Hermanas Leading Network
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Hermanas Leading Network

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Introduction to Hermananas Leading Network presented at CALSA 2013 Summer Institute in Carlsbad, CA.

Introduction to Hermananas Leading Network presented at CALSA 2013 Summer Institute in Carlsbad, CA.

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  • Employees physically located at client sites making it difficult to engage employees and establish a Sodexo culture and brandThe 21st largest employer in the world with 410,000 employees in more than 80 countries and my neighbors still say, “Sodexo who?”..
  • Research shows we do not receive enough coaching from our managers beyond performance. Yet, self knowledge about one’s image and exposure are key to continual growth. With self-awareness comes the understanding of the value you bring to your organization and the results you are capable of delivering.
  • Why is PIE Important?Exceptional PERFORMANCE is expected and the table stakes to playingHaving the right IMAGE, being professional, credible and savvy, is also criticalOften overlooked and the biggest determining factor to career progression is having the right EXPOSURE and understanding where and how you can gain the exposure needed to move ahead. This is more than just networking, this is networking focused on moving your career toward the goal you have identified.This means having a goal and identifying those who can help you obtain your goal.
  • The PIE Assessment During this workshop, you’ll work with small groups and apply these learnings to perform a self assessment on how you would rank your personal PIE elements.This assessment will then help you to put together a roadmap of where you are at today, where you want to go, and where you need to focus to get there.It’s critical to have an understanding of the end result you are looking for so you can begin to identify who you need to connect with to help you obtain your goal. With this knowledge, and the resources available through CALSA, you can be well on your way to taking control of your career and driving it in the direction you want to go in.

Hermanas Leading Network Hermanas Leading Network Presentation Transcript

  • Cafecito Summer Institute 2013 Carlsbad, San Diego July 17, 2013
  • Ofelia Ceja-Lariviere, CALSA President Yvette Irving, CALSA Regional Representative Dr. Irella Perez, CALSA Regional Representative Dr. Nancy Carroll, Regional Representative Socorro Shiels, CALSA Director of Mentoring Shawn Hetherman, Sodexo Director Business Development Elizabeth Zamora-Mejia, Legal Counsel Atkinson Andelson, Loya, Ruud & Romo HERMANAS LEADING NETWORK
  • 9:00 am to 9:15 am (Ofelia) Welcome Introduction (Quick show of hands of level positions and location) 9:15 am to 9:25 am (Elizabeth) Presentation of data showing need to support Latina’s in their leadership journey 9:25 am to 9:40 am (Yvette) Presentation of our network, 3 phases 1.) Background, Mission, Initiatives 2.) Implementation of Initiatives 3.) Monitor and Measure success for sustainability Include 2012 Survey response as appropriate 9:30 am to 10:00 am (Irella) Homework statements, calendar and one or two very short inspirational testimonies 10:00 am to 10:10 am (Shawn) PIE presentation – Overview or Example of Future Personal Development 10:10 am to 10:30 am (Socorro) Group Discussion – in remaining time seek comments, suggestions, thoughts from group Closing - recapping Final remarks Agenda
  • “In the future, there will be no female leaders. There will just be leaders.” -Sheryl Sandberg, COO Facebook
  • • U.S. Fortune 500 chief executives: 2.4% Female • Overall corporate executives: Less than 15% Female • Female managers' earnings: 78 -87 cents for every $1 earned by male managers Female Underrepresentation in Management
  • WHY Are Women so underrepresented in Education Leadership?
  • Female Underrepresentation in the Superintendency Latino v. Latina Superintendents in California Latino 73% Latina 27% Superintendents in California Non- Latino/a 92% Latino/a 8%
  • Jessie Ceja DISSERTATION DOCTOR OF EDUCATION in EDUCATIONAL LEADERSHIP at CALIFORNIA STATE UNIVERSITY, SACRAMENTO SPRING 2013 BARRIERS, RESILIENCY, LEADERSHIP, MENTORING AND NETWORKING: FACTORS INFLUENCING THE ASCENSION OF LATINO/AS TO THE SUPERINTENDENCY OF PUBLIC SCHOOL DISTRICTS IN CALIFORNIA
  • Primary Barriers reported in the ascension of Latinas to the superintendency • Lack of networking and socialization skills • Lack of mentors/role models • Latina superintendents face gender barriers in addition to race/ethnicity barriers
  • Primary Barriers : Networking Male superintendents: • Have more opportunities for networking and bonding • Form more informal relationships to help their careers Jessie Ceja, Dissertation (2013)
  • “Latina women are less likely to be appointed to the superintendency because they have been unable to build strong and informal job contact systems based on professional relationships.” A Persistent Barrier Jessie Ceja, Dissertation (2013)
  • • Mentoring, networking, and peer support groups • Latina superintendents who are the “glass-ceiling breakers” should mentor those aspiring to be superintendents Key Factors allowing Latina Administrators to overcome barriers
  • PHASE ONE: HISTORY PHASE TWO: IMPLEMENTATIONS IN 2013-14 PHASE THREE: SUSTAINABILITY MISSION: To increase the number of Latinas successful women in the higher ranks of education serving students GOALS: To deliver content focused on personal development that is relevant to our women members. To create an environment that encourages women to be bold and take calculated risks. To provide events (in person & virtual), that promote networking among our women members. Overview of Latina Leadership Series
  • Review of Survey Results CALSA Latina Leadership Series Interest Survey August 2012
  • Demographics 1. Which title best describes your current position? 0 10 20 30 40 Superintendent Cabinet Level District Administrator - mid level Site Administrator Percentage 2. How many years have you been in your current position? 0 10 20 30 40 50 0-2 years 3-5 years 5-7 years 7+ years 74% are currently Site or District Administrators 70% have < 5 years in their current position Percentage
  • Demographics 3. Which best describes your current district demographics? 53% 26% 21% Urban Suburban Rural 4. Which best describes your current district size? 0 10 20 30 40 Small <1,000 Mid-Medium 1,000- 5,000 Medium 5,001 - 15,000 Mid-Large 15,000- 25,000 Large 25,000+ Percentage
  • Demographics 5. How many total years have you been in education? (both teaching and administration positions) 2% 22% 31%10% 35% 6 to 9 10 to 15 16 to 20 21 to 25 25+ Number of Years: 6. What is your gender? Female Male The group representing 21-25 years has the smallest representation at 10%. No one reported <5 years.
  • 0 5 10 15 20 25 30 35 40 45 County Office Professor Site Administrator Consultant District Administrator Cabinet Administrator Superintendent Long Term Plan Demographics 7. What is the next step in your career? (short term plan) 8. What is your final career objective? (long term plan) Percentage 43% aspire to become Superintendent. An almost equal percentage aspire to Cabinet Administrator (20%) as those who want to be Consultants (19%).
  • 9. Which area would you say you are most skilled in? Demographics 0 20 40 60 80 Teaching & Learning Student Services Human Resources Business Technology Percentage
  • 10. Please rate your level of interest in the following topics: (Most Interested) 0.0 10.0 20.0 30.0 40.0 50.0 60.0 70.0 80.0 90.0 100.0 Building & maintaining community support Mitigating opposition and conflict in tough discussions and decisions Becoming politically savvy Reaching consensus in difficult times Creating meaningful relationships with your school board Networking for meaningful leadership Somewhat Interested Very Interested Total When combining SI & VI responses, effective networking is most desired. When reviewing just VI responses, mitigating opposition & conflict ranks highest. The greatest interest lies in developing networking, influencing and diplomacy skills.
  • 0.0 10.0 20.0 30.0 40.0 50.0 60.0 70.0 80.0 90.0 100.0 Developing an outstanding application packet Asessment of readiness for the next career move Availing oneself of resources available Preparing for the next career move & positioning for future moves Navigating racial & ethnic identity and politics Somewhat Interested Very Interested Total 10. Please rate your level of interest in the following topics: (Moderately Interested)
  • 0.0 20.0 40.0 60.0 80.0 100.0 Participating in mock interviews Preparing for interviews Connecting with search firms Securing the assistance of a mentor(s) How to reasearch a district Negotiating your salary or contract Somewhat Interested Very Interested Total 10. Please rate your level of interest in the following topics: (Least Interested)
  • 2013 August September - Latina Leadership Recruitment Reception - South and North October 17 - ACSA / AASA Woman in School Leadership Forum November 6-9 - ACSA Leadership Symposium December 2014 January - Focus on Results - Latina Leadership Forum February March - International Woman’s Day - Latina Leadership Event - South and North April 2-5 - Anaheim - CABE May June July 24-25 - CALSA Leadership Institute (up North) Calendar of Events
  • Your Personal Brand Equity & PIE sodexoUSA.com
  • Over 10 years ago, Sodexo started on a journey to increase Diversity and Inclusion throughout the organization. Globally, our CEO is committed to elevating women & persons of color in our organization Helps differentiate us from our competitors Helps us to become an employer of choice We use Mentoring and Network Groups as a way to support our diversity efforts and provide a positive forum for professional development. Our mission: To Improve the Quality of Life Where We Operate 27 Why Sodexo?
  • 28 Today, we are a recognized leader in Diversity and Inclusion Profiles in Diversity Journal • Diversity Leader Award • Innovations in Diversity DiversityInc #1 • African Americans (#1) • Asian Americans (#10) • Executive Women (#3) • Global Diversity (#5) • Latinos (#4) • LGBT employees (#5) • Recruitment & Retention (#2)
  • Every successful brand is built around a central, compelling idea. An idea that has real value for the organization and its stakeholders alike. Brand strategy is key to unlocking that value and crafting a powerful strategy that delivers results.
  • The Brand Called You 30 • What makes you Different ? • How do you Market yourself ? • What’s your real Power? Or Added-Value? • How’s Your Brand Doing?
  • • The PIE MODEL examines the relationship between 3 key dimensions that impact an Individual’s career • P erformance • I mage • E xposure 31 The PIE MODEL
  • • P is the table stakes-- fundamental • I & E critical to creating alliances regarding personal value proposition • Fit and comfort are about I & E • I & E more critical as you progress up the career ladder or across the growth lattice • Correct balance for proper positioning • E is driven by relationships 32 Why is PIE Important?
  • What are you known for ? • What is your personal business brand? • Have you taken time to create your personal brand identity and share that with others? • Do you understand how your current personal brand is impacting your Performance, Image and Exposure? • Do you feel your Image is impacted by stereotypes? • Would you like to be more visible? 33 Pie Assessment
  • 34 What aspect of PIE did he miss?
  • “Fortune does favor the bold and you’ll never know what you’re capable of if you don’t try.” -Sheryl Sandberg, COO Facebook