Archive for 'Workplace'

Women matter: Why gender balance is smart

Women matter.  Women in leadership matter. Women in leadership make companies better. And it isn’t that hard to get more women into leadership positions.

These statements convey the core message of four reports, all called Women matter, that were produced by McKinsey & co. between 2007 and 2010. These reports have become extremely influential, providing basic research for pushing the discussion about gender balance forward. The research results in Woman matter help us argue that creating the circumstances for women to advance is not just right, it’s also smart.

Over the past few weeks, I’ve written one entry each on about the four Women matter reports. An even briefer synopsis is given here, with links to the blog entries, which in turn lead you to the original reports.

Research

The first report, Gender diversity: a corporate performance driver, looks for a correlation between the organizational excellence a company achieves and the percentage of women on its leadership team. And it finds that correlation: a gender balanced leadership team enhances organizational excellence, which in turn enhances profitability.

The correlation is studied more carefully in the second report, Female leadership: a competitive edge for the future. Why would it be the case that the presence of more women in a leadership team gives better results? Maybe it doesn’t. Maybe the correlation suggests a different causality, going the other direction: companies that perform well can afford to invest in gender balance, and therefore have the luxury of doing what is right, even if it isn’t necessarily smart.

But, fear not. Women matter 2 studies different types of leadership behaviors and establishes that women and men use different behaviors to different degrees. These different behaviors correlate with success factors, such that more success factors are achieved when the leadership collectively has a wider variety of behaviors. In other words, it is women in leadership that enhance profitability, not the other way around.

13 Initiatives

Women leaders: a competitive edge in and after the crisis looks at the kinds of actions that are taken by companies to enhance gender diversity. 13 different initiatives are identified. Several hundred companies are then surveyed and asked two questions. Which of these initiatives do you practice? Is gender diversity a strategic goal for your company?

The initiatives and the results of the survey are presented in this third report. We learn — not surprisingly — that companies which strategically prioritize gender diversity work implement more initiatives than those that don’t. And we also learn which of the initiatives they implement.

Finally, in Women at the top of corporations: making it happen, the 13 initiatives are studied for their effectiveness. This report identifies which of the initiatives correlate with a high number of women in leadership positions in a company. The single most important factor correlating with higher percentages of women in company leadership is the engagement of the CEO. Throughout all four of the Women matter reports, in fact, it becomes clear that without engagement at the top, results are going to be limited.

Initiatives that work

Nearly half of the initiatives are shown to be ineffective in increasing the number of women in leadership, as I discuss on my blog. This is important information because all of the initiatives seem reasonable and important. Here we learn which ones actually work.

If we are going to push organizations to step up their work on gender balance and to create fair workplaces for men and women, we must develop good arguments that this work is good for companies. The Women matter reports are a major contribution to this work; they raise questions for more research, and they inspire us to engage and convince those who lead our organizations.

Curt Rice

Creating a talent pipeline – Invest in the success of others

Moving ahead: Are you missing out on investment opportunities?

Typically when we speak of investments our first thoughts go to the financial markets. Organizations speak of human capital investment, investing in talent. As team leaders, we have myriad opportunities to invest in people. Regrettably, many opportunities are missed because we are too focused on the business bottom line. We forget that building talent can make for greater profits through better ideas and greater efficiencies.

Not enough time

One reason often given for not developing talent is the lack of time. This is shortsighted. The people you develop today can become your best talent tomorrow helping your team to realize its goals. Failing to develop employees leaves them more open to looking to other organizations for new opportunities where they would be more valued.

Not my job

There is another misconception that developing the talent pipeline is tangential to one’s role. This is so critical to your leadership role and time must be carved out for developing others. There is also the related belief that employees must come ready with all the skills they need for the job. This results in another great loss to organizations, as talent that may meet 90% of job requirements are overlooked and the search for the perfect employee goes on, resulting in higher recruitment and compensation costs.

Fear of competition

An unspoken reason why some managers fail to develop employees is the ever present fear of competition. This comes from a sense of insecurity about one’s role and value to the organization. Being a professional entails a commitment to the profession to help others in your field become better at what they do. These are opportunities to grow and further differentiate yourself as a leader.

There are simple ways to develop talent around you:

1. Point others to important resources. This would help them to perform better and become better professionals. Share articles, books and what you know.

2. Build a culture of generosity. Encourage your peers and reports to share their knowledge. This sets the wheels in motion for successful collaborations across functions.

3. Offer feedback. When someone does something commendable, take the time to recognize her. Similarly, if you observe some area that needs work, offer guidance that would make a significant difference to her career.

4. Build the relational aspects with your team. Each day, you have the opportunity to observe and work closely with emerging leaders. Invest a little time in knowing more about the career goals and ambitions of those you lead. This allows you to refer resources that may benefit them on an ongoing basis.

5. Become a talent scout. When you see promise, celebrate your find by offering developmental opportunities on and off the job. This may mean sharing the spotlight, giving others an opportunity to shine by delegating an important task.

Leadership involves taking others along on your journey, not just as bystanders but as active participants to share the spotlight and success. Organizations need leaders to develop the talent pipeline to secure their future success. By investing in others, you do this. You also build enormous goodwill with your colleagues and reports. Over time, you will discover that you have so many people rooting for your success.

So become the leader you wish for. Be an example to your peers and reports. Be unafraid and generous. By building your profession, your team, your organization, you are also building your own success, becoming an even more valued player on any team. With today’s talent wars and high unemployment, we all have a responsibility to invest in the success of others. It is also a small way to give back to society.

Deb Dookeran is a Strategic Human Resources Advisor. She has taught graduate and undergraduate courses in compensation and human resource management. You can find her on Twitter @DebDookeran and on LinkedIn.

GenY Women in China

History

Life has never been easy for Chinese women. Until the early 20th century, women were tied to their family home. In the early days of communism, women were attached to their collective farm or work unit, legally entitled to equal pay but with little personal freedom. Since government controls on residency were relaxed, untold numbers of poor women have travelled to find work. Some migrant women strike it rich, scrabbling together a fortune through hard work and good luck. Some end up in conditions that are slavery in all but name. Most land somewhere between the two extremes, in factory or retail jobs which are unpleasant but not unbearable. Their average wage (according the National Statistics Bureau) is just below 1,500 yuan a month – around $180 US. For those women lucky enough to be born into prosperity, life is not much more certain. The one-child policy means that an entire extended family will have just one or two members of the youngest generation, carrying all the ambitions of their elders. Often several distant relatives will pool their resources to send a favoured daughter to university – but a degree is no guarantee of employment. There are far more highly-educated women than there are jobs suitable for them.

Theory and practise

Today, women make up some 36% of the workforce, and under Chinese law they are regarded as equal. So equal, in fact, that Chinese labour low does not contain any specific regulations against gender discrimination. Sexual harassment was only made a crime in 2005. Attractive women are routinely favoured for customer-facing roles, and it is common for job advertisements to ask for particular physical characteristics, or even a specific height and weight. (Several examples are quoted by Leslie Chang in her book ‘Factory Girls’: ‘Receptionist. Sweet voice. Good appearance and disposition. Knows office software and Cantonese.’) Employment tribunals are almost unheard-of, and anecdotal tales abound of women being fired after marriage or dismissed to make way for a younger subordinate.

This lax enforcement of regulation can also work in women’s favour. There are fewer obstacles to stop your boss cheating you, but also less red tape to eat into your profit margin. Of the world’s 14 self-made female billionaires, half are Chinese entrepreneurs. The top positions in established companies are inevitably held by middle-aged men, unwilling to promote women to within their ranks – so the best move for an ambitious woman is to start her own business.

Professionally driven

The remarkable thing, to a Westerner, is how incredibly driven young Chinese women are. Women in their 20s and early 30s feel too old to waste time, and they know the competition for jobs is intense. Ask a Chinese woman what she wants to do with her life, and she will name a specific goal. Get a particular job, get a certain grade on an upcoming exam, buy an apartment. Educated women rarely mention marriage or children as an ambition. They need to scramble as high as they can before their age begins to count against them, and they know the most important career decisions are the first ones they make.

by Alice Bell

Flirting in the office: Strictly taboo or inevitable?

 

According to the Social Issues Research Centre “Flirting is much more than just a bit of fun: it is a universal and essential aspect of human interaction. Flirting is a basic instinct, part of human nature. This is not surprising: if we did not initiate contact and express interest in members of the opposite sex, we would not progress to reproduction, and the human species would become extinct.”

The Oxford Dictionary defines flirting as “to behave as though sexually attracted to someone, but playfully rather than with serious intentions.” While charming is “The power or quality of pleasing or delighting; attractiveness” I’m a bit confused! Isn’t making ourselves attractive to someone “ flirting”?  However, being described as “charming” is considered to be a compliment, but being perceived as “a flirt” has negative connotations. How do we navigate that blurred divide?

Sterile workplaces
Some would argue that in our move towards political correctness and to deal with extreme cases of sexual harassment, we have created a situation where we are suppressing the natural chemistry that exists between men and women.  This can also create its own pressure cooker type issues ( as witnessed in many company parties and conferences)  but also  brings with it a certain degree of relationship sterility, as we try to override basic biology with employee taboos.  We spend at least 8 hours a day in the office and that’s a long time to curtail human instincts!  Many would suggest that flirting or being charming, are simply other ways of cementing effective working relationships, which we should all use to our advantage as a networking tools. Is there really such a thing as what Shawn Graham, author of Courting Your Career: Match Yourself with the Perfect Job describes as “ platonic flirting”.

Used empathetically and with skill Nicole Williams, author of Girl on Top: Your Guide to Turning Dating Rules into Career Success views professional flirting as a tool in the networking box. Many of the same rules apply: “The same tenets that make a dating relationship work make a relationship work at the office: communicating, sharing, respect”

Platonic flirting

So how do we achieve “ platonic flirting” without being perceived as the office letch or bimbo?   Nicole Williams suggests “Maintain eye contact, smile, show interest by asking questions, listen. Flirting then goes a step further, adding a dash of flirtatious nuance: a compliment or a quirky remark, friendly body language or a gentle touch.”

Aren’t they just attentive listening skills by another name? Are these catty accusations coming from less socially skilled and empathetic colleagues?  Where I would disagree is on the “ touch” element. That can lead all parties into dangerous territory. The main difference I would suggest in flirting in the office and outside,  is to maintain a correct interpersonal space.  Closing that gap can suggest intimacy and create all sorts of problems, especially if it is not appreciated. Or perhaps even taken outside office hours if appropriate.  Is that then the difference between being flirtatious and charming?

Flirting etiquette
What has emerged in our workplaces is an unwritten social code and etiquette, when flirting only becomes an issue if there is a breach.  With anything unwritten this is of course difficult to identify. Careful observation of colleagues is the best way to discover the unspoken flirting etiquette of your own workplace, look for role models and see how they behave. There are also cultural differences. In Belgium it is very common for both men and women to kiss each other on the cheek on arrival and leaving the workplace, which threw some American colleagues into a state of shock! This is non flirtatious behaviour and just a different type of etiquette!

So, do I think employee regulations will make an iota of difference to how men and women interact? No I don’t. This is decidedly different from sexual harassment,  which  should be strictly dealt with from either men or women.

However, research from the British Psychological Association tells us that actually men flirting in the workplace is consistent with lower job satisfaction levels,  while women demonstrated no such correlation. Now that subtext perhaps warrants investigation!

 

Intuition: Are You Ignoring One of Your Greatest Tools?

I Had a Feeling…

“I had a feeling something was not right about him/her/it the whole time. I should have listened to my intuition.” How many times after a bad relationship or work situation have you said this to yourself?

Recently, one of my coaching clients, Susan, and I were discussing the conclusion of an uncomfortable work situation that had been bothering her for months. She had started managing a new account for an international client company, which she had quickly doubled in size, and had established strong relationships with the CEO and other key client contacts.

One of these client contacts, Peter, was very interested in pursuing global speaking opportunities and developing relationships with prestigious organizations in the U.S. Susan was asked by the CEO to work with Peter to create a recommended plan of action for his consideration.

Peter clearly wanted the plan of action to be an account priority and began a daily interaction with Susan via email and phone. Despite his gentleman-like manners and playful discourse, Susan had a gut feeling something was not right about him. Yet, she couldn’t put her finger on what.  My feedback from the beginning was that if it feels like something stinks, it usually means something stinks…and she should trust her intuition.

Something Stinks…

Susan spent many billable hours working directly with Peter to create the recommended plan, which was finally sent to company leadership for approval. Not long afterwards, she received an email from Peter saying the plan was approved and directed her to immediately begin implementing it. Susan expressed surprise that usual company protocols had not been followed, namely an approval directly from the CEO.  Peter’s response was that he had received verbal approval from the CEO, who had just started a three-week vacation with his family, and Susan should begin moving forward right away.

Trust your gut…

Susan knew intuitively that something wasn’t right. If she followed her instincts and contacted the CEO directly for corroboration, she might jeopardize her relationship with Peter.  If she didn’t and implemented a plan not officially approved, she could jeopardize the status of the entire account.

Susan followed my counsel and her intuition, and sent an email wishing the CEO a fabulous vacation, expressing how thrilled she was at receiving approval to move forward on the plan. This completely appropriate contact generated an immediate response from the CEO to hold off on moving forward until he returned.

By following her intuition, Susan avoided a potentially negative account issue for her company and had strengthened her relationship with the CEO, who thanked her for her professionalism. The plan had, in fact, not yet been approved. The CEO also noted that Peter was extremely ambitious and had tried to elevate his position several times by conducting business without  leadership knowledge or approval.

Stay Tuned…

Intuition is an intelligence within us that helps ensure our survival and well-being. Often experienced as a hunch, a flash of insight, or a gut feeling, it is a direct perception of truth independent of any reasoning process. When we choose to tune in to our intuition, we are able to tap into energies that will guide us toward the right decision or choice for our best interests and survival.

So, next time you have that creepy feeling telling you someone or something stinks, stay tuned in and follow your intuition.

By Rory Kelly Connor

Based in New York City and Philadelphia, and serving clients worldwide, Rory Kelly Connor is a Peak Potential Coach, Certified Life & Career Coach, and Brand/PR/Business Strategy Expert. For more information, please visit www.canyouimaginelifecoaching.com.

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