By Melissa J. Anderson (New York City)
According to Alison Maitland, co-Author of Future Work: How Businesses Can Adapt and Thrive in the New World of Work, it’s time for companies to adapt to employees’ needs – rather than the other way around. By doing so, she believes, companies can unlock untapped potential and productivity – particularly when it comes to women – and that’s good for business.
She explained, “We need corporate cultures to adapt to the two new realities of workforces and careers. First, that women are nearly half the workforce in most advanced economies. And yet many organizations are still built and designed by and for men of another era. That is no longer suitable for today’s workforce. “
“There is a connection between the way work is done and women’s lack of progress to the top.” Location should be removed from the equation when evaluating work, she continued. “Really, it’s results that should count rather than hours spent in the office.”
Future Work was released in the UK in October and in the US on the 8th of November, and discusses the urgency with which corporations need to address a changing workforce as the global marketplace becomes more complex. The book is co-written with Peter Thomson, a former HR director and a long-time expert on new ways of working.
She explained, “We both thought the way we work is crazy, and that there are much better ways to be doing it, and change is on the way.”
Maitland and Thomson interviewed over 60 executives and experts around the world and surveyed managers in their research for the book. “The majority of these managers expect there to be a revolution in working practices in the next decade. The book has a driving vision to explain how work can be done better and how people can be more productive, in a way that is good for people, good for companies, and good for the environment,” she said.
Negotiation November: Why Women Need to Start Negotiating Early – You’re Worth It
Office PoliticsWe’ve all heard it before: By not negotiating, women sacrifice thousands of dollars by the end of their professional lives. Recent research has revealed, however, that the number is closer to half a million.
Linda Babcock, a Carnegie Mellon University economics professor and co-author of the book Women Don’t Ask: Negotiation and the Gender Divide, surveyed M.B.A. students who graduated in 2002 and 2003 and found that those who negotiated received up to 8 percent more than what they were initially offered. Of those two graduating classes, 52 percent of the men negotiated their salaries, compared to only 12 percent of women. Even more frustrating, women who do step up and negotiate are seen in a negative light, thought to be “too pushy.”
In her research, Babcock had people in their 20s and 30s watch tapes of men and women negotiate using the same tactics. Viewers said they found the women demanding, while they considered the men’s behavior acceptable.
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Is Blackberry Balance Healthy?
Work-LifeHere’s some good news: the history of human work patterns reveals that leisure time is on the rise, and people today work less than ever before.
In a 2010 report, the Economic History Association (EH) noted that “because of the decline in the length of the workweek and the declining portion of a lifetime that is spent in paid work… the fraction of the typical American’s lifetime devoted to work has become remarkably small.”
Sounds great. But if that’s the case, why do so many of us feel that work demands are eating into our personal time?
Technology is blurring the line between work and leisure, and this merits a closer look at the way we define our terms. According to the EH study, working hours consist of “paid work, travel to and from work, and household chores.” But what about that quick inbox check over morning coffee? How about that message you sent to your boss during lunch? And what about the research you did on your smartphone before bed?
Although our time at the office has decreased, the time we spend working has grown in ways that are difficult to measure precisely, and leads to questions about whether all this work on the fly is really good for us psychologically, emotionally, and physically.
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Voice of Experience: Kelly Mathieson, Managing Director, Global Custody and Clearance Business Executive, J.P. Morgan Worldwide Securities Services
Voices of ExperienceHelping write the recent tri-party repo reforms has been a significant source of pride for Kelly Mathieson, Managing Director of Global Custody and Clearance Business Executive at J.P. Morgan Worldwide Securities Services, and is one way she’s making her mark on the industry.
“I think my proudest professional achievement has been the opportunity to be involved in and lead part of the reforms mandated by the Fed for the tri-party repo market movement,” she said.
“The market crisis occurred in ’08, and I picked up the clearing business about a month after that,” she continued, adding that Lehman was a notable client at the time. “It really gave us unbelievable insight into how that market model was not working effectively.”
She continued, “We made recommendations in May 2010 and have been working on the reforms’ implementation, and I’m quite proud of that. It will transform how that model works, and it will impact the generations to come.”
Mathieson, who was recently named of one of American Banker’s top 25 women to watch continued, “It was a Herculean amount of work and I’ve never been involved in something like that before.”
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Mentoring and Finding a Mentor – Just Ask
Mentors and SponsorsDon’t be afraid to approach a mentor or someone you want to connect with professionally and just ask, says Pattie Sellers, Editor at Large and Co-chair of the Most Powerful Women Summit, FORTUNE. “Walk up to that person, and introduce yourself. It could change your life and it could change the older person’s life.”
Sellers was moderating an event presented by Step Up Women’s Network and sponsored by Miss Representation and Linkedin. The event, entitled “Professional Development: View from the Top,” provided young professionals with advice from successful senior women on how to advance their own careers and forge their own pathways to success.
Panelists included Ana Duarte McCarthy, Managing Director and Chief Diversity Officer, Citi; Bonnie Kintzer, CEO, Women’s Marketing; Amira Yunis, Executive Vice President and Principal, Newmark Knight Frank National Retail Group; and Carolyn Buck-Luce, Global Pharmaceutical Sector Leader, Ernst & Young LLP. The evening was opened by Linda Descano, President and COO of Citi’s Women & Co.
Seeking a mentor? Duarte McCarthy advised, “Come with candor and be authentic.”
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Movers and Shakers: Alison Maitland on How The Way We Work Will Change
Movers and ShakersAccording to Alison Maitland, co-Author of Future Work: How Businesses Can Adapt and Thrive in the New World of Work, it’s time for companies to adapt to employees’ needs – rather than the other way around. By doing so, she believes, companies can unlock untapped potential and productivity – particularly when it comes to women – and that’s good for business.
She explained, “We need corporate cultures to adapt to the two new realities of workforces and careers. First, that women are nearly half the workforce in most advanced economies. And yet many organizations are still built and designed by and for men of another era. That is no longer suitable for today’s workforce. “
“There is a connection between the way work is done and women’s lack of progress to the top.” Location should be removed from the equation when evaluating work, she continued. “Really, it’s results that should count rather than hours spent in the office.”
Future Work was released in the UK in October and in the US on the 8th of November, and discusses the urgency with which corporations need to address a changing workforce as the global marketplace becomes more complex. The book is co-written with Peter Thomson, a former HR director and a long-time expert on new ways of working.
She explained, “We both thought the way we work is crazy, and that there are much better ways to be doing it, and change is on the way.”
Maitland and Thomson interviewed over 60 executives and experts around the world and surveyed managers in their research for the book. “The majority of these managers expect there to be a revolution in working practices in the next decade. The book has a driving vision to explain how work can be done better and how people can be more productive, in a way that is good for people, good for companies, and good for the environment,” she said.
Read more
35 Under 35: Simone Koo, Vice President, Institutional Equities, Morgan Stanley
35 Under 35When asked about career advice, Simone Koo, Vice President, Institutional Equities at Morgan Stanley responded with a laugh. “I’ve only had about eight years of my career.”
She continued, “I’m probably the youngest in the COO organization – and I take quite a bit of pride in that. And of course, there are people with years of experience ahead of me to learn from and develop my career.”
“But I would point out that business management, and management overall isn’t just something to do if you are older or experienced. You have to start early – and I’ve also been lucky with the bosses I’ve had. They have made so many opportunities available to me.”
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5 Steps to Get Through a Difficult Work Situation
Industry Leaders, LeadershipIn today’s fast-paced workplace and tough economic environment, difficult situations are bound to arise. But whether you’ve been tasked with delivering unpleasant news or downsizing a team, as a leader, how you handle the situation influences its outcome significantly.
“I think the most important thing to remember is that it’s not just about you,” explained Hyune Hand, Executive Vice President and General Manager at Wolters Kluwer (WK) Corporate Legal Services. She continued, “There is a whole team behind you looking at you, relying on you, to make sure you get to the right outcome.”
As a leader, it’s your job to make sure you evaluate every situation thoughtfully for the good of your company. Here are five ways to ensure you handle any tough situation with poise and maintain the respect of your colleagues.
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Negotiation November: Negotiate – For Yourself, Your Family, Your Teammates
Managing ChangeAccording to Matt Wallaert of GetRaised, a site created to help women plan for and request a salary increase, one of the biggest obstacles women encounter when asking for a raise is just that, working up the nerve to actually ask.
“Confidence is a big issue, but it’s not the only one,” Wallaert said.
“We need women to perceive asking for a raise as less threatening. Many women have an easier time doing it when you explain that when they get a raise, it helps others: their kids, their family, and blazing that trail will also be good for other women. We need to remove the inhibiting pressures. When women go into a negotiation with facts and concrete information that will help their employer see their value, it takes away the fear associated with the response.”
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Why Communicating Emotion Can Make You a Better Leader
Industry Leaders, Leadership“I’m an easy crier,” began Cheri Beranek, CEO of Clearfield, a NASDAQ-traded broadband company. “I’ve learned that there can be a right time for crying, but it can’t be about business.”
Beranek recalled recently losing a CFO to a heart attack – and when she informed her staff, she shed some tears. But, she said, she also worked hard to maintain poise. As a leader, she explained, it was her responsibility to respect her team’s emotions as well. “It’s about knowing how to support your staff, while also communicating the fragility of life,” she said. “Regardless of the situation, you always have to have empathy with the environment.”
“Remembering that it’s not just about my emotions, but also someone else’s helps me to be more objective,” she continued. “You have to approach people with dignity and approach people with empathy.”
In her 25 years in the telcom industry, Beranek said, she’s learned a lot about leading with empathy. “Gravitas, dignity, and depth of personality is something you are constantly developing.”
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New York Companies Slowly Putting More Women in Leadership
Industry Leaders, LeadershipThis year, women hold almost sixteen percent of the director seats and executive positions in New York’s 100 largest public companies. Whether that’s good news or bad news depends on whom you ask.
The information comes as part of the Women’s Executive Circle of New York’s latest census of New York’s top companies, produced in conjunction with Columbia Business School. According to the study, the percentage of women in leadership roles at these companies is growing. Wonderful! But… that growth is occurring at what seems like a snail’s pace. How long will it be before a woman nabbing a top seat at a big company isn’t news?
Yesenia Scheker-Izquierdo, Co-President and Co-Founder of WECNY, and a partner with KPMG LLP’s New York Financial Services Practice, said, “We are seeing some progress but the pace is slow. The more information we can provide the more robust the conversation. We are fortunate that the information is well-received and that in general, diversity is a business focus that makes sense for all involved.”
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