Tag Archive for: career tips

2023: Words of Wisdom from Women In Leadership (Part 2)

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women in leadershipThis week, we continue with more words of wisdom from women leaders we’ve interviewed throughout 2023. Through the months, we’ve spoken to women who are impacting change, shaking up leadership and transforming perspectives. We’ve talked to women in top leadership positions and founders introducing their own new visions into the world.

Please make sure to check out Part 1 of this year round-up! Below we share more words of wisdom and inspiration. Thank you each for the gift of your energy, time and insight!

“I feel strongly about focusing on doing right by others. Ambition goes awry if you don’t have respect for individuals, and if you don’t think about what motivates them. I want to understand what’s important to the people with whom I work. I focus on treating individuals how I would want to be treated – including respecting their differences, talents and expertise.” – Alexandra Tyler: Managing Director, Digital Transformation Leader, Accenture Song

“Some people believe that passion will help you find what you want to do. I don’t really believe in that. I believe that you have to know what you want. Knowing what you want and doing something actionable towards it will bring the passion.” – Nadiya Kreynin: Chief Executive Officer, Forte DGTL and Chief Operations Office, Forte Group

“As leaders, we have to be willing to hear some difficult things and have better self-awareness, which isn’t always easy. If we do, we can become better leaders by being open-minded to making changes based on what people are telling us. This has enabled me to take pride in the leader that I’ve become.” – Tiffany Fleming: Vice President, Client Onboarding & Trading Documentation, PGIM Fixed Income

“I subscribe to the theory that the best leaders – not only with words but through their actions – encourage and inspire others to achieve their best. That is how some of the most influential leaders have impacted me in my career, and I aspire to have the same impact on others.” – LaShonda Fuselier: Head of Multi-National Corporations Subsidiary Coverage, Corporate and Investment Banking, Wells Fargo

“If you have the right skills and are prepared, don’t be afraid when the opportunity comes to you. No one can tell you it’s not possible… If you have the passion for the work, there’s always a way. Pick the right field, pick the right industry, pick the right job that you have passion for.” – Wanda Woo: Partner, Capital Markets, Shearman & Sterling LLC (Hong Kong)

“There’s an obsession with very young entrepreneurs, like Mark Zuckerberg, who quit college and go off to start their companies. But I think building a new scalable business is really, really hard. I don’t think I could have done it when I was in my 20s. There’s a lot of evidence that the most successful entrepreneurs are people who start their companies in their late 30s and early 40s. I started when I was 37. I think that coming to entrepreneurship a bit later, after I had done a lot of different things, made me much more prepared for the resilience and patience that was required and is still required for what we’re building.” – Sylvana Quader Sinha, Founder and CEO of Praava Health

“There’s power in the pivot. You can’t get stuck. You don’t want to plateau. You always want to stay fresh and connected. Pivoting is inevitable. You can’t not pivot, and if you feel like it’s not working, that’s your sign. For every single problem, there is a solution. You just have to spend enough time to let it present itself. Sometimes, the solution is a tweak. But recognize where you are – and be willing to turn where you want to go, in whatever you are doing, whether it’s a 180 or a few degrees.” –Sherin Dawud: CEO at Nura Co. and Co-Founder at Power Pump Girls

“If we’re having a discussion, my focus is on the topic. I’m assuming that we’re both focusing on the content. But, with time, I’ve learned that many people focus on the relationship, and may sacrifice items in the topic to protect the relationship. For example, they may not contradict. They may not bring up their ideas because they may be different from what somebody else in a more powerful position may be saying. They may feel vulnerable in expressing something. I make sure to say upfront I value the discussion of viewpoints and being contradicted.” – Liora Haymann: Managing Director, OBM International

“How constructively you approach anything is going to be the difference-maker for you and for all those who work with you and for you. When you hit those roadblocks and it’s tempting to pivot to feeling captive or negative, I force myself to remember that the only way out is forward. Approach issues constructively and that will help you rise above the challenge or circumstance, to focus on a solution.” –Vanessa Rodriguez: Head of Community Lending & Investment, Commercial Real Estate, Wells Fargo

“When you have different cultures, there’s a lot of things that can be misinterpreted. For example, I use my hands a lot and I might find certain hand movements mean something else in another culture that I did not intend. One thing that is helpful that I’ve learned, and work with my leadership team on, is to start with your intent. Because there’s a lot about communication that doesn’t land the way you want to say it. Often, simply leading with your intent before you even start the conversation can change the ability to have difficult conversations.” – Dr. Sheena Menezes: Co-Founder and CEO, Simple HealthKit Inc

“When you’re junior and hungry, you work late, so you can take it all on. However, I think it serves your growth to start setting boundaries as you advance. I don’t have children yet, but I am still going to sign off at a reasonable time and have a nice dinner with my husband. You need to set boundaries, and sometimes, it means saying no or that you’ll look into something at a later time – as your schedule and workload permits.” – Alison Taylor: Investment Vice President, PGIM Real Estate

“In my opinion, being a true leader is not just about managing up anymore or trying to get the next job. I genuinely think I should be judged based on the teams I build and how I encourage and empower them…When I was progressing through my career, a lot of it was about me and developing my technical skill set: I’ve got to manage up, I’ve got to manage sideways. I’ve got to manage down. All of those facets still exist. But that’s the big leadership pivot people don’t realize: You don’t have all the answers. You’re there to listen. You’re there to serve and support others to be successful.” – Lola Ninonuevo: International Chief Operating Officer, Wells Fargo

“So many big decisions have been made by people who were all thinking alike. I feel it’s critical to have different perspectives on solving problems, especially big problems. More than one thing can be true. I try to remind people that it doesn’t have to be either/or. It can be and. I like to consider how we can meld ideas to come up with a good solution. If there are two opposing ideas, rarely is one or both entirely wrong.” – Rhonda Johnson: CEO, Different Like You, Inc & Acting Deputy Director, Consumer Financial Protection Bureau

“Don’t be afraid to take the road less traveled, because as you do, you will find new horizons that will take you to the next level. Finding something you’re passionate about is important because you’ll do better than if you’re forcing yourself into a career or role that isn’t the best fit for you.” – Helen Chang: Managing Director, Head of Asia Pacific ex Japan, Client Advisory Group, PGIM

“It’s a trap to believe there is a certain way we are supposed to be to be successful. For example, we equate leader mentality to an ‘early bird gets the worm’ mentality. I’m a night owl. My hours are more bartender than typical Corporate America. You’re supposed to wear heels. I can’t wear heels. You’re supposed to not talk too much about your kids. That’s the most important thing in my life! The more you can just be who you are, the more powerful that is. Whatever it is that you have that’s different, it can be something that truly makes you unique, but you can’t be scared of it. You have to let that difference shine and that takes courage and vulnerability.” – Lindsey Roy: Hallmark Cards, SVP Strategy & Brand & Motivational Speaker

Interviewed by Aimee Hansen

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Women Leaders in Tech: Insightful Tips Across Twelve Career Themes

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

On being broadly curious:

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

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

On recruiting for tech (and all) roles:

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

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

On leveraging the advantage of your difference:

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

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

On the freedom that comes with risk-taking:

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

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

On the self-validating reflection of mentors and sponsors:

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

Words from: Sabina Munnelly: Partner, Baringa

On inviting support and asking uncomfortable questions:

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

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

On why different perspectives are essential:

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

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

On listening deeper as a leader:

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

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

On embracing failure as part of growth mindset:

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

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

On getting real with yourself about work-life effectiveness:

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

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

On keeping knocking at the door, regardless:

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

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

On the potential to impact meaningful change in tech:

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

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

On defining your own career ladder:

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

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

Interviewed by Aimee Hansen

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14 Key Career Insights From Latina Leaders in Business

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Latina Leaders in BusinessAfter sharing top tips on self-promotion from Latina leaders in business as part of our Hispanic Heritage month coverage, The Glass Hammer continues our two-part feature with more key insights from Latina leaders we’ve interviewed across the past years:

1. Value Those Who Show Up For You

If you want people to take personal interest in developing you, value the gift of energy and time they give, advised Cassandra Cuellar, Attorney at Shearman & Sterling.

“People are more than willing to have conversations with you when you show you appreciate their time,” said Cuellar. “Female partners whom I don’t even work with have reached out, which was so impressive that these busy women would welcome me and offer their support.”

Update: Cassandra Cuellar remains an Attorney in Shearman & Sterling’s Emerging Growth practice group, with the firm now for over 3.5 years.

2. Embrace the Learning Phase

You’re not expected to be an expert when you begin, emphasized Lina Woods, as Director, Global Digital Go-To-Market Leader at PwC.

“There were times of stress when I should have realized it was okay to learn along with everyone else,” realized Woods, ”and I see now that I could have harnessed that perceived vulnerability and realized you should just dive in and do your best.”

Update: With PwC for over five years, Lina Woods was appointed to Managing Director and Commercial Product Strategy Leader in June of this year.

3. Balance Intuition with Receptivity

Growing as a leader means both trusting yourself and being receptive to feedback, observed Priscila Palazzo, as Legal Director at WEX Latin America.

“While law might appear to be my main job, I also excel at understanding people and their behavior,” said Palazzo. “It’s important to be open to new ideas and thoughts, but especially to feedback. If you seek it out and reflect on it, it can help show you areas where you can grow and improve. As women, we tend to follow our hearts and intuition, but we need to balance that with feedback.”

Update: With WEX Brazil for over seven years, Priscila Palazzo is General Counsel.

4. Look Up And Around

You benefit hugely by looking up from your work and connecting, noted Anita Romero, General Counsel, Global Consumer at Citibank.

“When you’re first starting out, you’re so focused on doing excellent work that you don’t realize the many benefits of seeking advice from peers in your network,” said Romero. “People learn over time, but had I known that up front it would have really helped.”

5. Be Resilient With Your Vision

It’s easy to lose faith at obstacles, but Cristina Estrada, Head of Derivatives for the Latin America Financing Group, Investment Banking Division at Goldman Sachs, encouraged to keep the course.

“Pursuing what you are passionate about and chasing your dreams are key to having a successful career,” said Estrada. “Being patient is important though: there are ups and downs in everybody’s journey. Persistence and seeing beyond occasional difficulties pay off.”

Update: With Goldman Sachs for nearly 17 years, Cristina Estrada remains in her position.

6. View Detours As Opportunities

What appears as a career deviation may become your next adventure, guided Isela Bahena, Managing Director, Private Infrastructure Group at Nuveen Real Assets.

“It might seem scary, but looking back I see a lot of growth when I took those chances. There will be challenges, but sometimes the bridge is going to look different when you actually cross it,” said Bahena, known by junior colleagues for being calm amidst changes. “I tell them that’s because in the long run I always see them as opportunities.”

Update: With Nuveen Real Estates for over 3.5 years, Isela Bahena remains in her position.

7. Be The Change

Be the change the you wish to see, championed Elizabeth Nieto, as Global Chief Diversity and Inclusion Officer at MetLife.

“Women who have power can continue to push the envelope on women’s interests. We can complain about where we are or focus on what we’re achieving. Things may not be perfect in the corporate world, but we’ve accomplished a lot and we have to build from here,” encouraged Nieto. “Our daughters are watching us and making decisions about their lives based on how we make decisions about our own lives.”

Update: After nearly seven years at MetLife and a two year stint at Amazon, Elizabeth Nieto became Global Head of Equity and Impact at Spotify in March.

8. Create the Belonging

Women need to become aware of the barriers they impose upon themselves and invite each other in too, emphasized Yesi Morillo-Gual, as Founder and President of Proud To Be Latina.

“I started Proud To Be Latina because of some of the challenges I faced in my own career. These included things like not knowing how to navigate the landscape, not knowing about the unwritten rules, not having a lot of support, and also not really believing that I belonged because the majority of my colleagues did not look like me,” said Morillo-Gual. “There is a sense that we don’t belong, or that we have to leave who we are behind in order to advance our careers. We tend to question ourselves and our abilities.”

“I often hear women say that corporate America was not designed for them, and in response I tell them that corporate America may not have been designed for me, but I was designed for corporate America,” she added.

Update: Yesi Morillo joined Cushman & Wakefield as Director, Global Head of ERGs & External Partnerships in April.

9. Ask For Support

Getting past the notion of being the totally independent woman is hard but it’s also growth, shared Rosa Bravo, Business Development Director at Accenture, who started her career as an aerospace engineer.

“One of the things I wish I had known earlier is that it’s okay to ask for help. There are so many choices you have to make along the way, and you just can’t do it alone,” reflected Bravo. “I’ve been culturally conditioned to be a strong woman, to want to be able to do everything on my own. It took a few years to feel comfortable to raise my hand and ask for help when I needed it, but it made things much easier when I did.”

Update: Senior Technology Executive Rosa Bravo has been with Accenture for over 27 years.

10. Don’t Delegate Your Career Path

It’s important to design your own career rather than delegating that to your boss, asserted Valeria Strappa, as Head of Efficiency and Cost Management for Citi Latin America.

“What I think is important is to first be the designer of your own destiny and second, to learn that you might not necessarily get what you think you deserve, you will get what you are able to ask for and to sell for your results,” said Strappa. “A lot of times women think people will recognize their work. And they do, but that doesn’t mean you get what you were expecting for it. You have to be able to solve a big problem for a big leader and of course be able to stand up and show your results.”

Update: After a decade with Citi, Valeria Strappa has been with JPMorgan Chase & Co for nearly five years, and was appointed Managing Director – Head of M&A Integrations and Client Relationship Management in January 2020.

11. Embrace Change As a Catalyst

Change can be disruptive, but Elizabeth Diep, back when she was Senior Manager in PwC’s Asset Management Practice, challenged women to leverage it to advance their careers.

“Be open minded. There is such a changing landscape in this profession. We are seeing growth in Latin America, while in Europe, there are challenges now but absolutely something different is going to come out of it. It’s about being open to opportunities and not hesitating to take on new roles,” advised as Senior Manager, Asset Management Practice at PwC. “Every experience, whether good or bad, is going to help you grow. Don’t resist change. Change will help you become a seasoned professional a lot faster and a lot better.”

Update: Elizabeth Diep made Partner in 2013, and has been with PwC for over 21 years.

12. Leverage The Cultural Asset of Connectivity

Nellie Borrero, Managing Director, Senior Strategic Adviser of Global Inclusion and Diversity at Accenture, expressed that Hispanic women have an advantage in relationship building.

“We understand the advantage of relationships – it’s so embedded in our culture. That savviness and understanding of the importance of relationship building and maintaining relationships comes naturally to the Hispanic community,” asserted Borrero, who emphasized to network strategically: “And I would like to see young women do more of this: be able to reach out to the women at the top, and absorb that coaching and experience they can share. Become a sponge and absorb as much as you can. If they’re up there, they’ve found a way to make it work.”

Update: With Accenture for nearly 28 years, Nellie Borerro remains in her position.

13. Empower Yourself To Ask for What You Want

Twenty five years into her career, Marilyn Foglia, Managing Director and Head of Latin America at UBS Global Asset Management, realized it didn’t pay to be timid.

“I wasn’t always so persistent about getting my ideas on the table – but now I am!” Foglia declared. “If you’re too polite and wait for an opening to speak you may never get a voice. Don’t be afraid to ask for what you want. We women tend to think that if we work hard, we will be rewarded. But we have to ask for it.”

She encouraged women not to think of themselves as having less opportunities: “If you do that, you become afraid to voice your own opinion. Be sure to express your beliefs broadly. People will eventually hear you – that’s how you get recognized and move up the ladder.”

Update: With UBS for over 28 years, Marilyn Foglia remains in her position.

14. Find a Culture You Can Thrive In

Put the right environment at the top of your criteria when it comes to career-related decisions, advised Noelle Ramirez, Project Manager, Diversity, Equity & Inclusion at PGIM.

“Culture first. Seek out advice from people that are already there. What has their experience been? Do they feel comfortable? Do they feel like they can bring who they are to the table? If the answer is yes, that’s a good place to start. It takes away a lot of productivity and energy to not be who you are,” said Ramirez. “Go somewhere where you can be yourself. I’m very passionate in my delivery and it’s part of my culture. Making sure I’m in an environment where that doesn’t have to be shut off is important. Look for environments that are ready to receive you, because that’s where you’ll be your most productive, innovative, creative and strategic.”

Update: Interviewed earlier this year, Noelle Ramirez remains in this position, with PGIM for nearly 2.5 years.

We hope you enjoyed this two-part retrospective!

By: Aimee Hansen

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OP-Ed: Six Hallmarks Of Rebuilding Strong Relationships at Work

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relationships at workAs we come out of the pandemic, rebuilding strong relationships at work will require special attention. Strong relationships are crucial for success and satisfaction – they determine the extent to which our managers, direct reports and even colleagues outside our area provide us the information, resources, and support we need as well as their openness to influence and willingness to work out difficulties.

Those relationships have suffered during the last 18 months. Tasks have been more foregrounded and personal connection backgrounded, as Zoom exhaustion, phone and email replaced the informal in-person contact that often builds connection.

Returning to working in person creates opportunities to build and rebuild strong, functional relationships. And there are challenges. We can’t just “flip a switch” and return to how it was before. Jobs have changed, and so have our needs. Some colleagues left and new ones were hired who we haven’t met in person. Some are happy to be back, others aren’t. Old habits and approaches might no longer work. We feel pressured to make up for lost time, leaving us without the luxury of letting new relationships develop over time. What to do?

We have studied what it takes to proactively build strong relationships quickly at Stanford’s Graduate School of Business for decades and know that relationships exist on a continuum from contact with no connection/casual to closer/more personal and ultimately to what we call exceptional. There are six hallmarks to moving along that continuum.

Six Hallmarks of Relationship Building

The first is I can be more fully myself and so can you. With someone new we tend to be cautious. As the relationship develops, we disclose more, which decreases misunderstandings and increases ways to connect. It also encourages the other to share, since disclosure tends to be reciprocal.

This relates to the second hallmark: both of you are willing to be vulnerable. What can I do to encourage you to disclose besides initiating? I can learn how to ask questions that convey I really want to know you and what matters to you. Reciprocal sharing and vulnerability build trust and understanding.

Disclosure feels risky. The third hallmark is therefore trust that what I share will not be used against me. That trust is built over time as you each take incrementally larger risks in becoming known to each other.

Fourth is, a willingness to be honest with each other. Do I know that you mean what you say so I don’t have to read between the lines or worry about what you are withholding and vice versa?

As we share more of ourselves, deepen our relationship, and work together, disagreements are inevitable, and conflicts might emerge. The fifth hallmark is dealing with disagreements and conflict productively in ways that further build the relationship.

The final hallmark is both of us are committed to each other’s growth. This may require raising difficult issues and giving challenging feedback, in service of each other’s learning and development.

Applying the Hallmarks In the Office

As we emerge from the pandemic, here is how these come into play. You have just returned to working in person and someone new has joined the team who you’ve never met or worked with. There are also team members with whom you are at the “mere contact” end of the continuum and others with whom you are a bit farther along. With some you are close. Maybe you have mixed feelings about some of these people. A couple of incidents during Zoom meetings annoyed you, which you didn’t raise. Time and performance pressures necessitate you move these relationships along the continuum to functional and robust quickly.

There are multiple ways to develop relationships and what is effective with one person might not be with another. With the new hire, you might start with sharing more of yourself as well as finding out how they like to get work done. For those where the relationship is not strong, talking about how each of you want to relate might help. In those cases where you’ve had negative interactions, it might be important to have an honest conversation about how to move past that and explore what there is to be learned.

People also differ in how they like to get work done. Some like to plan first, others like to take action to gather early data. Some are comfortable with risk, others more cautious, and so forth. Each of us has a strong preference for our style and yet organizations need them all.

In strong relationships we each leverage our style and work together productively. What do we do with conflict that arises when our styles differ? We learned firsthand when working together. David is a divergent thinker, always coming up with new ideas. Carole is more convergent and wants to “cut to the chase.” In discussing this openly, we realized we needed each other. If David was dominant, we might never have finished our book – if Carole’s was, our final product might not have been as good.

Returning to the office will require we double down on efforts to establish new relationships and reestablish previous ones. We can’t afford to “just let things develop.” We will have to make more intentional, conscious efforts. Doubling down requires paying even closer attention to how others get their work done and talking openly about preferences. We may need to be explicit and proactive. “I’m glad to respond to your requests, but it works better for me when I have advanced warning” could be all it takes.

Doubling down also means becoming aware of and willing to discuss entirely new issues, such as people’s preferences for in-person, hybrid or working at home for health reasons. We may need to be clearer about how tasks are to be divided up and handed off. Learning to empathize with someone whose pandemic experience (and post pandemic reality) is very different from ours will also matter.

We’ll need to respond differently to small annoyances, which are more likely when starting or reestablishing relationships. Your way of working bothers me a bit. But rather than just shoving my frustration under the rug and blaming you, this could be a sign we have something to work on and an opportunity for mutual learning and a better relationship.

To do this we will have to acknowledge the legitimacy of different approaches and further develop our problem-solving skills. It is less useful to try to convince the other and more useful to jointly explore what will work for both of us. That process, rather than distancing us, can further reestablish healthy work relationships and build even stronger ones.

Everything is unlikely to work out from the beginning, even with proactive outreach. Building and rebuilding relationships is a process that requires learning from what doesn’t work as much as from what does. It demands persistence, intention, and patience. But quickly building and rebuilding stronger relationships is well worth the effort.

David Bradford, Ph.D. is the Eugene O’Kelly II Senior Lecturer Emeritus in Leadership at Stanford Graduate School of Business, where he helped develop Interpersonal Dynamics (aka “Touchy Feely”) as well as much of the school’s leadership curriculum. He is the author of numerous books, including Managing for Excellence, Influence Without Authority, and Power Up. He lives in Berkeley, California, with his wife of more than fifty years.



Carole Robin, Ph.D. was the Dorothy J. King Lecturer in Leadership and Director of the Arbuckle Leadership Fellows Program at Stanford Graduate School of Business before co-founding Leaders in Tech, which brings the principles and process of “Touchy Feely” to executives in Silicon Valley. Prior to coming to Stanford, she had careers in sales and marketing management and was a partner in two consulting firms. She lives in San Francisco, California, with her husband of 36 years.

A fuller description of these six hallmarks and how to use them to build relationships can be found in CONNECT: Building Exceptional Relationships with Family, Friends, and Colleagues by co-authors David Bradford and Carole Robin. Crown Random House, New York. 2021. Their book also contains the lessons of “Touchy Feely” that thousands of students have consistently described for decades as life changing. Available in hardcover, audible and Kindle versions HERE.

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Great Listening Is Still A Two-Way Conversation

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With more of our interactions than ever happening in a virtual meeting room, are you truly listening? And if you are, at what level are you listening, as a leader?

Empathetic listening is an essential component of influential leadership—it fosters better connections, supportive relationships and increased commitment.

Not only does listening require a willingness to listen, but also understanding of both the spoken and unspoken messages, as well as active engagement with the speaker’s opinions and ideas.

If you’ve made a practice of simply not speaking while listening, or parroting back the speaker’s points, it’s time to redefine what good listening looks like.

Listening in a Zoom Office World

Previously, our multi-tasking technology was one of the distractions that made listening more difficult in the workplace. Now, technology has become the workplace itself.

As we conduct most of our group conversations online, we are more inclined than ever to zone out, whilst active listening is even more important to meeting cohesion.

According to Sarah Gershman in Harvard Business Review, President of Green Room Speakers, within a virtual meeting, we are especially subject to the “Ringelmann effect” – the bigger the group for a task, the less responsibility each person feels in making the effort a success and the less personal effort each exerts.

While this effect occurs in an in-person meeting too, the online office amplifies the tendencies to tune out and talk over each other. Whether leading the meeting, one of many participants or engaged in a one-on-one, your quality of listening still matters.

Strategies for doing your part in creating meeting cohesion include:

  • Before signing in, consider what value your participation holds for you and the group.
  • Reiterate previous points before introducing a new topic so others know they were heard.
  • Listen for and see themes raised by multiple speakers, asking reflective questions.
  • Note down peripheral thoughts that pop into your head, bring your attention back.
  • If you get distracted, acknowledge you lost the thread with a clarifying question.
Good Listening = A Conversation That Elevates

In Harvard Business Review, co-researchers Jack Zenger (CEO) and Joseph Folkman (President) of Zenger/Folkman, assert that good listening is not what most people think: simply not talking over others, making affirming facial expressions and sounds, and repeating back what was heard.

While it’s also not a ping-pong of contrasting viewpoints or oneupmanship stories, zipping your lips is not the golden standard of listening.

Rather, the researchers found that great listening experiences feel like an elevating conversation. The best listeners are more like “trampolines” than “sponges.”

“They are someone you can bounce ideas off of — and rather than absorbing your ideas and energy, they amplify, energize, and clarify your thinking,” writes Zenger and Folkman. “They make you feel better not merely passively absorbing, but by actively supporting. This lets you gain energy and height, just like someone jumping on a trampoline.”

Qualities of a Good Listening Experience

The researchers found these core components of good listening experiences.

Good Listening:

  • Becomes a dialogue: Exceptional listeners comprehend the speaker so well they can ask occasional constructive questions that carefully challenge assumptions that expand the conversation. So rather than being a one-way interaction, the listener enables the speaker to explore and share more.
  • Is supportive, permissive and builds self-esteem: Neither passive nor critical listening is enough. When a listener creates an environment that is safe for open discussion, regardless of the issue or differences, the speaker gains confidence and feels supported and positive about the experience of being heard.
  • Is cooperative, not competitive: In the best conversations, neither speaker nor listener becomes defensive as the conversation flows, even when assumptions are challenged. But if the listener highjacks the conversation to focus on making their own points or winning an argument rather than supporting exploration of the speaker’s viewpoints, the connection unravels.
  • Opens up the conversation with suggestions: While people often feel they aren’t listened to when the listener jumps to fix their problem through suggestions, the researchers also found that exceptional listeners do make suggestions—skillfully—- that “opened up alternative paths to consider.”
Leveling Up as a Listener

A good listener doesn’t have an agenda—instead, park your own needs, wants and self-concept. Mistake one can be to self-identify as a good listener. Instead, take ‘yourself’ out of the way.

You can skill up by asking yourself these questions, related to levels of listening, which may also lay the trust foundation for making suggestions:

  • Are you creating a safe environment to bring up complex and emotional discussions?
  • Are you clearing away distractions to help bring your focused attention to the conversation?
  • Are you seeking to understand the substance of what is shared, and clarifying with the speaker to confirm that you do?
  • Are you listening to the 80% of communication that comes from nonverbal cues such as posture, facial expressions, eyes, gestures, breathing, energy, tone? (even more challenging over a screen)
  • Are you grasping the emotions and feelings at play from the speaker’s perspective, and are you acknowledging without judging and validating them with empathy?
  • If doing all of the above, are you able to ask the questions that clarify assumptions and help the speaker to consider the topic in a way that is expansive?
Extra Tips From Listening Leaders

According to Enterprisers Project on being a better listener, CEO Chris Kachris of InAccel suggests to take a page from reflective parenting: “Don’t try to reject or beautify their concerns, their stress, and their worries. Don’t try to convince about your opinion without first understanding their worries.”

Dr. Bahiyyah Moon, president and chief data officer of Polis Institute, advises, “The most important rule of listening is the 3-1 ratio. Listen three times longer than you talk. The next rule is to ask more than you respond. Typically people have a comment after another person speaks. Great leaders follow up with questions.”

Ed Jaffe, founder of Demo Solutions, shares, “It is not just listening, it is trying to see the problem from the side of someone else, and understand why they are saying it. You do not have to validate the idea, but you must validate the person.”

“Listening is the key to asking the right questions” says Nicki Gilmour, the head coach of Evolved People Coaching and Founder of theglasshammer.com. “Tuning in to people requires hearing not just the content of what they are saying, but listening for the meta messages of what is really going on to help people identify what really matters.”

Ultimately, leveling up your listening can only create better connections, and enable you to become a more empathetic and expansive leader.

By Aimee Hansen 

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How to Make Your Next Career Move During COVID-19

Next Career MoveNavigating change at work is applicable to everyone in their career right now. Working with an executive coach can help with adapting to the new environment of work from home and adjusting your mindset to deal with the changes that, due to a pandemic, seem to be here to stay for a while.

Executive-level jobs in the financial services and Fortune 500 are not exempt to disruption as the economic damage starts to take effect and it is very possible that companies will start slashing budgets and downsizing later this year.  So now, not later, is the time to prepare to make your next career move.

It won’t be the old-fashioned tap on the shoulder informing you that your team is being consolidated and there is no place for you.  The digital version of getting marched out of the building can provoke the same feelings of rejection, shame, anxiety and fear of what job to do next. If you are fired or made redundant, furloughed or re-org’ed out, then all is not lost. Instead, start with your own inner voice and control your psychology around what just happened, as self-talk and old fears and feelings can easily surface at this point. Your unconscious mind will enjoy slapping you with paradigms developed over a lifetime. These can take many forms; for those with imposter syndrome it could be “told you so, you didn’t belong there.” In the case of general self-worth concepts it could be the shame of “letting them down,” even though when I push my clients to further consider this internal message the “them” is mystical, general and undefined.

The best investigation you can do into your own constructs can be done using concepts from Lahey and Kegan’s work in Immunity to Change. This is a book I write about often and pursue with coaching clients to help them understand how to break out of implicit notions that your brain is quietly telling you.  These notions are working as the operating system beneath all the human apps or hacks that you think you are running for things like productivity and mastery in your life.

In times of potential trauma, such as job loss, you are faced with a choice of how to recover, as there are many emotions and thoughts involved with this type of situation. The best thing you can do is let go of any negative emotions such as anger or bitterness or shame. This is often easier said than done. Get perspective, as most likely this is not about you personally in these COVID-19 times. Use this event instead as reframe the change as an opportunity to understand what you enjoyed most, and least, about both the job itself and the company culture. This will help you figure out what is next for you professionally. If you have any kind of decent financial cushion, make a promise to yourself that you will not make rash decisions and instead take the time to reflect on what you really want to do.  That could come quickly if clarity happens, which is why a good coach can help you by supercharging you and your process. What do you need more of? Less of? How do you get what you want? This can be more satisfaction, more time, more flexibility, more money, a different title or even a complete pivot into a different career.

Not Furloughed or Fired but Ready for a Change

Even if things are steady at work it is okay to think about making a change, especially if your industry doesn’t look robust in terms of future sustainability or growth. See the writing on the wall regarding how your company is dealing with employees during COVID-19. Look for actions and behaviors. Are they laying off staff in other departments or teams? How are they doing it? Is there a voluntary severance program in place where the deal is lucrative? If so, perhaps it is worth talking to your manager about the future, specifically your future. This can be a courageous conversation to have so make sure you are in good standing with your boss as of course there is risk attached. If everything looks steady, find ways to ensure you make your value visible at all times. Working smarter not harder is the key here.

Take this time to think about what you want long term. In these exhausting times, it is easy to just survive the day and pour a cocktail on a Friday to celebrate getting through another week at work. Do an exercise of “flash forward” and picture yourself three years from now; what are you doing work-wise? Which firm are you in, if any, and what does your day-to-day look like? Start with the end in mind and start to think about the steps that could be taken to get there as Rome (or anything) was not built in a day. What skills do you need to develop? What connections do you need to make? What does starting the transition or pivot to a new job, career or industry look like? Herminia Ibarra’s fabulous book Act Like a Leader, Think Like a Leader very much argues that we are all in transition, and we just might not know it yet. From this perspective, looking at networks and skills is a worthy action at all times. I highly endorse her work, and this is a consistent recommendation from me to my coaching clients across senior levels on Wall Street, tech, fintech, healthcare and pharma.

As gloomy as things might seem right now with the outlook for the economy and personal risks in going to work, it is ultimately an ideal time to figure out what you want and what works for you. Things will return to a normal of sorts, but who knows when? Think about the last time you interviewed for a job. You might have been in a different place in your life and it’s okay to acknowledge that everything has changed. Not least, you have a chance to think about your enhanced skillset. And surely all of our resilience muscles have increased, as we have been resourceful though quarantine, kids crawling in to zoom meetings and productivity despite lack of connectivity. You are better placed than ever to be the best executive version of yourself!

If you wish to have a complimentary, exploratory conversation to see if executive coaching with Nicki Gilmour or one of our associate coaches could help you navigate your career this year and beyond, then please select the time that works best for you from the link below.

Event: Exploratory Coaching chat – see full list of times

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6 Important Things New Project Managers Need to Know

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By Andrej Kovacevik

Corporate demand for project managers is growing at a rapid rate of pace.

Talented people will be needed to fill the numerous project management positions that are becoming available; and industry insiders expect to see women stepping up to fill a significant percentage of these roles.

The Association for Project Management reports that female project managers tend to be younger and less experienced than their male counterparts. For the new female executives who are entering the field, we offer this list of 6 important things female project managers need to be aware of:

1. The Scope of Your Projects Might Change

Often, an executive or group of executives from your hiring organization will set parameters for the scope of the project you’ve been selected to manage. In a perfect world, you’d work within the scope of those parameters to complete your project. But according to Elizabeth Harrin at A Girl’s Guide to Project Management, you can’t always count on things to work out so neatly. She points out that most projects evolve through 4 formal versions of scope before their conclusion. Be flexible in your anticipation of this reality.

2. Managing Expectations Is an Essential Part of the Job

Whatever project you’re managing could potentially bring huge changes for a whole bunch of stakeholders in your hiring organization. Does everyone fully understand the implications of what’s coming? Probably not. As the project unfolds, do your best to help your colleagues get a handle on what the new normal is going to look like going forward. Be proactive about making any dramatic transitions as painless as possible for all stakeholders involved. How you handle this can make a massive difference in whether your leadership is perceived as a success or a failure by the end of the project.

3. It’s Crucial to Share Big-Picture Goals With Other Stakeholders

It’s easy for colleagues to succumb to tunnel vision and entirely miss what the main objectives for a project might be. Creating a mindmap can help to explain what’s going on and to get everyone else on board. It’s a big win if you can get all the relevant stakeholders involved in your project to understand the big-picture goals and buy in from the beginning.

If there are people who aren’t buying in, it is helpful to identify them early on and figure out the reasons for their opposition. Perhaps they even have valid reasons that should be addressed. Don’t ignore the naysayers. It’s better to work with them towards a resolution.

Obviously, you’ll first have to understand your project’s big-picture goals in order to communicate them effectively to your team. This shouldn’t be a problem — but for many project managers, it is. You might be surprised to learn that 80 percent of all project managers don’t fully understand the subtleties of how their projects support their hiring organizations’ business strategies, according to capterra.com. So if you don’t have a clear understanding of the primary motivators, you’ll have to do your homework so you can effectively educate both yourself and your team.

4. There’s a Whole Bunch of Jargon You’ll Need to Decipher

If you haven’t already earned a Master of Project Management degree, you might not be thoroughly educated about all the PM terminology that you’ll encounter as you work your way through your projects. Smartsheet.com offers a helpful glossary of project management terms you’ll want to be sure to familiarize yourself with.

5. The Role of Project Manager Is Changing in Ways That Favor Women’s Skills

According to experts at the international association of project managers, the vocation has evolved significantly over the course of the last several decades. They explain that, 20 years ago, the job of project manager was perceived as macho. Currently, in contrast, emotional intelligence is one of the foremost qualifications that top executives seek in a project manager. Today’s project managers need to excel in diplomacy, resourcefulness and creativity — a skillset that comes as naturally to women as it does to men. The pressure to be macho is now out of the picture. And, accordingly, the numbers of female project managers has been growing and is expected to grow more in the future.

6. You’ll Need to Cultivate a Professional Network

Elise Stevens, writing on behalf of the Project Manager website, explains that women will find better opportunities in the long term if they establish and nurture their own professional networks. In her opinion, one main advantage of networking is having the opportunity to better understand what leaders desire in managers and project leaders. Her network has also opened up new opportunities that would not have become available to her otherwise.

As a management professional, you cannot expect to succeed if you’re isolated on your own island. You’ll constantly need to turn to others to solve problems, find needed resources, delegate tasks and seek input. When you’ve cultivated a network, it’s much easier to accomplish all these things.

Of course, these are not the only things female project managers urgently need to know; but these are some of top things that tend to take women by surprise when they are new to project management. The sooner you wrap your head around these 6 things, the better the outcome will be for the projects you’ll manage in the course of your career.

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

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The 3 Best Ways Busy Professionals Can Reduce Stress and Start Thriving

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women stressed

Guest Contributed by Julie Morris

Ask busy professional women about what she most desires, and a lot will wish to reduce stress.

If you feel like you’re living on the proverbial hamster wheel, it’s time to make small changes to your day to reduce stress and save your sanity. Our tips will help you thrive instead of just get by.

1. Multitask in your personal life

Busy professionals are the rock stars of multitasking. But, multitasking for work is very different from multitasking for yourself. In fact, multitasking may be the wrong word to use. According to Entrepreneur, your brain time-shares rather than multitasks since it is only able to focus on a single task at a time. You must learn how to divvy up your time equally and effectively among tasks. How is this accomplished? Create a to-do list categorized into similar tasks so that your brain doesn’t have to totally change gears. Be sure to always keep your list visible so that you don’t feel that rush of accomplishment, only to realize you have more to do. If you start feeling overwhelmed, remember it’s okay to take a step back and get re-focused. In the future, saying “no” is an option too to avoid getting burnt out.

2. Use Your Lunch Hour to Reduce Stress and Refocus

Unfortunately, Americans take only a portion of their lunch break to eat, or they skip lunch altogether. According to the New York Post, one survey found that 50 percent of workers take 30 minutes or fewer on their lunch hour and that 29 percent work through lunch. Some of the best ways to reclaim your lunchtime include leaving the office to have lunch with a friend or exercising outside with a co-worker or friend. To maximize the benefits of getting out of the office, meet a friend outside to eat for 30 minutes and spend the other 30 minutes walking, meditating, or doing yoga. Physical activity gives you the true breaks you need from work to get refreshed and boost your brain function and mood to help you be more productive and have less stress.

3. Prioritize Tasks

Implementing time management practices is another excellent way to reduce stress on a daily basis. For example, create a checklist for work and home. Arming yourself with a checklist helps you focus and reduces the amount of time you waste on email and social media or chatting with co-workers. Be sure to organize your checklist from most to least pressing tasks and consider allotting yourself enough time for each one. By prioritizing, you will not only feel less stressed, but may find that you are better able to concentrate because you’ll know you’re giving your attention to the most important task on your to do list.

If you’re a visual person, put the checklist on your laptop or tablet or on your desk so you can mark off completed tasks, feel a sense of accomplishment, and know where you stand with your day. If you prefer to use technology, create a note or list on your smartphone; or download one of the many checklist apps.

Stress levels also climb when you feel like you have to do everything right now. One tip is to follow the two-minute and 10-minute rule, as described by Kyle Brost. If you have a task that will take fewer than two minutes, do it immediately so that you don’t face the stress of having too many incomplete tasks. However, if you have a task that requires more time, use the 10-minute rule. Commit to working on the task for 10 minutes. When the time is up, permit yourself to stop and move on to something else to keep chipping away at your to-do list.

High levels of stress prevent you from being productive and thriving. Do yourself a favor and multitask for yourself. Then, use your lunch hour to refocus and reduce stress. It’s also helpful to prioritize tasks and manage your time wisely.

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

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5 Things You Can Do as a Leader to Help Increase Engagement In Company Initiatives

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Latina
This week we invited a guest to contribute to the career tip column.

Fierce Conversations wrote a recent blog post on how leaders engage with it comes to organizational initiatives.

  1. Get on board, even if you’re not the driver. Just because you aren’t driving an idea or initiative, or didn’t come up with it to begin with, doesn’t mean the team and the entire organization doesn’t need you to get behind it. The sooner you can play the role of supporter-in-chief, the faster things will start to change and the larger impact you will see.
  2. Set expectations, and meet them. If you say you will be an advocate for a program, or that you expect an initiative to succeed, you need to show up for it. Trust is key here, as too many promises broken can lead your employees to simply stop making an effort.
  3. Model the behavior. Leaders need to be modeling the behavior they want to see. As there is a clear correlation between C-suite behavior and the model behavior they wanted exhibited. If you want all meetings to start on time, make sure you are never late. If you want people to work across teams, make sure they see you doing the same.
  4. Engage on a personal level. Through one-on-one conversations, either planned or organic, interact and engage regularly with employees and other company leaders. Create opportunities, such as social events or a weekly office walkthroughs, to support this endeavor, and ask about activities taking place. Use this feedback to improve upon the process.
  5. Follow-through. An initial email isn’t enough to support something. Ensure you continue to have conversations that advocate for a program, and that the leaders around you do the same. These conversations need to be ongoing, and fluid. Consider having a specific check-in point where you communicate widely the feedback and results to-date. Make changes as necessary.
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Career Tips from a Senior Female Executive in Commercial Real Estate

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Image via Shutterstock

Guest contributed by Lauren Leach

For women considering a career in commercial real estate, consider restructuring as the opportunities are vast and varied and sure to offer challenges and fulfillment.

This is a field with a surprising shortage of women. I have always viewed being a woman as an advantage. It means you are more likely to get noticed in a professional situation. As such, it is imperative you are prepared and have the skill set and knowledge to communicate and execute effectively once you are noticed.

It was a circuitous route that brought me to my career. A summer internship changed the professional trajectory of my life. I was working on my psychology degree at the University of Michigan when a family friend suggested I explore real estate. Intrigued, that summer I secured an internship at a prestigious global commercial real estate brokerage and began building the foundation for my career

I found the commercial real estate industry so compelling in large part because of the high-risk, high-reward nature of the business, which has a variety of subsets that allow me to constantly expand and hone new skills. Real estate, unlike some other asset classes in a commercial portfolio, provides a platform to truly measure value and witness tangible progress in the form of brick and mortar. In today’s tumultuous environment, my skillsets and experience in this area are in great demand.

Now, I specialize in restructuring distressed commercial real estate properties. My focus changed to distressed real estate from the brokerage side of the business to embrace new challenges. Working as a broker during the Great Recession provided a fierce and up close look at the volatility of the commercial real estate market. That volatility has perhaps never been more evident than in recent years.

As I’ve ascended in my career, I have learned a lot and offer the following tips for young professionals entering the industry:

  • As you begin your career, choose your employer carefully. Get to know your potential boss as much as possible as well as the culture of the organization. When you consider a new position, keep in mind that you are interviewing the prospective employer as much as they are interviewing you. If possible, spend time with your potential peers in advance of accepting a job offer. A stable and supportive work environment is critical to success.
  • Real estate, like any industry, is about relationships. Don’t be afraid to ask professionals in your network for introductions. Be willing to take the time to network and get actively involved with industry organizations.
  • Write handwritten thank you notes! I am consistently surprised by how infrequently people make time to acknowledge others in writing. The receiver will appreciate the effort and remember your name.
  • Follow up and follow through on all things. The old adage ‘reputation is everything’ is partly true. Reputations are ultimately built by doing what you say you’re going to do and doing it exceptionally well.
  • Treat associates with respect. Early in my career I was elevated to a management role, leading a team of professionals, many of whom were older than me and some who had more experience in the industry. I found success by focusing on working collaboratively, valuing each team member’s experience and always leading with respect.
  • It’s an often-recited adage in business: match your attire to the job you want, not the one you have. Dress as if you are going to cross paths with the CEO or a key client everyday. At the same time, follow the office trends. If you work in a casual environment, do not overdress and potentially alienate yourself from the rest of the team.

I have also been fortunate in that I have not personally experienced sexual harassment or similar inappropriateness in the workplace. Culture is set at the top. Again, do your research as you make decisions related to what organizations you want to work for. If you do experience harassment or intimidation in any form, documentation and discussion with HR is essential. If it is happening to you, most likely it is happening to others too.

About Lauren Leach

Lauren Leach, Director, Conway MacKenzie has negotiated over 8,000,000 square feet of leases with a value in excess of $410,000,000. She also specializes in court-appointed receiverships, leasing matters, portfolio valuations and liquidations, and complex real estate negotiations. Lauren holds a B.A. in psychology and Master’s degree in retail brokerage from the University of Michigan. She resides in Metro Detroit with her husband, daughter and dog.

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

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