Mentoring Professional Women at Work while Navigating Sexual Politics

, ,

women working mentoring

By Cindy Krischer Goodman

The number of male managers who are uncomfortable mentoring women has more than tripled in 2018, with one in six male managers now hesitant to mentor a woman, a recent survey by the LeanIn.Org and SurveyMonkey found.

The survey results, considered a backlash from the wave of sexual harassment allegations known as the #MeToo movement, have sparked #MentorHer, a new campaign by LeanIn.Org. Sheryl Sandberg, COO of Facebook and founder of the nonprofit LeanIn.Org is calling for male managers to commit to mentoring women as a crucial component for equality in the workplace.

“We are at a pivotal moment,” Sandberg’s LeanIn.Org has announced. The #MentorHer campaign comes as the world celebrates International Women’s Day, a global celebration in March to celebrate the achievements of women. This year’s theme is a call to press forward and progress gender parity, a message Sandberg’s campaign embraces.

So far, Sandberg’s #MentorHer campaign has the backing of more than 38 prominent leaders and CEOs, including Disney’s Bob Iger, General Motors’ Mary Barra and Netflix’s Reed Hastings, who have committed to mentor women within their organizations.

The #MentorHer campaign is call to action to keep progress moving forward in advancing women to leadership positions. In a study on men who mentor women , The Harvard Business Review found receiving mentorship from senior males can increase compensation and career progress satisfaction for women, particularly for those working in male-dominated industries.

Why is Mentoring Important?

Maria Bailey, CEO of BSM Media, a 20-year-old social media and marketing firm, received mentoring from a half dozen male business leaders during her career. The mentoring, she said, helped her rise within the corporate environment of large public companies, and later succeed as a business owner.

“The best mentorships are based on shared values and professional chemistry,” Bailey said,

“Some men may be afraid now, but that will weed out people whose intention is not as strong in creating a mutually beneficial mentoring relationship. If a man really wants to help a woman grow her business or grow in her career, he will do that because great leaders are fearless leaders.”

Business executive Erin Knight, founder of a LeanIn Circle in Miami, said mentoring programs formed by corporations embolden female employees to become leaders but need protocols in place to encourage participation for both the mentor and the mentored. She comments, “I believe this will allow men to feel more comfortable participating.” At the same time, she said, “Women should continue to conduct themselves in a professional manner and seek the support of both males and females who share the same degree of integrity and professionalism.”

LeanIn.Org’s new survey findings on male hesitation to mentor females come as women already are underrepresented in most organizations, especially at senior levels. If fewer men mentor women, fewer women will rise to leadership, according to the organization’s findings.

On its website, LeanIn suggests men find at least one woman to mentor. Once identified, the organization advises the mentor to take give women specific input on the skills they need to build, give women skills-based feedback to improve their performances, put women’s names forward for stretch assignments, advocate for and open doors for women, and include women in opportunities to build valuable relationships.

Mentoring is on the Rise

Corporate mentoring is on the rise with about 71 percent of Fortune 500 companies offer mentoring programs to their employees, according to a study of workplace mentoring programs by Chronus, provider of talent and career development software. The study found the mentoring programs led to salary grade changes, higher retention rates and more promotions for the mentee and the mentor.

The benefits of mentoring are clear but evidence documented over the last ten years suggests sponsorship can be even more important because it entails people advocating for you as well as offering advice. Workplace experts consistently find mentorship and sponsorship play a key role in promotions and raises, stretch assignments and flexibility.

Unfortunately, women are 54% less likely to have a sponsor and 24% less likely to get advice from senior leaders, according to Lean In research.

The nonprofit has concluded that we all benefit when a colleague shows us the ropes and sponsors us for new opportunities; particularly when they’re more senior, as men often are.

What Stops Men from Mentoring Women?

The 2018 Lean In survey found half of male managers are “uncomfortable” working alone with a woman. According to a story we wrote in theglasshammer.com in 2013, the Center for Talent Innovation report named The Sponsor Effect, states that “senior men shy away from mentoring or sponsoring junior women because of assumptions about what that relationship entails. “

In a Harvard Business Review blog post, Sylvia Ann Hewlett, founding president and CEO of the Center for Talent Innovation, writes, “However, fear of being even suspected of an illicit sexual liaison causes 64 percent of senior men to pull back from one-on-one contact with junior women; conversely, for the same reason, 50 percent of junior women are hesitant to have one-on-one contact with senior men.”

How Can We Help Men Get Involved?

Adam Grant, an organizational psychologist, Wharton professor and business book author, has a few ideas. In his LinkedIn article titled Men Are Afraid to Mentor Women, Grant said men should hold themselves (and each other) accountable for parity, such as including women in meal outings. He also suggests men avoid running from discomfort and talk to women about what makes them comfortable or uncomfortable. Lastly, he advises men to mentor women in small groups if they are terrified of one-on-one.

Richard Outram, CEO of Financial Acumen, a financial consulting and leadership development firm, said he has and will continue to mentor women. Outram, a former executive at Burger King Corp, Sunglass Hut International, PRC LLC and PricewaterhouseCoopers, believes men who understand the value of the male/female mentoring relationships will continue as well. He states, “It’s eye-opening at times to put yourself in a female’s shoes. Women and men are wired in different ways and we can learn from each other.”

Outram said while some men may be reluctant in the wake of the #MeToo movement, more corporations are making diversity a priority and comments,

“A lot of companies are putting structure and accountability around mentorships to ensure they continue to happen,” He continues, “I won’t say it’s critical for a female to have a male mentor to get to the C-suite. There are female superstars who have made it on their own. But there are a ton of egos in the workplace, so you want a mentor who will help you through the challenges and do it with the right mindset.”

/by

Storytelling: The Art of Connection

,
book

Image via Pixabay

By Aimee Hansen

Forbes has called it “the new strategic imperative of business.” Oral storytelling may have started around the fire, but today it’s trending hot on the list of sought-after leadership competencies at the boardroom table and in the C-Suite.

While storytelling may be innate, it doesn’t mean we’re all equally skilled in wielding the power of storytelling. But it turns out that being an engaging and persuasive storyteller is far less about raw talent than you might think and more about getting fluent in the structural ABC’s (or rather, IRS) of storytelling.

theglasshammer.com spoke to Esther K. Choy, Founder and President of Leadership Story Lab and author of the book Let The Story Do The Work: The Art of Storytelling for Business Success.

Why We Don’t Tell Stories

“Storytelling in a business context is a pivot from something we are doing naturally and intuitively,” said Choy, “but it’s adding a different application. I think it would be a pity if we (women) don’t make full use of what comes natural to us.”

Choy observes that we tend to be more reserved about telling stories at work than we need to be.

“A lot of people have a certain misconception that when you tell stories you assume the spotlight and you are talking about yourself… And this is something that many of us have been socialized not to do,” says Choy. “The other thing is that if you haven’t been trained how to tell stories strategically in a business setting, it can take a while,” states Choy. “These days people’s attentions spans are very short.”

The need to be persuasive and concise is why immersing yourself in the anatomy of effective storytelling is so important.

An Expansive and Emotive Leadership Art

In addition to speaking to and from the heart, telling and receiving stories is also a more expansive mindset skill than analytical or rational argument.

“When we listen to a story, it involves 40 to 50 different regions of our brain. When you are perhaps using the analytical side of your brain, it’s far more limiting.” states Choy. “That’s why we have the saying that people forget facts, but they never forget a good story. You can try to forget a good story, but it’s really hard. The reason is that it’s such a whole brain experience. It’s sticky. It’s memorable. It gets us feeling. It’s almost as if we were there, inside the story.”

Indeed, emotional recall changes the memory game. Fact are between six and 22 times more likely to be remembered if conveyed through story than list.

We are not only rational beings, even when making basic decisions. “Every single decision, big and small, must involve an emotional process to make a decision and act on it. That’s just the way we’re wired,” states Choy. “That’s why no amount of sheer analytical presentations and data can actually persuade someone until and unless their emotions are tapped somehow.”

Storytelling is a way of showing versus telling that guides the listener along on an intentional emotional experience. It creates a synchronization between speaker and listener. The result, often, is a trust that is conducive to building consensus.

“When you’re the storyteller and I’m the listener, our brains actually begin to synchronize,“ states Choy. “Because the story that you are telling me, that you are painting, I am also trying to imagine and feel. The storyteller’s brain and the listener’s brain begin to hum and synchronize. That’s why we feel an incredible connection.”

Storytelling Starts With Listening

“In order for any of us to become great storytellers, we must first become story collectors,” states Choy. “So before we set out to tell great stories, to razzle and dazzle and influence and persuade other people, we also need to learn how to get other people to tell their stories.”

While this partly mirrors the principle that if you want to write, you need to read, it also comes from the need to create receptivity and two-way communication. This is especially true when negotiating friction with colleagues.

“In a business setting, when you’re trying to persuade other people, it’s really hard for others to even begin to open their mind and ears unless they feel heard. That has to go first,” states Choy. “We don’t have to agree with them, but we have to acknowledge them and make them feel heard. That is the only way to get them to open their minds and their ears to hear our story.”

In order to effectively persuade, even storytelling has to be a conversation.

The Craft of Connection (IRS): Intrigue, Rivet, Satisfy

It’s not true that some people just aren’t storytellers.

“I think 80% of what makes a good storyteller can be boiled down to process. It’s more a matter of willingness, not ability,” states Choy. “If you’re willing to learn the process, to practice it and get feedback – then no matter your confidence and creativity and natural ability – you will be a great storyteller.”

Choy’s story toolbox and strategic structure is IRS. The beginning must be Intriguing. The middle should be Riveting. The end should be Satisfying.

Act 1 – Intriguing: The shortest part of your story should begin with time and location and end with a hook. The hook can be based upon conflict (any tension of opposing forces), contrast, or contradiction (contradicting the expectations of your audience).

One thing you should not do, says Choy, is to begin with “let me tell you a story,” which can raise skepticism. Focus on intriguing. We often need to dig out the hook of our story and bring it to the front.

Act 2 – Riveting: This is “the meat of the story” – the overcoming of obstacles, challenges, setbacks, more setbacks, and triumphs. When we’ve lost our audience, it’s often because we began with Act 2, rather than setting our story up or effectively wrapping it up.

“That’s why some stories feel flat or feel like they go on and on with no end in sight,” states Choy. “But if you set up the story right, then you’ve earned the right to tell your stories.”

Act 3 – Satisfying: This is the climax and final resolution, which delivers on intentions and takeaways, either open-ended (such as provoking discussion) or close-ended (such as closing a deal). The same story can have either open-ended or close-ended intention, based on how you resolve it.

“Whichever path that may be,” states Choy, “you should think ahead of time at least to what you would like to see happen after you tell that story.”

Personal Proficiency

Ultimately, storytelling, like many skills that are important to leadership, are a matter of both craft and practice. Storytelling is one area in which it can be both professionally and personally rewarding to develop your proficiency.

Author Note: Aimee Hansen leads women’s writing and yoga retreats on Lake Atitlan, Guatemala (Nov 25 – Dec 3 2017, Jan 27 – Feb 4 2018) and other locations and dates in which we explore the power of storytelling when it comes to owning our voices and self-expression in all areas of our lives. Find out more about her events: www.thestorytellerwithin.com

/by

Are After-Work Drinks Sexist in the UK?

, ,

after-work-drinks

Guest Contributed by Beth Leslie

Jeremy Corbyn, the leader of the UK’s Labour Party, recently sparked outrage by labelling after-work socialising as sexist because it “benefits men who don’t feel the need to be at home looking after their children and it discriminates against women who will want to, obviously, look after the children”.

In one fell swoop, he offended everyone. Single women railed at the anachronistic association of all women with housewifery. Mothers were furious by the stereotyped assumption that they are automatically the primary caregivers. Men were offended by the outdated notion that they don’t want to spend time with their children. The British as a nation became hysterical that this left-winged bearded fellow might be trying to take their Thursday night drink away from them.

But then someone pointed out that Carolyn Fairbairn, the first female head of the Confederation of British Industry, had made similar criticisms about after-work culture. Female journalists at the New Yorker and The Independent voiced their agreement too. So is Corbyn actually correct? Are after-work events discriminatory against women?

The Activity vs. The Hour

The debate is particularly problematic because “after-work socialising” means different things to different people. It could be a formal networking event. It could be a casual cocktail with colleagues. Or, as the corporate packages offered by 41% of lap-dancing clubs attest; it could be a client meeting in a strip club.

So while Corbyn’s comments focused on the discriminatory timing of after-work events, many feminist campaigners are more concerned with the nature of these activities. Donald Trump’s recently leaked boasts about sexually harassing women indicates how heartbreakingly common workplace harassment is. 52% of women in the UK say they’ve experienced it, and such harassment is often exacerbated by after-work socialising because it usually involves alcohol and a blurring of the lines between professional and personal life. This problem can exist even within formal networking events, where women complain that many men respond to their networking with flirtation, and where even companies as prominent as Microsoft are curating an environment of objectification by hiring ‘booth babes’.

At the same time, opting out of after-work sessions comes at a cost. Clients are discovered and deals are made at networking events. Bosses give praise and promotions to subordinates they’ve become pally with after a few pints. And co-workers who socialise together build bonds and friendships that drop-outs can feel excluded from.

So yes, there are many aspects of after-work socialising that can be seen as inherently sexist. But the answer cannot be banning all after-work events. Not only would it be impossible to enforce, it is worryingly illiberal. Women-only networking events, meanwhile, seem to partition off the problem more than they solve it.

Businesses Need to Lead a Culture Change

Eliminating sexism from business requires the elevation of the idea that it is not only immoral, but unprofitable. The spate of lawsuits by female professionals who consider a corporate insistence on conducting business in strip clubs detrimental to their career prospects should be encouraged. Companies which engage in sexist practices should be named and shamed on regular and social media. Managers should take complaints of sexual harassment seriously and punish offenders severely. Individuals should be encouraged to speak up when they witness or experience misogyny in the workplace.

It may seem quixotic at first glance, but each hardened opinion contributes to the snowball of social change. After all, most businesses can’t afford to turn off female talent, and even fewer can afford to lose female customers.

The After-Hours Element

Corbyn and his backers, however, appeared to suggest that even the most progressive event is discriminatory if it takes place outside of work hours because of childcare commitments. The problem with this is that it muddles two distinct concepts. Holding an event after hours is not anti-women but anti-parent. However, because of gender stereotypes, working mothers do end up carrying more of the burden than working fathers.

It is the second concept which society and businesses have a duty to eliminate. For companies, this should take the form of implementing and encouraging parental equality policies, such as shared parental leave. Similarly, more work should be done on a social level to equalise the attitudes towards working fathers and working mothers.

Yet turning the plight of an ambitious parent who also wants to spend the evening with their kids into a feminist issue is a mistake, because it further entrenches gender stereotypes about women as homemakers. Ultimately, having children is a choice in the way your gender is not, and exclusion from after-work events because you choose to spend time with your children, however frustrating, is morally distinct from being excluded from after-work events because of sexist perceptions or actions against you.

Advocating for a workplace that is more parent-friendly is a worthy fight and it should not be a sexist one.

Beth Leslie writes graduate careers advice for Inspiring Interns, a recruitment agency which specialises in matching candidates to their dream internship. Check out their graduate jobs London listings for roles, or if you’re looking to hire an intern, have a look at their innovative Video CVs.

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

/by

The Power of Slowing Down: Three ways to “Slow Down” and “Speed Up” Your Success

, ,

Slowing downGuest contributed by Jennifer Noel Taylor

Too much to do, too little time: this seems to be the mantra of our age. We all have too many emails, too many phone calls, and constantly feel pulled in a million directions.

And the stress of success can take an incredible toll on our health. A study released by researchers at Harvard Business School and Stanford University found that stress at work is just as damaging to a person’s health as secondhand smoke.

And if we want to advance in the workspace, do we all need to sacrifice our family life to do it? In her book “All Joy and No Fun, Jennifer Senior polled working parents with college degrees and discovered that 65 percent of them found it difficult to balance job and family.

So what is the answer to achieving your career goals without sacrificing your health and family life to get there?

Define What Success Means For You

Are you loving the life that you love? What really matters to you? Do you dream of having a family, a house on the beach, helping others?

Oftentimes we lose touch with our real dreams in the manic shuffle of life. Perhaps your heart-felt goals were deemed “unrealistic” or buried beneath the criticism of friends and family. So dig up those dreams and take the time every day to “slow down” and connect with what uniquely inspires you.

Connecting with what matters is the best time management tool you could ever have. When you prioritise your time based on what you love, you may find that your workload naturally dwindles. You can easily eliminate the counterproductive items in your task list when you are stay connected to your top priorities in life.

Keep it Simple

Warren Buffet’s best business advice to Bill Gates was: “Keep Things Simple.” Simplicity has many implications and it’s an incredible secret to managing time, saving money, and eliminating drama.
One aspect of simplicity is the art of being fully present in the moment. It’s amazing how we can sit together in a meeting and yet be thinking of that ever expanding task list or browsing out bottomless inbox. And yet this simple act of full presence is not only refreshing, it can save an incredible amount of time and energy. When you are distracted, it’s nearly impossible to fully understand someone, fully comprehend a situation, or even sense if someone is telling a lie. Being fully aware, thoroughly hearing others, and assimilating the nuances of a situation leads to win/win negotiations, healthy decisions and a balanced bottom line.

Simplicity also applies to policies, procedures, and products. Challenges are an opportunity to evaluate the complexity of what lies beneath the challenge: has the overall structure become too complex or is the product too hard to use?

Take Care of Yourself

What does self-care have to success? Everything! You are not a disembodied mind floating in a tank; your true power lies within every cell of your body. Although much of our work these days involves intellectual prowess, optimal function of the mind requires optimal care of the body!

When your body is healthy, you are able to perform at your peak, connect deeply with what matters, and be fully present. When you take care of yourself, you can maximize your productivity, and avoid burnout, illness and fatigue.

So if you take the time to “slow down”, eat right and take care of yourself, you will save time and energy in the long run.

What is Time, Really?

Time is a strange thing; it has the ability to expand and contract seemingly at our will. We wish time would slow down when we are doing what we love. And we curse how slow the clock is moving when we’re bored at a meeting.

And although it has the ability to expand and contract, the irony is: our time here on earth is so very limited. And so in the end, if we take the time to “slow down,” we maximize the time we do have, so we have the time to do what matters.

Jennifer Noel Taylor, is the author of Love Incorporated: The Business of Doing What You Love.

In her book, she helps you connect with your innate wisdom and pursue your true calling in life. As the CEO of Quantum-Touch Inc. she helps people achieve optimal wellness through energy medicine. She has grown Quantum-Touch from a small company into a multinational corporation based on a foundation of integrity and compassion.

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

Save

/by

Burnout Isn’t “Their Issue”: Changing Our Behaviours to Benefit Us All

,
By Nneka Orji

For many, burnout is a familiar concept; its association with emotional exhaustion and reduced motivation is widely acknowledged.

Burnout

Image via Shutterstock

However those most vulnerable to burnout are more likely to take a “not me” approach, assuming that burnout is something which others suffer from. However, with studies such as that commissioned by Virgin last year which found that just over half of full-time employees in the UK have suffered from anxiety or burnout, individuals and business leaders can no longer see burnout as an infrequent occurrence to be dealt with by someone else. The scale of burnout and its implications – including low levels of engagement – now calls for a much more concerted effort to ensure work environments and organisational cultures mitigate against the risk of burnout and allow all employees to thrive throughout their careers. It can’t be seen as “their issue” – it impacts us all.
Someone who has taken burnout very personally is Arianna Huffington – founder of Huffington Post who recently set up Thrive Global. Following her burnout experience in 2007 as she was setting up Huffington Post, she took a particular interest in the impact of burnout on her life and the lives of others. “For far too long we have been operating under a collective delusion that burning out is the necessary price for achieving success. This couldn’t be less true.” In her recent interview, Arianna talks about the importance of sleep (and nutrition and exercise) in achieving a healthy and successful lifestyle, and some of the key changes organisations need to make to ensure that mitigating burnout doesn’t sit solely in HR departments but with each business leader and every employee.
It isn’t just a nice to have; being able to manage the risk of burnout and perceptions of burnout directly influence an organisation’s ability to recruit (particularly millennials) and impacts the bottom line. According to Gallup’s recent survey, 24% of German employees interviewed felt “tired or burned out” and 12% said they had dealt with mental or emotional stress including burnout and depression in the preceding 12 months. As a result, employees are taking sick days and working less effectively which Gallup estimates to be costing German employers 9 billion euros in lost productivity each year. With economists highlighting the increasing global productivity gap, business leaders and policy makers should be addressing all aspects negatively impacting productivity – including burnout. Where employees felt that their organisations cared about their overall wellbeing were less likely to feel stressed and burned out, and therefore likely to be more engaged and more productive.
Looking beyond productivity at diversity, another top agenda item in leadership discussions, addressing burnout is also an important aspect when considering workforce gender diversity. Last year Cosmopolitan surveyed over 750 women; with over half of the respondents saying they “obsessed over work” even after working hours and a third (71%) suffering from anxiety and panic attacks at some point, the survey suggested that today’s female workforce had become “generation burnout”. However this isn’t unique to women; research published in 2010 in the Journal of Vocational Behaviour challenged the widely-held belief that women are more likely to suffer from burnout than their male colleagues. Instead the research found that women are more likely to be emotionally exhausted, while men are more likely to be “somewhat more depersonalised” – both signs associated with burnout.
Burnout affects our colleagues, our organisational cultures and our economies. Surely we should each be doing more to challenge the status quo? Yes working effectively and sometimes longer than we would like is sometimes necessary, but it should not be the norm.
We can all play a proactive role in changing the association of unsustainable hours with success. And we do that by spotting the signs of burnout – in others and in ourselves, speaking up to ensure we change the culture and ensure the well-being of our colleagues, and role modelling the right behaviours.
1. Spotting the signs
It’s important to know the signs you should be looking out for and how you identify those colleagues most at risk of burnout. While not all burnout leads to employees quitting, the behaviours demonstrated by those burned out and those quitting are similar. According to Timothy Gardner and Peter Hom, following detailed research on the topic of quitting, there are 13 key signs to look out for – including decreased productivity, reduced focus on job related matters, and expressing dissatisfaction with their supervisors more frequently than usual.
While most of us complain from time to time about tiredness, exhaustion and significant disengagement are very different. By being aware of these 13 behaviours (and more), we are not only better positioned to support the burned out individual in what is a challenging period, we are also able to be more cognisant of the impact his or her behaviours impact the rest of the team.
2. Holding up the mirror
Of course it is much easier to observe these behaviours in others, but we must also be able to spot these behaviours in ourselves. Particularly for top performers who always want to give 100% and sometimes see themselves as invincible to the stresses of work life, it is important to pause and ask if one’s pace is sustainable.
3. Speaking up
Once we have identified the signs of burnout, we must take action and the first step is to talk about it. Ignoring the real challenge of burnout and hoping that one good night’s sleep will address the exhaustion is far from realistic. By talking with colleagues who have been affected by burnout, we are able to address it head on.
Arianna Huffington first started speaking up about burnout after her own personal experiences and has since reached millions of employees – and students who will go into the workforce. When asked about why she has been so proactive in getting the message out to millions of people, Arianna talked about the importance of changing perceptions for the next generation so they are able to associate success with sleep-rich careers.  Sweeping it under the carpet will only lead to the next generation emulating poor behaviours.
4. Being a role model
Finally, role modelling the behaviours is critical. Talking about burnout and how we want to change it will have very little impact if each and every one of us doesn’t commit to changing our behaviours. This isn’t easy – bad habits die hard. However, if we are to enjoy fulfilling careers over the long term, and ensure the next generation of leaders have healthier lifestyles, then we must respond to this call to action.
 
/by

Me, Myself and I: Closing the Gap Between Perception and Reality

,

man-and-woman-standing-on-money-featuredBy Nneka Orji

When your colleagues describe you and your abilities, do you recognise the description? Does it accurately reflect the reputation you’ve worked hard to establish or is there a chasm between how they perceive you and how you would like to be seen?

In a 2010 report by Opportunity Now, 57% of women pointed to the challenges of being seen as less committed at work as a result of also meeting personal and family commitments. This was in addition to 49% of women identifying “stereotyping and preconceptions of women’s roles and abilities” as barriers to progression. If perception plays such a significant role in female progression, surely we should be investing more time – both as organisations and individuals – in proactively addressing misperceptions.

It could be argued that organisations have gone some way in trying to tackle these gender-specific perception challenges through initiatives such as unconscious bias training, however a number of studies have shown that an individual level, women could be doing more to define and develop their brands to support their career progression. A recently published report by She Runs It, highlighted the gender divide when it comes to personal branding. Conducted with LinkedIn and EY and looking at over 4,000 companies in the media and marketing industry, the report found that on average, men in leadership roles had 15% more connections in their network than women. At every stage of their careers, women should be investing more time and effort in developing their professional networks and building stronger personal brands.

Branding for opportunities

Some readers may feel some level of cynicism or indeed a sense of dread at these words – “personal branding”. We usually associate brands with products and organisations, including brands such as Google, Apple, Facebook, Visa, and Amazon – all in the top 10 of WPP’s 2016 Top 100 BrandZ list. The idea of a personal brand may be seen as another fad trumpeted by self-proclaimed personal branding gurus, however study after study show the value in developing a personal brand.

Having a strong personal brand can open doors to new opportunities – a promotion or a new international opportunity. Even for those who have established personal brands, there may be a need to redefine your brand. According to marketing strategist and Duke University lecturer Dorie Clark, reinventing personal brand is particularly important when looking for a career change. While being an international trade expert may have served well to date, it may not be the brand that provides the best opportunities for the desired next phase of your career. In her “Reinventing Your Personal Brand” article, Dorie emphasises the importance of defining the destination, developing a clear narrative and other key considerations for a successful rebrand.

So does defining your personal brand mean reinventing yourself?

Reinventing brand vs reinventing you

According to Shelly Lazarus, the Chairman Emeritus of Ogilvy & Mather, the answer is no. Having worked with leaders across a number of organisations throughout her career, Shelly advises both women and men to ensure they are comfortable in their own skin rather than creating a brand that does not represent the individual. In her 2014 interview in Harvard Business Review, Shelly talked about the importance of resilience in every successful career and the obstacles created by an inauthentic voice and brand, particularly as women and men progress in their careers. While there may be a perception that personal brands should change with each promotion, Shelly emphasised the merits of consistency: “Brands exist in the hearts and minds of the people who use them, and if you suddenly try to switch them—which I’ve seen many corporations try to do —you alienate the customer.” The same applies to individuals.

Investing in you

Even the most cynical will hopefully acknowledge some of the merits of authentic personal branding in career progression; think of the leaders you find most inspiring and what their brand does for them. Personal branding is also critical to encouraging diverse representation across the global workforce – much needed in today’s organisations. While a quarter of a billion women have joined the workforce since 2006, according to Catalyst workforce participation rate decreased from 52.4% in 1995 to 49.6% in 2015. The report also shows that women hold only 12% of all board seats globally.

More needs to be done to reset expectations and correct misperceptions; women taking full ownership of their personal brands and clearly articulating how they would like to be perceived – not how others choose to perceive them – is an important part in the journey to more balanced representation across our organisations.

Before starting on your journey to defining and living your authentic personal brand, here are four considerations:

1. Define your brand: It is all too easy to throw the baby out with the bathwater and try to develop a completely new brand. However it is important to pause and acknowledge the valuable traits of your existing brand and use this as a basis to reshape your brand. If your stakeholders always look to you because you have a track record of moving ideas from concept to reality, don’t take this for granted. Maintain this unique aspect of your brand and build on it to, along with other aspects you would like to be known for.

2. Live the brand (and deliver): As the businessman Henry Ford said, “[y]ou can’t build a reputation on what you are going to do.” Being clear in your mind about your personal brand is important, however it means nothing unless you deliver on it and establish your desired reputation amongst your colleagues and broader network. In the same way a number of the aforementioned BrandZ brands have established themselves as market disruptors and innovators, you too will need to demonstrate that you are able to live your brand by delivering on assignments and making the right impact.

3. Champion others and be championed: The She Runs It report highlighted the importance of championing others and also being championed – and men tend to champion others more proactively through endorsements than women. The report found that of the endorsements received by female professionals in leadership positions, only 30% of endorsements were made by other female professionals which compares to the 78% of endorsements made by men for other male professionals. What does this mean for you? Once you’ve developed your brand and demonstrated how you deliver on your brand, ensure you have a group of champions, including mentors, sponsors and fans, who can vouch for your credentials. Don’t forget to champion others while you are being championed.

4. Be authentic and remain consistent: Take a “me, myself and I” approach to personal branding. It is all too easy to emulate those individuals who seem to have it all, however the effort of living someone else’s brand can be all too exhausting and unsustainable. Focus on you and once you have established your own authentic brand, deliver consistently against it. Of course your brand may evolve as you progress or transition careers, but the fundamental characteristics of your brand should be unwavering.

/by

Are Women and Men Different When It Comes to Executive Presence?

,

Guest Contributed by Suzanne Bates

Novelist Stephen King once said “The fundamental difference between the sexes is this: men make assumptions, but women rarely do.” That’s often proven out in business. Many women have been reluctant to put up their hands for a new role until they have felt ready, while many men have assumed they are ready now.

However, new research is bucking conventional ways of thinking about the difference between women. When it comes to perceptions of women’s executive presence, there are few real differences between women and men, especially their ability to engage, inspire align and drive results.

A breakthrough model based on the research into executive presence explains why it matters to both men and women. Drawing from studies in English language from around the world, in disciplines ranging from leadership and management theory to psychology, social action theory, communication, philosophy and ethics over several decades, a modern view of leadership presence has emerged. It takes includes qualities that have never been measured in other models, especially qualities of character.

It turns out there are 15 qualities that are essential, in three dimensions: Character, Substance and Style. Executive presence is about a lot more than a designer suit, or a great presentation. Perceptions of qualities like Authenticity, Concern, Confidence, Humility, Resonance, and Integrity determine our influence and impact.

Bates Communication, EP Model

In a happy surprise, aggregate data shows differences in executive presence between men and women aren’t even as significant as they are among women. Think about it. Women, like men, come from different backgrounds, cultures, and are influenced by many things, from their upbringing, to the type of job and industry they choose, and he people who have influenced them.

The question is if women are different, what does it mean to help them advance to the C-Suite? Let’s look at data on how supervisors view women, since the boss’s view certainly counts. It turns out there are not statistically significant differences between how supervisors rated men and women, certainly not enough to hold them back. In fact, supervisors rate women on average higher in Appearance, defined as looking the part and bringing energy and vitality into the room.

We aren’t saying there aren’t any differences, only that alone they aren’t enough to explain what’s keeping women from moving ahead in their careers. There are other factors – gender bias still exists in the workplace, though it may be abating. Women don’t always feel that confident, as many popular books have documented.

However, we have some surprising news in that category. Most popular books have defined confidence as self-efficacy – the feeling inside we have that “I can do it”. In our model we define it as how others view a leader’s ability to make the tough calls, promote timely decision making, and hold herself and others accountable. When we look at it that way again, there is not much difference between women and men, except on one question out of six.

Still there’s no denying the facts about promotions. Study after study shows women are struggling to advance to senior management. For instance, a 2014 Grant Thornton International Business Report documented that the proportion of women in senior roles globally was stuck at 24%, the same as 2013, 2009 and 2007 (the numbers were even worse in 2011 and 2012, when women were hard hit by the global economic crisis).

At the same time, during this period, Fortune 500 companies invested billions to help women advance. Why aren’t these programs working? We think it’s because however well-meaning, most women’s programs see women as a homogenous group. What evolved were one-size-fits-all approaches that don’t work.

Imagine two women, Jane and Dana, working for the same company. If both of them had the benefit of an individual assessment, the Bates Executive Presence Index (ExPI), they would have very different profiles. Jane is high in assertiveness – able to get issues on the table and make them discussable. Dana is low in this quality. The same course, on negotiation, or assertiveness, might help Dana but would waste Jane’s time and potentially lead her astray, to overexert a strength instead of working on other areas, like Concern or Resonance.

What’s desperately needed is a new approach to women’s development. We need to look at women as individuals. Now, using assessment, we can provide women and men with accurate data and measurement, and relevant advice. They can see out the advice of coaches and mentors and take course specific to their needs. This can help them get beyond frustrating inflection points in their careers.

Our advice for women is to ask for individual assessment, and then, seek professional feedback, and be open to advice from trusted sources. We also advise many organizations on how to evolve their women’s programs to take a thoughtful approach to innovation. Women and the organizations that have women’s networks should not abandon them, but look at them as networking opportunities. It’s time to shake up the status quo, and figure out how to help each woman become all she can be.

Author bio:
Suzanne Bates is CEO of Bates Communications, a firm that advises senior executive leaders in executive presence and communicative leadership. She’s a speaker, coach and author of five books, including All the Leader You Can Be, the Science of Achieving Extraordinary Executive Presence (McGraw Hill, March 2016). To take a complimentary, pre-assessment questionnaire that will help you appreciate how the Bates Executive Model is relevant to you, go to Alltheleaderbook.com

Guest Contributions are not necessarily the opinions and views of theglasshammer.com

Save

/by

Vacation Days: How to Negotiate for More PTO

, ,
Vacation Days

Image via Shutterstock

As a smart, powerful woman, you’re used to negotiating. You’ve made your case for a higher salary equal to your peers, and gotten it. You’ve held your own against both male and female colleagues on projects, and won respect because of your fair, level-headed approach. All these reasons, and more, are why you’re on your way up the ladder.

But what about negotiating for other benefits, like vacation days? Assuming that benefits like paid time off are set in stone when you join a new company or are in a bargaining position during your yearly review is just that — an assumption.

You tend to forget about time off as a bargaining chip, but it’s a valuable asset to negotiate for. Next time the opportunity arises, think about how you can position yourself for more vacation time.

The Importance of Vacation

It’s no secret that America is way behind the rest of the world in vacation time when it comes to guaranteed, nation-wide benefits.

Although some firms have great benefits, legally, you aren’t entitled to any vacation days. Compare that to Brazil, where they’re entitled to 30 vacation days a year.

Work burnout is serious and can cause a lot of issues that can be detrimental to your health. Additionally, studies show that burnout subjects have issues managing their emotions, which could make them more vulnerable to depression. You don’t need something like that getting you down after how hard you’ve worked to make it this far.

In the long run, more paid time off could be even more valuable than a pay raise. Here’s how to get more than those guaranteed 10 days of vacation:

1. Negotiate Right Away

If you’re just starting a job, try to negotiate during the interview process. You can tell if the company really wants you and your skill set is in high demand. Use that as a bargaining chip. The more the company wants you, the more likely they’re going to give you that extra vacation —perhaps even more than you were expecting.

2. Know What You Want

Know the number you’re looking for before you go into the meeting. If you’re negotiating for more PTO instead of some sort of raise, figure out how much vacation time would equal the raise you would be getting. If you know what you want, you know you won’t stop until you get it.

3. Do Your Research

Here’s where your networking skills come in. Find out what other people in your industry have done to successfully negotiate – whether it’s a business deal or a PTO negotiation. See what other requests have been granted or denied to employees in your company. How much were they getting on average? This helps you come up with a number and also gives you insider info on how to get what you want.

It also helps to know the boss you’ll be asking for it from. If you have some trusted colleagues, start asking through the grapevine and see if there’s any timing in particular that works best or if there are certain ways to propose it. Knowing more about the boss lets you mold your presentation to be as attractive as possible.

4. Propose the Benefits of Vacation Time

In addition to the various health benefits it offers, vacation can improve your productivity. A study found that for each additional 10 hours of vacation an employee took, their performance ratings improved eight percent. If you show what a good refueling session can really do for your productivity, it’ll give incentive for both you and other employees to get the amount of vacation they need — and for your boss to grant it.

5. Make a Plan

How can your boss say no when you adequately demonstrate that no work will be left undone in your absence? Explain how you plan to work ahead and cover your work. You can even suggest a cross training program.

Cross training makes it easier for people to take vacations because other people are trained on how to do their job. Basically, as a powerful, smart woman, you get your work done before you leave, and anything that pops up while you’re gone will be covered by people you’ve trained to kick butt in your absence.

With jobs covered at any time, it’s easier for you — and other employees — to take the vacations you want. That’s just one of the benefits.

Tell them how it could lead to higher efficiency and productivity, as well as letting employees learn new skills and possibly discovering new talents in their job capabilities. Research stats to back up the benefits of cross training and create a whole presentation so it’s not just about your vacation time. Implementing this program could be beneficial to your career as well.

6. Be Prepared for a “No”

There’s a good chance your boss has a reason to say no, so don’t let it catch you off guard. You know how to prepare for this, so make sure you keep your cool when it happens. Ask if there are any circumstances that would allow more PTO to happen. Try and work together to find some sort of compromise, if there’s one to be made. Find a way to make it happen.

Show that you can get all of your work done before your vacation would even happen. You’re a powerful woman that can get everything done before you leave. If something were to come up while you’re gone, direct the boss towards the couple people you’ve trained to kick butt in your absence. Prepare ahead and make it hard for them to say no.

Time is something you can never get back. While the hassle of negotiations is never fun, this is something you want to take charge and make sure you get it.

By Sarah Landrum

/by

Op Ed: Lawyer turned entrepreneur: Why I decided to bring sports to the casual fan or novice

,

baseball field with players playing a game featuredThree years ago, I found myself attending at a charity business development dinner with several partners and the chairman of my law firm. The event had been sponsored by one of the firm’s big sports clients and I was invited to attend, because a few months earlier, I was assigned to a big case representing Major League Baseball. The next thing I knew, I was seated across from Billie Jean King at dinner. To my right, Kareem Abdul Jabaar and Bill Walton were chatting at the next table.

I should have been utterly star-struck, but there was one big problem. I knew virtually nothing about sports. These were some of the most impressive athletes of our time, and yet the experience was somewhat lost on me. Like so many other occasions, I found myself making small talk throughout dinner, but falling uncomfortably silent whenever the conversation turned to sports.

It wasn’t that I wasn’t interested in sports or consciously didn’t want to participate. Sports were just something that I had never grown up watching. By the time I got to law school at Michigan and football was such a huge part of the culture, I felt out of the loop and far behind many of my other classmates, who had grown up watching the game. I resigned myself to a lifetime of knowing nothing about sports.

But by a twist of fate, I was put on this baseball case at the law firm and I decided that I wanted to be proactive and do something about my sports obliviousness. I began following a couple teams and really getting to know a few players. Suddenly, with my additional knowledge, I felt empowered and it made watching the games fun and enjoyable. Sports were moving from something that had always left me feeling alienated to something that I genuinely enjoyed as a new pass-time.

Even though my case was a bit extreme, because sports-knowledge was nearly a requirement of my job, I found from speaking with friends and colleagues that this feeling of alienation is a common experience for many people who don’t follow sports, especially young professional women.

A 2015 Gallup Poll shows that there is a tangible gender gap in sports fandom with 76% of men earning over $75,000 describing themselves as sports fans, whereas only 56% of similarly high-income women would describe themselves as such. This difference, combined with the fact that only 14% of top executives are women, means that more often than not, ambitious young women are interfacing with men at the top of their companies. And not only that, they are competing with young male colleagues, who may be able to more easily form relationships with their bosses. While I do not think there is anything insidious going on, male associates may be able to more quickly able to form bonds with male bosses because of common interests, in part–sports. This scenario plays out in interactions with interviewers, clients, and colleagues as well.

I can speak from personal experience. Beyond working for MLB, I was frequently surrounded by colleagues chatting about sports. In my class of 20 litigation associates, only 3 were women. The gender breakdown amongst the partnership was similarly stark. At department lunches and firm events, it was often inevitable that the conversation would move beyond idle chitchat about the weather to the latest sports news.

This is not to suggest that women should have to feign interest in sports if they have none. But I think that there are many people, who like me, wanted to learn more but felt intimidated and didn’t know where to know where to start.

When I decided to try and learn more about sports, I found the experience frustrating because there were few resources for sports novices. There were plenty of media outlets for avid sports fans, but nothing that helped break things down and provide context for someone who was just getting started. I thought there was a gap in the marketplace for a product that could help someone develop more sports knowledge in a fun and accessible way.

This idea stuck with me, and just this year I decided to start Goalposte, a daily newsletter that summarizes the major stories in sports, while providing context and primers. In particular, Goalposte’s mission is to help level the playing field for young professional women, who are more likely to feel alienated in sports conversations with coworkers, bosses, interviewers, and clients. I hope that this simple daily newsletter will make it easier to cultivate a genuine interest in sports and that there will fewer women in the workplace who have to sit on the outside looking in when the conversation turns to sports.

About the Author:

Jane Wu Brower is the Founder and CEO of Goalposte, a daily newsletter that summarizes the major stories in sports in a fun and accessible way for casual sports fans and novices (www.goalposte.com). She was formerly a management consultant for the Boston Consulting Group and a litigation associate at Proskauer Rose LLP.

/by

Executive Presence: Climbing the career ladder with body image concerns weighing you down

Nervous Business WomanEveryone has a body image concern of one kind or another, but for women working in professional fields, body image can add a new dimension of stress to a career already fraught with obstacles for women. Concerns about weight and body type, height, skin, hair, breasts, teeth, and even voluntary body choices, like tattoos and piercings, can impact both a woman’s own confidence at work, and how her professionalism and competence are viewed by others.

Read more

/by