It Takes Seven Seconds to Make a Good First Impression!

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Guest contributed by Carolyn Leonard

No one is comfortable going into a bustling room filled with people that you don’t know. Many of us, despite whatever stature and success we may have achieved, still feel shy and awkward in those situations. To keep me focused and sideline some of the jitters, I set myself a goal of walking out having made two friends. To my mind, it’s not about how many business cards I can collect, but all about connecting, making good first impressions, and trying to forge mutually beneficial relationships from there.

Image via Shutterstock

Image via Shutterstock

To that end, a series of experiments by Princeton psychologists Janine Willis and Alexander Todorov conducted more than a decade ago and published in the July 2006 issue of Psychological Science resulted in some very interesting conclusions. They revealed “that all it takes is a tenth of a second to form an impression of a stranger from their face”. The authors went on to note that longer exposures don’t significantly alter those initial impressions (although they might boost your confidence in your judgments).

Women sometimes still face many challenges when it comes to career advancement. In particular, we believe that the quality of our work should speak for itself and for us. So, instead of showing up at a company cocktail party or event where we would meet people who if they knew us could influence our career path or even sponsor us we stay huddled behind the safety of our computer working away.

Part of my business development and marketing game plan is very straightforward. I call it “just show up.” I accept invitations to a breakfast, lunch or dinner where I will have the opportunity to meet new people. We get them in our “inbox” many times a day. I select two events a week to participate in where I will be meeting new people.

In order to make good first impressions I wear a smile and look confident. When I am at an event where I don’t see anyone I know, I scope out the room and try and identify someone who looks interesting. After introducing myself, I am always very conscious of looking for a connection or common interest. Good connections are almost always mutually beneficial.

In early June I went to a networking dinner knowing only one other woman in attendance. During the dinner, we discussed the importance of funding female led initiatives and of women supporting other women. I mentioned an idea that a group of women, myself included, are working to launch. We want to invest time, education and money in early stage, women-led companies. We want to hold workshops and boot camps to educate investors to learn what to look for in making these types of investments.

One of the women at the table perked up and said that that was exactly what she was looking to do with the next phase of her career. She has a wealth of knowledge and experience in building marketing programs and membership organizations from the ground up which no one else in the group has. She is a perfect fit for this venture, and by simply showing up, I found a great partner.

People promote people that they know and like. So becoming a good networker is an important tool in opening doors for new opportunities and friends. Join industry organization like WILD or Women In ETF’s, mentorship programs and women’s initiatives within your organization. Be seen and make meeting new people fun!

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A New Vocabulary For Your Daughters: Three ways we can instill confidence, resilience, and grit

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 Guest contributed by Dr. Priscilla G. Sands 

Leadership

Image via Shutterstock

Reaching a position of leadership, no matter your industry, requires hard work, perseverance, and resilience. How can it be made easier for the next generation to reach their potential? Perhaps we can start by simply by being mindful of the words we use.
As we prepare the young women in our lives for their future, we need to assemble a new “guidebook” to help them in their quest towards lives of purpose and meaning. We know this depends in large part on one’s internal grit and determination, and we all need to allow young women to self-advocate and to set their own goals while at the same time provide authentic mentorship.  

As the Head of School at Marlborough School, an all-girls middle and high school, we believe in a community that is free from the barriers and biases that can hold many women back. I am so proud of our graduates, women who break molds and shatter stereotypes while leaving a positive and lasting impact on the world around them.  
After spending nearly three decades in education, most of them in girls’ schools, I am often asked for my advice on raising confident, competent young women.

Here are three key suggestions for talking to the young woman in our lives:

 

1. DON’T tell her she’s smart. This is hollow statement that she will come to doubt when she faces adversity or challenge. It is a sure way for her to bump her head on the glass ceiling. Not only will she not believe you, she won’t be motivated to strive for more.
 
I know this seems counter-intuitive, particularly for high achievers, but for just that reason they may give up when faced with a difficult problem, rather than struggle through it and wrestle with new ideas and concepts. Being wrong is also part of being smart. So instead of simply stating what you see as a fact, but which is likely to be viewed with skepticism or indifference on the part of the young woman, I suggest an alternative.

DO tell her that you love the way she approaches challenging problems. Encourage her to stay with it and praise her willingness to keep working. She will develop a thirst and appetite for the puzzle and the question rather than simply the answer. Share examples of times when you struggled but ultimately succeeded in meeting a goal. Remind her that many of the greatest accomplishments take time and diligence to achieve as well as significant failure along the way.

2. DON’T refer to her or other women or girls as bossy. Too often girls are given the message that women in charge are disliked, which discourages their pursuit of leadership opportunities.  The most successful women were often told they were bossy along the way. In fact, rid your vocabulary of all gender-loaded words.

DO empower her to take on leadership opportunities where she can and use her voice to also empower others. Women reaching out to other women is a powerful chain of empowerment.
Look for opportunities to ask her advice or opinion. Discuss the process you use for leading, being candid with the way you balance the feedback of the team and the objectives of the project.

3. DON’T tell her she’s a math person…or a language person…There is no such thing and that’s a fact. This kind of language is limiting. It suggests that a woman is only one thing, that she can’t be good at both math and linguistics and soccer and painting. As a result, she may be hesitant to explore new avenues. In this century she should not be locking into an academic or intellectual binary, but should be nimble and engaged in many fields and ways of thinking.

DO help her learn that abilities are developed through commitment and hard work, two building blocks for accomplishment. Nothing happens if you don’t try. Risk being vulnerable yourself and learn something new together. Take a poetry class, learn a new language, or learn to code. You can share the process of learning (complete with your frustrations) and have the opportunity to demonstrate your own strategies for perseverance. This provides an opportunity to make memories and give both of you the chance to try something new, and have fun doing so.
Finally, though not really a “do” or “don’t,” I think the most important thing we can do for the young women in our lives is actively listen to them and demonstrate that they matter, they are valued, and they are respected.
 
Dr. Priscilla G. Sands 
Since 2015 Dr. Sands has been head of Marlborough School in Los Angeles, CA. Prior to this appointment Dr. Sands held leadership roles, from Assistant Head of School to Head of School and ultimately as President at Springside School in Philadelphia, later known as the Springside Chestnut Hill Academy. At this institution Dr. Sands established the Center for Entrepreneurial Leadership, a program focused on helping students build the skills and mindset required for success in the 21st century. Dr. Sands continues to be a champion of education and wellness and is currently working on the creation of a Mindfulness Program based on the work of Dr. Martin Seligman.

Dr. Sands earned a B.F.A. from the University of Rhode Island, a Master’s in Liberal Studies from Villanova and an Ed.D. in Educational Leadership from the University of Pennsylvania.

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

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How To Stay Motivated During Your Job Search

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Guest contributed by Amelia Knott.
Don’t let the process get you down.Frustrated blonde woman sitting at a computer
 
With hiring practices that often tend to favor more youthful applicants, it can be tough for seasoned professionals to reenter or reconfigure their place in the workforce. And while this may be a numbers game —more jobs for the entry-level folks— the grind of applying to and being rejected from jobs can be highly demotivating. However you can take comfort in knowing that you aren’t alone in feeling this way, as thousands of people across the country struggle to shift their careers everyday. Here are some of the best ways they’ve found to stay motivated and surmount challenges:
 
Define your goals and strategy
 
Before you begin the job search process, figure out the logistics first. Consider what sources you will use to seek jobs, update your resume, and determine whom to use as a reference. You will also want to set a schedule for yourself, treating the job search itself as a part-time or full-time job. This means maintaining a regular sleep schedule and setting aside blocks of ‘work time.’ Set reasonable goals each week, such as sending out five resumes. Then address the larger goal of what your ideal job looks like, and aim close to it throughout the process.
 
Choose your jobs wisely
 
As a seasoned professional, you’ve probably gained a high degree of specialty in your particular field. This is an admirable quality, as it demonstrates expertise, grit, and oftentimes company loyalty. However because of this, the job pool will be somewhat smaller. Avoid applying for jobs in which you are clearly overqualified, jobs seeking entry-level or recent graduate status, or jobs that aren’t congruous with your resume (unless you intend to make a concentrated effort to switch fields and establish how, for example, your accountancy skills translate into fundraising skills). To find a good fit, check out specialized job boards that let you sift through listings by category and other criteria.
 
Network in your industry
 
Staying consistent with your networking functions can do wonders to advance your job search. It can also provide social support from others who understand what you’re going through and who may be able to offer advice or job leads. For maximum effectiveness, stick to networking within your industry by attending conferences or joining relevant groups on social media. If you want to go broad, consider networking at events for professional women.
 
Offer to volunteer
 
As a financial service professional, you’ll find lots of opportunities to volunteer your time and skills. Check in with your local non-profits to find out if there is any way you can help. You can also find a full list of registered charities through the government. Many smaller organizations don’t have a dedicated accounting staff, so your expertise may be a welcome relief. Plus, volunteering will fill in the employment gap on your resume.
 
Enjoy the time off
 
While this period of shifting jobs may be a bit stressful, try to make the most of the time off. Spend some time with your family, take a little vacation, or simply indulge in some ‘me time.’ The relaxation can help you de-stress and maintain a positive outlook.
 
Ultimately you have the power to make this job search a positive and productive one. It will likely take you some time to find a suitable job, and you may experience some rejection along the way. Don’t let that distract you from the fact that you are already an accomplished professional. Sometimes there are elements at play beyond your influence—often to do with the position receiving a large pool of applicants. Keep your focus on achieving personal and professional growth during the process, and trust that your goals will be realized.
 
Amelia Knott works at Aubiz.net – a free online ABN lookup tool. She is passionate about new marketing trends and branding strategies. She shares her insights through blogging.
 
Opinions and views of Guest contributors are not necessarily those of theglasshammer.com
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Time Gaps in your Resume? Turn Black Holes into Wins

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CV / ResumeGuest Contributed By Sharon Nir

Recruiters and hiring managers have unconscious and conscious bias and judgement based on employment intervals can be one of the greatest organizational impediments for success.

But if organizations attempted to understand black holes in employee resume the way astrophysicists strive to understand black holes in the universe, they could uncover concealed information about candidates that could prove valuable for the position, but might not be attained through interview, questionnaire or psychological assessment. Therefore, instead of distracting interviewers away from employment gaps, interviewees should pull future employers right into them.

Show you’re a good match

Many valuable organizational resources are consumed during the hiring process; therefore, organizations do their best to find the most promising candidates. One approach to an applicant’s assessment is based on the concept of “fit”. Three different types of “fit” exist— the first two are relatively easy to attain, the third is legendary. A person-organization fit is focused on how well an individual “fits” within the organizational culture. A person-job fit is focused on how well an individual “suits” the job he or she is hired to do in two aspects: personality and skills. The legendary option is the combination of the two in which a candidate demonstrates both organizational and job fit.

Candidate’s evaluation based on the level of “fit” is essential, because in many cases, it predicts the future success of the recruitment. In this context, the employers’ tendency to mind the gap could be explained by their look for “fitted” employees, which in their opinion translates to well-planned, long-term objectives achieved by following a gap-free career path. Additionally, employment gaps predominantly create a big question mark, and most organizations do everything they possibly can to avoid any kind of ambiguity. Therefore, the candidates have the responsibility to replace question marks with exclamation points and prove they are a perfect match for both the job and the organization.

Before you apply for a position, perform a thorough study of the company’s mindset. On the website, focus on the mission statement, values, and social responsibility initiatives or activities. Sign up for the company’s newsletter, which is a great resource for learning about the organizational culture, latest news, and employees’ appreciation. Additionally, search for recent articles about the company.

Then go back to your resume and elaborate about previous positions that are aligned with the organizational culture, mission, and social responsibility commitment at the expense of positions that are not. In the cover letter, explain how the skills and the experience you’ve gained during your employment gap would come in handy in the position for which you are applying. During the interview, gravitate the conversation towards the black holes and give specific examples of the way your core competencies, which you’ve acquired throughout the gap period can be valuable to the organization.

The past counts but the future is pertinent

The 21st century’s lifestyle dictates modifications. Gone are the days when people worked from nine-to-five, were mostly involved in physical labor, and remained in the same work place for forty years. Today, we live in a fast-paced, ever-changing business environment that promotes employment mobility and career transformations. In such eco-systems, employment gaps could be one of the best predictors of employees’ growth and future successes, because like in the universe, black holes exhibit a strong gravitational pull that could help evaluate candidates’ personalities beneficial to the position and the organization.

If you are an educated, skilled professional with employment gaps, you could contribute more to organizations than a similar candidate without gaps. You are the employee any smart forward-thinking organization would like to have. You are a curious, creative, risk-taking, self-directed, adaptive, agile, and adjustable individual who may exhibit unique problem-solving skills, which are powered by a situation analysis and a complex decision-making process.

The fact a skilled technical writer took off a year or two to write her debut novel and DJ-ed on the weekends to support her family presents a candidate who is responsible, creative, and dedicated to her mission. If an IT project manager traded her career for her family for a few years that should suggest she has her priorities straight, possesses a high-risk tolerance, and follows her values and beliefs. A successful art teacher in her 40s who took off a few years and returned to school to study architecture should give a clue this candidate has a vision, and she is unwilling to settle for anything less than what she can achieve.

Candidates with these exclusive core competencies are the catalysts of innovation and growth. They are organizations’ most-prized possessions, and most likely, they would be the ones to help the organization achieve and sustain the competitive advantage. Therefore, stop feeling inferior and instead display pride, and show you’re the organization’s legendary option as you fit both the job and the organization due to your unusual or creative career path.

A word to employers

Employers should keep in mind that hiring a candidate with employment intervals is anything but compromising. Important to remember is that a candidate with years of work experience from which she didn’t take on growth challenges is worthless to the organization, while a candidate with a modest experience from which she evolved and changed is invaluable.

Sharon NirAbout the author

Sharon Nir is the author of The Opposite of Comfortable: The Unlikely Choices of a Career Immigrant Woman (Viki Press/May 2016). Born in Tel Aviv, Israel, she holds a Bachelor of Art degree in Language and Literature from Tel Aviv University, and an MBA in Marketing and International Management from Northeastern University of Massachusetts. Sharon, her husband and two children reside in Albuquerque, New Mexico. Visit sharonnir.com and connect @sharonvnir and facebook.com/sharonvnir for more info.

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Looking to get to the C-Suite? Here are six steps to career success

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Women-Cheering-featuredGuest Contributed by Morag Barret

Career paths can be unpredictable, peppered with pivot-points, and rife with opportunities that can make – or break – your trajectory. The path to the C-Suite isn’t a straight line, nor is it one you can coast along. If you aren’t scared just a little bit along the way, you probably aren’t moving fast enough or taking (informed) risks!

Getting to the C-Suite can be a daunting journey for even the most seasoned professionals. Hard work alone is not enough, and can actually keep you stuck at your current career level rather than catapult you forward.
If hard work isn’t the answer, how do you get to the C-Suite? I called several leaders that I know and respect for their advice. Here’s what they had to say:

Never stop learning

Pay attention to the leaders you admire and seek to understand what makes them stand out. “The biggest mistake a leader can make is to stop learning,” shared Rose Else-Mitchell, Executive Vice President at Houghton Mifflin Harcourt.

“Modeling continuous learning creates a culture that benefits everyone, encourages risk, innovation and self-responsibility.”

Seek out daily opportunities to learn and demonstrate your readiness for a promotion. Don’t wait for a bigger title to show others that you’re capable of operating at that next leadership level today.

Have a vision

“Hope” is not a strategy to adopt when it comes to managing your career. Whether your goal is to achieve the top job, move to a vice president role, or from manager to director, you need a plan — and to execute that plan!

“Make sure it’s your plan.” advises Barbara Dondiego, CMO at AVOXI. “If you choose to ‘Lean In,’ make sure you understand your reasons for doing so. Run towards the hard problems that others step away from. It’s the best preparation for the C-Suite you can ever have.”

Broaden your point of view

In the early stages of our career, we tend to have a narrow point of view, and be focused on our immediate function and area of expertise. Success in the C-Suite requires that you have a broad leadership point of view.

Susan Reynolds, former COO at Naviasys, recommends that you “be a business person who understands your business or profession. Focus on what matters to your company and know your stuff. Make your company profitable by contributing to the skills of your group, and be accountable for the failures, as well as the successes.”

As a CXO, you’ll need to understand the whole business: from finance to operations, technology to HR. Get involved and volunteer for cross-functional projects. If you’re not equipped to spend time in these parts of your organization, then take a class, study, seek out a mentor from across the company, and start talking the language of business.

Nurture professional relationships

“Success in your career is driven by the relationships you form,” says Judy Batenburg, SVP of IT Services at Starz. “Get to know your allies, those who can help you move forward, and also those who might hinder your success. Work to cultivate strong professional relationships.”

Relationships matter, especially when it comes to moving your career forward. Why? Because the senior roles aren’t (usually) filled as a result of a job advertisement or resumes submitted online. Before a senior role even hits the job market, conversations will have been held along the lines of, “Who do we know that could fill this role?” “Who do we want to invite to join our team?”

Make sure to cultivate your professional relationships now, so that your name is the first that is suggested. Your future career progression may depend on it!

Invest in your support network

Shannon Sisler, SVP of Talent Management Human Resources at Western Union, recognized that as she moved through her career, there were ever increasing personal and professional demands on her time. Having a strong support network is vital, and can include someone that takes care of the yard, more flexible child support, an awesome assistant at work, a personal trainer, and even someone that can ensure you get regular date nights with a partner. Shannon advises: “Don’t feel guilty asking for help… you can’t be everything to everyone. Invest your efforts in the personal and professional areas that matter most!”

Don’t watch the game. Play the Game.

As you climb the corporate ladder, you will encounter hurdles. You can either rail against the system and refuse to play – or, you can choose to learn the game, play the game, and ultimately change the game.

Simone Reynolds, Chief Human Resources Officer at Coalfire Systems Inc. advises “Be authentic! Don’t change to fit the mold instead stay within the guardrails and be authentically you. In doing so you build trust, and the ability to influence others in a multitude of ways. The best way to change things is to work the system not revolt against it.”

Your Steps to the C-Suite

There is no one path to reach the C-suite. This is your career journey to find and forge. You can either wing it and hope that your smarts land you your dream role, or you can be deliberate, thoughtful, and take control of the process. Experience has shown that the latter approach is more likely to result in a successful outcome. Only you can choose to invest the time in developing your self and demonstrating your leadership capabilities that set you up for success today — and for tomorrow.

Morag Barrett is the best-selling author of Cultivate: The Power of Winning Relationships and CEO of SkyeTeam, an international HR consulting and leadership development company. Morag’s experience ranges from senior executive coaching to developing leaders and teams across Europe, America and Asia. SkyeTeam works with clients in a range of industries including: Healthcare, Telecoms, Mining, Manufacturing, Engineering, and Technology. www.skyeteam.com

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Say It Like You Mean It: How to Communicate Effectively at Work

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Women SpeakingGuest contributed by Desiree Simons

You’ve worked hard to get where you are. You’ve earned your success because you’re not afraid of hard work. However, sometimes communicating with your male colleagues can seem like trying to put a puzzle together without all the pieces. The good news? There are skills you can learn that will help.

Most experts agree that women and men communicate differently but are quick to point out that one style is not better than the other. Diverse gender skill sets contribute to a better workplace, but adaptability, and knowing when to use a different approach can be a game changer for everybody.

Get to the Point

Women tell more backstory and narrative before getting to the point. Sometimes retelling how you got from point A to point B is not needed. Backstory is redundant if colleagues are familiar with the project.

Women also hedge and use qualifiers when speaking. For example, “Do you think, what if we, have you considered?” We are raised to be polite, but if something is not a question, don’t’ make it sound like a question. Instead of saying, “Would you mind, or Could you…” Instead say, “I’ll need that by… or Let’s plan for…” Men are used to speaking more directly. “We must….”, It’s important to understand…, and I’ll go over the final section…”

Beth Levine, SmartMouth Communications consultant and author of Jock Talk: 5 Communication Principles for Leaders as Exemplified by Legends of the Sports World, calls this “diminishing language,” and believes it causes peers (both male and female) to see women as less confident. Know your main idea and state it quickly to your listener. Some experts suggest creating bullet points in your mind before you go into a meeting. Stay clear of “tag language,” such as, “Isn’t it? Don’t you think? or Don’t you agree?” at the end of your statements. Levine also says women use the phrase, “I feel” too much at work. For example, “I don’t feel right about the proposed expansion.” Men typically say, “I think the proposed expansion will cause the following problems.” Say what you think, not what you feel.

Stand Your Ground

According to Danielle Lindner, adjunct professor of the Psychology of Women courses at Stetson University, “Women are socialized to be harmonizers and peacemakers.” They sometimes compromise rather than standing firm during a potential conflict situation. Standing your ground may result in not being liked by some co-workers, but Linda Henman, Ph.D., author of Challenge the Ordinary and Landing in the Executive Chair says, sometimes you have to forget about being liked. “Results, not harmony is the goal.”

Speak up in meetings, even if you risk being wrong. If people behave badly towards you, don’t assume it’s because you’re a woman. Don’t take a disagreement personally. Put it behind you and look for the next opportunity to showcase your skills.

Play to Your Strengths

Patricia Rossman, Chief Diversity Officer of BASF, a 100-year-old global chemical company acknowledges different gender communication styles but stresses the need for diversity and believes woman bring a unique and valuable skill set to the workplace.
Women tend to have a collaborative rather than a competitive approach to problem solving, as well as a kind of “emotional intelligence.” Rossman defines this as “looking for the deeper impact,” of interactions, decisions, and discussions. Others refer to it as a relational approach. Whatever you want to call it, women tend to be good at looking at the bigger picture.

Women also use and interpret nonverbal communication more than men. Noticing things like eye contact, body language, facial expressions… allow women to pick up vital clues.

The bottom line is simple. Be yourself but remember the most effective communicators know a variety of strategies and choose the best one for a given situation. If you do this, you’ll always say what you mean and mean what you say.

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Empowering Future Women Starts Today by Empowering Ourselves

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woman sitting at deskThe business world is still dominated by men. Sure, we’ve made inroads into the executive level, but we fill few seats — especially in the science field and the corner office.

Yet the statistics tell another story. Not only are we keeping pace with men in the boardroom, but we also run circles around them. Last year, Philadelphia venture capital firm First Round Capital unveiled findings that startup firms featuring at least one woman founder outperform those with solely male founding teams by 63 percent. And women play roles in the upper echelons of First Round’s 10 most valuable companies.

To vault forward in science (or any industry, for that matter), we need to look differently at leadership and our gender. Men and women aren’t wired the same, and to get where I am today, I’ve had to do things that don’t necessarily come naturally.

Women as Pioneers

Women leaders are trailblazers — the more we assert ourselves as leaders, the more other women will follow.

I didn’t realize I was breaking new ground until my daughter, a recent college graduate, said to me: “Mom, you know something? You’re a pioneer. When you were rising throughout the leadership ranks in the ’80s and early ’90s, the ratio of women leaders to men leaders was extremely low.”

She told me that a professor of hers had asked the students to raise their hands if their mothers held a senior leadership role in a company. Out of nearly 50 students in my daughter’s class, she was the only one whose hand went up. She told me, “Mom, you are a unicorn.” I never looked at myself that way. And personally, it meant so much to me to know that I stood out in her mind and had such a deep impact.

As women, we’re still dismissed on the basis of our emotional, connected nature. And our people-centered leadership styles are looked down upon by men — the very people who are often making the decisions about promotions and hiring.

Men vs. Women

Looking back on my career, I know there are some things I could have and should have adjusted that would have made it easier to advance. Growing up with only brothers, I believed I had a leg up on many other aspiring female professionals. But in terms of business, I didn’t really know the difference between a man and a woman. I thought, “I’m just a different sex, but we’re all equal.”

That thinking is a bit backward — even in today’s diverse world. Men and women behave and act differently in every situation. And as professional women, we need to embrace this fact and work it to our advantage. Back when I entered my field, I didn’t really take note of my female tendencies, and I strongly believe it may have held me back.

Leveraging Our Strengths

By nature, we aren’t nearly as boastful as men. We often recognize people around us as opposed to recognizing ourselves. But we need to be able to talk the talk and walk the walk. We need to sell ourselves as strong thinkers and business leaders.

We need to understand our value and make sure we can represent it correctly, whether it’s in front of a board of directors or our senior management. In general, we’re not programmed this way in our DNA, so we need to recognize how important this is and show our value in every aspect of our jobs.

We are much more conscious of physical responsibility and the people element in business and life. Women in a business setting will often say, “How are you doing, and how can I help?” We won’t find a man doing that.

And we don’t need to hear that we’re better than men. We need to know that we’re different and that in certain roles, that difference makes us stronger and “better.” Of course, the opposite is true, too; men are better than us at some jobs.

But we need to think about where our strengths are and leverage those advantages. Recognizing this will put us in front of investors and business leaders and boost our careers.

Our Path Forward

What can we do to build upon the foundation set by our predecessors and ensure that future women will carry on to greater success?

1. We have to work twice as hard as men. This is not only because we’re trying to overcome some of our natural tendencies, but also because it’s still a male-dominated world.

2. We need to be more selfish. We’re raised to be selfless; we don’t think of ourselves first. But speaking louder is the only way we’ll break into the boardroom. In a room full of men, we need to be heard.

3. We have to assume we’re all the same and that we deserve the same treatment. We should take more risks and wait until someone says “no” rather than avoid confrontation. Sure, we ask for more responsibility. But we don’t ask for or expect a raise or promotion to go along with that added responsibility.

4. We need to cultivate our passions and find a way to make a difference within that arena. Invest in a passion, build a business or project around it, and use it within a brand. It will help us get noticed and stand out in front of a group of men.

5. We need to work together and empower one another to build success among women. Springboard Enterprises is a great resource for women with an entrepreneurial spirit, and it’s not necessarily just for entrepreneurs — it’s for any woman who wants the firepower to move ahead in business.

We need to be pioneers for other women; it’s the only way to close the gender gap that still exists. The more we assert ourselves as leaders, take risks, and let our passion do the talking, the sooner “our day” will come when we will not only be 50 percent of the population, but also 50 percent of the leaders driving change in the world!

Valerie Palmieri was appointed president and CEO of Vermillion in January 2015 and joined the company in October 2014. She brought with her more than 30 years of experience in the diagnostic laboratory industry, holding sales, operations, and executive leadership positions in laboratory service and consulting organizations.

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Elevate Yourself: How to Articulate Your Value and Advance Your Career in Two Easy Steps

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Image via Shutterstock

Image via Shutterstock

What are your career aspirations? When you’re dreaming about the future, do you see yourself in a bigger role, leading your team to impressive results and having a powerful influence in your company? Then there’s good news. You are the one who can elevate yourself to reach that higher-level position.

It’s true. The leaders who are most successful are the ones who lead themselves and lead others to see them as successful high-achievers worthy of promotion.

Unfortunately, many leaders miss this opportunity. Either they don’t realize how much influence and control they have over their own careers, or they neglect to communicate their value. You can speed up your advancement by taking ownership of your career, knowing your value, and articulating your successes in a way that leads to new opportunities.

Being able to articulate your value is a key tool for success and advancement. Here are the two steps you need to take.

Know Your Value.

Ask yourself these questions:

1. Do I know the impact of my efforts?

2. Have I defined the specific contributions that I’ve made?

3. Can I gracefully, elegantly, and clearly articulate the value that I bring?

If you have difficulty answering these questions, it could be for one of two reasons. One, it may be that you are not adding as much value or making as big a contribution as you would like. If that’s the case, it’s time to rethink your approach so you can be more impactful. Two, it may be that you’re adding plenty of value to your company and even excelling in your role, but you haven’t taken the time to clarify that value in an effective message. If that is the case, it is time to do some wordsmithing and craft the message you can easily share with others to help them see your value.

Either way, whether you are focused on improving your impact or communicating your impact to others, this is an effort that is worth your attention. By knowing and describing your value to others, you will open new doors of opportunity and advancement.

Prove Your Worth.

Once you succeed in identifying and articulating your value, the next step is to prove your worth.

Here are some more questions you can ask yourself:

1. What specific role have I played that created a positive outcome for the company?

2. What outcomes or deliverables have I achieved?

3. What are those roles, outcomes, and deliverables worth?

What you are searching for as you do this analysis are specific metrics: your concrete, measureable results. Look for numbers, percentages, dollar figures and other persuasive metrics that quantify the impact you have made. You’ll know you have proved your worth when you can effectively identify the specific benefits your company has gained as a result of your efforts and achievements.

Remember: when it comes to career advancement, you have more control than you think. Take the time to identify and communicate your value. When you do this for yourself, you’ll increase your confidence and impact. When you share it with others, you’ll elevate yourself into the positions you want.

You really do make an impact. Give yourself the opportunity to be the leader you most want to be by helping others see your value, too.

Howard J. Morgan and Joelle K. Jay, PhD, of the Leadership Research Institute (LRI) are co-authors of THE NEW ADVANTAGE: How Women in Leadership Can Create Win-Wins for Their Companies and Themselves (Praeger / 2016). For more information please visit www.TheNewAdvantageBook.com.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

How?

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

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

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

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

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

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

Guest contribution by Lisa Tener

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

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

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Develop Yourself

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People around a laptopIf you wait for your employer, you might be waiting a long time.

Recently, over glasses of wine, it came up that many of my friends felt like they weren’t being developed by their companies.

“They think we don’t care about career development because they think we don’t care about our careers because we’re millennials. Millennials…such an HR term,” complained one of my friends, who is a consultant.

“At least if they decided to develop you, you’d be getting applicable skills,” said another friend, who leads corporate training programs and is questioning her career. “I want to change my career and I’m not sure how.”

“The only kind of development we get is access to a series of boring webinars that we have to watch in the HR conference room,” said another friend in a tech company. “I fell asleep during the last one.”

Why are companies not developing their employees?
  • Maybe they think you don’t care.
  • Maybe they don’t care.
  • Maybe they think they are developing you, but don’t know how.
  • Maybe they’re too busy.
  • Maybe they’re only focused on developing their favorite star employees, and don’t have time for everyone else.
  • Maybe someone in the HR department or in management doesn’t like you.
  • Maybe they only develop men, and not women (in which case, you might have a lawsuit on your hands, or need to look for a new job).

It sucks to stay at a job and not be developed. If you are at a job for a number of years, you should need to update resume every six months with new skills, projects, tasks, and reports. If you don’t find yourself doing that, well, you have an issue. I find myself regularly logging into LinkedIn to post my latest presentations, updated skills, and reports.

So you’re not being developed. Or maybe you want a new career, and don’t want to bother focusing on being developed in your current organization/role. Here are some tips on how you can develop yourself. Ultimately, you’re the one who cares most about your career, so you should be the one taking charge of it.

  1. Look at your career in the long term. Where can you go? Where do you want to go? Where could you possibly go? If you really need help, contact a career counselor. Your alumni or career services office of your former university might be able to assist you with resume revision, career counseling, and networking opportunities.
  2. Do you want to/Are you willing to live someplace else? This might open up or limit your options, depending. If you need to or want to move, voice this to your organization to see how this may change your career. Affiliate yourself with local professional organizations (even if it’s just online) to connect and network.
  3. Don’t get bogged down by negativity. Yes, maybe you hate your job, or your career, or your boss, or your HR department. But stop complaining about them and wishing they would all just quit or go away won’t help you. Accept that things are the way they are. Try to change them – by looking for a new job, and until that happens, focus on developing yourself.
  4. Are there any industry/professional associations you could be affiliated with? Join them. Even if opportunities are lacking in your organization, externally you could find mentors, training programs, networking opportunities, conferences, grants, and workshops crucial to developing your skills and career. See how you could be involved – volunteer for events, offer to give presentations, see how you can contribute and be a part of growing your skills and your career.
  5. How can you further your education? Whether it’s getting a master’s degree, enrolling in a certificate program, or taking a weekend course that could develop your skills and career further, never stop learning. Check in with your HR department for reimbursement policies and any class recommendations they have.
  6. Ask for more at work –from new people. Maybe you’re limited in how you can develop in your department. Talk to your colleagues from other departments, and see if you can help them with any projects, and develop new skills. Maybe HR has some ideas about how you can assist with staffing gaps. Offer to do presentations – public speaking skills are very important (even if you hate it!).
  7. Improve your people management skills. Schedule one-on-ones with direct reports to check in and see how you can help them more. Ask if there are ways you can improve and help them. If you don’t have anyone to manage, ask if you can. If there are no opportunities, create an internship program to give you much-needed people management skills. When working across teams and when managing projects, show off your skills and leadership talent.
  8. Work on general development skills. Maybe you’re a solo librarian at a large law firm, and they’re not interested in funding classes for you on improving search strategy or copyright updates. See if they will stand behind you as you take classes on managing staff, time management, productivity, budgeting, and career management. It’s always a good idea to have a few ideas of your own picked out, but check in to see if your managers and/or HR department have any ideas of your own.
  9. Are there language skills you can develop?Learning a new language is always a great thing to do – it challenges your mind, it’s fun, it’s a great connect with people, it helps when you travel, and it’s a great thing to add to your resume. Check out if your job will pay for it, and/or if they will let you take classes on company time. I initially began studying Spanish because of my own personal interests, and have since read reports/articles in Spanish for work, answered information requests in Spanish, and fact-checked a report in Spanish. Check out reviews of local language schools, or your local colleges, and join Meetup groups as a way to practice further.
  10. Start an Internship/Volunteer. If you really want a new career, don’t jump ship before experiencing it for yourself. I will never thank my mother enough for forcing me to be a candystriper when I was in high school after I said I wanted to be a physical therapist. Working at a hospital quickly made me realize that while I loved helping people, I didn’t want a career in the medical field. I volunteered another six years, and loved it, but knew it wasn’t a lifelong career for me. Bonus for internships: you might make some great connections for a future career.
  11. Find mentors, inside and out. The most unlikely person in your organization can turn out to be a great mentor, and maybe even ultimately, a sponsor to help advance your career internally. Mentors can give you great advice on how to take your career going forward, which new skills to focus on, how to build new skills, organizations to join, opportunities to pursue, how to navigate career politics, and just serve as a sounding board. Can’t find a mentor? Be your own!
  12. Don’t just find a mentor – be a mentor. Mentor someone just starting out their career, or even a student in the field. Former mentees of mine still email me for advice, years later. It makes me feel good that I’ve made a difference in their careers.
  13. Update your resume and LinkedIn page all the time. Even if you’re not looking for a job, you should be always be regularly updating. A friend who unexpectedly lost her job when her company shut down their North American headquarters office told me, “The worst thing is that now I’m trying to remember everything I did for the last six years.” Also, should you suddenly decide to update everything on your LinkedIn profile at once, this could be a bit suspicious to your coworkers/managers. I use LinkedIn as a place to find and promote my speaking engagements and articles, so I constantly update my profile.
  14. Actually use LinkedIn. A biologist friend recently confided in me, “I don’t really see the purpose of LinkedIn.” Use it to see if any of your friends have connections at your dream companies; use it to stay connected to former classmates and those in your field. Join relevant groups; they’re great for asking questions and getting a fresh outsider response.
  15. Connect with recruiters. If you’re looking for work, connect with a recruiter. Make sure they know exactly what you are looking for so they can make the most of their time and your time. They should also be aware of your latest skills.
  16. Even if you don’t want to leave, check out other jobs in your field. What are the required skills and experience? What can you work on? What should you focus on developing? Where are your gaps? During a check-in with your manager, ask to fill in some of those gaps.
  17. Network with a purpose. Most of us find networking awkward – standing there, clumsily unsure of how to start conversations. Ahead of time, create goals: think about what you want to accomplish at a networking event. Create an elevator pitch. I like to go into networking events with some questions. “What’s new in your office?” “How do you handle stress with your job?” “What’s your favorite thing about your job?” You can talk about what you do, and mention what kind of opportunities you are seeking. I was offered a speaking engagement after updating an acquaintance about the speaking I had been doing.

Really, when it comes down to it, developing your career is your responsibility. It would be great if your employer would help you, and really, any good employer will, but if it’s not happening, you need to make it happen. Develop yourself: it’s the best thing you can do for your career.

Writers bio:
Cheryl Yanek is a writer currently traveling around India, where she is also studying yoga. She regularly writes on career issues, ultrarunning, feminism, pregnancy, yoga, food, and wine. She has been published in many places including Skirt Collective, Trail Runner, The Huffington Post,  Ultrarunning, Manifest-Station, Thought Catalog, and New York Wine Events. She is also the Race Director of the Burning Man Ultramarathon.

 

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