This post focuses on women
and leadership. The generalizations made about feminine management styles do
not apply to all women or women exclusively but, in studies, have been linked
primarily to women.
The very qualities that
make women excellent mangers may also keep them at a certain level within the
organization. Women work in the context of what Carol Gilligan (1) calls a web
of inclusion. They share successes and personalize failures. They tend to be
inclusive and share credit with others. These are often the gifts brought to
the marketplace by women that serve the organization well. At the same time,
there is the "other side of the gift". By that, I mean that these
traits have a potential for diminished return; they can stall or block career
advancement.
The “other side of the
gift” shows up in women’s reluctance to promote their work and to market
themselves within the organization. They fail to function as their own agents.
Diane, a VP of accounting,
began to notice that she was no longer being included in director level meetings and that she had lost
easy access to her mentor, a senior level director whose position she (and
others) believed she would acquire. She consulted with me and we worked to
identify the choices she was making that, while not bad in and of themselves,
were nevertheless not serving her well in terms of being recognized as a
leader.
Diane developed a strategic
plan to re-position herself. Her plan required a new perspective on what was
important at work. Her rigorous task orientation, often a by-product of women’s
perceived need to work harder than men to make their mark, had to be adjusted.
She realized that networking within the organization was a priority for which
time had to be made. Diane immediately took steps to get her work noticed by
getting on the agenda of the Director meetings where she showcased her
accomplishments. Her tendency to understate her accomplishments was replaced
with appropriate and well-received ways of demonstrating them. She initiated
more meetings with her mentor. She adjusted her communication style when
speaking with him and with other senior level managers, shifting from
problem-focused to idea sharing. She changed her work priorities. She created a
superstar file, a first step toward creating a professional portfolio, and she
began to look at what other companies were doing in order to offer fresh
perspectives at meetings. Diane is included in all important meetings now.
Whether she will take her place at the table remains to be seen, but there is
likely to be a seat for her, if she so chooses.
What natural gifts do you
bring to your work? How do they complement and support your goals? How does the
"other side of the gift" impact your career success? Reply to this
post; tell us your story.
Note: A special thanks to Ann Martin Gallagher, M.S. (retired) who introduced me to the "other side of the gift." 1. Reference: In A Different Voice by Carol Gilligan
Comments