Más contenido relacionado La actualidad más candente (20) Similar a Women in Wireless UK Event - Accelerating your career progress: developing confidence, impact and influence at work (20) 1. Accelerating your career progress:
develop confidence, impact & influence
Dr Catherine Sandler
www.sandlerconsulting.co.uk
Women in Wireless
Wednesday 21st May 2014
Weve
2. Women in the boardroomWomen in the boardroom
The 2011 Davies Report found that within the FTSE 100:
• 12.5% of Non-Executive Directors are women
• 5.5% of Executive Directors are women
The situation in FTSE 250 companies was even worse
By late 2013 these figures had
changed as follows:
• 17.3% of Non-Executive Directors
• 6.1% of Executive Directors
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2014 Sandler Consulting Ltd
3. The case for diverse leadershipThe case for diverse leadership
• Fairness!
• Wider talent pool – over 50% of graduates are women
• Better financial performance – gender-diverse leadership led to almost
double operating profit and 17% higher growth in share-price
• Better decisions – mix of experiences, protection against ‘groupthink’
• Better risk-management – companies with at least one women on
board are 20% less likely to go bust, having more women cuts
bankruptcy risk further
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2014 Sandler Consulting Ltd
4. • The stereotype of the woman conflicts with the stereotype of leader
• Women’s strengths are overlooked or under-valued
• Women in more senior roles are often seen as less likeable
• Women are often assumed to be less ambitious and, if mothers, less
committed to their careers
• Both men and women share these perceptions
• The result is ‘subtle and often invisible barriers for women that arise
from cultural assumptions and organizational structures, practices and
patterns of interaction that inadvertently benefit men…’ (Ibarra, 2013)
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2014 Sandler Consulting Ltd
Unconscious gender biasUnconscious gender bias
5. Strengths women bring to workStrengths women bring to work
•Emotional intelligence – self-awareness, empathy, self-management,
relationship-building skills
•Collaborative and inclusive approach – team-building, developing others
•Loyalty, commitment and a high level of personal responsibility – women
are less likely to leave, often extremely conscientious
•Good citizenship – willingness to contribute to wider organization, less
focus on own agenda, less political
•Values-driven – making a difference feels important
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2014 Sandler Consulting Ltd
6. How women can hold themselves backHow women can hold themselves back
• Discomfort with the idea of power – prefer idea of influence
• Lack of confidence and self-belief – must do everything well, less likely to
apply for promotion / pay rise, lack of ‘presence’
• Want to be liked, to maintain harmony – avoid conflict, too accommodating,
use apologetic language
• Excessive sense of responsibility – easily feel guilty, over-protective of team
• Too modest – don’t claim enough individual credit for successes
• Uncomfortable in limelight – keep low profile, fail to network upwards
• The Tiara Syndrome – passive approach to career development
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2014 Sandler Consulting Ltd
7. Making impact, accelerating your careerMaking impact, accelerating your career
Build self-confidence and self-belief
•Identify your personal / leadership brand – and ensure you live it
•Actively network and build relationships across your company
•Seek out development opportunities – stretch assignments, training, coaching
Take responsibility for managing your career
•Look ahead, identify what leads to promotion in your business
•Share your ambitions and aspirations with key stake-holders
•Update your CV – keep a file of your successes and skills
Make the right impression
•Practice your presentation skills – clear, confident, on time
•Dress professionally – as for next level up
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2014 Sandler Consulting Ltd
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2014 Sandler Consulting Ltd
Engage senior colleagues
• Invest in the relationship with your line-manager – how can you contribute
to his/her success?
• Attract other sponsors or mentors – put yourself on the radar of senior
colleagues, look for how you can help them, find ways of demonstrating
the value you bring your organisation
Make the most of meetings
• Choose where you sit – arrive early and take a powerful spot
• Speak up – prepare, make yourself contribute, ask questions
• Consider your language – don’t apologise or play down your comments
Manage your life goals
• Invest in your wellbeing – sleep, nutrition, exercise, relaxation, social life
• If having children is part of your life plan, don’t wait too long – career
success exists after motherhood!
9. Women’s Impact ProgrammesWomen’s Impact Programmes
• Deepen your emotional intelligence – understand how you and others
behave under pressure
• Build your leadership brand and learn how to use it
• Deal better with conflict – learn how to stay calm and avoid being passive,
aggressive or manipulative, find your assertive voice
• Improve communication skills – breathing, posture, voice,
• Boost confidence, self-belief and presence
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2014 Sandler Consulting Ltd
10. Building your personal or leadership brandBuilding your personal or leadership brand
• You are CEO and Head of Marketing of Me Inc
• What sets you apart – what do you want to be famous for?
• What value does that bring to your organisation?
• How do you demonstrate this?
• Having clear answers to these questions will help you:
– Increase your visibility
– Strengthen your impact
– Drive your career
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2014 Sandler Consulting Ltd
11. Your personal or leadership brandYour personal or leadership brand
• Think of two to three short phrases that encapsulate the
essence of your personal brand (aim to embarrass yourself!)
• Do you think this is what other people perceive?
• Can you think of a recent example where your behaviour
clearly demonstrated your brand?
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2014 Sandler Consulting Ltd
13. What organisations can doWhat organisations can do
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2014 Sandler Consulting Ltd
• Understand that unconscious bias exists in all of us
• Help people become aware of their own biases
• Break connection between bias and action
• Understand the value of female leadership attributes
• Appreciate that women may have different career paths
• Alert people to possible bias before a decision-making process
• Ask ‘How can this person do this job?’ rather than
‘Can this person do this job?’
• Insist on change and reinforce this message
14. How invisible discrimination worksHow invisible discrimination works
• Women are more likely to be seen as not ready for promotion than
equally or less competent and experienced men
• Women are often perceived as lacking self-confidence and gravitas
• Women are given less in many areas – from pay to office space
• Women are frequently excluded from informal networks
that lead to sponsors
• Women are interrupted more often and listened to less in meetings
• Women who do not fit the stereotype are often criticised for behaviour
that would be acceptable in men
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2014 Sandler Consulting Ltd
15. Differences in male and female leadersDifferences in male and female leaders
• Men spend more time demonstrating knowledge and expertise,
applying commercial acumen, using logical and analytical thinking,
expressing unpopular views, individualistic decision-making
• Women spend more time leading in alignment with organisational
values, demonstrating a positive attitude and strong work ethic,
taking accountability for delivery, participative decision-making and
developing people, being an inspirational role-model
• Leadership behaviours: 30% Club study of 9 key leadership
behaviours identified 4 as particularly crucial to organisations of the
future
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2014 Sandler Consulting Ltd
16. The consequences of gender biasThe consequences of gender bias
• Men are 4.5 times more likely to reach ExCo than women
starting at same time
• Men far more likely to work in the P & L area of the business
(51% versus 7%), so have twice the chance of reaching ExCo
• Men are more likely to attract career sponsors
• Men twice as likely to be given more horizontal role moves to broaden
their experience and more than twice as likely to gain vertical promotion
• Men are paid more for equal work
• Many organisations have a ‘tipping point’ when large numbers of capable
women leave, rather continue their progress up the management ladder
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2014 Sandler Consulting Ltd
