Tag Archive for: self value

Self-CareAs we hit the midpoint of the year and get into summer, let’s take a break from going through the motions to re-evaluate and practice self-care: what do you need to do for yourself to restore and regenerate?

Too much of self-care talk focuses on topping up the energy you have depleted so you can survive the daily grind. Self-care is not really about getting by, but committing to yourself and your authenticity so you can thrive.

Prioritizing self-care is about restoring your energy and your connection within, so that life becomes more energy-generative.

Here are three ways to practice self-care so you can feel more alive in your skin:

1. Get Back Into Relationship With Your Body

How often have you overrode your body’s messages – be it forgoing rest, healthy food or physical activity – while striving to do everything else that seemed ‘more important’? Women are especially prone to burnout at work and the long hours game has a disproportionally damaging effect on women’s health.

Overvaluing the mental urge towards productivity while disconnecting from our physical bodies moves us away from health and the feminine wisdom of our bodies. When you lose intimacy with your body, you lose the ability to access gut feelings, intuition and valuable emotional guidance.

As Stephen Covey would put it in The 7 Habits of Highly Effective People, you also make the mistake of prioritizing production at the expense of nurturing your production capability, which is only good for short-terms external wins but ultimately exhausts your ability to show up, especially for yourself.

This summer, really get into your body. Not just as a means to another end, such as running off the stress or shedding pounds. And don’t just recharge your body: you were not born to be a battery. Moving your body is not the same as being in a listening relationship with your body. Instead, re-attune to your body. Restore the connection with self, starting here.

Consider a yin yoga class, a restorative yoga class or perhaps 5 rhythms dance. Or let the sun pour in through your skin for twenty minutes. Do something new or slow or fast that brings your awareness back to the simplicity of your ‘being’ and the innate guidance of your body.

Your ‘doing’ will only benefit from bringing it into balance with your ‘being.’

2. Experience “Immersive” Time

“We wake up in the morning and we say, ‘I didn’t get enough sleep.’ And we hit the pillow saying, ‘I didn’t get enough done,’” says Brené Brown.

We conduct our busy work lives in linear time, which helps gives rise to the cultural narrative of scarcity, and the persistent feeling that you can never do enough. But the one-way march of time is just one left-brained frame for experience where we often end up “hustling for our worth,” as Brown puts it.

The seasons of nature and the physiology of the female reproductive body reveal the right-brained frame of cyclical time. What psychologist Mihaly Csikszentmihalyi describes as a state of Flow and the Greeks called kairos is yet another experience of time that is alive, creative, connected and synergistic.

“Chronos is clocks, deadlines, watches, calendars, agendas, planners, schedules, beepers…Kairos is transcendence, infinity, reverence, joy, passion, love, the Sacred… We exist in chronos. We long for kairos. That’s our duality,” writes Sarah Ban Breathnach, in her NYT bestseller Simple Abundance: A Daybook of Comfort and Joy. “Chronos requires speed so that it won’t be wasted. Kairos requires space so that it might be savored. We do in chronos. In kairos we’re allowed to be. It takes only a moment to cross over from chronos into kairos, but it does take a moment. All that kairos asks is our willingness to stop running long enough to hear the music of the spheres.”

This summer, drop into immersive time more often. A key quality is that the experience of presence and participation themselves are the reward of this time, not the result.

Perhaps it’s getting lost in adventures with your family or a deep conversation. Perhaps it’s a long walk or drive in nature. Reading a book. Cooking a homemade meal. Dancing or painting or writing or meditation or playing an instrument. Whatever activity makes you forget both yourself and the world because you are so inside of it, that’s the gold.

In a feminine sense of creativity, we do not forgo self-care in order to labor ‘at all costs’ for what is, relative to our health, an abstract outcome. We value and care for ourselves throughout the process as the experience is the creation. Tapping into immersive time increase your well-being, your creativity and your productivity, too.

3. Rediscover How To Use Your “No”

Halfway through the year is a good time to step back and ask where your time and energy is going and whether it’s adding up to create fulfilling meaning for you, rather than just ticking off your list or other’s needs.

As in Covey’s famous time management matrix, are you steadily putting energy and resource into the Quadrant 2 area of “not urgent but important” in your life? This is often the hardest area to devote yourself to when life pulls from all directions, so take a break to get an overview of your energy investment relative to your real values and desires.

More than ever, our energy is susceptible to be whittled away by low importance matters of false urgency, as 24/7 responsiveness and social media addiction has become normalized. Look at the hours you’ve spent on the phone in a day and ask if you deposited anything in the investment bank of your heart? How much was truly connection and how much was distraction?

When our commitments, as demonstrated by habit, are not aligned with our values-based desires, we begin to feel the pain of disconnection with self.

Realignment of energy with values is going to require emotional attuning.

One question that can be useful is to ask: What is the one thing I am getting angry/resentful for not doing? If you’re giving all your energy away except to the thing that’s really important to you, you will begin to feel like the world is crashing in on your personal boundaries. Now, how can you choose time to prioritize what you yearn for? Can you let discipline come from love?

As part of trauma exploration, Gabor Maté, M.D. talks about how most of us ‘wisely’ adapted to give up our authenticity for attachment as children. But when we continue to forgo our authentic needs, due to the stories and guilt we’ve cultivated, it causes stress, suffering and disease. He asserts that if you can’t say ‘no’, your body will.

According to Maté, women have a harder time saying no and suffer the health consequences. One essential step in self-care, and restoring your authenticity, is relearning how to give an authentic ‘no’ – whether in work or personal life.

Maté suggests to ask the following questions around saying ‘no’:

  • Where in my life do I have difficulty saying no?
  • What story did I tell myself about why I couldn’t say no?
  • Is that story really true?
  • What is the impact on myself when I don’t say no?
Thrive, Not Survive

This summer, think about self-care not as a way to survive the grind of your life, but to step a little further into thrive, whatever that authentically means for you!

By: Aimee Hansen

Note: We are taking a publishing break and our own advice and we will see you on Monday 12th July, and remember we have over 5000 articles to read in the archives if you are missing our cutting edge career insights!

Anna Salek“Junior level women lawyers sometimes ask me for career advice, and I find the reoccurring theme is that they do not have a good understanding of their professional value,” says Anna Salek. “Very often, women grossly underestimate their value.”

Salek talks about her genuine appreciation for cutting-edge legal work, the growth in a lateral move, the two-way street of value and daring to do what scares you.

The Gratification of Top-Tier Work

“I get immense satisfaction from solving complex problems,” says Salek, who enjoys tackling legal issues that perhaps no other firm has been able to solve sufficiently or that have never before even been considered.

As the private client team leader at Shearman & Sterling with over 20 years of direct experience, Salek works with high-net-worth individuals and families to meet their wide range of legal needs and specializes the areas of trust and estates, tax planning and not-for-profit law.

“I am lucky to work at a top-tier firm like Shearman where the clients are interesting and the legal work is challenging,” she says. “I love the cutting-edge work where often there’s no precedent and the client is relying on my judgment and experience.”

Salek joined Shearman in early 2019 to lead their private client team and was drawn there by the firm’s rich history, impressive client base and dynamic women.

Be Willing to Move To Expand

“I think women, more than men, are more prone to say, ‘they’ve been so good to me here’ and view moving on to another firm as being disloyal or ungrateful. Well, that’s fine that they’ve been good to you – they should be good to you,” says Salek. “But you should also be good to yourself and not be shy about exploring other opportunities.”

While the practice of trusts and estates is generally gender diverse, it is more often men who head up the practice, so replacing C. Jones Perry at Shearman when he retired as team leader was a strong leap ahead for women in leadership in law.

“I was very dedicated and happy at another top-tier-firm where I grew up as a lawyer, and I stayed there for a long time. But moving to another firm made me a better lawyer as it allowed me to grow in different directions than I otherwise would have,” says Salek. “Making a lateral move can help you grow professionally, but equally as important, you are bringing value to your new firm by contributing your own unique skills, experience and perspective.”

“I’m not suggesting women should job hop or even leave their job, but I do think everyone should consider it from time to time – even if only to confirm how good you have it. Men change firms more frequently than women, and it’s not a bad thing. With each move you’re not only likely to increase your compensation, but it’s also a huge personal and professional growth opportunity.”

Know Your Self-Worth

On a similar thread, the guidance that Salek consistently emphasizes to junior level women lawyers is to value themselves as professionals.

“You are valuable to your firm. It’s not just a one-way street. I find that women sometimes almost can’t hear that,” iterates Salek. “They’re reluctant to ask for anything—equity, more compensation. a flexible work schedule, for example – or give themselves credit. Reminding women of their professional contributions to their firm is what I end up doing in almost every single one of those conversations.”

The Relationship Side of Private Client Work

On top of being challenged by the academic intricacies of her practice area, Salek loves the client interaction and deep relationships involved in her area of law. She enjoys working with individuals and families, many of whom have been long-term generational clients of the firm.

“The clients I work with tend to be extremely interesting people,” says Salek, for whom “field trips” to clients’ homes and offices are as much a part of her job as being behind her desk.

“When people invite you into the world of their personal finances, they inevitably invite you into their family and personal lives,” says Salek who feels that women especially thrive in cultivating relationships and trust.

“Not only do you have to be a proficient lawyer, you need to be personable and trustworthy. There’s just an element of being trusted that’s not something you can learn and that quality has helped me a lot, second certainly to really knowing what I’m doing,” she says. “I have clients who are women who have said they picked me because they prefer to work with a woman, and I have had male clients who say the same thing.”

Do What Scares You

“My advice to junior lawyers would be: don’t shy away from things that intimidate you. In fact, seek them out. Do something that scares you every day,” Salek says. “I’m not talking about skydiving. I’m talking about challenging yourself. Don’t like public speaking? Do a webinar, go sit on a panel. Don’t think you know enough about something? Help a client with that particular issue or publish an article about it. Shy? Invite someone you would like to get to know or learn from for lunch or coffee.”

Salek credits her own integration of this advice for having made her into a more confident lawyer today.

”I feel women especially don’t like to be outside of their comfort zone, but that’s the only place where you can grow,” she says. “It’s really important to push your own boundaries.”

Practicing Work-Life Integration

A rewarding aspect of her work has been the pro bono cases where Salek has been able to champion people and organizations in critical financial wins, where she sometimes gets as involved in interpersonal dynamics as with her private clients.

Salek finds that for her, work enters home life and home life enters work, so she embraces the work-life integration approach of keeping both in even keel, rather than “the two-iPhone approach” of work-life balance, which she feels is a false separation of parts of life that live inside of the same universe.

She is married with two teenagers, a daughter of 16 and a son of 14, and notes one silver lining of the pandemic is that people who were technology-resistant have been forced to embrace technology, opening up more remote working possibilities.

Salek is an avid, hands-in-the-dirt gardener. Her favorite season is spring, and she finds that “observing the earth awakening is so good for the soul.”

By Aimee Hansen

Alison Hoover“It took a long time to shake imposter syndrome. I’ve shifted my perspective now to believe that being a woman is an asset,” says Alison (Alie) Hoover. “It’s not just this sideline thing. It’s as much part of who I am, the same thing as being smart or outspoken.”

Hoover talks about going part-time after motherhood, growing her leadership confidence and how she is approaching diversity by championing the upside.

Braving the Part-Time Conversation

Four years into consulting, Hoover went on for her MBA at Kellogg School of Management. She joined Diamond Technology Partners, the hot tech boutique, after and continued on with PwC, when Diamond was acquired in 2010, where she is currently the banking transformation leader.

But her career almost ended abruptly after she had her first baby. Hoover returned to the office, after 12 weeks of leave, on a Monday morning in 2002. By Wednesday at 5pm, she had quit her job.

“I literally threw all of my stuff in the trash, all the notebooks and articles and old project folders.” And she recalls saying, “There’s no way I can do this. I have this baby. It’s impossible.”

After moving to Washington, D.C. to be near family, she decided on her daughter’s first birthday that she did want to work, but part-time. She decided to brave the conversation where she was a “known commodity.”

Hoover phoned a Diamond partner in Chicago and proposed to be their person on the ground in D.C., to help build the firm’s newly started public sector practice, at three days a week. Successful, she ended up being the first to pilot a part-time work arrangement.

For seven years, Hoover worked part-time, upgrading to four days a week once she became a director because “I felt like at three days a week, I could be an individual contributor. I didn’t feel like I could effectively manage other people.”

While still in her part-time stint, she had a second daughter and became a Partner at PwC.

“Honestly, if I hadn’t had the opportunity to work part-time, I don’t think I would be in consulting at all anymore,” she reflects. “Maybe I made partner a year or two later. I’ll never know, but the flip-side is I wouldn’t be here at all. I wouldn’t be sitting in a leadership position.”

Asking, Receiving Support and Valuing Yourself

“You have to ask for what you need and what you want,” Hoover notes. “No one’s going to be mind reading that you need it and give it to you. Sometimes, you have to lay these things out.”

Hoover not only had to ask for part-time, she also had to train her teammates to consider when she was available and not. It also helped that her husband is a huge supporter of her and has been an active co-parent, and she notes that having people around her—a husband, parents, colleagues, partners—that believed in her, maybe even more than she believed in herself, mattered.

Her bosses even reflected to her that she could work at 80% and still get as much done as others, so she didn’t need to sweat the clock.

When she made partner, Hoover remembers a PwC leader advised her: “’You are a partner now. Work when you want to work. Do the work that you need to do, and don’t worry about the rest.’”

Hoover had to get past the hesitation of asking for support from others by reminding herself of the value she added, and that giving and receiving support were more than reciprocal.

“When you’re giving it, it’s what you’re supposed to do, it’s your job,” she comments. “When you’re asking for it, somehow it feels like a favor. I think that’s how we’re wired.”

Stepping Up To a Leadership Mindset

Prior to becoming a partner, Hoover remembers wondering aloud where the senior women were to support her. Someone in the room called out: “You’re a director, you’re pretty senior now. Who are you turning around and reaching to?”

It was a teachable moment.

“I realized that I had been so self-focused, wondering where the help was above me, that I hadn’t considered that someone might actually be looking to me to help them,” admits Hoover. “There’s the little factor of that voice, ‘Who am I to help anybody else?’”

Hoover realized that even if you still have your own learning curves or insecurities, others are taken their cues from you as a leader. You have accrued guidance to give to others.

“What you realize, more and more, and especially as a partner, is that while you might feel like the same person in your own head,” she says, “your positional authority and tenure creates an obligation, and there is something valuable you have to share.”

When appointed to lead the banking transformation team, Hoover was tasked with leading more senior and more experienced partners. Initially, she stepped tentatively into the role, until a boss pulled her aside and reiterated she had been chosen for a reason.

“Sometimes we all need that kick. It gave me more confidence,” she recalls. “He was giving me permission, in fact a mandate, to lead these other partners.”

“So much of consulting is built on expertise and knowing the most about a given topic, but there’s so much about leadership that is not just about knowledge but behaviors and other skills,” Hoover notes. “That was a mind shift for me, that I didn’t have to know everything about everything to lead other people.”

She prides herself on her integrity of word, ability to get things done and adeptness in leveraging her network for other people’s benefits.

“I think one of my biggest and best skills is being that connector who is bringing things together, connecting ideas and people, to help them advance whatever their agenda may be,” she says.

Affirming A Culture of Inclusion

“As one of the fewer women leaders, I feel a great responsibility to be present and accessible and visible,” says Hoover, noting it’s a personal choice, as often the responsibility for showing up for diversity falls too much on the shoulders of the under-represented.

Hoover is also PwC’s U.S. Advisory Diversity & Inclusion leader, and she falls into stride when talking on D&I. Having significantly less than 50% women in the partnership ring (PwC transparently publishes their diversity report) is one priority.

“My focus is twofold. There’s the very public, very visible things like representation. Who are we hiring? Who are we promoting? Who are leaders?” says Hoover. “But I think so much of those outputs is the result of the small, everyday decisions that the majority, for the most part, are making. Who gets staffed on a project? Who gets called on in a meeting? Who makes the dinner reservations? Who talks first? Who gets the chair at the head of the table? Whose e-mail are you responding to first?”

Hoover threads that conversation across conversations and decisions—suspecting those “everyday nudges help to tweak behaviors that over time add up to massive impact. “

“It’s often much more who are you helping versus who are you hurting, because I think 99% of the time, people are not intentionally discriminating,” she pinpoints. “How do we harness the good intentions of our leaders to create a more inclusive culture on a regular basis, and change all of the things that people unconsciously do that are not increasing inclusion? A lot of what I’m very focused on is subtler culture dynamics. Like, what does it feel like to go to work every day? How much do you believe in your ability to succeed and to make an impact?”

She indicates that her approach to that conversation is to positively reinforce the inclusive-habits that leads to organizational wins—more “carrot” than “stick”.

“How do we tell those stories where people are actually doing better or winning because of their inclusive behavior? Every time we get that note from a client impressed at the number of women present and speaking in the session,” she says, “I want to celebrate the successes, advancements, achievements and accomplishments.”

As well as accountability metrics, Hoover emphasizes the importance of top leadership in driving cultural change.

“I think everyone’s looking for that silver bullet around implementation, and cultural change is always a challenge, regardless of what element of culture you’re trying to change,” observes Hoover. “But those key decisions—tone at the top, who are your leaders, who and what you’re celebrating, transparency—go a long way.”

Outside of work, Hoover loves to cook homemade meals, spend time with her 15 and 18 year old daughters, keep up with politics and enjoy the outdoors as much as she possibly can.

By Aimee Hansen