Tag Archive for: women leaders

2022: Words of Wisdom from Diverse Women Leaders

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diverse women leadersFor over 15 years so far, we’ve had the opportunity to interview a diverse range of women leaders who are overcoming barriers, charting new territories and elevating their impact. Each woman is generous enough to sit with us and share her story to empower and inspire other women. At The Glass Hammer, we feel visibility matters – and it’s our honor to amplify the voices of women who are raising the ceiling on possibilities in their own lives and our world. Again and again, we hear about the importance of role models in enhancing our vision of what is possible. 

Looking across our leader profiles during 2022, we share a few words of wisdom and inspiration from each woman we’ve talked to so far this year. Thank you for the gift of your energy, time and insight!

“One of the key attributes of a great leader is authenticity, therefore I refuse to have separate work and home life personalities. I believe it is time to change the message that women, or indeed anyone, needs to adjust their personalities to fit with the corporate world.” – Charlene Kennedy: CEO, PGIM Private Capital (Ireland)

“What you will often hear is leaders defending their intent: ‘So are you saying that we discriminate? Are you saying that we aren’t fair?’ But the opportunity is if we can recognize that despite our best intentions, our decisions sometimes have impacts that we don’t intend. It’s important to be curious about the cumulative impacts of individual decisions, along with organizational systems and policies.” – Betsy Bagley: Co-Founder and Director, Pulsely

“I used to hate feedback, but I think feedback and constructive criticism is so important. You may have really good intentions and just not know you’re doing something that isn’t working for you. The feedback may be really hard to hear and digest, but sometimes it comes from a great place. Even if you may not agree, it’s good to hear it.” – Jessica Titlebaum Darmoni: Senior Manager, Head of Marketing, ErisX

“I’ve become more conscious of my own energy as I’ve become older, and that it’s always flowing in me, but you can also learn to use it and channel it. If I’ve got to get a team going, I really think about bringing that energy to the table… The biggest thing you can do to be successful is to be yourself and not listen to the detractors. Just let your light shine.” – Rachael Sansom: Managing Director, Red Havas UK

“You’ve got to remain true to yourself, because there are enough people telling you what you can’t do. I will always tell you what you can do. We’re going to make change together, but you have to be true to yourself. You have to be authentic. If you’re not, what’s the point?” – Brandi Boatner: Manager, Digital & Advocacy Communications, IBM

“Actively asking how others are feeling not only makes them feel more part of the team, but also establishes a level of trust and morale that makes everyone perform better. Being aware of how everyone else is feeling helps form a cohesive team because at the end of the day, we’re all working towards the same goal. If one person is having an off day, that’s going to impact the whole team. Knowing how to rally around and motivate that person not only helps the individual but brings the whole team closer together.” – Mariah Turner: Associate, PGIM Private Capital

“As you arrive to a real senior level, you will start to understand that people are going to have a hard time disagreeing with you. They tend to give you filtered information. If you know that, you can be much more deliberate and intentional in terms of how you ask questions, to make sure that you’re getting the real story and understanding different perspectives.” – Geline Midouin: Chief People Officer, Shearman & Sterling LLP

“It’s important to be able to trust and communicate to your leaders: here’s what I need from you and what I need you to help me with. That has made the difference for me in my career. And that is not wisdom that one must wait until they are well into their careers to acquire anymore. Remember, what I said at the outset of this interview, the world is different now, and leadership looks different.” – Pamela Peace: Principal & North America Client Management, PGIM Fixed Income

“First, you need to be able to identify it: I’m having a feeling. Then you need to name the feeling and ask yourself: What is driving that feeling and is it worthy of speaking up for? Then you ultimately need the self-confidence to speak up, be potentially willing to engage in a disagreement, and simply not question it too much. The more you question it, the more likely you are to miss the appropriate moment to say something, or to lose the feeling entirely. As you move through life, your gut instinct is one thing that stays with you, no matter what you choose.” – Erica Klinkowize: CBNA Treasurer, Citi

“In times of uncertainty, the focus has shifted from seeking answers to raising questions and building relationships to lead through the unknown… The circumstances of the last two years have made me a different leader. I had to take a step back and ask: what did I do in this time? And take the necessary steps to hopefully be proud of the answer.” – Danielle Arnone: Chief Digital & Technology Officer, Combe

“Figure out who can help. You cannot be a master of everything, nor should you be. Get a distributed style of management to get further, faster. Ask yourself who do I know and what do I need to learn?” – Bessie Kokalis Pescio: Vice President, Global Internal Communications, Philip Morris International

“I spent ten years in nursing. But there’s an expression in this part of the country that people are ‘called to preach.’ They have a burden to preach, meaning they can’t not do it. Well, in my case, I felt called to medicine. I had a burden to be a doctor and it would not go away… we never know how much time we’ve got on this planet, so I really don’t want to go to my grave without having tried to do what I felt I was called to.” – Dr. Sarah Carrier, MD: Emergency Physician, JH Quillen VA Medical Center

“Don’t just assume that people know what you want. You need to make sure that your managers and your stakeholders know that you are interested in other opportunities. Don’t be scared to let them know. It’s not like you’re going to be fired because you’re driven and want to move and grow.” – Jessica Jones: Managing Director, Head of Asia, PGIM Investments

“Earlier in my career, I thought I had to be the one with the voice. Now, I realize what I have to do is give or encourage or support the voices that have the information required, not always be the voice. That’s the muscle you develop with maturity and by realizing the amazing contributions that many voices bring to a conversation. That’s the muscle you develop when you embrace the diversity of thinking in a team to drive forward.“ – Renee Connolly: Chief Diversity, Equity & Inclusion Officer, Merck KGaA, Darmstadt, Germany

The transition over your career is toward managing up, and ensuring that you get what you need… I really have come to see the importance of don’t take on too much and do fewer things better, both of which I pass on to women just starting their career.” – Kate Kenner Archibald: Chief Marketing Officer, Dash Hudson

“I found a different lease on my otherness. I can’t chase everybody’s projection of me, but the more I recognize the uniqueness of my own experience, the more I feel I have to offer… One of the things now running through my veins is the knowing that what makes me connect with people is the ways in which we are similar, what intrigues and draws me to people is the ways in which we are different.” – Elena Kim: VP Business Development, TV/OTT at Global Music Rights

“The truth is, if I can be loving and patient, and approach whatever comes my way with compassion, everything will fall into place. Being a good lawyer, a good colleague, a good mother, a good partner, a good daughter – it all starts with being a loving person. Approaching things with a loving attitude will make things easier for you.” – Jingjing Liang: Associate, Compensation, Governance & ERISA practice, Shearman & Sterling LLP

“Early in my career, I was more conservative in offering my perspective and spoke only if I had the perfect comment. I’ve realized it’s okay to not always have the right answer or right idea, but it’s important to use your voice. There is power, value and hopefully impact, in sharing diverse perspectives… It doesn’t matter if you’re a junior level person in a room of more seasoned executives, you’ve been given a seat at the table for a reason and it is in the firm’s best interest to encourage and embrace your perspective. You have valuable things to say, so don’t sit in the background. Use your voice, early on.” – Ivy Tsui: Director of Program Management for DE&I, PGIM Real Estate

“I understand the stereotypes or expectations when a woman is in the room — how we’re expected to speak, defend our work, or refrain from speaking in an authoritative way — and I’ve told myself, ‘None of that applies to you, because you weren’t born and raised in this culture, so you’re going to embrace the otherness.’ So, I speak up, respectfully and never rude, but I have to speak.” – Louise Carroll: Partner, Real Estate, Katten

“I like to take complex problems and divide them into simpler ones, and I like to do that very fast. Every single problem, no matter how big, can be dissected, once you understand the root cause. But when you think you know the cause, you have to dig deeper and deeper. Once you have the root cause, everything else gets easier. You can find the paths to resolve the problem.” – Valeria Vitola: Managing Director, Anti-Money Laundering Region Head – Latin America (Except Mexico), Citibank

“When you’re building teams, you always want to be strongly committed to the diversity of your team’s experience and ideas. You don’t want to have uniformity in thought or expertise, as it could challenge disruption and innovation.” – Mary Cassai: Senior Vice President, Perioperative Services, NewYork-Presbyterian Hospital

“Create the greatest, grandest vision possible for your life and career because you become what you believe… Each step of my career taught me meaningful characteristics about myself and helped me make my next leap.” – Rupal Shah: Principal, PGIM Fixed Income

“We need to trust our gut. We know exactly where we see ourselves, but sometimes we’re afraid to share that vision. We just need to move confidently in the pursuit of our dreams. From every setback, we can learn… I’ve become more of an unapologetic Latina who stays optimistic about our future possibilities, but it took me 22 years of going through this journey to realize that it’s my life, it’s my vision, it’s my calling.” – Claudia Vazquez: Founder, elevink

“I love to take the time to get to know individuals: to listen and to avoid assumptions. I think that creates a space where people can be authentic, which leads to new conversations and new opportunities.” – Vanessa Nazario: Corporate Director, Chief Diversity Officer, Memorial Healthcare System

“I draw so much power from all the things that make me different. I used to view it as a disadvantage, but it’s so essential to how I’m able to show up, how effective and efficient I am, and the impact that I’m able to make. I draw from everything, and to have not done that for so many years was a detriment to my performance.…For this moment, while employers are asking you to bring yourself to work, do it. Do it now. Do it today. The hope is that this is a movement, not a moment. But time is of the essence, so do it. It will pay dividends.”- Amber Hairston: Agency Underwriter, PGIM Real Estate

“If you don’t know me and you don’t understand what drives me and what ails me, then how could you truly be in charge of growing me and taking me to the next level?  I think it’s really important as managers that we take the approach of being coaches and changing the relationship from ‘I’m here to manage and make sure you do what you’re supposed to do’ to ‘I’m here to coach you and make sure that you exceed that.’… Most managers feel like I can’t get too close because then I can’t be objective, and I think it’s the opposite. If you’re not close enough, you’re going to miss what’s happening and you’re going to miss opportunities to support people in a way that makes them want to come to work and be part of the community.” – Indhira Arrington: Global Chief Diversity, Equity and Inclusion Officer, Ares Management

“That (Latina) part of my identity and proving myself is impacted by this other part of me that needs to grow and trust other people to do things, even though I don’t have 100% control. Letting go of some of that control has been hard, but I’m working on it. I’ve realized that everyone is an individual, and they’re not all like me, and I have to manage to each person versus to what my personal expectations, approaches, or processes would be.” – Cassandra Cuellar: Partner, Venture Capital, M&A and Capital Markets, Shearman & Sterling LLP

“I enjoyed going into rooms and finding those moments where I’d pipe up with an interesting point of view or a question, and all of a sudden, people would shift around and look at me. So I find it quite empowering. I’ve used the difference to my advantage… I think all of these factors combined meant I didn’t buy into the barrier, and just ignored it, and still today it hasn’t stopped me, because I have a deeper belief that it can happen – at least in the spaces where I’m operating in.” – Sabina Munnelly: Partner, Baringa

“Opportunity only lands on people who seek it. If you want to be sponsored, you need to give people an opportunity to get to know you: what you want to do, what your strengths are, and what challenges you might be facing.” – Ashley Shan: Associate, Finance Group, Shearman & Sterling LLP

“In my experience, a lot of the influence and ability to make changes come from working at the intersection of different disciplines and taking that experience to management and leadership… In technology or in any industry, being able to have that broader aperture allows someone to see more opportunities and navigate better decisions about where they want to go and how to do it to make a broader impact in an organization.” – Joyce Shen: AI investor, board director, author, and data science at UC Berkeley

“You should feel comfortable and confident that you can speak up. You might not say everything perfectly or you might even say something wrong, but that’s okay. Plenty of people will talk and know less than you do… I bring my own unique perspective to the table. Adding my voice may steer the conversation or decision-making in a certain way, or add more nuance to the overall discussion.” – Fiona Cho: COO of Asia-Pacific Region, PGIM Real Estate

Interviewed by Aimee Hansen

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Equal Pay: Mending The Broken Rung

Equal PayThe first year of your job matters more if you’re a woman. How your company pays you do as an entry-level rookie either sets you up for successful pay equity or sets you back a peg relative to your male counterparts.

Envision the climb to senior leadership at your company as a ladder. That very first rung is the most unreliable for women. According to McKinsey’s Women in the Workplace, women are significantly outnumbered in entry-level management positions. They hold just 38% of manager-level positions as opposed to men who hold 62%. In other terms, for every 100 men promoted only 72 women are.

This step, known as the “broken rung”, is a woman’s biggest obstacle to senior leadership. While a lot of ink has been given to the glass ceiling and the poor representation of women in the C-Suite, the breakdown in that trajectory turns out to be not the last promotion from Vice President to President, but instead the first step in your journey: the promotion from entry-level to a managerial position.

Entry-level positions are also notoriously difficult for young people just starting out. Adjusting to the workplace, figuring out passions and career paths, and finding your professional voice comes with experience. And in an entry-level position, you might not have that experience to bolster your confidence.

This brief work record leads to what Sheryl Sandberg explains to be a bias against women and favoring men. She says, “These are all workers at the entry-level– they haven’t built long track records, they all have similar work experience, and they were all good enough to be hired in the first place. There’s no good reason why so many more men than women are being tapped for promotions, only a bad one– bias.”

Courtesy of GreatBusinessSchools.org

This bias is costly for women as once you miss that first promotion it’s an incredibly hard fight to catch up on. This broken rung leads to a domino effect resulting in fewer women in leadership positions. Additionally, the cycle continues circularly as studies have shown that men are more likely to promote another man, and women are more likely to promote a woman.

While it’s nice to dream that the corporate world will right the “broken rung”, history has proven that corporations move glacially slow when implementing social change. As women, we have to empower ourselves in entry-level positions to ensure the promotion and get past this first hurdle early in our careers.

Here are some ways to clear the rickety, old “broken rung”:

  • Find a mentor. Mentees are promoted 5 times more often than people without mentors, according to Forbes. You want to have someone in your court when it comes time to discuss promotions. Find a senior-level mentor to learn from and who will advocate for you when the time comes. You can learn how to effectively network online by reading this guide.
  • Interrupt bias. When you see bias rear its ugly head, stop it dead in its tracks. The Catalyst assembled an infographic on the double-bind dilemma, which goes into depth on how women are stereotyped in the workplace. “Damned if you do, doomed if you don’t. Too soft. Too tough. Never just right”, is the dilemma many women find themselves in at work. Instead of being categorized by these labels, speak up again bias and interrupt it whenever you see it playing out in the workplace.
  • Make yourself visible. Wave your flag loud and proud. While it’s easy to be mousey in your entry-level position, try little, but effective ways to make yourself visible. For example, if you have a hobby, talk with your HR department and try to start an internal club that you lead based on your hobby. If you like reading, start a book club. If you like collecting plants, start a succulents club. Think creatively about how to make yourself visible to the entire company.
  • Take on responsibilities early. If you want to get promoted, do the work of the position you want before receiving the title. Expel any questions of your capabilities by cementing a track record that you are up for the job.
  • Empower yourself to learn. A rising number of women are attending business school which is an encouraging indicator that the workplace landscape may change in the coming years but not guaranteed. Empower yourself to get an advanced degree or learn new skills as your expertise is one of the many things employers consider when making discussions on who to promote. As we know stereotypes are real around who makes the best leader so it is good to have as many quills to your bow as possible to counter fallacy.
  • Believe in yourself. The most important thing, but also the most undervalued. Despite bias and discrimination in the workplace, know how valuable you are. Believing in yourself will allow you to be bold, be visible, and be a leader despite whatever obstacles you face.

Usually, when discussions are had about women in the workplace, the emphasis is on the poor representation of women at the leadership level. That spotlight creates a blind spot in the actual cause of this discrepancy. Tracing the disparity back to entry-level promotions and understanding the “broken rung” is important to inform processes that company need to develop to ensure equal pay from day one. Women can support each other and how we can advocate for ourselves early on but it is the systemic elements that ultimately matter.

Progress must be made by corporations to abolish this misstep and while that is happening, men and women can empower each other to propel past the first hurdle and go on to have a successful career.

This is a contributed article and therefore the views expressed here are not necessarily those of theglasshammer.com 

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Allison Yacker: Partner and Co-Chair, Investment Management and Funds, Katten

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Allison Yacker“From the moment I joined Katten, the attorneys most keen to invest in me — both personally and professionally — quickly became my mentors,” says Katten’s Allison Yacker.

“Reflecting on that moment, not only were those mentors some of the smartest and hardest working attorneys at Katten, but more importantly they were the ones who realized this was a two-way street.” Years later, Yacker now co-chairs the firm’s Investment Management and Funds practice and is based in New York.

Yacker offered insights on her journey to becoming a firm leader, and being recognized as a great mother and a go-to legal counsel for some of the largest global financial institutions.

Pivoting to Make Her Own Path, and Rising to Leadership at Katten

Throughout her 18 years at Katten, Yacker continues to rise through the firm ranks: from being selected as a summer associate, to becoming one of the youngest capital partners in the firm, to acting as a co-chair of the New York Financial Markets and Funds practice group and serving as a member of the firm’s Board of Directors.

“I knew Katten was a great place to work, and by the time I was a third-year associate I had solidified a terrific roster of mentors who happened to be all men,” Yacker said. “As I thrived in my career, I was determined to make capital partner by the time I was 40 and to serve in a leadership position at the firm because I wanted to prove to myself that it was possible and to help create a similar path for other women in the firm.”

And she did just that.

Yacker began her career at Katten in the corporate group, handling general securities work and mergers and acquisitions. She credits this experience with providing her the skillset that would serve as the foundation for her current practice. 

Soon Yacker was presented with the opportunity to be seconded to a major financial institution, where she gained practical legal experience in the derivatives and private funds market. Yacker relished the experience, and quickly found that the clients she enjoyed working with the most were traders and key decision-makers at hedge funds and private equity funds.

When she returned to the firm from her secondment, she quickly realized that she was one of only a few associates who could handle complex derivatives and structured products transactions for both the buy and sell sides. These types of transactions were regularly handled by the Financial Markets and Funds group, so when practice leaders invited her to join the group she knew it would provide her the platform needed to expand upon this niche. She jumped at the opportunity.

But in 2008, when the Dodd-Frank Act was enacted, she quickly realized that the complex derivatives transactions that she had spent a significant amount of time on were essentially regulated out of business. Good lawyers anticipate future risks; great lawyers identify it and pivot. It was at that moment Yacker decided to move away from derivatives and toward refocusing her practice on fund formation and investment management. There she found success faster than anticipated, and her clients quickly came and continue to rely on her to serve as their outsourced general counsel. Later on, she would pivot again – this time toward representing sophisticated investors looking to make investments in hedge funds, private equity funds, and other alternative financial products.  

Today Yacker represents hedge funds, private equity funds, commodity pools and managed account platforms that engage in a wide variety of strategies, including quantitative trading, private credit, distressed debt, futures, litigation finance, securitized products, affordable housing, renewable energy and carbon credits, to name a few. She also advises clients with regards to seed and early stage investment opportunities and global regulatory issues that arise in connection with investments in funds and managed accounts.

“You need to be able to work dynamically within your industry to find a practice that makes sense for you — one in which you respect and like the client base, and, most importantly, one that you enjoy,” Yacker said. “Do not be reactionary when it comes to your career, be proactive, take the reins and make the tough decisions.” 

Being Her Personal and Professional Self

In 2018, Yacker was named Katten’s Working Mother of the Year by Working Mother magazine. The article profiling her pointed out how integration of personal and professional self is only growing in importance. 

“Personal and professional—the lines become blurred when you’re predominantly working from home in New York City and raising two children who are remote learning,” she said. “It’s definitely a challenge to shift back and forth between the mom hat, the teacher hat, and the lawyer hat,” says Yacker. “When it comes to my kids, I make every effort to do so with love and respect, and of course a sense of humor, which I know resonates with my children.”

All joking aside, she remarked that her career often dictates that she be deliberate and efficient with her time, and that she create boundaries for herself and her children so that no aspect of the services she provides to her clients is impacted. To that end, she noted that she periodically goes to Katten’s mostly empty midtown Manhattan office when she has an intense work day planned, and joked that she never thought she would enjoy going to an office as much as she does now.

Positive Vibes and Being the Difference

Yacker is most energized about her work when her clients commend her skillset, style and work ethic when it comes to servicing their needs.  

“My clients often remark that they see me as a true counselor — a person that they know will give them not only insightful legal advice and the answer under the law, but also an answer that will work for their businesses,” she says. “My clients know that I am not a scrivener, and that I don’t stop at ‘no you can’t’ when they have a difficult issue — I’m here to solve their problems, to be creative, and to use the resources of my firm to find the best possible solution to any problem they have and to get the deal done.”

Yacker primarily attributes her professional integrity and intense work ethic to her grandfather, whose first job after arriving in America after surviving the Holocaust was that of a janitor who made 65 cents an hour. Through incredibly hard work, her grandfather eventually built a successful business. Both of her grandfathers were incredibly hard workers but family came first to them. To Yacker, every day that she puts in a hard day at work is a testament to her grandparents and an attempt to honor their memory.

Learning Along the Way

Yacker gained valuable insight while ascending to become one of the firm’s youngest capital partners.

She recommends that young lawyers work with and learn from as many different lawyers as possible. 

“You learn different ways of thinking, different ways of networking, different analytical abilities, and different techniques for maintaining relationships and running a practice,” she observes. “I think that’s been critical to my success.”

Yacker also says that she has always worked hardest for the people who were fully invested in her.

“Seek out mentors who are looking to invest in you personally and professionally,” says Yacker. “And take those relationships as seriously as possible. And then, give back to younger associates in the same regard.”

And most importantly, she encourages young lawyers to take ownership of their careers — not to wait for an opportunity to be handed to them, but rather to take the initiative in building a successful practice and to think proactively and deliberately about their goals. 

Networking and Outreach

Yacker stays connected with her clients and colleagues — even in pandemic times. Whether it be a virtual group wine tasting, hosting socially-distanced cocktails and meals on her terrace, or virtual tea with clients in London, Yacker tries her best to proactively stay in touch with her clients both professionally and personally.

She has found it particularly fulfilling to work on pro bono matters,  providing legal counsel through the Small Business Legal Relief Alliance to small businesses in New York that are struggling during the global pandemic. 

Yacker also sits on the steering committee and national mentoring panel of the Katten Women’s Leadership Forum, which supports the growth of Katten’s women attorneys with professional development events, networking and practical advice. 

She is also one of the founding members of Katten’s Women in Finance Initiative, which seeks to build a strong community of women within the firm with a view toward driving cross-selling opportunities and driving more business to this community.

She is an Angel Member of 100 Women in Finance, an organization dedicated to empowering women in the finance and alternative investment industries through meaningful connections, high-impact programming and initiatives that help build the pipeline of future leaders in the industry.

Also close to her heart is the new Parents Affinity Group at Katten—a virtual support group for attorneys and business professionals to connect with each other and discuss approaches to navigating work and family responsibilities. 

Crowing Achievement

As committed as she is to her professional success, she views her crowning achievement as the balance she has struck between being a successful lawyer and being a successful mother.

“My children know that mommy’s business means I have to be available to my clients almost all the time, so I work a lot. I think they respect me for how hard I work at my job, but they 100 percent know that they come first and they always will,” Yacker said. 

Yacker’s “work hard, play hard” attitude has always resonated with her sons Jackson and Ashton, ages 8 and 12 respectively. She revels daily in how resilient they are, how kind they are to each other, and how hard they work to do their best in school, even under these extraordinary circumstances. Yacker said she finds inspiration from her kids, who make her want to be the best at anything she is doing.

Her most cherished daily moment is the time when it’s just her and her boys — whether they are on the baseball field, cuddling in bed, or laughing together in hysterics on the couch. Those are the moments she is most grateful for.

By Aimee Hansen

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Vicki Brakl; Senior Vice President, Marketing, Training & Development; Meredith Corporation, MNI Targeted Media

Vicki Brakl Opportunity is often dependent on timing, says Vicki Brakl.

“If you have a good idea, speak up! Good ideas come from everywhere. What’s most important is for leaders to foster an open-minded environment where all ideas are considered.”

This is something Brakl has experienced throughout her career. She knows firsthand that people (including herself) frequently defer to those in senior positions as a sign of respect. What’s important to distinguish is that respect doesn’t indicate silence. This allows for the strongest ideas to be built upon for all to benefit.

Looking for New Challenges to Stretch her Talents

Status quo is definitely not something Brakl ever sought. In fact, she has always said yes to opportunities where she felt she could learn something new. She describes her career path as “winding”—always moving forward, based on curiosity and a desire to stretch herself along the way.

Brakl says she’s been lucky to never have had to “search for a job,” so to speak, and she attributes that to the fact that she has always done what she’s said she’s going to do; while it sounds simple, this work ethic can be in short supply.

“I want to work with smart, motivated, curious people, but also precise communicators and problem solvers who bring solutions and new ideas. I like to think that I’ve been that person to others,” Brakl says.

She found her ideal career through trial and error, including stints in the legal profession and investment banking. While the culture wasn’t for her, Brakl didn’t want to give up on business overall so she went to business school. After a full-time internship, she received a great job offer and cut her teeth on the client-side at one of the largest consumer packaged goods companies, giving her nine-years of experience. She then went to the agency side where she could work with different types of clients, from retail to pharmaceutical, and then on to a private equity group. All of these opportunities allowed her to learn and hone diverse skillsets.

Brakl’s current job came courtesy of a family friend who needed someone experienced in integrated marketing. Although she’d bought media and created strategic media plans, she’d never been on the sales side, but again, she relished the chance to try something new.

Helping Others Grow Their Careers

Throughout her career, Brakl points to several business successes—from pitching for huge budgets to unwinding companies and making clients whole. But what she’s most proud of is the  personal outreach of appreciation from those whose careers she’s touched. “It could be a note that they enjoyed working with me, or that a piece of advice I gave them sent them on a new course, or that they’ve found me to be an inspiring leader. These types of acknowledgments touch me most deeply because the personal relationships are what it’s all about.”

Providing that career upskilling is now an official part of her job, as she was recently promoted and added training to her purview. “For an organization of our size, training oversight is exciting because of the ability it gives me to touch people,” she says, adding that maintaining a strong culture is particularly important given their dispersed and diverse workplace.

“I’m excited about what a formalized training process can do to make a difference in uniting a company where people sit in home offices across 43 markets.” And in her new role, she intends to focus on providing ways for all employees to expand their knowledge base beyond their day-to-day responsibilities.

Brakl sees that the work world is moving more toward valuing productivity and results versus hours and thinks that will be a benefit to all, but especially to women. “You have to find the right place where you can work on your own terms in your own way. It’s not just about balance per se, but managing your life and career over the long haul in a way that’s sustainable.”

She encourages young professionals to ask for challenges in order to bolster their career. “When you are offered an opportunity, take it and run. Don’t be afraid to ask questions because that’s where the learning happens,” she says.

And while asking questions is important, so is speaking up in general. She cautions other women not to allow others to appropriate their ideas. She’s seen it all too often: you will offer an idea only for someone else to tweak it and play it off as their own. “Say it again and don’t let them get away with it. Gracefully bring it back to you with a calm remark such as, ‘As I said,’” she suggests.

Currently, two-thirds of the workforce at her company are women, with 60% at director level, and Brakl is one of four on the executive team. While the numbers continue to grow, she knows there can always be improvement and looks forward to making a difference in her new role.

Outside of work, Brakl is busy with her 5-year-old, and not a day goes by that she doesn’t learn something new by seeing the world through her eyes. “I try to harness her viewpoint and be as non-judgmental as a child. It has really  affected my perspective.”Yoga keeps her mind and body flexible; it’s just a matter of finding the time. Brakl notes that along with family, friends and keeping yourself healthy, that’s a full plate. “It all helps you be a better professional and mom,” she says.

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Voice of Experience: Raquel Rosenthal, CEO of Digilant

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Believe in yourself, be hardworking and tenacious, advises Digilant’s Raquel Rosenthal, but never forget that determination is a big part of success.

“Don’t let the little stuff get to you, but keep looking at the goals with your eye on the prize,” she says, an attitude that she attributes to her sales background.

“When you’re young and on a superstar path, you want to get there quickly, but you need to continue to work on yourself. With any blip, I kept focused and realized that even if my time wasn’t now, it was coming.”

Riding the Wave of Transformative Technologies

That determination has given Rosenthal a front row seat to the transformation of the digital world over her career. In college she worked at her campus radio station as a sales manager, then got a position at a local publication called the Advantage where she worked for a year before starting her own publication, which she ran for four years. “While I started on the traditional side, I focused my career on the digital advertising industry and emerging markets. I have always been entrepreneurial, which has shaped me and how I’ve grown my career,” she says.

While she loved advertising and selling, when she started her career at DoubleClick, a company acquired by Google, she realized she had found her passion. With the digital industry just emerging,it was an exciting challenge to work with large companies to convince them to pivot their marketing budgets. She held management roles at other tech companies, including Belo Interactive Media and dataxu, and then seeking a new challenge, she joined Digilant in 2011, ascending from Senior Vice President of Sales and Chief Revenue Officer to CEO.

“I feel very fortunate to have been part of this emerging field,” she says, adding that while she is proud that she’s been able to switch gears from being a contributor to becoming a CEO, even more so she considers herself a “turnaround” CEO. “I was able to leverage my revenue mindset and take the company from where it was losing money to today, where we are headed into our third consecutive year of growth,” she says.

Always on the forefront of emerging trends, Rosenthal closely watches the current landscape within the advertising space, where there’s been a merger of adtech agency services and consulting. “It’s significant when companies with that financial prowess enter the space, so we have been focused on retooling our company to ensure we can compete alongside the larger companies.”

Along with that, Digilant is focused on eliminating siloed data within organizations and the industry to help create a seamless customer experience. Rosenthal states, “we are shifting to a single source of truth to help understand how the consumer is looking to get their data and how analytics can help us improve the consumer journey.”

A Growing World of Opportunity

Looking at the talent landscape, Rosenthal sees many more opportunities for women in middle management and leadership positions than when she started, and although there are still fewer women than is ideal, she feels optimistic about what lies ahead. Using her own company as an example, Digilant has four women in executive leadership positions, attributed to recent growth.

With a focus on diversity of gender and culture, they have implemented “Women and Wisdom”,a monthly discussion group that covers a diverse array of topics, from gender roles to climate change, all chosen by women. A robust mentorship program is also key to helping elevate women.

Rosenthal believes it’s important to stay focused on your work, but in order to bring your best self to work and position yourself for success, you also have to focus on yourself. She says, “it could be walking the dog or reading a chapter every day, but you have to have something that helps you decompress and get away from work to bring that fresh mindset that breeds creativity.”

She definitely takes her own advice, including a daily three-mile walk with her dogs and setting aside time to read books on managing, such as Radical Candor and Good to Great. “People are in constant evolution, including myself, so I love to focus on those topics that will help both myself and the company.”

 

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Voice of Experience: Sarah Wolman; Senior Advisor; The LEGO Foundation

Sarah Wolman Passport PhotoWhen you consider your career, it’s vital to get clear on what brings you joy, says Sarah Wolman.

“You don’t have to choose between work that allows you to feel fulfilled and that would put food on the table,” she says, encouraging other new professionals to talk to people about what they do and ask good questions that help them understand how people spend their time. “Find out what will make you feel you’re making a meaningful contribution, and listen for those opportunities that mesh.”

And, she points out—it might take a whole career to find those. “Your career will be long, so the secret is to continue looking for those positions that combine what you’re good at with what you love,” she says, adding that this has been true of her own career. Each piece made sense after the last one.

Building on Opportunities Where She Found Them

Majoring in comparative literature and French and Italian, Wolman wrapped up the majority of her coursework early, which allowed her to take classes in the sociology department, delving into her interest in policies around women, children and families. She left with an interest in policy work and took a position with the Office of the Mayor of the City of New York as a policy analyst, which provided the perfect birds-eye view into a wide variety of programs that existed, and also illuminated needs.

While there, she realized that the professionals above her all had obtained law degrees, so she thought that might be the best route to become a decision-maker. She attended law school, harboring no expectations of practicing law, but rather to further her ability to focus on issues of equity and social justice.

During her first summer of law school, Wolman did a Human Rights fellowship. During her second summer, her work was again funded by her law school Wolman through a public interest law fellowship that allowed her to do socially conscious work with a nonprofit called Legal Outreach. She ran a five-week law school-like internship for eighth graders, not designed to create future lawyers but rather to help motivate the students toward college and careers in general. “I remain so proud of what the kids accomplished over the years; they worked so hard every day after school, every Saturday and every summer, and ultimately they achieved their goals.”

The following year she returned and took a year-long course with the organization’s Executive Director. During the fall, she learned Family Law and a teaching methodology, and then in the spring, she and the other law students taught law in eighth grade social studies classes in Harlem. She describes her first day teaching as nerve-wracking, and yet standing on the subway platform, she called her husband and announced she had missed her calling—she was supposed to be a teacher. From that time, she remained involved with the organization for more than 10 years, including full-time, part-time and volunteer roles.

Yet when law school graduation rolled around, there were other factors at play. Her husband was still in law school, and so she took a stint at a large, corporate law firm for two years. She found a way to make it work for her, mostly by taking on lots of pro bono work. “There are different times for different things, and at the time, I was the primary breadwinner. Fortunately the firm understood where my interests lay and allowed me time to focus on my pro-bono passion.”

From there, Wolman transitioned to the Administration for Children’s Services and led their Policy & Procedure unit, all the while volunteering at Legal Outreach and joking with the Executive Director about opening a Brooklyn Office. While on her first maternity leave, she got the call to do just that, and she spent the subsequent five years running the site. She then transitioned to part-time after her second maternity leave.

By the time she moved to the New Jersey suburbs, Wolman was ready to be back to full-time. She took a position as the President & CEO of a community-based non-profit, where she was close to home and able to juggle a full schedule. The organization offered counseling programs, domestic violence services, an early childhood center, and other social service programs. She decided to build on the successful Legal Outreach model and start a similar program that would align kids with professionals in law, business and science. She reached out to the Merck Company Foundation to provide science mentors and was thrilled they wanted to support all three aspects of the program.

Following her third and final maternity leave, she decided the demands of the CEO position were too high and instead turned to consulting work; one of her first stints was covering another professional’s maternity leave at the Merck Company Foundation as Manager of the Education grants Portfolio.

Merging her passion for education with a new love for philanthropy, she was recruited by the LEGO Foundation; the only potential deal breaker was that the position was in Switzerland. Encouraged by her husband they dove in, and she has been with the LEGO Foundation ever since, returning to New York four years ago.

Currently she is excited to be working on a program designed to bring play to the youngest refugees in Bangladesh, Lebanon and Jordan in connection with Sesame Workshop. “The LEGO Foundation exists thanks to the incredible generosity of its owner family, which dedicates 25% of all profits of the LEGO Group to the Foundation. With living donors, the onus is on us to make a case for why something is timely and relevant. Displacement is in many ways the moral crisis of our day, so it makes so much sense for the Foundation to get deeply involved in this space. This new effort is a huge statement to the world that anyone who is doing humanitarian work needs to think about young children and their need to play and learn. It’s been a total privilege to work on this project.”

Finding Your Path, No Matter How Winding

As she looks back on a varied and full career, Wolman says that she wishes that younger people would realize that there is a diverse and rich range of options in the professional world. “When I was in law school, we were presented with two options—working in a law firm or legal aid,” Wolman says. “But the world is a more interesting place than that. Those are great options for some but there are so many ways to use a law degree – and so many interesting careers that don’t require one. It never occurred to me that the side of me that loves to be creative and playful would be able to merge with my interest in program development and policy.” Wolman speaks and trains around the world on the connection between learning through play, often traveling with a suitcase full of LEGO bricks. “Sometimes I wish I could see the faces of the airport staff scanning my luggage.”

While Wolman feels like she has arrived at a gratifying point in her career, she sees that the workplace generally hasn’t quite caught up with women’s ambitions and needs. “Success in one industry or workplace is perceived as primarily linear; we think about progressing up a ladder, one rung at a time, but this perspective can be limiting for working moms,” Wolman says. First, the needs of your family and your own personal and professional needs become much more complex, which is why her personal philosophy has always been to make plans one year at a time. “Who’s got what kind of commute? What are the kids’ needs? I always try to be on the lookout for high-impact opportunities that allow me to meet whatever needs we have in any given year. But it’s difficult to find that flexibility and quality of life when you’re looking at careers in a linear way.”

She finds that women who press pause to have children and plan to jump back in at the same level may be doing themselves a disservice. “It’s easy to underestimate how you will feel when you come back in, and how you need to privilege certain parts of your life at certain times, but I believe most fields haven’t caught up to the idea that these needs will vary. The workplace is often not imaginative enough to appreciate the value of individual people and how to make things work for them quite yet.”

That’s where your own personal imagination has to kick in, much like Wolman’s has in building her own ideal career, brick by brick.

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Women Leaders as Agenda Movers: Leveling the Playing Field

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female leaderGuest Contributed By Samuel B. Bacharach

Recently I was asked to give a talk to a forum attended by fifty women executives. The topic was based on my new book and was titled, “The Agenda Mover: When Your Good Idea Is Not Enough.” Two days before the talk, two invitees objected, or at least questioned, my legitimacy, and pointedly asked the organizers “What does a man know about women and leadership?”

My response was that, indeed, I had no expertise that was unique to the challenges of being or aspiring to be a woman leader. My expertise is in the micro-political skills that any leader—no matter what their personality, background, age, gender—needs in order to move their ideas, their agendas, and their change efforts forward.

I am the first to admit that every leader brings to their agenda mover challenges their unique voice, their unique skills, and their unique narrative. Leaders face different burdens. While, for some, due to societal expectations and pressures, the burdens are greater, the core skills of leadership are ubiquitous.

If you want to succeed in an organization, if you want to move your idea forward, if you want to drive your career—to lead any effort, you need to have mastered political competence. That is, you must acquire and develop the micro-skills overcome resistance, mobilize support, and go the distance. Leaders of all stripes need to understand that a good idea is simply not enough. As a leader, you need the skills of political competence.

Having trained leaders at all levels of numerous organizations, I have determined that there are four fundamental agenda-moving skills:

1. Anticipate. When innovating and creating change, your idea is inevitably going to impact others. You have to anticipate how others will react to your idea. You need to know whom you’re dealing with, interpret their intentions, gauge their resistance, and expect the arguments that they will make against your idea.

Successful leaders spend as much time formulating their plan as they do mapping the political terrain and working out how they will present and justify their ideas to others. They expect resistance, and have made plans to overcome the naysayers.

2. Mobilize. You can’t do it alone. To achieve results, you have to work with a coalition of supporters who share your goals. Coalitions not only lighten the workload, but they reinforce your credibility and protect you—and your team—against unexpected setbacks.

To mobilize others, you must be careful to focus your message, be smart about timing the release of your messaging, astute about language, and perceptive about your audience. Support can be weak or strong, or middling, and politically competent leaders know when lukewarm support is enough to get their agenda accomplished, and when they have to press harder for a greater degree backing.

3. Negotiate. You have to negotiate support. You have to show others that there is little risk in joining you in your effort. Give a sense that you are fine without them, but it would be nice to have them along on the effort. Show prospective coalition members what they can gain from aligning their interests with yours. Getting the buy-in is about shifting your focus from your passion to really seriously thinking about where others are coming from, and what would motivate them to join your effort.

4. Sustain. You have to keep working after your coalition is in place. It falls on your shoulders as the leader to maintain traction, create short-term wins, create short-term victories, supply resources, and reinforce an optimistic outlook.

Sometimes agenda movers make the mistake of front-loading their effort on the coalition creation stage, and slack off once the coalition is formed. You can’t let your enthusiasm flag as you head toward the finish line. Make sure your coalition becomes a focused, agile, coordinated, forward-moving team.

After my talk, one attendee came up to me and said that the agenda moving skills were something that she learned late in life. She also mentioned that young men are taught the ropes of the political games well before young women. Isn’t that the sad truth?

Considering the challenges that women face, mastering the skills of an agenda mover is just but one more step to leveling the playing field.

About the author

Samuel B. Bacharach is the author of THE AGENDA MOVER: When Your Good Idea Is Not Enough (Cornell University Press, 2016). He is also co-founder of the Bacharach Leadership Group, which focuses on training leaders in the skills of the Agenda Mover, and is the McKelvey-Grant Professor at Cornell University.

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

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Are Investors the key to increasing the number of women leaders?

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Elegant leaderThere are many ways to create change and arguably one of the most effective ways to get people on board with any concept, including gender equality, is to show them that doing the right thing can also be the most profitable path also.

For nine years theglasshammer has reported on the stagnant numbers of women on boards and in senior management. Yet there is an ever growing body of research the latest of which comes from McKinsey in January 2015 that shows that companies which commit to diverse leadership are more likely to have financial returns as much as 35 percent above their national industry median.

So, why is there still a disconnect? What can give companies the carrot or the stick that they need to do better beyond fluffy aspirational goals and lip service when it comes to promoting women?

One group that can help create change are investors. State Street’s newly launched ETF index fund – the SSGA SPDR SHE Gender Diversity ETF as well as the Sallie Krawcheck endorsed fund – the PAX Ellevate Fund allows for options when as an investor you want to see companies hire and promote women into senior leadership.

So what has changed?

Simply put, there are three things that are changing the game:

Firstly, data for who is on boards and in senior management team has only been relatively newly available. BoardEX and MSCI have dedicated teams to produce independent data on the gender breakdown of large companies’ executive teams.

Secondly, the continued bifurcation of the market is providing more choice for investors. ETFs and other passively managed and more commoditized products are in direct conjunction with more actively managed fund approaches and is certainly driving down costs and increasing transparency.

Thirdly, investors want to live their values and are more aware of what their values are

We aren’t just talking about a handful of aware women putting a few dollars into their pension plan. The California State Teachers’ Retirement System (CalSTRS) announced its initial investment of $250 million in the SSGA Gender Diversity Index, a large- cap U.S. stock index primarily tilted toward companies with a greater than usual number of women in senior leadership positions.

CalSTRS Chief Investment Officer Christopher J. Ailman. “We are entering a new era of impact investing — one based on looking for values or purpose that generate investment returns based on diversity of thoughts and perspectives, while also creating change with our capital. I believe it’s time to change the face of Wall Street and corporate America.”

What is the SHE index?

The SHE index itself is an index which is based on a methodology involving measuring the number of women at senior management levels in the largest firms.
The resulting product is an ETF that tracks a newly created, proprietary gender diversity index comprised of the largest companies in the US with senior women leaders relative to other firms within their sector. Rather than wait for companies to take action themselves or rely on legislation to be enacted, SHE provides a way for people to fight the gender gap directly by investing in companies that put a premium on women in leadership positions.

Jennifer Bender, Managing Director and creator of the SHE index explained to theglasshammer.com that prior to launching this ETF product, Statestreet has been working with rule based large data sets on the institutional side of the business. She comments that it seemed like a natural transition to provide retail investors with the same ability. She comments,

“If investors want to vote with their feet plus get the long term equity return they are looking for then this product allows them to do this.”

When asked about how the companies are picked for the index, Jenn Bender explains that top firms are picked to meet specific criteria using independent research. She explains,

“We want the index to be sector constrained so that we have similar sector weights as the US large cap universe which ensures we have a diverse group of industries represented. The companies in our index have the highest ratios of female senior managers in their sector. “

Walking the talk

Allison Quirk, executive vice president and chief human resources and citizenship officerat State Street believes that it is another way to tackle gender equality work.

When asked about the new SHE index, she sees the importance of reflecting the work State Street continues to do the inside to create that pipeline of female leaders with an external commercial product that aligns with the State Street culture. She comments,

“It is good for business to ensure women have what they need to navigate – it is our responsibility to engage the entire talent pool to ensure a sustainable pipeline of female leaders. We have eighteen female EVPs now who each sponsor other women just below them, this effort along with our male colleagues taking the lead also on mentoring and sponsoring women, means that we really believe we will see the rewards of paying it forward. “

With 27% of their SVP’s and 23% of their EVP’s being women, it seems that this firm is taking gender parity seriously.

State Street’s SHE fund also has an innovative charitable component to it that focuses on the next generation of women leaders. The company will take a portion of revenues and direct them to the newly created Donor Advised Fund, which will in turn support organizations that inspire and equip girls to be future business leaders – particularly in industries where women have low representation today, such as STEM (Science, Technology, Engineering and Math).

Pipeline at all levels is what more firms need to think about.

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To Allow Women to be Leaders, We Need to Change the Culture

Speaker-hands-upIt would be hard to argue that there has ever been a better time to be a professional woman, but despite making up close to 50% of America’s workforce, women are still very under-represented in executive roles (just 5.2% of Forbes 500 CEOs are women). Smart companies that understand the value of diversity and well-read hiring managers know that female-led companies are often more productive and financially stable. Yet women continue to be a scarcity in boardrooms and corner offices around the country. Visionaries like Facebook’s Sheryl Sandberg, and scholars like Harvard’s Dr. Hermina Ibarra posit that the lack of female leadership has less to do with the paths available to the modern woman, and results more from the context in which these women are expected to learn to lead.

Read more

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Derailed but not Deterred: How Women Leaders Can Get Back On The Success Track

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Career-newsHow can women leaders increase their odds of being more successful after they’ve received negative feedback or suffered a work setback?

Answers to this question abound: Be more aggressive, capitalize on natural people skills, speak up more, avoid organizations with glass ceilings – the list can go on.

There’s nothing wrong with any of these answers except that they can sometimes have limited value, as we often struggle to succeed due to internal rather than external reasons.

For over twenty years, I have used a leadership assessment tool developed by well-known psychologist Robert Hogan that identifies and helps manage what he refers to as “derailers”. Hogan’s definition of derailers is personality traits that emerge under stress when we lose our ability to regulate behaviors because our brain goes into a self-protection mode. Unaddressed, these actions can sabotage relationships as well as careers.

In my book, Beauty Queen: Inside the Reign of Avon’s Andrea Jung, I wrote extensively on the impact of Andrea’s pleaser “derailer” – avoiding conflict or the tough calls and trying to appease others in order to maintain harmony. Andrea was a brilliant and highly successful leader, but the combination of intense stress and difficult circumstances (the loss of her second-in-command) allowed her derailer to diminish her effectiveness. I have coached many women who possess this derailer and I’ve witnessed how it causes them to stay quiet and fail to speak up. This derailer is related to risk taking, and it affects not only business decisions but also taking personal risks such as voicing a minority opinion in a meeting or making a controversial comment. In these women’s minds, the self-protection mode can kick in and often unconsciously, they believe it is better to “play it safe” and not say anything versus having their opinions disparaged.

Be aware, too, that understanding the context is crucial when it comes to assessing the impact of derailers on women leaders. For example, I coached Joan, a senior vice president with a large organization. Her derailer was mischievous – under stress she circumvented the rules or created her own rules to get results. In Joan’s previous organization, this behavioral mischief resulted in her being labeled a true innovator who broke through outdated processes to turn around a tired brand. In Joan’s current role, she is being labeled as non-collaborative and a lone ranger. Her previous organization’s culture was more aligned with her values and personality while her current organization’s culture is known as more conservative and operating by the book. Recall that all derailers possess a flip side. In Joan’s case, the daring and provocative moves that helped her succeed in one organization are causing her to fail in another company. Context means a lot, especially for women leaders who tend to be given labels that are difficult to shake.

I worked with another woman, Tanya, who was overly cautious and worked in an organization with an overly cautious culture and business strategy – they were never the first to market but followed the market leader with decreasing success. As part of a corporate shake-up, more aggressive managers were brought in. Tanya’s new manager gave her some pretty tough feedback about not only the need to speak up but to push the envelope with her plans and programs. Again, a changing context affected how Tanya’s overly cautious behavior was perceived. What helped Tanya succeed in one context caused her to struggle in another.

Derailers are part of who we are, so you can’t get rid of your derailers. But you can learn to manage them. The management process can be more difficult for women leaders than men, in part because bosses are sometimes more willing to give tough feedback to men because it’s assumed they can “take it”. In some companies, too, male leaders are more likely to receive coaching than female leaders. Therefore, you may need to learn how to manage your derailer yourself.

Here are some tips for doing so:
  • Know what the “buzz” is about you–what people say about you behind your back usually leads right back to your derailers. Ask your friends, partner and spouse what you do under stress. They always know and can often be your best coach. If you hear that you have too much pride, never ask for help and have trouble admitting you’ve made a mistake, then arrogance is your likely derailer.
  • Discover what pushes your buttons. I worked with one colleague who always got under my skin with her cynicism and bitterness, and I became a different and very untrusting individual when we tangled. Every time we argued, I became confrontational and angry—this was not my usual mode of operation. By identifying how you react when your buttons are pushed, you can receive additional clues about your derailing trait.
  • Understand your context. Be aware of how your derailer fits within your organization’s culture. Figure out the norms of acceptable and unacceptable behavior. Ask yourself whether this has changed with new leadership and how it’s affected you.
  • Take action and get tactical. Tanya, the overly cautious woman I coached, needed to speak up more, so she set a target of stating her opinion at least 5 times in every meeting she attended. After a while, speaking up became a habit.

Finally, be aware that in many organizational settings, women are reluctant to admit to themselves or others that they have a flaw. We’ve been conditioned to believe that we have to be better, stronger, and smarter than our male counterparts if we want to succeed. Thus, we can be reluctant to consider that we might have a derailing tendency.

But all of us have them, be we men or women, young or old, CEOs or neophytes. By being aware of your most impactful derailer and making an effort to counteract its effect especially when you’re under stress and it’s causing you problems, you can counteract its negative effect. Managing your derailer doesn’t guarantee women leaders success, but it certainly levels the playing field in more ways than one.

Guest Contribution by Deborrah Himsel

Deborrah Himsel is the author of Beauty Queen: Inside the Reign of Avon’s Andrea Jung. She is also an educator and executive coach – www.himselandassociates.com

Guest advice and opinions not necessarily those of theglasshammer.com

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