gen X and Boomer generations. This means the career ladder which we have written about extensively is somewhat less powerful a construct than it has ever been, and the ceiling, or rather the structures and rules that held the game together, are being replaced with people choosing to leave to play other games or ignoring the rules entirely. The lattice is where most of us find ourselves.

What Do Future Leaders Want?

What Gen Z want from their managers most of all is a positive attitude and a clear delineation of goals while millennials want open communication and feedback, followed by goal clarity according to a recent study at Berkeley Haas School of Business, University of California. Jarringly, the same study suggests Gen X managers are not really prepared to play ball in this way with only 33% ready and willing to give feedback with a positive attitude. There is a disconnect that should be addressed by savvy managers who want to liberate and empower so people can innovate. And this disconnect will only be accentuated by companies not setting managers up for success operationally in the hybrid environment.

Regardless of ambition levels, ability and willingness to work long hours, professional women and men want work to work for them – they want flexibility and a lattice approach to work, or even for work to not be all-consuming as professional careers in banking, law and executive life has previously been known for. The physical and psychological boundaries we once knew such as going to the office on a train five days per week is less desirable than ever as seen in the endless studies citing hybrid as the preferred format for the future. It doesn’t mean productivity is down or that people aren’t passionate about their work or career, it just means that we have arrived at a time where smart bosses know that trust is the social currency and that removing organizational grind and tasks that don’t belong to the team is the key to a happy and high functioning workforce.

Here are Five Things for You to Do for the Best Career Results in 2023
  1. Leave the anxiety and worry at the door. While there are serious swirls inside companies and in the external marketplace, it is ok to just control what you can. Start by understanding what exactly your responsibilities are in your role and then try to align your ability to execute on them as closely as you can – resources, authority, budgets, for example. Avoid perfectionism and over-responsibility tendencies where you think you are responsible for all outcomes or other people’s happiness or success. Thirdly, examine your relationship with uncertainty and figure out how to get comfortable with ambiguity as this year coming promises plenty of that.
  2. Get an executive coach. Advice on its own means nothing as its abstract and subjective. A good coach will help you understand yourself and your behaviors in context of what is going on around you. Think growth, think development. Coaching is one of those industries where there is a low bar to entry so pick your coach wisely as you should be able to have a chemistry meeting with your coach to make sure you can vet them for the value that they will add to your present goals and challenges. There are career coaches and there are executive coaches. Mentors, sponsors and consultants are different from a coach as a mentor will share their advice from their perspective and a sponsor will advocate for you. A coach will evoke your highest thinking and help you build muscle around goal achievement, strategic insight and co create behaviorial toolkits to deploy live time in meetings and work situations. It helps if your coach has a background in organizational development or industrial psychology as context does matter. A coach that gives you advice only is a bad coach.
  3. Read these three books in 2023 that will help you in your career- no matter where you are at. Herminia Ibarra’s Act Like a Leader, Think Like a Leader which will help you refresh you do your job with new insights, consider what your next job could look like and generally challenge everything you thought you knew about being competent and how that is enough. My second favorite book to recommend is Kegan and Lahey’s Immunity to Change which is academic to read but really is powerful for anyone wrestling with fear, shame or imposter syndrome – it is a user friendly book to clear the debris to really achieve your career goals behaviorally. And finally, I reccommend Kolb and Williams’ Everyday Negotiation as a must-read for anyone who thinks how did that person get the upper hand in that conversation? This book explores how to operate in everyday conversations at work. If you cannot read the whole book, start with the HBR article as it is a great way to understand how to navigate the power dynamics that exist in any work relationship. There has been an updated article discussing negotiating as a women of color to read on HBR this year.
  4. Network and mean it. Find people who can help you and you can help in return. Be sincere in your offer for help. Make it personal. No one likes an endless taker, and no one has time to do the work for you. Know your value in the exchange!
  5. Be authentic, and at the same time, seek advice that inspires you to be the best version of you. Use the sites like this one, and others like landit.com, fairygodboss.com and the muse as well as elevate to garner specific career advice for women in the workplace. Look for other sincere people as there are many false prophets and dead poets in this gender space taking your money for something that you already have.

Here at theglasshammer.com we have spent 15 years deeply covering the topic of advancing, empowering, informing and inspiring professional women and with 8000 articles in our archives, we encourage you to delve in and read any that might be useful to you. We have profiled over 1000 amazing women. We have coached rising stars as well as the best in the business to be even better leaders.

In 2023, we will continue to have our digital campfire for women who are change leaders to tell their story around. We want to profile creators and leaders who understand that the future is a vision that can be reached with the right focus. Our main offering is leadership coaching so if you wish to go from mid-level to senior level, or even are very close to the top and need an extra piece of work to polish and refine your behaviors, then book an exploratory chemistry session here with Nicki Gilmour – our founder, and executive and organizational coach.

By Nicki Gilmour, Founder and CEO of theglasshammer.com

/by

2022: Words of Wisdom from Diverse Women Leaders

, ,

diverse women leadersFor over 15 years so far, we’ve had the opportunity to interview a diverse range of women leaders who are overcoming barriers, charting new territories and elevating their impact. Each woman is generous enough to sit with us and share her story to empower and inspire other women. At The Glass Hammer, we feel visibility matters – and it’s our honor to amplify the voices of women who are raising the ceiling on possibilities in their own lives and our world. Again and again, we hear about the importance of role models in enhancing our vision of what is possible. 

Looking across our leader profiles during 2022, we share a few words of wisdom and inspiration from each woman we’ve talked to so far this year. Thank you for the gift of your energy, time and insight!

“One of the key attributes of a great leader is authenticity, therefore I refuse to have separate work and home life personalities. I believe it is time to change the message that women, or indeed anyone, needs to adjust their personalities to fit with the corporate world.” – Charlene Kennedy: CEO, PGIM Private Capital (Ireland)

“What you will often hear is leaders defending their intent: ‘So are you saying that we discriminate? Are you saying that we aren’t fair?’ But the opportunity is if we can recognize that despite our best intentions, our decisions sometimes have impacts that we don’t intend. It’s important to be curious about the cumulative impacts of individual decisions, along with organizational systems and policies.” – Betsy Bagley: Co-Founder and Director, Pulsely

“I used to hate feedback, but I think feedback and constructive criticism is so important. You may have really good intentions and just not know you’re doing something that isn’t working for you. The feedback may be really hard to hear and digest, but sometimes it comes from a great place. Even if you may not agree, it’s good to hear it.” – Jessica Titlebaum Darmoni: Senior Manager, Head of Marketing, ErisX

“I’ve become more conscious of my own energy as I’ve become older, and that it’s always flowing in me, but you can also learn to use it and channel it. If I’ve got to get a team going, I really think about bringing that energy to the table… The biggest thing you can do to be successful is to be yourself and not listen to the detractors. Just let your light shine.” – Rachael Sansom: Managing Director, Red Havas UK

“You’ve got to remain true to yourself, because there are enough people telling you what you can’t do. I will always tell you what you can do. We’re going to make change together, but you have to be true to yourself. You have to be authentic. If you’re not, what’s the point?” – Brandi Boatner: Manager, Digital & Advocacy Communications, IBM

“Actively asking how others are feeling not only makes them feel more part of the team, but also establishes a level of trust and morale that makes everyone perform better. Being aware of how everyone else is feeling helps form a cohesive team because at the end of the day, we’re all working towards the same goal. If one person is having an off day, that’s going to impact the whole team. Knowing how to rally around and motivate that person not only helps the individual but brings the whole team closer together.” – Mariah Turner: Associate, PGIM Private Capital

“As you arrive to a real senior level, you will start to understand that people are going to have a hard time disagreeing with you. They tend to give you filtered information. If you know that, you can be much more deliberate and intentional in terms of how you ask questions, to make sure that you’re getting the real story and understanding different perspectives.” – Geline Midouin: Chief People Officer, Shearman & Sterling LLP

“It’s important to be able to trust and communicate to your leaders: here’s what I need from you and what I need you to help me with. That has made the difference for me in my career. And that is not wisdom that one must wait until they are well into their careers to acquire anymore. Remember, what I said at the outset of this interview, the world is different now, and leadership looks different.” – Pamela Peace: Principal & North America Client Management, PGIM Fixed Income

“First, you need to be able to identify it: I’m having a feeling. Then you need to name the feeling and ask yourself: What is driving that feeling and is it worthy of speaking up for? Then you ultimately need the self-confidence to speak up, be potentially willing to engage in a disagreement, and simply not question it too much. The more you question it, the more likely you are to miss the appropriate moment to say something, or to lose the feeling entirely. As you move through life, your gut instinct is one thing that stays with you, no matter what you choose.” – Erica Klinkowize: CBNA Treasurer, Citi

“In times of uncertainty, the focus has shifted from seeking answers to raising questions and building relationships to lead through the unknown… The circumstances of the last two years have made me a different leader. I had to take a step back and ask: what did I do in this time? And take the necessary steps to hopefully be proud of the answer.” – Danielle Arnone: Chief Digital & Technology Officer, Combe

“Figure out who can help. You cannot be a master of everything, nor should you be. Get a distributed style of management to get further, faster. Ask yourself who do I know and what do I need to learn?” – Bessie Kokalis Pescio: Vice President, Global Internal Communications, Philip Morris International

“I spent ten years in nursing. But there’s an expression in this part of the country that people are ‘called to preach.’ They have a burden to preach, meaning they can’t not do it. Well, in my case, I felt called to medicine. I had a burden to be a doctor and it would not go away… we never know how much time we’ve got on this planet, so I really don’t want to go to my grave without having tried to do what I felt I was called to.” – Dr. Sarah Carrier, MD: Emergency Physician, JH Quillen VA Medical Center

“Don’t just assume that people know what you want. You need to make sure that your managers and your stakeholders know that you are interested in other opportunities. Don’t be scared to let them know. It’s not like you’re going to be fired because you’re driven and want to move and grow.” – Jessica Jones: Managing Director, Head of Asia, PGIM Investments

“Earlier in my career, I thought I had to be the one with the voice. Now, I realize what I have to do is give or encourage or support the voices that have the information required, not always be the voice. That’s the muscle you develop with maturity and by realizing the amazing contributions that many voices bring to a conversation. That’s the muscle you develop when you embrace the diversity of thinking in a team to drive forward.“ – Renee Connolly: Chief Diversity, Equity & Inclusion Officer, Merck KGaA, Darmstadt, Germany

The transition over your career is toward managing up, and ensuring that you get what you need… I really have come to see the importance of don’t take on too much and do fewer things better, both of which I pass on to women just starting their career.” – Kate Kenner Archibald: Chief Marketing Officer, Dash Hudson

“I found a different lease on my otherness. I can’t chase everybody’s projection of me, but the more I recognize the uniqueness of my own experience, the more I feel I have to offer… One of the things now running through my veins is the knowing that what makes me connect with people is the ways in which we are similar, what intrigues and draws me to people is the ways in which we are different.” – Elena Kim: VP Business Development, TV/OTT at Global Music Rights

“The truth is, if I can be loving and patient, and approach whatever comes my way with compassion, everything will fall into place. Being a good lawyer, a good colleague, a good mother, a good partner, a good daughter – it all starts with being a loving person. Approaching things with a loving attitude will make things easier for you.” – Jingjing Liang: Associate, Compensation, Governance & ERISA practice, Shearman & Sterling LLP

“Early in my career, I was more conservative in offering my perspective and spoke only if I had the perfect comment. I’ve realized it’s okay to not always have the right answer or right idea, but it’s important to use your voice. There is power, value and hopefully impact, in sharing diverse perspectives… It doesn’t matter if you’re a junior level person in a room of more seasoned executives, you’ve been given a seat at the table for a reason and it is in the firm’s best interest to encourage and embrace your perspective. You have valuable things to say, so don’t sit in the background. Use your voice, early on.” – Ivy Tsui: Director of Program Management for DE&I, PGIM Real Estate

“I understand the stereotypes or expectations when a woman is in the room — how we’re expected to speak, defend our work, or refrain from speaking in an authoritative way — and I’ve told myself, ‘None of that applies to you, because you weren’t born and raised in this culture, so you’re going to embrace the otherness.’ So, I speak up, respectfully and never rude, but I have to speak.” – Louise Carroll: Partner, Real Estate, Katten

“I like to take complex problems and divide them into simpler ones, and I like to do that very fast. Every single problem, no matter how big, can be dissected, once you understand the root cause. But when you think you know the cause, you have to dig deeper and deeper. Once you have the root cause, everything else gets easier. You can find the paths to resolve the problem.” – Valeria Vitola: Managing Director, Anti-Money Laundering Region Head – Latin America (Except Mexico), Citibank

“When you’re building teams, you always want to be strongly committed to the diversity of your team’s experience and ideas. You don’t want to have uniformity in thought or expertise, as it could challenge disruption and innovation.” – Mary Cassai: Senior Vice President, Perioperative Services, NewYork-Presbyterian Hospital

“Create the greatest, grandest vision possible for your life and career because you become what you believe… Each step of my career taught me meaningful characteristics about myself and helped me make my next leap.” – Rupal Shah: Principal, PGIM Fixed Income

“We need to trust our gut. We know exactly where we see ourselves, but sometimes we’re afraid to share that vision. We just need to move confidently in the pursuit of our dreams. From every setback, we can learn… I’ve become more of an unapologetic Latina who stays optimistic about our future possibilities, but it took me 22 years of going through this journey to realize that it’s my life, it’s my vision, it’s my calling.” – Claudia Vazquez: Founder, elevink

“I love to take the time to get to know individuals: to listen and to avoid assumptions. I think that creates a space where people can be authentic, which leads to new conversations and new opportunities.” – Vanessa Nazario: Corporate Director, Chief Diversity Officer, Memorial Healthcare System

“I draw so much power from all the things that make me different. I used to view it as a disadvantage, but it’s so essential to how I’m able to show up, how effective and efficient I am, and the impact that I’m able to make. I draw from everything, and to have not done that for so many years was a detriment to my performance.…For this moment, while employers are asking you to bring yourself to work, do it. Do it now. Do it today. The hope is that this is a movement, not a moment. But time is of the essence, so do it. It will pay dividends.”- Amber Hairston: Agency Underwriter, PGIM Real Estate

“If you don’t know me and you don’t understand what drives me and what ails me, then how could you truly be in charge of growing me and taking me to the next level?  I think it’s really important as managers that we take the approach of being coaches and changing the relationship from ‘I’m here to manage and make sure you do what you’re supposed to do’ to ‘I’m here to coach you and make sure that you exceed that.’… Most managers feel like I can’t get too close because then I can’t be objective, and I think it’s the opposite. If you’re not close enough, you’re going to miss what’s happening and you’re going to miss opportunities to support people in a way that makes them want to come to work and be part of the community.” – Indhira Arrington: Global Chief Diversity, Equity and Inclusion Officer, Ares Management

“That (Latina) part of my identity and proving myself is impacted by this other part of me that needs to grow and trust other people to do things, even though I don’t have 100% control. Letting go of some of that control has been hard, but I’m working on it. I’ve realized that everyone is an individual, and they’re not all like me, and I have to manage to each person versus to what my personal expectations, approaches, or processes would be.” – Cassandra Cuellar: Partner, Venture Capital, M&A and Capital Markets, Shearman & Sterling LLP

“I enjoyed going into rooms and finding those moments where I’d pipe up with an interesting point of view or a question, and all of a sudden, people would shift around and look at me. So I find it quite empowering. I’ve used the difference to my advantage… I think all of these factors combined meant I didn’t buy into the barrier, and just ignored it, and still today it hasn’t stopped me, because I have a deeper belief that it can happen – at least in the spaces where I’m operating in.” – Sabina Munnelly: Partner, Baringa

“Opportunity only lands on people who seek it. If you want to be sponsored, you need to give people an opportunity to get to know you: what you want to do, what your strengths are, and what challenges you might be facing.” – Ashley Shan: Associate, Finance Group, Shearman & Sterling LLP

“In my experience, a lot of the influence and ability to make changes come from working at the intersection of different disciplines and taking that experience to management and leadership… In technology or in any industry, being able to have that broader aperture allows someone to see more opportunities and navigate better decisions about where they want to go and how to do it to make a broader impact in an organization.” – Joyce Shen: AI investor, board director, author, and data science at UC Berkeley

“You should feel comfortable and confident that you can speak up. You might not say everything perfectly or you might even say something wrong, but that’s okay. Plenty of people will talk and know less than you do… I bring my own unique perspective to the table. Adding my voice may steer the conversation or decision-making in a certain way, or add more nuance to the overall discussion.” – Fiona Cho: COO of Asia-Pacific Region, PGIM Real Estate

Interviewed by Aimee Hansen

/by

Seven Things about Gut Instinct You Might Not Know

,

Gut instinct Gut instinct – that instinctual sense of knowing that does not come from conscious reasoning, also sometimes called intuition – is one aspect of your decision-making that is worth better understanding – including how and when to leverage it. Here are seven things to know about gut instinct.

  1. The gut truly is the “second brain.” – A neural network of 100 million neurons line your digestive tract, evidencing the gut’s processing ability. The gut has more neurons than the spine. It’s not only the stomach that has a brain, but the heart also has neural cells – there’s more to processing than we “think.” According to Sarah Garfinkel, professor and cognitive neuroscientist at University College London, “Instinct is when physiological signals change quickly in response to different stimuli, with or without the conscious awareness of the properties of those stimuli. A capacity to tap into and be guided by those signals gives us a route to gut instinct, which bypasses higher-order awareness mechanisms that don’t yet have access to that information.”
  2. Gut instinct is not a mind “or” body thing, and it’s complicated. – When considering a decision, the brain works in tandem with the gut, making intuition a mix of emotional and experiential data as the brain accesses memories, preferences, needs, past learnings and more. The mind-body dualistic idea that suggests mind and body responses are separate has long been disproven. They are interrelated. We feel in the body the result of cognitive processing happening in the brain. As a predictive processing network, the brain seeks to quickly compare sensory information with past experience, knowledge and memories, sending signals to the gut. These rapid assessments are subject to error, due to things like confirmation bias where we scramble to see what we already believe true or when we impose past circumstances upon a current situation and perceive danger.
  3. Gut instinct is often a valuable part of decision-making. Partnering gut feelings with analytical thinking leads to better, faster, and more accurate decisions and increases the confidence behind your choices – especially when there is no “correct” and clear-cut option and you’re overthinking. The majority of top executives report that they leverage feelings when managing crises. Women often speak to The Glass Hammer about their ability to read the room as way of informing how they approach a meeting or having gut instinct around an idea that comes up. And when, for example, you are in a familiar setting or with a familiar person, your intuition can pick up subtle cues that something is off or amiss by noticing indicators that are not usually present. It can also guide you against making a wrong choice that presents unnecessary risk. Without gut instinct, and a sensitivity to somatic cues, we can fall into analysis paralysis.
  4. Gut instinct is NOT such a good indicator for decision-making at other times – such as in hiring and recruitment. A clear example for where gut instinct should not be trusted in decision making is in hiring and recruitment, when guts instincts (fast thinking) around the “right candidate” and “culture fit” or “likability” are usually just unconscious bias (such as affinity bias, anchoring bias) – especially related to race, disability, gender and sex. Within seconds of hearing speech, Yale found that we make snap perceptions on social class (based on speech patterns such as pronunciation), competence and pay package. We also like people who are like us in tone, body movements and word choices – and the things we like cast a positive halo over the rest of the interview. Assessments from unstructured and organic interviews, where managers go with their gut, have very poor correlation with job effectiveness and finding the most qualified candidate, because unconscious bias is rife and gut instinct is often rationalized.
  5. The quality of gut instinct is interrelated to emotional intelligence. Research has shown that people with lower EI tend to misread their own bodily signal and somatic cues, misinterpreting the warnings of intuition that would normally guide us against bad risk-taking and decision making. But just as emotional intelligence can be strengthened through intentional training, as we become more sensitive to our ability to read and discern different emotions, where they are coming from and how they influence us, so can we develop our gut instinct. Discerning fear from intuition is an important part of honing our ability to use gut instinct in decision making, as these can often be confused. People who are highly sensitive – and perceive, process, and synthesize information more deeply – often have stronger intuition but may also have learned to distrust and invalidate this strength. Like a muscle, intuition can be built up. Practicing using it through fast, decisive actions on relatively inconsequential matters to build up trust and your ability to emotional regulate through discomfort. By role-playing the outcomes of different decisions, you can also see if your intuitive-based decisions would be aligned with your highest values on the other side.
  6. Distraction from overthinking helps our intuition to weigh in on decisions. When processing a lot of complex and difficult to remember information around a big decision, the tendency can be to painfully overthink – going between all the pros and cons – or to make a snap decision to escape the pain of indecision. But research has found that there’s a value in allowing our minds to wander in unrelated activity, as the unconscious mind helps to sort through the seeds. Participants who were distracted by an unrelated activity after being presented with a bunch of information about a decision made better (and more intuitive led) objective choices than those who consciously weighed up options before making a final decision. Overthinking in a strictly analytical way can muddy your judgement. But in the pause, the unconscious mind can help to surface the gist from the information overload and improve the accuracy of intuitive judgement.
  7. Timing and context is critical and most people don’t know when to use their gut instinct. Because it’s intertwined with many other rapid processes happening in the brain (triggering, bias, memory), it’s critical to assess when to rely on gut instinct in decision-making and when not to, and most business leaders do not know the difference – not only that, but it’s the same for most doctors, therapists and other kinds of professionals.

All in all, gut instinct is a valuable aspect of processing that is bound to contribute it’s voice into your decision-making, whether you are going with it, weighing it up or fighting against it. The more you can learn about gut instinct, the more you’ll be equipped as a leader to use it – and not use it – wisely.

By Aimee Hansen

/by

Women in Tech: Five Interventions to Develop and Keep Your Talent

,

While attracting women (back) to tech has been an ongoing theme across the industry, promoting and retaining the valuable women that get through the door is also critical.

Here are five key interventions that leaders in tech and organizations can do to develop and hold onto valuable female talent.

1) Tap a Broader Talent Pool and Recruit Returners

On the hiring front, Deloitte recommends that companies extend to a broader talent pool with “work from anywhere” models as well as recruit from overlooked sub-segments such as women who are returning to work or transitioning from other industries and upskilling career-switchers and those with resume gaps. BCG also recommends that tech organizations carve various pathways to leadership such as returnships that gradually reintegrate returning women into the workplace, to leverage this experienced talent for mid-level and senior-level positions.

2) Link Tech Opportunities to Purpose and Influence

Research has shown that women stay around for enjoyable work that they can fit in with other areas of their lives and that gives them opportunities to make a difference. Tying tech roles more closely to the impact they make in our world will drive appeal and job satisfaction.

As tech trailblazer Joyce Shen recently told The Glass Hammer, women who may not think of tech as a career option or career twist might want to reconsider: “There tends to be two main paths in technology careers in conventional thinking. One path is a purely technical path, often as an individual contributor as well as a super-doer. But there is another path where people get into more of the operational and business side, around product management and distribution as well as considering emerging topics such as ethics, fairness, governance in technology and especially in AI and machine learning. There is also a lot of opportunity to get into highly critical technology areas such as cybersecurity. In my experience, a lot of the influence and ability to make changes come from working at the intersection of different disciplines and taking that experience to management and leadership.”

3) Address Early Promotions (first five years) in Tech

McKinsey argues that companies need to address equitable advancement in early promotions. Whereas generally, 86 women are promoted to manager for every 100 men promoted, in tech it plummets to 52 women promoted to manager for every 100 men. Women hold only 34% of entry-level engineering and product roles in tech (versus 48% generally) and just 26% of first-level manager positions in tech (versus 41% generally).

Early promotions are the most critical to future success. McKinsey found that companies which have a more systemic approach to promoting women in tech roles are creating more diverse, inclusive and better performing workplaces by:

  • Providing more equitable access to training, projects and resources to accelerate skill building for women in technical roles. This means more structured guidance on career development and a formalized professional-development process including mentorship and formal sponsorship, and more opportunities to build a broad range of skills and work on higher visibility projects.
  • Implementing a highly structured approach to early promotions. Per Ipsos research, only 1/3 of women in tech felt support was in place for promotion and only 1/5 felt processes for promotion were in place. A structured approach includes clear and transparent systems, well-defined criteria for each role and level, accountability and clear bars for when promotion should be anticipated. It also includes employee-manager check-ins as to whether the right access to projects and skills are being provided to advance, and senior leader check-ins when individuals aren’t advancing at expected timelines.
  • Connecting early-tenure women with competent managers, mentors, and sponsors. Connecting senior colleagues with hires early in their careers can help catalyze their development. It also means investing early in the training and development of tech junior managers since they are in the coaching seat for entry-level talent.
4)  Address and Mitigate Bias In All Aspects of Talent Development

Men in tech (67%) feel more comfortable than women (52%) to ask for a promotion – with 39% of women saying gender bias is the reason for not receiving one. Korn Ferry offers up that women don’t lack belief in their abilities but how they will fair in the assessment process. Removing unconscious bias at the level of hiring and throughout promotion processes, with clear and visible data to illustrate target areas and impact, is critical in tech.

One of the top three motivators for women in tech is development, but they report lacking the same opportunities as their male peers – and 2/3 don’t see a clear path forward in their company. In additional to clear and structured career paths, tech companies need formal mentorship and sponsorship programs to even the playing field so women can advance. According to Ipsos, 57% of UK tech women said mentorship and sponsorship would attract them to a company, but only one in five women felt they had access to sponsorship. Importantly, 55% of those who did felt it has greatly benefited their career.

BCG recommends, as the remote workplace has eased some of the obstacles to influence for midlevel women, tech firms could take heed and structure meetings to give all voices equal opportunity to contribute. Also making sure the frequency and value of manager-employee interactions are not being driven by affinity bias, and that mentorship and sponsorship are operational (and equitable) in the hybrid world.

5) Promote Well-Being Among Tech Women

A March 2022 study among IT professionals in 33 countries showed women (69%) were likelier to report feeling “run drown and drained of physical and emotional energy” than men (56%), and were more at high burnout risk (46% versus 38%).

Korn Ferry points out that burnout is driving the great resignation, especially for women. Tech companies need to be aware that hybrid working is part of both the problem and the solution. Promoting work-life separation and balance in tangible ways is important. Allowing for sabbaticals and extra paid leave can help returners to come back refreshed and more impactful. Embody a culture of inclusion for women.

Women who enter into tech roles of any kind have already crossed a hurdle by claiming their own belonging despite cultural messaging. Savvy organizations will make sure to reflect that belonging back to them in tangible and visible ways.

By Aimee Hansen

/by

Women Leaders in Tech: Insightful Tips Across Twelve Career Themes

, ,

career tips from women in techWe’ve mined some key insights across twelve topics from inspiring senior women leaders in tech-related roles and companies that we have interviewed over the last five years.

On being broadly curious:

“Curiosity is a hallmark of who I am and has been a huge enabler to my success. I personally like to know enough about everything ‘to be dangerous’ and went out of my way to equip myself with that knowledge,” said Aine Leddy. “That curiosity has served me, particularly with my entreé into the tech COO world. I could show up at the table and enter right into a discussion about the business strategy and where technology fits in, and that was apparent to the people who have given me the opportunities.”

Words from: Aine Leddy: Information Technology Business Partner, AIG Investments

On recruiting for tech (and all) roles:

“As a product team leader, when recruiting, I seek out qualities like resourcefulness, creativity, and other traits that don’t necessarily jump off the page when reading a resume or browsing a LinkedIn profile,” said Loredana Crisan. “I’d encourage all product leaders to be more open-minded throughout the recruitment process. Just because a candidate’s background differs from the conventional, doesn’t mean they aren’t qualified.”

Words from: Loredana Crisan: VP, Messaging Experience — Messenger & Instagram (update: Crisan is now VP at Messenger)

On leveraging the advantage of your difference:

“My professor told me that when he goes into a classroom, he doesn’t know who the best students are. But when he sees a female student or person of color, they get his attention right away,” recalled Rose-Gaëlle Belinga from university. “That’s how my professor challenged me, not to look at being underrepresented as holding me back but as an advantage… Because I really have people’s attention, I make sure that my work speaks for itself, that people take me seriously.”

Words from: Rose-Gaëlle Belinga: Technology Associate, Morgan Stanley (update: Belinga is now a VP at Morgan Stanley)

On the freedom that comes with risk-taking:

“You can have loads of failure but if you have tenacity, the chances are you’re going to figure it out as you try and fail, as you go along,” said Niamh Bushnell. “There’s a lot of freedom when you’re comfortable with risk, and with freedom comes creativity. Don’t worry if every single step isn’t going to come out as you want it to. Often times you don’t even know what the ideal outcome is, until you start.”

Words from: Niamh Bushnell: Chief Communications Officer (CCO), Soapbox Labs (Update: Bushnell is now Chief Marketing Officer at Soapbox Labs)

On the self-validating reflection of mentors and sponsors:

“Sometimes you don’t even see your own potential,” said Sabina Munnelly. “But when someone makes it clear that they see something in you, their belief in you can help grow a belief in yourself that you might have not even had.”

Words from: Sabina Munnelly: Partner, Baringa

On inviting support and asking uncomfortable questions:

“Reaching out for help or advice does not subvert you from your task of getting to what you want to do, and it could have gotten me there faster. Be open to others’ opinions. Don’t be afraid to ask uncomfortable questions, but also be prepared for the tough answers,” said Trisha Sircar. “It’s really important to get different perspectives from different people, from different backgrounds and different facets of the profession.”

Words from: Trisha Sircar; Partner, Privacy, Data and Cybersecurity, Katten

On why different perspectives are essential:

“It’s essential to create the space for people to be heard, especially when some aren’t as comfortable voicing their opinions,” said Stephanie Schultz. “I don’t want to be in a meeting and have everybody agree with a particular direction or discussion. I want to hear the people who are dissenting, or might have a different perspective, because it’s a pressure test – it’s helping to make sure that we’re getting to the most thoughtful outcome.”

Words from: Stephanie Schultz: VP & Head of Partnerships, Amex Digital Labs

On listening deeper as a leader:

“In an emotionally charged situation, I will encourage the team to tease out the facts, take the personalities out of it and then listen for what is not being talked about,” said Danielle Arnone. “The leaders that I admire most have the ability to listen deeply and surface the question behind the question, without putting people on the defensive, and in a way that takes the conversation to the next stage.”

Words from: Danielle Arnone: Chief Digital & Technology Officer, Combe

On embracing failure as part of growth mindset:

“I want to see what happens, and if I am going to fail, I want to fail fast, learn from my mistakes and get up and run again,” said Anna Thomas. “Everyone is going to fail at some point. Everyone is going to have their bad projects. Try to just do it in small cycles, learn fast, and then apply your learning and keep moving.”

Words from: Anna Thomas: Vice President, Private Banking Technology at Brown Brothers Harriman (update: Thomas is now Director, Operations & Technology Transformation at Citi)

On getting real with yourself about work-life effectiveness:

“If one part of the pie gets more dominating than you want it to be, you have to consider how to make that part smaller so you can ‘right-size’ your family life or your spiritual life, for example. That has really helped me to compartmentalize what I’m doing and how it impacts the other parts of my life,” said Kate Kenner Archibald. “If your work is really impacting your home life, take that step back to figure out what and how you can fix it. Push for flexibility, which is becoming more common, or figure out what the issue is. But if you’re not satisfied with how much time you have with your family, you’re never going to be happy at work, no matter how much money you’re making.”

Words from: Kate Kenner Archibald: Chief Marketing Officer, Dash Hudson

On keeping knocking at the door, regardless:

“I think women do ourselves a disservice, because we take things personally and get annoyed with our manager if we don’t get the raise or promotion,” said Aine Leddy. “Whereas men seem to think, ‘If it doesn’t happen, I’ll get back in the ring and I’ll fight the good fight again next year.’ Ultimately, promotion is a numbers game. It can’t happen for everybody all of the time, so rather than take it so personally, elevate your case and prepare to ask again.”

Words from: Aine Leddy: Information Technology Business Partner, AIG Investments

On the potential to impact meaningful change in tech:

“Is your AI developed in a way that is equitable – that doesn’t have inherent gender bias or racial bias? If voice tech doesn’t recognize a kid’s dialect and gives them a lower score on a reading assessment because they don’t pronounce words in the way the AI has been built to understand them, they’re going to lose out at school,” said Niamh Bushnell. “The way technology is built these days hugely impacts people’s quality of life – including their physical and mental health – and it can impact them socioeconomically too. Equity is a big piece.”

Words from: Niamh Bushnell: Chief Communications Officer (CCO), Soapbox Labs (Update: Bushnell is now Chief Marketing Office at Soapbox Labs)

On defining your own career ladder:

“The entire career landscape is shifting and new opportunities are emerging rapidly. Developing a portfolio of skills you can apply in many ways, no matter what path you take, makes your career more dynamic and resilient,” said Joyce Shen. “Conventional wisdom would say the path you follow is a ladder and you progress according to that ladder, but in business and technology there isn’t a ladder that is given to you even though it can seem that way. You can create that ladder yourself, and it doesn’t really matter what shape it takes, as long as there is a strong purpose to the work and that you are enjoying the journey and making an impact. It doesn’t have to be the same ladder that everybody is climbing.”

Words from: Joyce Shen: AI investor, board director, author, and data science at UC Berkeley

Interviewed by Aimee Hansen

/by

Women Leaders – Walking Out or Walking Onwards?

,

For every woman at the director level that was promoted to the next level in 2021, two women directors walked out the door of their company. Women leaders are now demanding more, and leaving their companies at unprecedented rates, according to The Women in The Workplace 2022 report by LeanIn.Org and McKinsey & Company, who have released the research annually since 2015.

“We’re finally seeing the moment where women in leadership are voting with their feet,” said Alexis Krivkovich, a managing partner at McKinsey and cofounding report author.

In this “profound change,” women are indeed deciding to vote for the workplace they want with the most compelling power they will ever have: their presence, time and energy. Nothing short of this will shake up the workplace as we have known it. No matter the current representation, senior women are going beyond just getting access to upper levels and getting clearer on what they would like to experience and see happen there, and seeking that out. Could senior women’s participation from this place of self-empowerment catalyze greater change?

Women Aren’t Leaving, They’re Leaving For Better

“We are in the midst of a Great Breakup in corporate America. Women leaders are leaving their companies at the highest rate we’ve ever seen. They aren’t leaving the workforce entirely but are choosing to leave for companies with better career opportunities, flexibility, and a real commitment to DEI,” said Sheryl Sandberg, founder of Lean In, who leaned out of Facebook this past summer.

About 10.5% of female leaders (senior management and above) left their companies in 2021, compared to 9% of male leaders. On the average year, the spread is close with only a half-point gap.

Senior women leaders, after all the journey they have gained, aren’t walking out because they don’t think they have choices. They are walking about because they finally know they do – and they are taking their leadership assets with them in search of better opportunities. Having now recovered from pandemic job losses, women are more attuned to the relationship they want (and the ones will not tolerate) within the workplace. Women’s threshold to tolerate toxicity and inequity has been thinned, yet the broken rung is still there and the broken record of unequal outcomes plays wearingly on repeat. Women leaders are voting for the relationships they want to have with work.

Cultures That Work for Women’s Advancement

Women are as ambitious as men. Black women leaders (59%) and women of color (41%) are even more likely to want to be top executives (27%). But only 1 in 4 C-Suite leaders is a woman and only one in 20 is a woman of color. For every 100 men promoted from entry level to manager, just 87 women and 82 women of color are promoted.

And the signals that counter advancement come across in microaggressions or more overt dynamics: Female leaders are twice as likely as male counterparts to be mistaken for someone junior. 37% of women leaders said they’ve had a co-worker get credit for their idea, compared to 27% of men. Black female leaders are 1.5x more likely than women overall to have had their judgment or qualification questioned. Many women still feel undermined or passed over in the workplace.

Recognition for and Performance Consideration Of Essential Work 

While women are twice as likely to do be doing DEI-related and inclusion work that is helping with company performance, they are disproportionally carrying an increasingly ‘valued’ aspect of leadership that too often goes unrecognized and 40% say does not factor into the performance review. Meanwhile, women leaders are more burnt out (43%) than male counterparts (31%).

Flexible Work Cultures that Embody the Talk Around Diversity, Equity and Inclusion

Women want a better work culture. Only 1 in 10 women wants to work on-site most of the time, and women will move for flexibility. It’s not surprising considering that 52% of senior female leaders do most of the family housework and childcare compared to 13% of senior male leaders. Women who work the way they want to feel far happier, feel they have more equal opportunity to advance and are less likely to leave their job. Remote work also provides a reprieve from office-based exclusion and as McKinsey points out, that is a fundamental issue for organizations to address: “Companies cannot rely on remote and hybrid work as a solution; they need to invest in creating a truly inclusive culture.”

Over the past two years, being in a culture committed to well-being and DEI has become more important to women, and they are 1.5 more likely to have left a job because they wanted a more inclusive culture.

Better And More Supportive Managers 

Having a supportive manager is a top three criteria for women when thinking of joining or staying with an organization. Only about half of women say their manager encourages respectful behavior on their team regularly. Less than half say their manager shows interest in their career and helps them manage their workload. Black women and Latinas are particularly less likely to feel their manager shows interest in their career, checks in on their well-being or promotes inclusion on the team. They also experience less psychological safety. Women with various intersectional identities see gaps between the lip service to inclusion and what is actually happening in their experience.

Towards A Work Paradigm That Works For Women?

Female directors are becoming more sensitive to the conditions that don’t work for them, and it matters for them and future generations. Women under 30 are highly ambitious to become senior leaders, but 2/3 would be more interested if they saw senior women with a covetable work-life balance, an increasingly important career requirement for younger people.

The press isn’t focused on how bad this attrition of women leaders is for women. It’s focused on how bad the attrition of women leaders is for organizations. McKinsey has previously found that executives teams in the top quartile of gender diversity have a 25% greater likelihood of outperformance (above average profitability) than those in the bottom. LeanIn.Org and McKinsey have several recommendations for organizations following this recent report.

Stepping back, we are interested in what happens when women leaders take stock of their own value. All along, women have been trying to pave the way for those behind them by fighting to have a seat at the table. But increasingly, women are realizing that modeling leadership is not only about the rooms you are able to walk into, but also the rooms you are willing to walk away from. Because we need to walk towards creating organizational missions and cultures where all women (and people) are welcome and supported to lead and live their lives.

That is the power of esteeming the self. How would that mindset shift, at a collective level, give rise to more change in our workplace?

By Aimee Hansen

/by

Do You Have an Intrapreneurial Mindset?

,

intrapreneurThere is no lack of entrepreneurial spirit among women. Women began 49% of new businesses in the U.S. in 2021 (up from 28% in 2019). Women entrepreneurs grew by 48% year-over-year, outpacing men in the entrepreneurial space by 22%. But how are women tracking in intrapreneurship?

According to Wikipedia, intrapreneurship “is the act of behaving like an entrepreneur while working within a large organization. Intrapreneurship is known as the practice of a corporate management style that integrates risk-taking and innovation approaches, as well as the reward and motivational techniques, that are more traditionally thought of as being the province of entrepreneurship.”

Psychology Today says that “teaching employees to become mindful intrapreneurs is the way to future-proof an organization.”

Intrapreneurial Assignments

According to Investopedia, intrapreneurship happens when an employee is “tasked” with the initiative of developing an innovative idea or project inside an organization – and given the freedom and autonomy to explore it. Although unlike entrepreneurs, an intrapreneur has access to the resources of an established company and doesn’t face the same level of outsized risks or outsized rewards. And yet, the intrapreneur does put skin in the game.

In one way or another, the intrapreneur is leading the charge on developing something that hasn’t been done in the organization before – whether a new section, a new department, a new product – or perhaps even a new approach or new team. Intrapreneurship has an internal start-up feel. Also, the Post-It Note, Gmail and Facebook like button are all arguably products of intrapreneurial thinking.

Just as formal sponsorship would change visibility and increase equitability in opportunity for women in the leadership pipeline, Forbes has argued that intrapreneurship is one way to fast track women to high-profile and high-potential initiatives, build leadership profiles and ultimately boost female executive numbers.

But also, in the same way that entrepreneurial spirit implies an intrinsic fire, an intrapreneurial spirit does not wait around to be assigned a task. Nor should you wait for permission, if you resonate with an intrapreneurial mindset.

An Intrapreneurial Mindset

Senior leaders have told us about the value of holding an intrapreneurial attitude – which we’ve counted among top tips for elevating your leadership mindset.

Linda Descano, Executive Vice President at Red Havas, told us: “So as I think of being an ‘intrapreneurial executive,’ I bring that same sense of acting like an owner to the organization I work for. I’m going to be constantly thinking about ways of improving the business. I act like I own it, as if it’s my investment. It’s working with that same sense of responsibility and drive to make it grow.”

Indhira Arrington, Global CDEIO at Ares Management, asked: “Outside of your day job responsibilities, what are you doing to contribute to the greater good of the organization and to make yourself an impact player? Anybody can get work done. People want to promote impact players.”

With creative passion and risk-tolerance akin to entrepreneurs, intrapreneurs focus on evolving the business from within. They see opportunities that are not obvious to others. They are willing to take risks, expansive in their thinking and often dynamic in their network. They keep an eye towards opportunities. They understand the internal cultural context and external business context.

Intrapreneurs are also ideas-driven and intrinsically motivated to break down barriers and collaborate with others to make new things happen at scalable levels. That often involves going outside of departmental silos and means impacting your surroundings in a way that goes above and beyond your job description. It requires stakeholder management and ability to manage upwards, as well as project management.

It also means being organizationally savvy and knowing how to sell and pre-sell your ideas. It requires a high level of accountability, resilience and willingness to see failure as a valuable part of the journey.

As written by Tendayi Wiki in Forbes, intrapreneurs need to have a particular mindset because they are operating within larger organizations. They need to focus on creating tangible value for the organization or clients, not just on the ‘theater of innovation.’ They focus on building relationships to garner support and enthusiasm and focus on getting others behind the clear value proposition of their ideas. They also have an ‘ecosystem mindset’ that focuses on identifying repeatable processes that will apply for future projects and build environments for ideas to emerge.

The Organizational Context of Intrapreneurship

According to Samantha Paxson, CMO of CO-OP Financial Services, “What makes intrapreneurs so successful is their empathy toward colleagues’ challenges and their ability to apply critical creativity to generate new ideas.”

Paxson argues that intrapreneurship draws upon innately feminine leadership qualities of being receptive to how to better serve colleagues, clients or customers from a leadership stance. She points out that research has indicated that women score higher than men in 3/4 of the important leadership competencies that support intrapreneurshi – including taking initiative, motivating and developing others, championing change, collaboration and teamwork, problem-solving and driving results.

Though according to Women Unlimited, Inc, intrapreneurship requires two sides – both the intrapreneurial mindset and an environment that is ready to support it (and from that individual).

Organizational characteristics conducive to supporting intrapreneurism include:

  • Regularly soliciting new ideas and input from employees at all levels
  • Ideas incentive funds
  • Fostering inter-departmental collaboration
  • Monitoring customer opinions relevant to products and services
  • Creating an environment where employees are free to speak up
  • Setting aside an in-house venture capital fund
  • Rewarding innovative ideas monetarily
  • Holding training and immersions to encourage and spark employee creativity
  • Encourage fun, creativity and innovation in the environment

How many women of color have left the corporate workplace for entrepreneurialism because they did not find an environment which was prepared to fully include their intrapreneurial mindset? An important part of encouraging an intrapreneurial mindset is that individuals are validated and rewarded for what they bring forward.

And sometimes, as Claudia Vazquez, Founder of elevink told us, it requires refusing to let go of the vision, and waiting for new opportunities and new angles, or even new contexts, to drive ahead.

Cultivating Creativity For an Intrapreneurial Mindset

While there are many components to an intrapreneurial mindset, and not everyone wants to take up that role, it’s possible to build up the qualities that support it.

Some playful advice for improving the muscle of your creative intelligence to support your ability to cultivate an intrapreneurial mindset includes:

  • Physical agility: Move your body and make changes in your physical environment when you feel creatively stuck.
  • Emotional agility: Become self-aware of your emotions, as the ability to name and regulate your emotions is tied to creative performance.
  • Mental agility: Embrace the symbiotic relationship in creativity between generating ideas and being able to apply creative thinking to those ideas.
  • Curiosity: A passionate level of curiosity is often required to catalyze the desire to create, so follow the thread of curiosity and nurture it.
  • Self-belief: Valuing your unique perspective and contribution is important to allowing self-belief to build momentum behind your ideas.
  • Intuition: Trusting and validating your intuition and gut instinct – when you know without knowing how you know – is critical in seeing new possibilities.
  • Daydreaming: The productive activity of letting your mind wander is correlated with higher intellect and creative ability.

If you hold an intrapreneurial mindset, embrace it as a leadership asset and find a culture in which you can thrive for your ability to cast your vision above and beyond the day job.

By Aimee Hansen

/by

Why Creating Inclusion at Senior Levels Requires Formal Sponsorship

, ,

formal sponsorshipInformal sponsorship and mentorship can proliferate inequitable power dynamics in organizations. Organic sponsorship is a big part of how leadership proactively recasts the pipeline in the majority image. Meanwhile, the status quo power dynamic inhibits individuals who are in the minority among leadership from lifting others up behind them.

(This contribution from Pulsely dives into how informal sponsorship works to reinforce the glass ceiling).

Here’s one core way in which your organization is perpetuating inequitable power dynamics at senior levels: informal sponsorship and mentorship.

When you connect the dots of power, organic sponsorship is a big part of how leadership proactively, repetitively, and, by default, recasts the pipeline in the majority image. Meanwhile, the status quo power dynamic inhibits individuals who are in the minority among leadership from lifting others up behind them.

We offer a six point case for why leadership inclusion requires formal sponsorship programs that are deliberately disruptive in creating more equitable opportunities.

Mentorship and Sponsorship – What It Really Means

When it comes to career advancement, mentorship is both necessary and not enough. The common distinction is: a mentor talks with you, a sponsor talks about you.

A mentorship is 1-1. Mentors help you within your journey. They help you to navigate the intersection of your goals and career choices, identify and amplify strengths, and develop in core areas. Mentorship often acts as a trustworthy mirror for personal growth.

A sponsorship is more than 1-1. A sponsor relationship is 1-1+ an audience of power. Sponsors put skin and reputation in the game by leveraging their social capital (influence) in rooms you’ve yet to enter, and advocate for opportunities and advancement for you among their peers. The protégé also has the motivation of stepping up to the challenge because the sponsor’s reputation is on the line, too. Sponsorship often acts as a spotlight that shines on you to lift you up to the next level of career advancement.

As written by Rosalind Chow in Harvard Business Review, “Sponsorship can be understood as a form of intermediated impression management, where sponsors act as brand managers and publicists for their protégés. This work involves the management of others’ views on the sponsored employee. Thus, the relationship at the heart of sponsorship is not between protégés and sponsors, as is often thought, but between sponsors and an audience — the people they mean to sway to the side of their protégés.”

Why Informal Mentorship and Sponsorship Are Inequitable

“Regardless of education, motivation, and personal and professional success factors, being sponsored by a white man remains the primary accelerant to the career mobility of Black women.” (Stephanie Bradley Smith in HBR)

As this quote underlines, and Catalyst iterates in Sponsoring Women to Success, “Sponsorship is focused on advancement and predicated on power.”

The dynamic of organic sponsorship is ultimately majority promoting majority, with the same repeated outcome at leadership, save minor and temporary shifts. Even the common phrase of “winning sponsorship” has a blinding and dubious premise.

While data from different surveys inevitably differs on absolutes (for example, the % of people who report they have a sponsor is highly contextual to the criteria), what remains steady across studies is a debilitating power gap between individuals of the majority and non-majority when it comes to both sponsorship and who they are sponsored by.

Here’s what reproduces the current senior management and leadership profile:

1. Mentorship and especially executive sponsorship have a catalytic impact on career advancement for both protégés and sponsors.

  • Male managers with sponsorship are 23% more likely (female managers with sponsorship are 19% more likely) to progress to the next rung of the career ladder than peers who do not have sponsors.
  • Managers and executives who sponsor high-achieving junior talent are 53% more likely to advance to the next leadership level relative to peers who don’t sponsor.

2. Access to mentorship and executive sponsorship is highly variable depending on who you are, regardless of performance = inequitable.

3. Mentorship and sponsorship are especially necessary to advance women and people of color.

  • Black managers are 65% more likely to progress to the next rung in the ladder if they have a sponsor.
  • Mentorship programs increase representation of Black, Hispanic, and Asian-American women, and Hispanic and Asian-American men, by 9% to 24%.
  • Having mentors and sponsors who advocated for them is the single attribute shared by people of color who have progressed furthest in the leadership ranks.
  • Executive sponsorship has been proven to be the most effective organizational intervention to advance Black talent.
  • Latina women with sponsorship earn 6.1% more than peers who lack sponsors and black women earn 5.1% more.

4. But people tend to mentor and sponsor those just like them – and this means the majority (with the power) mostly sponsors the majority.

  • 61% of people indicate their mentorship developed naturally.
  • As much as 91% of white managers have no Black, Asian, or Latinx people in their immediate social network.
  • 71% of sponsors report their protégé is the same race or gender as their own.
  • 58% of women and 54% of men who sponsor choose a protégé because they “make me feel comfortable.”
  • A study of 72 protégés found that 100% of sponsors of white male protégés were men and the majority (73.5%) were white. Among Black female protégés, most sponsors were Black (57%) and 27% were women.
  • Payscale found 77.1 percent of male protégés said they had a male sponsor while women were about half as likely to have a male sponsor.
  • Payscale found 90% of white men and women protégés reported they had a white sponsor, while Blacks and Hispanics were 35% less likely to.

5. Not only are there far fewer female and minority senior leaders, but increased personal career risk can hinder their sponsoring.

  • Women hold only 1/4 of executive roles in the 1000 largest companies and BIPOCs make up only 17% of the C-suite.
  • Despite a desire and even a higher sense of obligation to lift others of similar sex/gender up (26% for Black leaders vs. 20% for Hispanic and Asian and 7% for Caucasian), Black senior leaders face higher scrutiny and are 26% less likely to commit to being a sponsor than white executives.
  • More than one third of black leaders report they never sponsor a junior talent who looks like them – despite often wanting to, at tension with personal career risk.

6. To further the gap, white and male sponsors hold more influence on outcomes of their protégé’s employment than those from the non-majority groups.

  • In U.S. law firms and among lawyers who had sponsorship, white men were half as likely (30%) as women of color (62%) to feel that the lack of an influential mentor was a barrier to their advancement.
  • Payscale found: black women with black sponsors are paid 11.3% less than black women with white sponsors; Hispanic women with Hispanic sponsors make 15.5% less than those with white sponsors; women with women sponsors make 14.6% less than those with male sponsors, and even men with female sponsors make 8.7% less than those with male sponsors. Payscale notes the gaps shrink after compensable factors are weighed in, but the gap remains.

If you want to introduce more equity into talent development, you cannot look away from the affinity bias-based pattern of those with high social capital using that power and influence to promote those who look like them into power, too, while also further advancing their own status. Nor can you look away from how the non-majority individuals who break through to leadership are inhibited from doing the same.

Formal mentorship and sponsorship programs are about deliberately disrupting the cycle of inequitable talent development that has strongly influenced your management and leadership to date. In the next article, we explore how in more detail.

‍Guest contribution: Originally published on the Pulsely blog, written by Aimee Hansen. Pulsely delivers diversity and inclusion diagnostics and actionable DEI insights to drive inclusion, equity, and performance. Pulsely’s scientific framework combines the power of understanding four key drivers of inclusion: diversity data, workplace inclusion, inclusion competencies, and performance indicators. To learn more, visit Pulsely, read an interview with Co-Founder Betsy Bagley, or check out the Pulsely blog to find more content like this. 

/by

Latina Inclusion: Do Not Check Your Identity at The Door!

, ,

Latina Inclusion FeatureThe gap in Latina leadership in Corporate America is still an inclusion issue. But as more Latinas decide to go where they are valued, it’s Corporate America that is losing out the most – and more so in the future.

Hispanic and Latina women comprise only 1.6% of senior executives in the U.S.’s largest companies, less than other major demographic groups. USA TODAY reviewed 92 companies in the S&P 100 and found 18 had no Latinas in senior executive positions: including Apple, CostCo and Netflix. While few had a proportion equal to representation in the U.S. Workforce, PepsiCo, Procter & Gamble and Visa came closest.

It’s not just senior management: Latinas are underrepresented as only 4.4% of managers and 3.2% of professionals. And, according to the Latino Corporate Directors Association, Latinas hold only 1% of board seats in Fortune 500 companies, fewer than other gender or ethnic groups. But Latinas comprise 16% of the female labor force – the largest group behind white women, and by 2029, are projected to be 9.3% of the total US labor force.

Hispanic women earned 16.4% of bachelor’s degrees and 12.3% of master’s degrees in 2020, and Latinas represent 56% of Latinx students, though Latinx enrollment has taken some hit since the pandemic. Over two million Latina-owned small businesses exist – the fastest growing segment of the business community – with over 87% growth in business numbers since 2007. Latinas are creating business six times faster than any other group.

Barriers to Inclusion

Comprising 19% of the population and growing, Hispanic buying power continues to accelerate and demand that organizations understand this market.

While Latina women should have good reason to feel more emboldened than ever to bring their full identities to work through culturally relevant Latina leadership, they continue to be under-supported to do so and underpaid by corporate America.

When it comes to the paycheck, Latinas earn 55 cents for every dollar earned by non-Latino white men: even in the exact same job. Latinas earn 28% less than white women. The pay gap is also widest for Latinas with college degrees.

While Latinas ask for promotions and raises at similar rates to white men, the “broken rung” is exposed when you consider that Latinas are only 71% as likely as men in general to be promoted. Only 19% of Latinas feel supported by white co-workers. Only 5% of Latinos overall in big companies say they have a sponsor, whereas Latinos who do have sponsors are 42% more likely to be satisfied with career progression. Latinas who have reached executive levels often report the importance of that sponsorship in reaching where they are.

Latinas have reported being cast as caretakers, or the media image of ‘jefa of the household,’ rather than corporate leaders. Latinas are arguably more culturally wired for community building, a deeply held value which they often practice at home and that would serve organizations, but the value of individualism still dominates vertical mobility.

Latina women also report, according to Esther Aguilera, CEO of the Latino Corporate Directors Association, having to overcome biases around accents and myths and misperceptions around capabilities – which leads to a cycle, as we’ve heard echoed at The Glass Hammer this month, of Latina execs still feeling the internal drive of needing to prove themselves.

Indeed, 63% of Hispanic leaders indicated they have to work harder because of their ethnicity. And two in three Hispanic professionals felt educating coworkers around DEI falls upon them, spending substantial time whether it relates to their job or expertise.

Compared to non-Hispanic peers, Hispanic professionals are 53% less likely to feel included at work and 53% less likely to say they’re comfortable fully expressing their identities at work. Latina women have reported having to “check their identity at the door” or adjust their persona (code-switch) to fit into white masculine stereotypes of leadership.

The Post-Pandemic Impact

So it may come as no surprise that UCLA found that Latinas are leaving the workforce at higher rates than any other major demographic. Between March 2020 and March 2021, the workforce lost 336,000 Latinas, a drop of 2.74% in the workforce. Perhaps the promise of the American dream became too far stretched in reality for some, taking too much emotional, mental and physical toll without enough reward. One qualitative study found that senior level Latina talent were exiting Corporate America because of poor culture fit and a lack of evidence that Latinas were being structurally promoted.

“The Latina Pathway to Excellence in a Post-Pandemic World” report shared how the pandemic had changed the employment outlook of many Latinas. They both felt more invisible and yet found a “new virtual world confidence” in which they’ve learned to promote their profile more authentically at a professional level.

Mid-career Latinas expressed challenges such as: difficulty in maintaining their true selves in the workplace, a lack of champions they could identify with and trust, a lack of management check-ins, and lack of access to upper management. They emphasized the value of knowing your unique gifts and individual brand and leveraging the value that intersectionality brings to the table.

Executive-level leaders discussed promoting your distinct qualities, developing more skills and taking risks to seize opportunities amidst reduced visibility. They emphasized the importance of overcoming imposter syndrome as well as cultural Latin gender norms, being ‘ready to represent’ at the upper echelons amidst disproportionate scrutiny, and seeking mentorship and sponsorship (many had been sponsored by Latino men). They also encouraged trusting in the “Latina 6th sense” of intuition and decision making. Some C-Suite Latinas had leveraged the virtual meeting place to create new connections and visibility with senior leaders.

As written in Be Latina, “The growth of the virtual world allowed, in certain ways, for ‘authenticity in the business world.’”

It’s about Latina Inclusion

So what about organizations that want to get serious about promoting Latina talent? The answer is valuing the culture add and fostering cultural inclusion. At base level, greater inclusion for Hispanic and Latina women requires at least three things:

  1. Address unconscious bias in talent management decisions – Too many talent decisions are riddled in bias at each level (hiring, promotion, pay) and inhibiting organizations from leveraging and promoting Latina talent. From entry level recruitment to promotion to senior posts to pay packages, it’s possible to identify and shake up the way approaches have kept Latina talent from top positions.
  2. Make sponsorship happen – Ideally through formal sponsorship programs, managers and senior leaders should be challenged to reach beyond their own affinity bias and the gap in sponsorship for Latina women must close to transcend the block to corporate leadership.
  3. Encourage authenticity – Build a culture that celebrates each individual’s perspective, and the intersectionality that often informs that perspective, rather than pressures Latina women to forgo their wholeness to belong in the corporate workplace.
Please Don’t Check Your Identity!

Ask Hispanic and Latina executives, and showing up authentically can be the biggest challenge, but ultimately, there’s no path to stronger performance and personal fulfillment than being able to be who you are.

Latina women are bicultural, bilingual and possess many aspects of cultural wealth that can be leveraged as a leader. In part because of what it’s taken to get this far, Latinas often have developed strong skillsets of resilience, creativity, optimism, social ease, charisma, passion, relationship-building, multi-tasking and adaptability.

It’s recommended that Latinas who wish to thrive look for strong cultural fits that will value your whole selves, be persistent and also know when to adapt and take risks to overcome barriers. It’s important to accept imperfection in selves and others and be grounded in your ethnic background while navigating two cultures. Surround yourselves with mentors and those who can support your advancement.

One hunch about Latina leadership: it’s happening and those who embrace cultural diversity and inclusion will know the advantage of leveraging it.

By Aimee Hansen

/by