Business Sense

Level Up – The Diversity Women’s Business Leadership Conference

Since its inception, Diversity Woman Magazine has recognized the importance of leadership development and empowerment for diverse women. Aiming to educate and support diverse and multicultural women leaders and to facilitate their continued growth and success, the organization more than delivered through their annual Business Leadership Conference in November.

Attracting diverse and multicultural business leaders from the world’s largest corporations and entrepreneurs from successful women-owned businesses, the Conference not only served as the perfect place for women to make connections, it also provided plenty of information for women to further their development. Boasting notable speakers and powerhouse panels, attendees were able to gain wisdom and insight from some of the most influential women leaders in the nation.

Take The Lead’s Co-Founder and President Gloria Feldt provided a flash talk on the Conference’s first day. With “Intentional Woman: Be BOLD and Carry OUT!” Gloria told attendees that the real secret to reaching their full leadership potential while helping all women get their fair and equal share of leadership roles starts with “I.” But it’s far from selfish. It is all about embracing the power of your own intention. Of taking those elements of female socialization that have traditionally held women back and turning them into assets, superpowers even.

Additional presentations and panels guided attendees on strategies for advancing in business, such as “Bold Moves for a Disruptive World” and “Three Rules for Winning in Corporate America”, and Leadership Coaching helped attendees do everything from navigating a project to developing their personal brand.

The Women Connect4Good Foundation was a diamond level sponsor of this year’s event, and Dr. Nancy was on hand to host the Conference’s Opening Reception and along with Dr. Sheila Robinson, Founder of Diversity Women’s Business Leadership Conference, delivered opening remarks on day two – helping attendees get supercharged for a day of powerful learning and inspiration.

Dr. Nancy recalled the first time she attended the Diversity Women Business Conference, and said it was the most amazing experience she’d ever had. It was the first time she truly understood the words inclusive and sisterhood. In order to deepen that understanding, Dr. Nancy had to look first of all at privilege, and how with privilege comes responsibility.

In her latest book, In This Together, we quote Michael Kimmel who said in a TED Talk, “Privilege is invisible to those who have it.” His point was that we have unconscious biases that prevent us from recognizing our own privilege. In fact, we are privileged if we don’t even see our race or gender when we look in the mirror.

This week’s podcast guest, Trudy Bourgeois, founder of The Center for Workforce Excellence said it best when she told Dr. Nancy, “You don’t know what you don’t know.” She said that if we are to create equality for all women, we have to name our biases and talk about them. Her recent book tells how we can transform our work environments by admitting our biases and engaging in tough, uncomfortable conversations. It’s called EQUALITY: Courageous Conversations about Women, Men, AND Race in the Workplace to Spark a Diversity and Inclusion Breakthrough.

Trudy and Dr. Nancy met a few years ago at the Diversity Women’s Business Leadership Conference, and Trudy point-blank confronted Dr. Nancy with the question, “What’s wrong with you white women?” Trudy’s question had to do with the advantages that white women have had and squandered. Now, Dr. Nancy believes what’s wrong is, “We’re afraid to step outside the lines for fear of retribution ourselves. While we have to be twice as educated and work twice as hard to get half as much as our male counterparts, we realize it is our responsibility to make sure that no woman has to work twice as hard to get half as far as her white sisters.”

Chelsea Handler has said that when it comes to privilege, it’s about taking responsibility, about having those difficult conversations and doing something actionable about it. Dr. Nancy agrees and says we all have to learn how to be better. “We can do that in part when we realize that racial and gender bias impacts every aspect of work, and that includes our own path to leadership and how we lead once we get there. We are our own worst enemies because of the biases we have towards other women, and the biases we have towards ourselves. We’ve got these measurements and comparisons, and we need to recognize them and realize, nobody is winning. We need to learn to recognize that we have biases, and we all have them.”

Dr. Nancy also pointed out the fact that it’s really all about relationships. Women build relationships. We are good at it, and we can use this strength to help ourselves and our companies succeed. Study after study shows that when women hold top positions, an organization does better. She said that in order to build relationships that work for all of us, we need to realize that our differences can be challenges, but they can also be opportunities.

“I think that when we talk about how we are different we begin to understand each other better and better and realize that we’re more alike than different. We all want the same things.” Dr. Nancy said. “We also need to remember, no more US and Them. We truly are in this together and that means ALL of us, all colors, races, and our male allies too.”

Dr. Nancy concluded her opening remarks on the topic of support. After all, when we support each other, anything is possible. “This conference is a perfect example of what happens when we support each other.”

“We need to realize that we are ALL in this together and we’ll get there faster when we work together – side by side—to make the world a better place. I think that’s why we’re here is to have better lives and to make it better for other people.”

Dr. Nancy is already making plans to attend next year’s Diversity Women’s Business Leadership Conference, October 7, 8 and 9, 2020, and urges other women to do the same. Attendees will have the chance to spend time with some major players – real leaders who understand just what it takes for organizations of all sizes to be successful as well as discover great opportunities to learn from and share with one another and create new and rewarding relationships. To learn more about Diversity Women and next year’s conference, go to DiversityWoman.com.

 

Know Your Worth to Negotiate the Salary You Deserve

Know Your Worth to Negotiate the Salary You DeserveTo close the gender pay gap women must know and use their worth to negotiate the salary they deserve from the organization they work for. This week, the world champion U.S. Women’s Soccer team’s win shines a glaring spotlight on wage inequality as their struggles for equal pay are well known. An ongoing lawsuit filed against the USSF by 28 members of the team notes that if the men’s and women’s teams won each of the 20 non-tournament games they are contractually required to play, women’s team players would earn a maximum of $99,000, while men’s team players would earn $263,320—that’s only 37.6% of what the men agreed to for the same performance—or 37 cents on the dollar.

The Women’s National Team Player’s Association has proposed a revenue-sharing model that would tie player compensation to revenue generated by the women’s national team for USSF. Showing solidarity for their female counterparts, the men’s national team has issued a statement of support for the women’s team lawsuit against the USSF and for this revenue-sharing model.

Throughout their salary negotiations, the soccer players have used their national platform to make their voices and demands heard. However, the most important thing about their actions is that they know their worth and set a role model standard for all women to follow and benefit from.

Women face unique challenges when it comes to salary negotiations, and as the New York Times reports, it begins with the fact that women are often viewed as “unlikeable” when they do it. Women have been socialized to avoid assertiveness, which is an essential quality when it comes to negotiation, and also consistently underestimate their professional value. That being said, it’s important to keep in mind that women won’t necessarily get what they’re worth, unless they ask for it.

Leadership expert Dr. Marissa L Weaver, Your Leadership Trainer, LLC, is one of the many women working to give women the tools they need to know their worth and negotiate a fair salary. Marissa volunteers through Tri Delta, who in collaboration with the American Association of University Women (AAUW), has launched a national initiative to teach women at 20 colleges and universities how to negotiate their salaries and benefits packages with confidence.

AAUW’s research on the gender pay gap shows that, one year out of college, women are already paid significantly less than men — in 2009, women one year out of college who were working full time were paid, on average, just 82 percent of what their male peers were paid. And those lost potential earnings add up over a lifetime. AAUW Start Smart is specifically designed to teach college age women how to negotiate salaries for a new job. In every two-hour workshop attendees will gain confidence in their negotiation style through facilitated discussion and role-play.

“We get so far behind because we start so far behind,” Marissa said. “From a college woman’s perspective, they don’t know they are supposed to negotiate. Employers are expecting it, but women are afraid to ask.”

The work AAUW is doing to help women negotiate their salary and benefit packages doesn’t end with college age women, the organization’s programming also includes Work Smart, designed to help women in the workforce negotiate a new job, raise, or promotion. Both programs look at:

  • How to identify and articulate your personal value
  • How to develop an arsenal of persuasive responses and other negotiation strategies, including how to get a raise or promotion
  • How to conduct objective market research to benchmark a target salary and benefits
  • How the wage gap affects you, including its long-term consequences

Through these workshops, AAUW reports that women are better positioned for success. “Women who negotiate increase their potential to earn higher salaries and better benefits packages. By negotiating fair and equitable salaries, you’ll be better able to pay off loans, buy the things you want and need, and even save for retirement.”

Weaver has had her own experiences since launching her career and was lowballed early on. “My employer expected me to counter. I didn’t because I didn’t know I could. Luckily I was given a raise after a year to help.”

“You can’t be afraid to ask for what you’re worth, and what you want.” Marissa added. “Most of the time you’ll get something – a perk, a benefit, or money – you just have to ask. The first time you do it, it’s so scary, but once you do it, it’s so much easier.”

Ultimately, we have the power to change the status quo and close the pay gap, all we have to do is simply ask. We’re in this together, and by knowing our worth and using it as a tool to ask for the salary and benefits we need and deserve, we can change the workplace, our homes, our communities, and increase our perceived value to ourselves and to the world.

Order Your Copy of Dr. Nancy’s New Book Today!

Navigating negotiations and closing the pay gap are just a couple of the issues covered in Dr. Nancy’s new book, In This Together: How Successful Women Support Each Other In Work and Life, along with thoughts, inspiration, and stories from 40 successful women.

Order your copy – and gifts for your friends today! After you’ve read it, please, leave us a 5-star review on Amazon. Your review will help us reach more women with proven techniques for achieving gender equality by working with other women and our male allies.

Gender Equality Starts with a Conversation

gender equalityIn order to create gender equality in the workplace, women and men, need to start a conversation to share ideas from our diverse perspectives. By doing so, we can build an environment where every person – regardless of gender – is valued, respected, and equally compensated. It isn’t as easy as making a wish, we’re going to have to recognize where we are now, and develop strategies and work together to move forward from here.

In the new book, In This Together, we point to studies done by Catalyst, Fairygodboss, and others that show men’s perspectives about equality in the workplace differ from women’s. Women see the need for more women leaders, family-friendly schedules, and equal pay. Men, not so much. Men are not conscious of the discrepancy, so they don’t even see it. We all need to get on the same page together before we can write the next chapter. Don’t assume that anyone, especially men, will understand what it’s like to walk in your shoes unless you teach them what it’s like to be a woman in your workplace.

Building a case for our male counterparts to join us in our efforts isn’t one-sided, equality benefits us all. For example, McKinsey & Company found that companies with more balanced leadership do a better job recruiting and retaining talented workers, which leads to reduced costs for replacing top executives.  Gender equality can also:

  • Increase profits–as evidenced by a 2007 Catalyst report that finds Fortune 500 companies with the highest representation of women board directors achieved markedly better results.
  • Increase revenue–as MIT researchers also found that a more even gender split not only leads to happier, more productive employees, but it can also increase revenue by 41 percent.

The Institute for Gender Partnership, founded by podcast guest Rayona Sharpnack, who serves at the organization’s CEO,  teaches organizations how to master “Gender Partnership” so that they are able to effectively understand, connect, and communicate with 100% of customers, end-users, and stakeholders — AND fully able to attract, retain and develop 100% of the available talent pool. Through targeted leadership services and training programs, men and women are taught to learn from and leverage one another’s special skills and talents, listen to one another’s ideas, and to have patience with each other’s individual styles. It’s through this process that the Institute has found a team’s creativity, productivity, and decision-making are no longer hobbled by miscommunication, misunderstandings, or unconscious bias.

To bring your male allies on board, you can start small. As we write in In This Together, you can simply reassure your ally that you are neither holding him responsible nor expecting him to solve women’s problems; you only want him to become more aware. Communicate with your ally about your needs and goals and discuss biases, assumptions, and oppressive patterns of behavior that you observe at work.

From there you can think together strategically about how to address any issues that are inhibiting your ability to do your work, achieve your goals, and thrive in your relationships with your coworkers. Ultimately, open communication about these issues lets women and their allies develop positive working relationships based on their shared values. Communication will also create opportunities for collaboration among peers. From the outset women and their allies can agree to work together, share in the rewards of success, and give credit where credit is due.

Bottom line, gender equality starts with a conversation and looking for ways we can work together and achieve our goals. We need to highlight the thousands of ways we all win when we achieve equality and build the case to bring our male allies on board. Men are part of the solution, and when we work with them, we can change the workplace and the world together.

Order Dr. Nancy’s New Book Today!

Dealing with sexism and cultivating men as allies are just a couple of the issues covered in Dr. Nancy’s new book, In This Together: How Successful Women Support Each Other In Work and Life, along with thoughts, inspiration, and stories from 40 successful women.

Order your copy – and gifts for your friends today! After you’ve read it, please, leave us a 5-star review on Amazon. Your review will help us reach more women with proven techniques for achieving gender equality by working with other women and our male allies.

 

 

 

 

 

 

 

Work with Other Women, Not Against Them

Work with Other Women, Not Against ThemReady to get ahead? Then you need to start working with other women, not against them. We’re all on the same team, working toward the same goals, so why on earth do we sometimes forget that and treat each other badly, sabotage one another’s work, or hold another woman down? The aggression women can display towards one another can derail a job, or even a career, and works against women’s progress as a whole. This aggression doesn’t necessarily have to be obvious through bullying or other direct behaviors, it can be indirect and still quite devastating.

As we write in the new book, In This Together, sometimes women will sabotage one another and intentionally lie or destroy the work of others to discredit them, they may engage in backstabbing, or even take credit for the work of others. Whether it’s called bullying, bitchiness, relational or indirect aggression, or something else, women who hold each other back set us all back, which pushes gender equality even further away.  We can’t allow ourselves, or our progress, to be derailed by the bad behaviors of others, but instead must focus on ways we can work together, cooperate and collaborate to achieve our common goals.

In the workplace, women managers sometimes seek to protect their status in a hierarchy dominated by men by being overly tough on their female employees. This is what University of Arizona management professor Allison Gabriel calls the “Queen Bee Syndrome.” Gabriel conducted a large study and found that women, especially those who display traditionally masculine traits, such as dominance, are especially targeted. Women of color are also targeted more often.

However, aggression among women isn’t limited to those in power positions. Generally, women are meaner to each other than men are to women. Through her research, Gabriel concludes that women are more likely to suffer from what she calls “female-instigated incivility” than men are, and fall victim to low-intensity deviant behavior, like ignoring, interrupting, mocking, and other disrespectful treatments, used to put women back in their place.

What Not To Do

Some women can be disruptive for what appears to be nothing more than for the sake of disrupting. Here’s an example of a woman most of us have probably encountered at least once in our professional lives, and her actions are perfect examples of indirect aggression:

“Brittney” was hired to do a job with a specific deadline, but she didn’t do it. She also did not take responsibility for her failure to perform. In fact, not only did she fail to deliver, she manipulated her employer and other people around her. She took other people’s ideas and appropriated them as her own, without giving credit to anyone else. She doesn’t know what she’s supposed to do, and she’s not good at following directions. Whether her actions are merely thoughtless or intentional, she HAS demonstrated that you can’t trust her.

Brittney’s behavior has the potential to be detrimental to any woman – or man – involved in the project. Her lack of responsibility, follow through, and performance destroys relationships and kills friendships. Chances are Brittney can’t be rehabilitated, at least in her current position. Don’t allow yourself to get angry. While anger can be a great motivator, we weaken our ability to make change if we get derailed by our differences or spend too much time stressing over bad behavior. When you meet someone like this, your best bet is to say thanks but no thanks and move forward without her. Don’t try to be a shero and “fix her.” If you’re stuck in a workplace with her, find ways to work around her or cover for potential lack of follow-through. We discuss many options for working with this kind of person in Dr. Nancy’s new book, In This Together.

What’s important to keep in mind is that Brittney is the exception, not the rule. So is the bully in your office, and the snarky woman running the committee. It is our job to remain focused on being positive, helping others, and supporting one another. If we get sidetracked into attacking another woman, we’re less likely to organize and fight for equality for all. We need to actively look for ways to help one another, and put aside judgment and criticisms, and focus on what we share in common – our experiences, hopes, and dreams—and how we can help each other. Let’s stop working against one another and instead work together to make gender equality happen.

Order Dr. Nancy’s New Book Today!

Looking at what makes women mean and dealing with bullies are just a couple of the issues covered in Dr. Nancy’s new book, In This Together: How Successful Women Support Each Other In Work and Life, along with thoughts, inspiration, and stories from 40 successful women.

Order your copy – and gifts for your friends today!

Is Overwork Creating the Gender Pay Gap?

Is Overwork Creating the Gender Pay Gap?Today in the United States, the gender lens is focusing on new reasons for the continued gender pay gap, especially as women in the workplace continue to face the biggest gaps in leadership and pay, while being more educated than ever before. As we report in the new book, In This Together, the US gender wage gap is below 20 percent for women overall, although that doesn’t apply equally to women of color. In general, Latina women still have the biggest wage gap compared to white men (nearly 38 percent), then African-American women (32 percent), then white women (18 percent), and Asian women have the smallest gap (7 percent). Although companies say they realize they need to change and claim that their commitment to gender diversity is high, the gender wage gap and number of women in leadership has barely budged in decades.

While we could look at the varied causes of the gap and examine things like gender bias or a lack of family-friendly policies, two articles recently came out that point to something else entirely.

The New York Times reported on mounting evidence that has led economists and sociologists to look at the wage gap in a way that has nothing to do with gender and identify a major driver – the return to working long, inflexible hours. “The return to seemingly endless work weeks has increased dramatically and is a side effect of the nation’s embrace of a winner-take-all economy. This is especially true in what social scientists call ’greedy professions’ like managerial work, law, finance and consulting. The impact of this shift is so powerful, it has canceled the effect of women’s educational gains.”

It is important to note that there is no gender gap in the financial rewards for working long hours, and for the most part, women who work an extreme schedule get paid as much as men do. But far fewer women do it, particularly mothers. Youngjoo Cha at Indiana University, Kim Weeden at Cornel find that twenty percent of fathers now work at least 50 hours a week, whereas just six percent of mothers do.

The Atlantic also looked at overwork and further reported on the recently published research by Youngjoo Cha, who finds that the pressure to work more than 50 hours a week pushes working mothers out of what we think of as male-dominated professions. Using the Census’ longitudinal Survey of Income and Program Participation, Cha found a significant correlation between male-dominated professions and their tendency to have average working hours of more than 50 hours a week.

Cha blames gender biases about work that haven’t evolved much in the last few decades. “When people are really expected to dive into the workplace and have a complete devotion to work, that was probably possible because there was someone else who can do other things for that person,” Cha says. “This overwork norm is basically built upon those assumptions.”

A recent report published by the Center for American Progress says that, “Even the most fortunate—the better-educated and better-off professionals who tend to have access to paid leave, flexibility, sick days, and decent child care—find balancing the necessary demands of work and home an increasingly fraught and anxious-making endeavor in our era of “extreme jobs” and 24/7 availability.”

The report also finds that nearly three-quarters of Americans now say that they, their neighbors, and their friends experience hardship in balancing work, family, and professional responsibilities at least somewhat often, and nearly 40 percent say that they experience such conflict “all the time” or “very often.”

This tendency towards overwork, and the status that comes with it indicates that the gap is not just about women opting out to take care of family responsibilities, this is also about a fundamental shift in the nature of work. However, simply recognizing the problem is not enough, researchers say that workers have to demand change. As it sits right now, companies are reaping the rewards of having always-on workers and won’t make the needed changes just to be kind. They have to run the risk of losing top talent if they don’t – and that includes men.

When women are the only ones who switch to jobs with predictable hours or take advantage of flexibility, it hurts their careers. We need to change the status quo and work for policies that work for women and families, not against them. Millennial men aren’t buying in to this “always-on” approach and researchers find that they want more equal partnerships, and more involvement in family life. We need to engage them, and their older counterparts, to come together and work with us for gender-neutral policies that benefit everyone equally. We can change this overwork trend and close the gap if we address the problem together.

 

Order Dr. Nancy’s New Book Today!

Cultivating men as allies and working with them to achieve equality are just some of the topics covered in Dr. Nancy’s new book, In This Together: How Successful Women Support Each Other In Work and Life, along with thoughts, inspiration, and stories from 40 successful women.

Order your copy – and gifts for your friends today!

When It Comes to Networks, Women Need Quality Connections

Networks are key to anyone’s career advancement, but this is especially true for women, who are underrepresented at all levels of business, from first tier managers to the C-Suite. That means peers and colleagues aren’t readily available in the workplace, and a woman must step outside of her daily professional connections to find the support and quality networks that she needs.

Even though women are strong collaborators and communicators, we tend to have fewer business-related connections than our male counterparts. We also tend to divide the connections we do have into personal and professional groups, with less evident overlap than men. This presents some challenges when it comes to building or advancing our careers.

New research in Harvard Business Review by Brian Uzzi, a professor at Northwestern’s Kellogg School of Management, finds that when looking at groups of MBAs—analyzing both the makeup of the subjects’ networks and the types of jobs they found after graduation – men benefit not so much from size of network but from being central in a network, or connected to multiple “hubs,” or people who have a lot of contacts across different groups. Women also benefit from being central in a network, “but to achieve the executive positions with the highest levels of authority and pay they also had to have an inner circle of close female contacts, despite having similar qualifications to men including education and work experience.”

Uzzi concludes, “Because women seeking positions of executive leadership often face cultural and political hurdles that men typically do not, they benefit from an inner circle of close female contacts that can share private information about things like an organization’s attitudes toward female leaders, which helps strengthen women’s job search, interviewing, and negotiation strategies.”

For women it isn’t the size of the network that matters, it’s the type of connections that make a difference. Thankfully, a woman’s most formidable strength is her ability to build relationships. This is what networking is really about, not just connecting on LinkedIn, trading cards, or getting business leads. True networks are built on commonalities and trust. You can’t predict when someone you know might make a connection to help you in your career or your life, or when you might help someone else with a referral. The depth and breadth of your network also build a personal and professional safety net, and the connections themselves can bring great joy and satisfaction.

Small Networks Can Make a Big Difference

A strong network doesn’t have to be big to be effective. This is a topic addressed in the book, In This Together, where we discuss a time in Dr. Nancy’s life where she struggled with feeling a lack of support and decided to build a community of like-minded women who would support each other, and realized that when we help one another, anything is possible. “I found that community with the women I call my Psyche Sisters,” she said. “All eight of us were seasoned therapists working on our doctorates in clinical psychology. We gave each other moral, physical, and emotional support, and all eight of us received our doctorates and became licensed psychologists. We have continued for more than twenty years to meet, reflect, encourage, and celebrate who we are as women and psychologists.”

A Strong Network of Women Can Change a Community

We also share the story of Paige Oxendine and Rachel Anderson in the book, In This Together, who were united in a determination to make a difference and show what women can do. They noticed that the leadership of almost everything in their Springfield, Missouri, community could be characterized as overwhelmingly “male, pale, and stale,” and they asked, “Where are all the young women and minorities?

With a grant from the Women’s Foundation in Kansas City, they set up a women’s network, which they named Rosie, and held their launch party the week after the November 2016 presidential election. The realized they’d struck a nerve when more than 200 women showed up. Today, Rosie provides a support and advocacy system, as well as a referral pipeline for female speakers and board members. Their mission is to help connect, partner, collaborate and continue to increase the support and access to resources for women as it relates to professional development, business assistance and leadership, and they support, assist and serve as an advocate network for current and prospective female founders, business owners and leaders in the Springfield region.

Network with Purpose

To build a network that will help you through the good days and bad, and help you continue to advance, think quality over quantity. It’s less about how many people you know, and more about who those people are. Uzzi also recommends that you embrace randomness and diversify your network and inner circle.

Ultimately, you have to put your skills to work and build a network with purpose and focus on connections that can be mutually beneficial. We’re in this together, and we, as women, have a lot of momentum. As we intentionally continue to connect and support one another, we can reach our professional goals, and build a workplace that works for women and men.

Order Dr. Nancy’s new book today!

Ms. Career Girl says that, “Just as with getting clear on your goals and resolutions, you don’t have to imagine all this from scratch. Check out In This Together to see how you can develop a community of like-minded allies…there’s a ton of actionable insights from 40 successful women that will help you harness the collective power of that community.”

In This Together: How Successful Women Support Each Other In Work and Life, is filled with thoughts, advice, and stories from 40 successful women across a variety of careers—from authors to actresses, CEOs and professors—encouraging women to support each other in the workplace and in life.

Ready to learn about action plans on how all women can work together to break free from the binds of gender inequality? Order your copy – and gifts for your friends today!

Mean Boss or Misunderstood Leader?

It wasn’t long after Senator Amy Klobuchar announced that she was running for president that reports from former staffers depicted her as a brutal mean boss. According to a piece in Politico, former aides, all speaking anonymously, describe a toxic work environment that included everything from demeaning emails to thrown office supplies and requests for staff to perform personal chores.

Klobuchar has defenders too, including former staffers who have gone on the record to push back against the stories, and, “suggest that the critique is grounded in sexism against a woman who demands excellence from her employees.” Forbes reports that many of Klobuchar’s supporters also argue that, “she was being targeted due to her gender and that a man in her position would be considered ‘tough’ instead of toxic.”

Is Klobuchar tough? Is she a bully? The victim of a smear campaign? Or maybe just misunderstood? We will probably never know, but can definitely sympathize with those who feel victimized, and remind them that they are not alone. Studies show that while 60–70 percent of bullies at work are men, 30–40 percent are women, and according to a 2017 survey conducted by the Workplace Bullying Institute (WBI), they all target women two-thirds of the time.  As we write in In This Together, workplace bullying is so common in various forms that almost three-fourths of employees have been affected by bullying, either as a target or a witness, according to research from Dr. Judith Lynn Fisher-Blando with the University of Phoenix. In fact, WBI has reported that bullying on the job is four times more common than either sexual harassment or racial discrimination.

While it’s true that assertive women are much more likely to be viewed as bossy or even as bullies than their male counterparts, we can’t assume just because someone is a woman her behaviors are being mislabeled or misinterpreted when charges are made. So how do you know when your boss is being tough, and when they’ve crossed the line? Start by checking your bias. Take a searching and honest look at yourself and the situation:

  • Is there any way you might be misinterpreting what’s going on?
  • Are you the victim of a bullying campaign, or just upset by someone’s manner or tone?
    Does this person treat everyone that way or just you?
  • Are you treating everyone with the same courtesy and respect, or are you being high-handed and demanding to some?
  • Are you performing your job as well as you can, or are you making life difficult for others?

If this isn’t a bullying situation, what can you learn from it? How can you adjust your behavior? And if this is a bullying situation, what do you want to do about it? By finding ways to support the humanity of workplace bullies while working to eliminate their toxic behaviors, you may be able to develop more productive, supportive relationships. However, if you are in a hopelessly toxic situation, focus your efforts on finding your next job ASAP. Picture how great you will feel when this is behind you and new prospects are opening up with a new, better employer and a work group in which you can develop supportive relationships.

In This Together shares a number of ways you can work through workplace bullying issues, eliminate toxic behaviors, salvage your position and move forward. Learning to deal with conflict in positive ways, practicing good communication skills with everyone at work, and exhibiting understanding and compassion will help transform the company into a productive, positive place where you and your coworkers can build your careers together. A tough boss can be a learning experience and challenge you to reach professional excellence. Remember that we all have a shared goal at work to do our best work and make our organization successful. When you focus on that goal and support one another, it becomes much more fun and reduces misunderstandings and perceived slights among leaders and fellow employees.

Guiding Women from College to Career

Susan Kellogg points out that when she began her career in fashion 30 years ago, only 15 percent of the CEO positions at Fortune 500 companies were filled by women. When she left her job as group president of VF Corporation, the needle hadn’t moved—still only 15 percent. In spite of the fact that women are over half the population and are earning more college degrees than men, they still lag behind in positions of top corporate leadership. So Susan decided to help by filling in the mentoring gap between college and career.
As a graduate of UCLA, Susan joined that university’s board for the sociology department and also serves on board for the Cal Poly Pomona Apparel Merchandising & Management and Agriculture Departments. She notes that we’re doing a great job of educating women to prepare them for leadership careers, but there is little follow-through after that. Now, as a consultant pursuing her mission to give back, Susan guides women in their senior year to make choices that puts them on the path toward successful leadership careers.

Choosing That First Job after School

Susan says that people get paralyzed by that first job, but it doesn’t have to be the perfect job. It doesn’t even have to be the right job and it certainly doesn’t have to be what you’re going to do for the rest of your life. She urges women to ask themselves:

  • Is it interesting?
  • Is this something I can dedicate myself to?
  • Do I find it inspiring?
  • Do I have talent in this area?

If in the first year, it’s not right for you, move on. She says to treat every job experience as adding to your tool box. Even if you realize that you made a mistake, sign up for a year, then figure out your next step and redirect your path.
She also advises that you don’t have to move up every time or even make more money. She moved sideways, accepted a less prestigious title, even less money if it would take her to a company she wanted to work for and where she wanted to live. She always had to feel that she was learning something new and there was opportunity to advance.

“Women Can Have It All, Just Not All at the Same Time.”

Susan reflects that people often ask her if she has any regrets and she answers “no.” She did miss a lot of weddings and funerals, but while on her corporate path, she did all she wanted to do. And she helped other women along the way. A point of pride is that she prioritized racial and gender diversity in her new hires, although qualified women weren’t always available in the technical areas of production and finance.
Also, she notes how sad she would feel if she never had her daughter and believes women need more than a career to feel fulfilled. However, because women’s partners often do not do an equal share of domestic chores, they fall behind in networking and other activities that would advance them into senior positions at work.
Listen to this interview for more insights from a woman who has been in the top ranks of the corporate world, been the only woman in the board room, and continues to work toward helping women achieve a greater percentage of top leadership positions. Learn about what women need to do to achieve their fair and equal share of CEO positions. Whether you’re just starting out, making a transition or looking for a way to give back yourself, this conversation will help inspire your next move.

Harness the Power of Women Helping Women

Women Helping WomenThe power that is unleashed when women help other women is becoming abundantly clear to everyone through the initiatives like #MeToo and #TimesUp. Women, speaking out in unison, are amplifying the voices of victims, who were once blamed for the crimes against them. Nearly every day, we witness the power shift as the once-powerful perpetrators are being removed from their places of authority. However, in other settings, women continue to remain distant and unsupportive of other women, maintaining the limitations of the glass ceiling for possibly brilliant women leaders, who struggle to get to the first rung of the ladder and advance their careers.

Ann Welsh McNulty, co-founder and managing partner of JBK Partners, recently wrote in Harvard Business Review that some senior-level women distance themselves from junior women in the workplace in response to inequality at the top, and cited a study published in The Leadership Quarterly that found that the inclination to, “Separate oneself from a marginalized group is, sadly, a strategy that’s frequently employed. It’s easy to believe that there’s limited space for people who look like you at the top when you can see it with your own eyes.” She also reports that whereas many women are navigating alone, men are 46% more likely to have a higher-ranking advocate in the office.

McNulty writes that the antidote to being penalized for sponsoring women may just be to do it more — and to do it vocally, loudly, and proudly — until we’re able to change perceptions. That is a perfect approach. Times have changed and today there is room on top to make space for all of us. With that in mind, our upcoming book, In This Together, looks at the phrase “Not enough pie” which was used in the past to define women’s lack of support for other women. However, today Gloria Feldt sees women’s leadership not as a competitive win-lose situation, but instead as an infinite pie, and says, “The more there is the more there is. The pie just keeps getting bigger.”

Advancing women into leadership positions is not only the right thing to do, for a number of reasons, it is important to a company’s bottom line. For example:

  • A recent Catalyst report found Fortune 500 companies with the highest representation of women board directors attained significantly higher financial performance in three important measures:
    • Return on Equity: 53 percent higher.
    • Return on Sales: 42 percent higher.
    • Return on Invested Capital: 66 percent higher.
  • A recently published study from the Peterson Institute reports that companies with at least 30% female leaders—specifically in senior management—had net profit margins up to 6 points higher than companies with no women in senior management. That is a 15% increase in profitability.
  • In 2015, McKinsey & Co found that companies in the top quartile of gender diversity are 15% more likely to financially outperform their counterparts in the lower quartile.
  • McKinsey also found that companies with more balanced leadership do a better job recruiting and retaining talented workers, leading to cost reductions associated with replacing top executives.

Women have a lot of momentum right now, and we can use that to work towards equality and advancement at all levels. There is more than enough room at the top, and as we climb the ladder we need to reach out to other women, and help them along. Just as #MeToo and #TimesUp are proving, when women connect and collaborate we can do anything. We prove it every day and we need to take note in these times, that the more we focus our efforts and support one another, the more of everything we can create, especially “pie.” Let’s focus on creating opportunities for all women. If we work together, we can change the workplace, and in turn, change the world.

More Reasons to Create Gender Equality in the Workplace

Gender Equality in the WorkplaceFor decades, in order to make our voices heard, women in business strove to become members of the boys’ club. We mimicked how men thought, communicated, and even dressed. But now, for many of us trying too hard to tap into our “masculine side” has gone the way of severely tailored 1980s power wear (complete with giant shoulder pads), and a new study shows that we can and will continue to utilize our feminine strengths as gender equality in the workplace becomes more the norm.

As women, we know that we think and communicate differently—which means that we also lead differently. A researcher at the University of Salzburg in Austria agrees and suggests in his recent study that men and women not only have particular personality differences, but those differences grow in nations that have the greatest gender equality.

In addition to looking at personality traits, the study squared its findings against “gender equality” measured by the Global Gender Gap Index. The results showed that greater gender equality is associated with stronger expressions of gender difference. While the study’s author, Tim Kaiser says that it could be a “case of the personality adapting to changing societal conditions.” It could also be a situation where women are empowered to lead authentically as themselves.

Gender Equality in the Workplace Starts by Removing Bias

As it stands today, moving up the ladder is a competitive process, regardless of gender. However, to truly level the playing field, we need to create an environment where gender equality in the workplace is a given and ensure that advancements, promotions, and the entire workplace is free of discrimination and bias. Unconscious biases have a critical effect on our judgment and can stand in the way of women working their way into the C-suite.

Gender bias stereotypes – surrounding men and women – can lead to unfair decision making. To eliminate that from the workplace and advancement process, we need to educate employees about how stereotypes work. Mary Lorenz writes in Career Builder that since we are not always aware of our biases, we do not realize when they are influencing our decision-making; therefore, education and awareness are key to moving forward.

We also need to establish clear criteria before making decisions about hiring, promotion, etc. so that bias gets removed from the decision-making process.Research has shown the more formal the criteria are, the more women and underrepresented minorities will be hired. It’s also important to scrutinize that criteria on a regular basis and adjust and refine as needed.

It’s also important to set diversity goals, as agrowing body of research suggests that diversity in the workforce results in “significant business advantages.” Francesca Gino, professor at Harvard Business School says that at the end of every hiring process, leaders should track how well they’ve done against the diversity goals they set out to achieve.” This also encourages those involved in the hiring and in other parts of the company “to keep diversity and equality top of mind.”

And more than anything, be transparent. With education, clear criteria, and diversity goals, it should be a no-brainer to post numbers. As Lorenz writes, keeping, “track of our progress in terms of how we’re doing in terms of gender diversity in our workplaces really causes people to be more thoughtful in how they’re making decisions.” Transparency and accountability are essential tools in creating a gender equal workplace.

Because our natural skill set is increasingly valued in the global economy, we’re perfectly positioned to become today’s and tomorrow’s leaders. But in order for that to happen, and for women to have the opportunity to lead authentically, we have to level the playing field and work together to create a bias-free environment where women can use their unique skills and strengths to lead a more balanced and diverse workforce.

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