DEI DataData is commonly called “the oil of the 21st century” given how indispensable it is to the modern economy. Virtually every company today depends on collecting, tracking, and analyzing vast troves of data to better understand their customer needs. We have an unprecedented ability to become surgical in our understanding of a wide range of trends.

One of the great promises of having data at our fingertips is better tracking and more transparent reporting on measures of diversity, equity, and inclusion. Professionals in the workplace can arm themselves with data on key accomplishments and performance measures that can elevate the visibility and stature of their careers and teams.

Investing in understanding where the gaps are in diversity is advantageous to enterprises – not only in terms of doing the right thing, but in terms of business results. A mountain of research has confirmed that diversity pays off and leads to the creation of more innovative teams.

As the Harvard Business Review recently noted, companies with women in leadership positions saw a 10% frequency of terms expressing companies being open to transformation and change in company statements. Other studies back it up: more diverse C-suites are directly correlated with larger profits, higher margins, and increased total returns to shareholders.

There is a lot of work to do on this front.

The number of women serving in leadership roles, for example, remains dismal. The figures only look worse the higher you look on the corporate ladder. Today, about 25% of C-suite positions are held by women. The results are a little better for women on Boards at 29%. The purpose of having data at our fingertips is to enable organizations to report on their progress and give them the tools to address the gaps. The information gives investors, stakeholders, and employees a clear-eyed look at the obstacles.

It’s also critical that organizations use the right kind of data to meaningfully move the needle towards more inclusive workforces. If you’re not using the right information, your organization may lag behind its specified diversity goals.

There are two key challenges in how organizations use DE&I data:
  • They use lagging data – Lagging data refers to figures that indicate results only after a process is complete. This stands in stark contrast to indicators that track activities on an ongoing basis, which offer real-time data to help mitigate unconscious bias in the workplace. The use of lagging data is a common pitfall of organizations who are not diving in closely enough.
  • They don’t get granular enough – Organizations may track the hiring rates of women but fail to consider intersectional factors like race or sexual orientation. There is a pronounced need to go deeper and more granular in order to understand what your employees are experiencing. While an organization comprised of a majority of women may not believe they have inclusion challenges to address, how many of those women are people of color or represent other underrepresented groups? By looking only at only one consideration – gender – they risk missing key analytics and a better understanding of where barriers remain.

DE&I solutions require tools that provide greater insights through anonymized aggregated data which examines a range of factors. Measurement of data could enable leaders to better gauge levels of unconscious bias within their organization and develop an effective mitigation strategy. Not least, this is the first time in history as many as five generations of professionals have worked alongside one another in the workplace. An organization may recognize a need for dialogue and training to educate employees about working across generations.

Surgical granularity enables leaders to diagnose specific workplace trends, such as women of color experiencing disproportionately more discrimination than men. This process of measurement and evaluation must not be a “one and done” exercise, but an ongoing process updated in real-time.

The take-away is that effective diversity, equity, and inclusion work requires an investment of time, resources, commitment, and a sustained effort. Companies will find the dividends enormous given the tremendous boost to the bottom line organizations see as a result of building more inclusive and welcoming workforces.

About the author: 

Michele Ruiz is an entrepreneur, an author of a bestseller, a social media influencer, and a sought-after keynote speaker. Michele’s ventures include founding BiasSync, a science-based technology company designed to help organizations effectively assess and manage unconscious bias in the work environment with proprietary data and analytics. Michele also founded Ruiz Strategies, a consulting firm specializing in change management, reputational management, internal communications, unconscious bias training and assessments. She is an advisor to senior executives at Fortune 20 multinational corporations and some of the highest-profile thought leaders and elected officials.

Michele is a subject matter expert in empowerment, entrepreneurship, sophisticated communication strategies, and diversity, equity, inclusion, and accessibility (DEIA). Before becoming an entrepreneur, Michele Ruiz enjoyed a long career as an award-winning broadcast journalist and received 16 Emmy nominations during her news broadcasting career, 5 Emmys, 4 Golden Mikes, and LA Press Club Awards.

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

Mary MathesonWe interviewed Mary Matheson, an award-winning British director known for directing character-driven films in innovative ways for social impact. She was recently the lead director of the 10-part 360° New Realities VR Series 10 Young Women 10 Countries. One World, which showcases the stories of 10 young female activists across the world with focus on themes of education and fair access to technology, created for the Meta Quest 2 virtual reality headset.

Matheson is currently directing a multi-platform documentary about the women behind NASA’s Artemis women-led mission to the Moon. Matheson mixes the latest technology (mobile, augmented and virtual reality) with intimate documentary techniques to bring the audience into the heart of the narrative. We spoke to her about creating impact, both through her work and in this new industry.

Q: Tell us about what has driven your career long passion for making films of social impact, especially related to women.

I started out as a journalist cutting my teeth in Latin America (in Venezuela and Colombia) when I was 23 years old, reporting on the Guerrilla War and drug cartels. My passion has always been to communicate between two different people – between characters and the audience. I’ve specialized in foreign stories, often in conflict or post-conflict zones, but what’s interested me most is the stories we don’t hear.

Even if you think about Ukraine, social media has enabled us to hear stories that we wouldn’t normally have heard through mainstream media. When I started out, those things didn’t exist. I was always more interested in what we weren’t hearing and weren’t seeing, and being able to communicate that. So leaving behind straightforward journalism, I began to focus on communication with a purpose and greater objective: communicating what life was like for the people that we often see or hear about from one particular point of view, and I’ve always been interested in sharing the other point of view.

Q: How has Virtual Reality (VR) created the platform of ‘immersive storytelling’?

Immersive storytelling is literally being able to step into the story. Instead of peering through the window into another person’s world, you open the door and step inside.

Virtual reality became another tool for me to use to communicate with audiences and try to convey another person’s experience, so they can understand what it’s like in a country they wouldn’t normally visit. What has been incredible about VR is that it suddenly opens this extraordinary door to a whole world that you can feel you’re part of, rather than just viewing.

For me, that was transformational in terms of both my work and the characters themselves being able to communicate with you, the audience, directly. In a way, as a director, I stopped being the interpreter of the story and became the facilitator between two people.

The 10 Young Women series is a 360° film series- it’s shot like a film and looks incredibly real. You feel like you’re immersed in their world, because you’ve got the Quest 2 headset on and the audio is also 360 degrees, so you’re cut off from your real world environment. Your body and your mind suspend belief, and you feel like you’re in the country with the girl you are visiting. She talks to you directly, usually looking right at you, so you feel like you’re a good friend of hers – and she’s just telling you her story.

In India, due to the timing with Covid, we ended up sending the camera to the young woman herself, taught her how to use it, and she shot the film herself. That episode has an extraordinary authenticity, like a video diary shot brilliantly from her perspective.

Q: How were you impacted by working on the 10 Young Women series?

I now try to involve and co-create the characters in the filmmaking as much as possible, giving them power in the narration of what goes in and what doesn’t. I talk to them about what they would like to do, and it means you get these extraordinary authentic moments you would never expect, and little snapshots of their lives that you wouldn’t normally get if I was imposing my ideas. It’s revolutionized my job. Even as somebody who’s traveled a lot, I’m constantly surprised by reality and the true story.

For example, I was in Germany filming with a young Syrian woman who faces a lot of racism in Germany. I had the idea to have her sitting static and have people walking all around her and use the sound to hear all the words that she hears, hear the racism she faces and feel how she feels. She was absolutely furious with me and said, why should I have to go through this again? She wanted to do it differently. She wanted a very strong image of herself (which ended up being on a bike cycling) and to talk about how supported she felt by her mom, her sister and her aunts. Her idea was to use the ululation singing of her aunts in Syria around her, and it’s such an extraordinary moment in the film.

The technology and this industry is at such a wonderful, innovative and creative place. We all know how to shoot a sequence in a film smoothly and the techniques to use to create a certain feeling, whereas with virtual reality, we’re at the dawn. Even though I’ve done a lot of 360° filmmaking now, I’m still trying out new techniques every single time. So it’s really liberating and very experimental and invites co-creation.

Q: Tara Brach, Ph.D, talks about creating ‘unreal others’ – how when distanced from someone, we project into their world, making them unreal. The more distant a group, the easier it is to do that. What role do you think immersive storytelling plays in making others ‘real’ and creating empathy and compassion?

Even from the beginning of my work, I was really committed to trying to reduce “othering” and for me, this is just such a powerful tool that’s indescribable until you get in there. Once you do, you suddenly feel that you’re there and it does take you to a different level of empathy.

We talk about something called presence, which is like where you feel present in a different place, and the goal for me as a Creator is to make you feel present in that world. That’s what creates the feeling of empathy, or perhaps a different feeling, but it’s strong because you feel that you’re present. There’s examples where the headset technology has even been used to help people with trauma, to help opposing sides come towards agreement through empathy, and in peace building.

Q: How has virtual reality impacted upon and changed your creative process and sensory awareness, as a director and a creator?

Suddenly I have a toolkit at my fingertips that is extraordinary and has multiplied. I am now using techniques from theater and from gaming. I’m 53 years old and I’m not a gamer or technical person – but I’m using gaming techniques all the time now. It’s just blown my mind. I’m learning and using new skills with every experience.

For example, sound is transformational. Because as a director in VR, I can make a sound behind you and you’ll turn and look behind you. So, now you can use sound as a tool to direct your viewer’s gaze.

I have had to also learn about techniques from working with immersive theater – how to draw an audience in and do blocking, a technique that you use in theater and fictional filmmaking, not in documentary. In virtual reality we talk about creating a world you’re setting up for somebody to step into, not necessarily a scene as in film, and I’ve learned about that from working with immersive theater groups.

Q: What would be an example of a gaming technique you find compelling?

I never realized gaming is so extraordinary in the sophistication of their storytelling. It’s complex and layered. Branching narrative is a classic gaming technique I’m using.

For example, I’m working on a project on NASA, about the new Artemis mission, which will put a woman on the moon for the first time in 2024. There’s a main storyline, but you’ll also be able to go off and discover more about the astronauts if you want to dig deeper into their narratives, and then come back to the main storyline.

But there are also other ways of using branch narrative where you take a choice, go down a storyline, and don’t necessarily come back to the same ending.

For example, female director Gaëlle Mourre created this experience called Mechanical Souls, examining the difference between humans and avatars. As the viewer, you didn’t know you were making a choice, but your choices were made by where you looked in the scene. If you looked in a particular direction and were more interested, then the storyline would go along in that direction. Whereas, if you were looking over here at this person, then you’d start to follow a different storyline. At the end of that experience, everybody took off their headsets, started talking and realized they’d had different experiences based on where they’d put their attention.

Another experience I had was in Northern Iraq, where I was creating an experience about the Yazidi people, who were attacked by ISIS in 2014 and lot of the women were taken as sex slaves. The way I branched the narrative was that, as the viewer, you could choose whose perspective you wanted to hear about – whether from the young woman who had been taken as a slave, from her brother who had survived an attack or from the perspective of an ISIS fighter. These were all documentary interviews, but you as the viewer can choose whose perspective you want to listen to about a particular moment in time. And you could go back and listen to all of them, too. That’s not how I would structure a story if I was making a regular film – it would have incorporated the different viewpoints or come from one particular viewpoint.

Q: What further creative possibilities are you excited about in this industry?

I’ve just taken up a job as Professor of Practice for Arizona State University’s new center for Narrative and Emerging Media in Los Angeles. What I find really exciting is helping other people to learn about this technology and making sure they understand what they can do. I’ve had students build completely different immersive experiences. It builds on my knowledge, and then I say see what you can do and they go off and do something extraordinary.

I love film, so I personally get really excited about photo-real stuff. Animation and CGI are dominating the space, but photoreal is getting there, little by little. It’s not going to be long before you can have holograms in VR that will be live – you’ll be able to talk to somebody in Kurdistan or Northern Iraq, in photo-real 3D embodiment.

Another passion of mine is getting this technology out to the underrepresented voices. It’s about making sure that those people have access to the technology and there are no obstacles in the way. That’s often what the problem is – not that people don’t want to or don’t know how to do it – but that they’re blocked. We just need to make sure the obstacles aren’t there. Maybe not everyone can afford a headset, but we can make them available, such as in libraries or community centers, so there’s not a block to entry. We’re in the middle of working that out at a grassroots level in LA.

Q: What are the opportunities to create more equitability of voices in this industry?

We’re right at the start, it’s a whole new medium, and we can set the new rules. For example, I’m passionate that this is not for young people, but everybody. Why shouldn’t women in their fifties do this? There’s a lot of cultural prejudice against middle-aged women, that we won’t be able to keep up with technology. There is a myth around VR being techy or gaming, that it isn’t our world, but actually why shouldn’t it be? We can simply use it for what we want it to be.

In terms of diversity, equity and inclusion, what’s really interesting for me is who’s creating and distributing these narratives? How do we, early on in this game, meaningfully create an industry that is equitable? How do we really change the structure so it becomes an industry that has proper representation? It’s still white and male, and there’s yet also a strong female directing presence. But where the money goes is the big thing. When it comes to venture capitalists and female run businesses, that’s where we’ve got to really put in a lot of work – both bottom-up and top-down.

From the bottom up, that means looking at the big companies – who they’re hiring, who they’re giving internships to. Looking at people’s potential as opposed to necessarily their qualifications is a really interesting and different way of hiring people, not necessarily through traditional routes. It also means making sure funding, not only venture capitalists, but other types of funding both within business and also foundations, goes towards women, BIPOC communities and other marginalized voices.

We have an opportunity now to ensure that it’s really a representative industry that is being created and built in a way that reflects society, so it’s not one singular point of view that we’re seeing. That’s what I’ve always been excited to be a part of, and the possibility I see here, too.

Interviewed by Aimee Hansen

The American Institute of Stress (Yes, there actually is such a thing,) says that stress in the workplace is on the rise. In some jobs, it is off the charts every day. In large cities like L.A., New York and other municipalities, if a police officer or fireman has a heart attack it is assumed to be job related and they are compensated accordingly (no matter where they were when it happened, even fishing or gambling in Vegas). Half of all lost days of work in Great Britain are due to unmanaged stress.

People give a variety of reasons for why they are stressed such as overwork, no control over work, lack of support, etc. The truth is, stress is very personalized. Some people are stressed by fast-paced jobs and others feel it when they are in a dead end, quiet job that bores them. The bottom line: We all feel stress from time to time. For women who are parents in particular, there are other stressors that are unique getting kids off to school in the mornings, taking care of things around the house if the mental and actual load of domesticity and life admin is not shared and the supporting community for those who are community-minded. Some are blessed to have helpful mates, but many are not so lucky. So, along with aspiring to be great in their role at work, they are tasked with everything else away from work. Little wonder that this is such an issue.

Yes, some stress is actually good for us. It’s what makes us care about a deadline and get and get moving to meet it. But too much stress can kill us. It robs us of clarity. It keeps us from focusing on an issue and solving it. we lose sleep, which makes the impact even worse. We stop being as productive as we could be.

Most people who are in positions of authority have a great deal of high expectations placed upon them. They are always “on” and they have to be pro-active about managing all of the pressure and demands of their role. Of course, most of them are highly compensated, but I can tell you from personal experience that when your stress is at its highest there isn’t enough money in the world to make it seem worth it.

So, how do we fix this, because it certainly needs fixing.

Seven Minutes, Times Three

First of all, to effectively deal with the demands and pressures of the day, we have to be proactive. We have to agree that the way we are doing it cannot continue without crashing and burning at some point. And, no job is worth that.

After searching high and low, I found my answer in mindfulness. We hear and read a lot about it today, but just a few years ago you had to look for it. Mindfulness is made up of several ingredients. For one, gratitude. It’s amazing what being thankful can do for our souls, even in the worst of times. Count your blessings, as the old song says, and name them one by one. When you do, you’ll see past any gloom and be convinced that that your life is good and, in fact, better than most. Be grateful. Gratitude is just one thing you can focus on when being mindful. There are so many more.

Another aspect of mindfulness is physical. It’s getting alone and quiet. It’s breathing and exhaling slowly.

When I first discovered the beauty and effectiveness of this, I was astounded. What I loved most about it was that it didn’t take a lot of time out of my day for it to work and be transformational. Busy people can do it, especially if they schedule it.

So, let me suggest this for you. Take 7 minutes first thing in the morning when you get to the office to just sit and breathe and only focus on your breathing. Don’t dive straight into your emails and text messages. If you have to, get to the office ten minutes early and close your door. Leave your electronics off.

Close your eyes. Get comfortable. Take a few deep breaths and as you exhale, you’ll bring your heart rate more in sync with your breath. Keep breathing slowly. This leads the brain to release endorphins, which is a calming effect. This is much more effective than any pill you could ever take.

And then, sometime during your day when you’re feeling overwhelmed with work or emotions, literally go through the motions of stepping back, pausing and breathing for 7 minutes.

Schedule 10 minutes of open time late in your work day between calls or appointments. Take 7 of those minutes to just pause and breathe. This will allow your emotions to calm down and get clarity, allowing you to move forward and be more productive.

That’s just twenty-one minutes. If you work a ten-hour day you are working a total of 600 minutes. That means you spent less than 4 percent of your day on de-stressing and finding clarity.

That leaves you 96 percent of your day to use your de-stressed mind to be more productive and capable. You’ll be healthier and your work will be better than ever.

Start tomorrow and see what happens. I wish you all the best.

Author Bio:

Ruth Klein, brand strategist and productivity coach for CEO’s, entrepreneurs and sales teams and the author of the upcoming book, Generation Why Not? 7 Principles to a Purposeful Business & Life, Driven by Attitude, Not Age.”  

Guest contributor’s views are their own and not endorsed by theglasshammer.com- all rights reserved.

 

 

 

 

BeateCheletteGuest contribution by Beate Chelette

While I was being interviewed on a radio show about the topic of finding happiness, a professional working mother called in to speak with me. She wanted me to help her determine the answer to a poignant question: Why did she feel so unhappy? The caller questioned whether the cause was her current job which she no longer found fulfilling, or if she was simply buckling under the pressures of being a working mother.

This isn’t the first time I have heard the same question. The caller was seeking a simple answer to a problem with which many of us struggle. We know something isn’t working and we want to find the “one thing” that makes us feel overwhelmed so we can fix it and move on. We are smart enough and strong enough to do that—it would be so simple.

In my work as a coach and consultant, I find women often identify the source of that nagging overwhelmed feeling is either 1) lack of support in a personal relationship, or 2) how we feel about our employment. These seem like the obvious culprits because they are things we can change and either option leaves us blameless.

Working mothers are masters of juggling the needs of our families and our jobs. It’s rare that one single issue or person can cause us to feel overwhelmed. Rather, we need to look at the bigger picture to find the sources of our unhappiness. What we should consider is the compound effect of many small stresses in all areas of our lives that accumulate over time.

Women who are highly driven to succeed strive to live up to the big expectations we have of ourselves in our jobs and in our roles as mother and wife. I call it the Superhuman Paradox. We want to be regarded as a successful and competent businesswoman with the salary to match. Plus, we want to cook like chefs, decorate our homes like professionals, raise the smartest kids in their classes, and have perfect bodies. It seems possible because we find women in our personal and professional circles who actually seem to attain these high standards. We think, “If they can do it, why can’t I?”

The problems begin when we end up spending too long at work and rushing through our evenings at home. Of course, our jobs are important and we must advance our careers, but long hours build pressure in other areas of our lives. On the other hand, when commitments to our family and friends seem unending, we can begin to believe our personal lives are getting in the way of our professional goals. Without a functioning work-life balance, we are bound to collapse under our constant pressures.

What you can do:
Read more

networkingGuest contribution by Liz Cornish

What separates those women who figuratively hit it “out of the park” from others who plateau earlier in their careers? Surprisingly, not much. They still worry about their kids, lose their keys, and suffer gut-wrenching setbacks. Below are four pieces of advice gleaned from literally hundreds of interviews with highly successful females like Margot Fraser of Birkenstock and Billie Williamson whose service includes board member of Ernst and Young Americas and US Executive Boards

Who knows you?
Susie Selby owns a small, but successful winery. Imagine her delight when her wine, of the over 6500 wineries in the country, was selected by the White House. Asking the Usher (who purchases the wine) how her wine was selected, he responded, “Years ago, I was traveling through the wine country. No one knew me. I visited your tasting room and told you I had just landed my dream job. Without asking me what that job was, you replied, ‘Well, that calls for a celebration!’ You then took me to conduct a special barrel tasting. It was the single most unsolicited act of hospitality I’ve ever received, and I’ve never forgotten it.” That once tiny winery in Sonoma County has now served several presidents, Tony Blair, Sheryl Crow, Robert Redford and Alicia Keyes.

Never Underestimate the Power of the Third Party Endorsement:
Which is more convincing? “I’m awesome.” or, “Liz is awesome.” Make it as easy as possible for others to support you. For example: You get an email from another department thanking you for the great job you did speaking at their brown bag luncheon. Thank them for their kind words and ask if it is ok to forward that email to your boss.

Keep Your Pitch Perfect:
You never know who links to whom, so be ready to “pitch” anytime. If it can save you time or money, it’s worth being ready with your request or message. You might find the answer in the elevator, at the barista or on the side of soccer field.

For example, Jaqui Zwick shared a dream of creating a Children’s Village — a foster-care community in California that keeps siblings together and raises children in a multi-generational, enriched environment. She joined a group of committed individuals determined to bring that vision to life.

Jaqui attended a yoga class and sometimes joined the group members and instructor for lunch afterwards. One day, while waiting for their Bistro meal to be served, Jaqui mentioned her dream and work for the Children’s Village. The Yoga teacher, Audrey, paused and said, “My sister is interested in getting her children involved in a effort likes yours. Imagine Jaqui’s thrill when she learned that the Yoga instructor’s sister, Jennifer, is married to football superstar, Joe Montana, one of the most popular sports figure of all time. That casual post-Yoga conversation ultimately led to highly visible and extremely generous sponsorship for the Children’s Village.

Take Hits With Humor:
Madeleine Albright was the US Ambassador to the United Nations when Iraq invaded Kuwait. When she criticized Saddam Hussein’s actions, a poem appeared in the Iraqi press calling her “an unparalleled serpent”. Taking the hit with humor, she chose to wear a vintage snake pin to the next meeting with Iraqi officials.

There isn’t a single very successful female in my hundreds of interviews who didn’t suffer some kind of setback: an unfair lousy performance appraisal, passed over for promotion, public relations nightmare, or highly visible project failure. What happens matters. What’s even more critical is how you respond. Those who can’t recover from a setback with humor will ultimately become whiny, cynical or fearful. Those who can, get results. You don’t need to be Zooey Deschanel or Melissa McCarthy. It does mean you need to put the setback into perspective and put on an emotional band-aid. Give yourself a finite amount of time to be miserable, and then get back into the action.

Whether leading in a crisis or interacting with a demeaning jerk, top female executives find the lighter side of otherwise dark and stressful circumstances. They can laugh at themselves and manage to keep things in perspective. If you find yourself losing your sense of humor, take a break before your stress fractures your relationships.

Author of newly launched Pass It On: Priceless Advice from Highly Successful Women, Liz Cornish is a leading expert in coaching women from middle management through executive levels to create and sustain top performance. She has trained thousands of women individuals and groups on leadership effectiveness with clients including Fortune Brand, Nestle, Ernst and Young, AAA, eBay, Yahoo! and numerous financial institutions.

John Keyser (1)Guest Contribution by John Keyser

The better our relationships, the more effectively and efficiently we can achieve our desired outcomes.

The paradox is that the quality of our relationships is best established without a motive – not because this person can help me, but rather because I am genuinely interested in this person, I want to learn what she does, and perhaps how I can help her.

One of my very favorite books, The 100/0 Principle by Al Ritter proposes that a relationship should not be 50/50; we should offer our whole self to it. There should be no judgment, no qualification. This means, I want to be your colleague, teammate or friend regardless of what kind of car you drive or whether you can help me in my business.

Why is this important? When two people connect because of mutual respect and admiration, they form a genuine bond that opens the door to trust. They can share ideas and simply enjoy each other – not trying to one-up the other, just asking questions to understand and learn. By exchanging stories, they discover, hey, I have something that might help you. This is exactly what good business relationships are about. These conversations are way more important than emails, newsletters, videos or conference calls.

Too often, though, top executives spend the vast majority of their time together.

We must realize that the work of our company is done at all levels and out in the field, working with our clients and customers, and behind the scenes. Every member of our team is important and makes a difference.

We need to reach out to the people doing the work of the company! When we do, and we ask them for advice, feedback and help, we show humility and quiet confidence. These are very attractive qualities in a leader. This is how we build trust and inspire mutual success.

This is an area where men could learn from women. Women tend to connect with people regardless of whether they are in their immediate circle, and that is good for organizational culture and morale.

Read more

RichGuest contribution By Dr. Joan C. Williams

Studies show that 57 percent of men but only 7 percent of women negotiate their starting salaries—but when women do negotiate people are less likely to hire them or want to work with them. So helping women get equal pay is not as easy as telling them to “just ask.”

If you feel reluctant to negotiate, it may be because that, at some subconscious level, you’re afraid you’ll be seen as not a team player—or worse still, as arrogant and overreaching. Don’t ignore that instinct. Social science shows there’s something there. All four patterns of gender bias can be triggered by asking for a raise:

1) Prove It Again! Men tend to be judged on their potential; women on what they’ve already accomplished. A study by A study by Knobloch-Westerwick, Glynn, & Huge showed that women need to have achieved roughly twice as much to be seen as equally competent with men.
2) The Tightrope. High-levels jobs define competence in terms of qualities seen as masculine—whether it’s leadership skills or technical competence—but women are expected to be feminine. Women are supposed to be selfless team players attuned to everyone else’s needs. That’s why asking for a raise makes you seem somehow “off.” You just clearly don’t know the right way to be a woman.
3) The Maternal Wall. If you’re a mother, a 2007 study by Shelley Correll and co-authors shows, you’re likely to be offered an average of $11,000 less—because everyone knows a mother’s committed to her children, not her job.
4) Tug of War. Sometimes gender bias against women turns into conflict among women, as when a more senior woman insists you try longer and achieve more before asking for a raise “because that’s what it takes to be successful as a woman.”

Alas, girl, those are the risks—but they are risks you can control. In some workplaces, just keeping your head down and doing fabulous work is enough. But not in most. Why? The men will be out there asking for raises, for two reasons. First, they don’t have to worry that gender bias will make them look bad. Second, gender pressures on men are to be a “successful” man—to make more money. So while gender pressures on women discourage them from seeking raises, gender pressures on men leave them with little choice but to do so—early and often. (Does it surprise you why women’s economic progress stalled out in the 1990s?)

Here’s the recipe:
1) Just the facts ma’am. Remember that recruiter who keeps calling you, who you keep telling that you’re happy where you are? She’s your new best friend. Recruiters know exactly what you should be making. Make friends with her, and tell her that when you are ready, she’ll be who you’ll call—and that you’ll tell your friends to call her, too. Or ask a guy friend you can trust how much he’s making. Or ask human resources if people think they can be trusted to keep the inquiry confidential. Or ask for information that gives you the data you need, e.g. “Is there anyone else who’s brought in as much business as men who is making the same as me?” Be careful: some employers prohibit employees from sharing information about salaries (although that’s illegal in some states, notably California). Note that, if you work for the government or a federal contractor, salaries are often public information.
2) I’m not bragging; I’m just worth it. Having the facts at your fingertips not only put you objectively in a stronger bargaining position. It allows you to ask for a raise without seeming to brag: self-promotion often triggers pushback (stronger from other women than from men—but strong from both). This is why the “just the facts” approach is advisable; but you need to be sure to highlight that you’ve met or surpassed any applicable objective metrics.
3) Gender judo. Women are supposed to be modest and attuned to the comfort levels of others. Fine. So say you need a raise because someone senior to you told you it was important to negotiate for a raise. (What a good girl!) Or because it will send an important message to your team that their work is valued. (What a team player!) Or ask for the raise but ask to brainstorm ways to ensure that X does not feel his contributions are overlooked. (What a thoughtful woman!) Whatever works.
4) Especially if you are a mother, link the raise with a plan to reach your career goals. A mother asking for a raise?!?!? Remember it may be assumed that your priorities are spending time with your children, accompanied by worries you may have lost your edge. So precede your campaign for a raise by meeting with your supervisor, with clear career goals: “Can we meet to discuss what I need to do to be ready for X challenge in Y time?” The message: I may be a mother but I also am committed to my career.

Remember, if you don’t ask for a raise, chances are you won’t get one, or won’t get one as fast as you otherwise would have, which will put you behind for the next raise. And remember, too, that guys all around you are asking for raises. You need to do it. And now you have a roadmap of exactly how.

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

BeateCheletteGuest Contribution by Beate Chelette

Codes of conduct in the workplace have hardly kept up with the 21st century. Since feminism cracked the doors to equality, we have been operating on old rules, old programming, and outdated patriarchal systems.

We see women graduating from college and entering corporate America in record numbers, but to be recognized in the workplace, women still have to take on male traits. We need an updated leadership model that’s better than the century-old code that men created for themselves. We need our own Women’s Code.

Traditionally, men have lead on three basic principles: Power – Persuasion – Strategy. A man in business, at least the successful ones I know, constantly strategizes to identify who he needs to make his team the strongest. He uses persuasion to convince others that his way is the best and his team is the most qualified. He then maps out the road that will lead to his goal. Success, as the result of his decisions, gains him more power and higher status.

Although we can, and many of us did learn to take on the male traits of power, strategy, and persuasion, women who lead on these principles are often considered tough, manly, and a typical career woman. It is just not innate for a woman to act like a man, and those who do are often criticized and judged by their coworkers.

Granted, the traditional workplace was built on male principles because there is no other model to follow, and it worked well enough until now because the workforce has largely been male-dominated. Over the last few decades as more and more women squeeze into the workspace, we are pushing the boundaries on all sides. But, instead of pushing, we should be redefining the rules so that they accommodate what we bring to the table. Are men voluntarily going to bend and stretch the rules for us? No, we have to do it ourselves.

This is the realization that started The Women’s Code. I am a woman who loves to work with men and after I sold my company a few years ago, I realized I acted more like man than a woman. And frankly, that worried me. That is how my shift began.

Once I began the research for my book, Happy Woman Happy World, I realized that women need to define leadership attributes that are natural for us. With a better baseline there will be no more bullies, no more sabotage, no more brutal competition. We’ll collaborate instead; we’ll do it together.

The female leadership principles I identified are: Compassion – Uniqueness – Empowerment. Women should lead on C.U.E. We like community and inclusion, we have compassion for others, and we appreciate the unique qualities that each individual brings and expect the same in return. When we draw on the skills of each team member, we empower one another and strengthen the overall outcome. Success, as the result of our decisions and combined abilities, gains us all more power and higher status.

The Women’s Code allows us to be successful while still being true to ourselves. We need to embrace the ways women innately lead, work, and communicate. The key is to learn how to collaborate with each other, how to support each other, and how to use our individual strengths to build each other up instead of targeting the weaknesses we find.

There are enough of us in the corporate world right now to start the chain reaction that will ultimately lead to true workplace equality. Let’s do this together.

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Beate Chelette is a respected career coach, successful entrepreneur, author of Happy Women Happy World, and founder of The Women’s Code. At her lowest point, Beate was $135,000 in debt, a single mother, and forced to leave her home. Only 18 months later, she sold her company to Bill Gates for millions of dollars. Beate cracked the code and came out on top. In The Women’s Code, she openly shares her secrets to personal and career success and happiness. Beate envisions a community of women helping and supporting each other. The Women’s Code serves as a guide to personal and career success and offers a new code of conduct at home, at work, and at play.

To purchase her book, Happy Woman Happy World, visit Beate online.

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

paycheckfairnessGuest contribution by Katie Donovan

The saying “culture eats strategy over breakfast”, attributed to management guru Peter Drucker, has a place in the women’s pay gap issue. It seems as though much of the talk around eliminating the gender pay gap is aimed at changing culture. Examples from the recent Boston Closing the Wage Gap include recommendations of getting young girls to major in STEM and helping recruiters and hiring managers overcome biases. The Shriver Report: A Woman’s Nation Pushes Back from the Brink looks at women’s financial status encompasses but is not limited to the gender pay gap. This report does include similar types of recommendations such as putting college education ahead of having children to help the overall financial strength of women. These recommendations are admirable but slow. It’s been 50 years since the Equal Pay Act was signed and The Institute for Women’s Policy Research projects the pay gap will close in 2058 at the rate we have been making progress.

Instead of changing culture, is it possible to find solutions that will work regardless of the culture? To me, this is the Holy Grail. The existence of such a Holy Grail would reduce the 44 more years of inequality greatly. I propose there are. The primary Holy Grail is the use of salary history as a grading system and as a benchmark.

Headhunters have admitted in private to me that they never submit a candidate if their current pay is too low compared to the pay of the job they are filling. Let’s put this in perspective. I know of a woman who works in STEM with a doctorate and 10+ year of experience. A few years back she discovered she was making $30,000 less than her male colleague with the same title and less experience. This difference was inline with the industry gender wage gap. Assume, both this women and her male colleague apply to a job. Headhunters using pay as one of the grading criteria would never judge the person with $30,000 less on par with the higher paid colleague. The highly educated, experienced women in a well paid STEM job would never get out of the pile of resumes and get the chance to interview for her next job in STEM.

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Three serious business people talking in boardroomGuest contribution by Curtis Sprouse

When it comes to communicating, there are effective and ineffective ways to go about it. There are factors that exist that affect how someone communicates, whether they communicate poorly or effectively. The primary factors impacting how effective one is at communicating are listening, open-mindedness, and actively engaging in the conversation. Secondary factors include conflict resolution, and proactively and effectively providing and receiving feedback.

Effective communicators engage in an appropriate exchange of information. They feel a need to receive information, but also have the ability to provide information at the appropriate level. Because they have good listening skills, they know how to actively engage in listening, which means instead of just hearing what others say, they are actually taking in what someone is saying—comprehending, retaining and relating to what is being said. People that manage these behaviors are good at rephrasing what they have heard. They have well-developed or well-managed dominance and energy. These are genetic behavioral traits that, when not managed, cause people to be controlling, impatient, and present with a drive to win a position while rationalizing why it is acceptable to operate in what is clearly an ineffective way.

Now this is only the tip of the iceberg, as listening requires that one seek the appropriate amount of information regardless of the presenter’s skills. This includes the ability to be open-minded, and not overly critical of the sources grasp of information. Effective communicators are also able to engage in conflict resolution, because they are typically emotionally prepared and have actively listened to what the other person has said. Rather than shutting down during conflict, or tuning out what the other person is saying, effective communicators listen and engage in the situation properly. Lastly, the key influencer in being an effective communicator is being relevant in both providing and receiving feedback—not providing or seeking too little, or too much.

Those who are below the effective range of communicating do not share information or feedback well, if at all. They are also not looking for information. Typically, there are very few advantages for people who are ineffective communicators. The only benefit may be if someone was involved in a job that required a lot of confidentiality, otherwise the disadvantages far exceed the advantages in being an ineffective communicator.

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