Brittany Acuff presented on lessons learned from Sheryl Sandberg's book "Lean In". The presentation examined internal and external barriers that hold women back from leadership roles. It discussed sitting at the table and advocating for oneself rather than waiting passively. The "jungle gym" model of career advancement was presented as a better alternative to a rigid ladder. Creating supportive partnerships and closing the leadership gap was also addressed. The presentation provided statistics on the leadership gap and strategies for organizations and individuals to promote women's progress.
Women in the Workplace is a comprehensive study of the state of women in corporate America published by LeanIn.Org and McKinsey & Company. Learn more at womeninthworkplace.com
Executive Presence Guide packed with quick tips, article links, and how to build executive presence today. Leaders' and Managers' how to guide for every day use.
In today’s world, rules and regulations to control behaviors are no longer effective ways to run a company. Results are produced by employees who are driven and inspired by their leaders and peers to do the right thing and make the right decision; and those who do not work just for the pay but for their ability to achieve.
Many leadership articles and talent management trainings have now begun to focus on inspirational leadership. It is believed that companies/teams are more engaged and function more effectively with inspiring leaders (with or without official titles). In the process, employees become more engaged, a trait that transcends other areas of their lives including community involvement.
For the past five years, Mike Haddad, president and CEO of Schreiber Foods, has been inspiring 7,000+ partners by abiding by principles of inspirational leadership. He will share his experience of inspiring others and the journey he’s taken to become an inspiration leader not only in the corporate world but also in the community.
Women in the Workplace is a comprehensive study of the state of women in corporate America published by LeanIn.Org and McKinsey & Company. Learn more at womeninthworkplace.com
Executive Presence Guide packed with quick tips, article links, and how to build executive presence today. Leaders' and Managers' how to guide for every day use.
In today’s world, rules and regulations to control behaviors are no longer effective ways to run a company. Results are produced by employees who are driven and inspired by their leaders and peers to do the right thing and make the right decision; and those who do not work just for the pay but for their ability to achieve.
Many leadership articles and talent management trainings have now begun to focus on inspirational leadership. It is believed that companies/teams are more engaged and function more effectively with inspiring leaders (with or without official titles). In the process, employees become more engaged, a trait that transcends other areas of their lives including community involvement.
For the past five years, Mike Haddad, president and CEO of Schreiber Foods, has been inspiring 7,000+ partners by abiding by principles of inspirational leadership. He will share his experience of inspiring others and the journey he’s taken to become an inspiration leader not only in the corporate world but also in the community.
This presentation is a review of Robin Sharma's book "A leader with no title". I have only made presentation on first lesson of this book. Here I have discussed 5 principles of leadership, mentioned in this book. Robin Sharma believes there are certain skills and attitudes that allow you to rise to extraordinary success. In his powerful new parable, he offers a story designed to help people from all walks of life to achieve great things. I have you will enjoy this presentation as I have used info graphics to make this presentation more attractive.
Bad leaders are so destructive of an organization and are unfortunately rather common. Here are a few common traits that I've observed in bad leaders. This list has resonated with many friends and former colleagues and I hope it helps others to recognize and perhaps "out" some bad leaders.
In The Leader Who Had No Title, Robin Sharma shows how individuals, regardless of title, have the power to demonstrate leadership wherever they are. The lessons recounted in this book will help individuals rise to a new level of innovation, performance, and
customer loyalty. There are strategies to go from just being busy to achieving stunning results, transformational leadership lessons to build a great company, and hard-hitting tactics to become mentally and physically strong enough to lead in times of change
According to John J. Gabarro and John P. Kotter, managing your boss means “working with your superior to obtain the best possible results for you, your boss, and the company.”
8 tips are outlined to help achieve the best results possible.
The three dimensions of Executive Presence:
1. What we do, how we behave and react– (our gravitas)
2. What we say and how we say it– (our communication)
3. How we present ourselves visually – (our appearance)
Executive Presence is more of Emotional Discipline, Presence & Leadership
Bottom Line: The old model of leadership's dead. The old model said you need a title or position to make a difference. But in our new world, you can Lead Without a Title. This is Leadership 2.0.
Sink or Swim? Supporting the Transition to New Manager | Webinar 08.11.15BizLibrary
60% of frontline managers fail within the first two years in their role. 26% felt they were not ready for the role, and 58% reported receiving no management training. What can you do to turn these numbers around?
www.bizlibrary.com
This presentation offers a comprehensive review of the 2017 Women in the Workplace report by McKinsey & Company and LeanIn.org with solutions companies can take to foster gender equality.
https://womenintheworkplace.com/
There's a difference between a manager and a boss. Moreover, people have often mistaken bosses as leaders. These slides will tell you the differences between the two. Are you a leader or a boss?
Like A Boss: Why Executive Presence Matters and How You Can Master ItJennifer McClure
A recent study reported that 81% of business leaders found the concept of executive presence so contradictory and confusing that they don’t know how to act on it; however, having an effective “executive presence” is a determining factor in the ability to impact business strategy, grow your career and influence others.
Credibility, communication, countenance, courage and cultivation are the behavioral competencies honed by all leaders who speak clearly, ask mindful questions and have maximum influence in an organization.
While some people are natural born communicators, the good news is that an executive presence can be developed. Whether you’re an introvert or an extrovert, you can grow as a leader and advance your career by understanding the five keys to developing an executive presence that will allow you to communicate in a powerful way.
Presentation by Jennifer McClure, President of Unbridled Talent LLC - http://unbridledtalent.com
Everyone has a leader within. It does not depend on the position you hold, rather it is how you can influence others. This program aims at awakening the leader within you. Reflect on your strengths and then focus on how you could use these strengths to emerge as a leader in whatever situation or position you may be in.
This is a quick review of the concepts in Jim
Collins' book Good to Great. In particular, we look at the hedgehog, the flywheel, and leadership as defined by companies that went from good to great.
Covering workplace gender equality, innovative start-ups and how to get ahead, here are a collection of articles on women, leadership and the workplace
Book summary - What got you here Won't get you thereNordiana Noordin
1. One of my all-time-favourite books.
2. My first attempt to summarise a book in a presentation form.
3. Works best for career advancement & life betterment.
Conheça o posicionamento atual de importantes segmentos empresariais brasileiros em relação as suas práticas de Gerenciamento de Projetos, servindo como referência para organizações e profissionais que tenham interesse em alcançar a excelência no desenvolvimento de seus projetos.
This presentation is a review of Robin Sharma's book "A leader with no title". I have only made presentation on first lesson of this book. Here I have discussed 5 principles of leadership, mentioned in this book. Robin Sharma believes there are certain skills and attitudes that allow you to rise to extraordinary success. In his powerful new parable, he offers a story designed to help people from all walks of life to achieve great things. I have you will enjoy this presentation as I have used info graphics to make this presentation more attractive.
Bad leaders are so destructive of an organization and are unfortunately rather common. Here are a few common traits that I've observed in bad leaders. This list has resonated with many friends and former colleagues and I hope it helps others to recognize and perhaps "out" some bad leaders.
In The Leader Who Had No Title, Robin Sharma shows how individuals, regardless of title, have the power to demonstrate leadership wherever they are. The lessons recounted in this book will help individuals rise to a new level of innovation, performance, and
customer loyalty. There are strategies to go from just being busy to achieving stunning results, transformational leadership lessons to build a great company, and hard-hitting tactics to become mentally and physically strong enough to lead in times of change
According to John J. Gabarro and John P. Kotter, managing your boss means “working with your superior to obtain the best possible results for you, your boss, and the company.”
8 tips are outlined to help achieve the best results possible.
The three dimensions of Executive Presence:
1. What we do, how we behave and react– (our gravitas)
2. What we say and how we say it– (our communication)
3. How we present ourselves visually – (our appearance)
Executive Presence is more of Emotional Discipline, Presence & Leadership
Bottom Line: The old model of leadership's dead. The old model said you need a title or position to make a difference. But in our new world, you can Lead Without a Title. This is Leadership 2.0.
Sink or Swim? Supporting the Transition to New Manager | Webinar 08.11.15BizLibrary
60% of frontline managers fail within the first two years in their role. 26% felt they were not ready for the role, and 58% reported receiving no management training. What can you do to turn these numbers around?
www.bizlibrary.com
This presentation offers a comprehensive review of the 2017 Women in the Workplace report by McKinsey & Company and LeanIn.org with solutions companies can take to foster gender equality.
https://womenintheworkplace.com/
There's a difference between a manager and a boss. Moreover, people have often mistaken bosses as leaders. These slides will tell you the differences between the two. Are you a leader or a boss?
Like A Boss: Why Executive Presence Matters and How You Can Master ItJennifer McClure
A recent study reported that 81% of business leaders found the concept of executive presence so contradictory and confusing that they don’t know how to act on it; however, having an effective “executive presence” is a determining factor in the ability to impact business strategy, grow your career and influence others.
Credibility, communication, countenance, courage and cultivation are the behavioral competencies honed by all leaders who speak clearly, ask mindful questions and have maximum influence in an organization.
While some people are natural born communicators, the good news is that an executive presence can be developed. Whether you’re an introvert or an extrovert, you can grow as a leader and advance your career by understanding the five keys to developing an executive presence that will allow you to communicate in a powerful way.
Presentation by Jennifer McClure, President of Unbridled Talent LLC - http://unbridledtalent.com
Everyone has a leader within. It does not depend on the position you hold, rather it is how you can influence others. This program aims at awakening the leader within you. Reflect on your strengths and then focus on how you could use these strengths to emerge as a leader in whatever situation or position you may be in.
This is a quick review of the concepts in Jim
Collins' book Good to Great. In particular, we look at the hedgehog, the flywheel, and leadership as defined by companies that went from good to great.
Covering workplace gender equality, innovative start-ups and how to get ahead, here are a collection of articles on women, leadership and the workplace
Book summary - What got you here Won't get you thereNordiana Noordin
1. One of my all-time-favourite books.
2. My first attempt to summarise a book in a presentation form.
3. Works best for career advancement & life betterment.
Conheça o posicionamento atual de importantes segmentos empresariais brasileiros em relação as suas práticas de Gerenciamento de Projetos, servindo como referência para organizações e profissionais que tenham interesse em alcançar a excelência no desenvolvimento de seus projetos.
Developing Leadership Skills: Lessons Learned from Our TeachersAndri Andri
Developing Leadership Skills: Lessons Learned from Our Teachers
Maryland Pao, MD, FAPM
Clinical Director and Deputy Scientific Director, National Institute of Mental Health, National Institutes of Health, DHHS, Bethesda, Maryland
Donald L. Rosenstein, MD, FAPM
Director, Comprehensive Cancer Support Program, University of North Carolina at Chapel Hill, Chapel Hill, North Carolina
Karen Johnson, MD, FAPM
Associate Chair, Department of Psychiatry; Director, Consult Liaison Services, Medstar Washington Hospital Center, Professor of Psychiatry Georgetown University School of Medicine, Washington, District of Columbia
Theodore Stern, MD, FAPM
Chief, Avery D. Weisman Psychiatry Consultation Service, Massachusetts General Hospital, Ned H. Cassem Professor of Psychiatry in the field of Psychosomatic Medicine/Consultation, Harvard Medical School, Boston, Massachusetts
As early career psychiatrists advance and reach the next level in their careers, they are called upon to lead programs and their respective academic fields. But what makes an effective leader? Are leaders born? Are leaders a product of the times? Can leadership be taught? Leaders in Psychosomatic Medicine will review the available evidence base and share their own experiences.
Dr. Maryland Pao will introduce evolving ideas of leadership from the business literature from Dale Carnegie's "How to win friends and influence people" to Jim Collins' "Good to Great" to Sheryl Sandberg's "Lean In". Dr. Donald Rosenstein will discuss the often neglected topic of unsung heroes, "Deputy Leadership". Dr. Karen Johnson will provide considerations regarding academic advancement in "Negotiating Institutions: Models for Promotion". Dr. Pao will talk about choices we make to lead or not in "Lean In, Lean Out: How do we choose?" Finally, Dr. Theodore Stern will talk on "What makes a leader an effective leader?" The panel will encourage audience participation and allow time for discussion.
Learning Objectives:
To describe at least 3 ideas used by business leaders in the last few decades and understand how they might apply to leadership in the field of Psychosomatic Medicine
To understand how emotional intelligence can facilitate effective leadership
To appreciate the critical role of deputy leadership in health care organizations
Female Leadership presentation for Leadership in Comm course summarizes Research Paper findings. Fall 2007. Powerpoint by Heidi Paruta. (Tonya Stansel contributed half the information for slides, and put together paper handed in)
Use our goal-setting activity to help girls break down their goals into achievable steps—and see a clear path from where they are to where they want to go.
Personal Branding To Stand Out & Differentiate YourselfMohamed Yasser
Learn how to stand out of the crowd and differentiate yourself by personal branding strategies, treat yourself as a brand that delivers a unique value in your career field, personal branding will help you stand out and differentiate yourself away of competitors.
Passed over for a promotion? Lose a big client? Made a costly mistake? We all mess up. The important thing is what happens next. In this webinar, learn how to recover—and thrive—when the unthinkable happens.
Guest Speakers: Lorene Phillips, Senior Vice President, Reinsurance – International Casualty and Professional Lines, Sompo International and Mallun Yen, COO, Partner and Board Director, SaaStr.
The importance of women in organizational effectiveness cannot be overemphasised. Nonetheless, women are underrepresented in senior leadership positions in business today. Therefore, it is critical that you begin questioning and shifting the culture to ensure that your executive teams include women who can make critical decisions.
What role does your company's culture play in ensuring women succeed and grow in their positions? What are the most critical leadership skills for the next generation of female leaders?
In this deck, you'll find insights and actionable strategies to keep your organisational female leadership pipeline strong.
You will also learn:
• How to create a culture conducive to female retention and leadership
• How your company and its culture can empower women
• The most essential leadership competencies for emerging female leaders
• Unique and effective approach to women's leadership development
Equality is not a women's issue – it's a business issue. The race is on for the gender equal boardroom, a gender equal government, gender equal media coverage, gender equal workplaces, gender equal sports coverage, more gender equality in health and wealth, and more...
Gender equality is essential for HM Health Solutionsy to thrive. Here's how we're championing equality in the workplace.
Do I really need an MBA to be a leader? Is it a ‘career killer’ to say no to a role with relocation? How important is global experience? Join our candid Ask Me Anything session featuring top executives who’ve seen a thing or two…and bring your own leadership questions! This hour-long Q&A will offer fresh advice on everything from managing critical career relationships to unwritten rules that help you advance. Our panel of industry leaders will share fresh perspectives, but your questions will drive the conversation. (Panel)
Speakers: Liz Brenner, Founder & CEO at Culture Evolved and Kathy Tyra, VP, Workplace Resources and Real Estate at NetApp.
Want to be seen as a leader at the office? Learn how to identify and push back against gender bias by supporting your female colleagues at work. Read the full tips at leanin.org/tips/mvp
You have a big incentive to invest in gender equality in your workplace. Not only is it the right thing to do, but organizations that leverage diversity also produce better results. Use these #LeanInTogether “Tips for Managers” to identify and fight back against gender bias in your workplace.
Today, 84% of employees are “matrixed,” working on multiple teams every day. Networks of teams are replacing top-down hierarchies. And the role of a high-performing team player is changing. Are you keeping up? In this webinar, learn to leverage the “magic ratio” of highly effective teams, harness the collective intelligence of groups, and make a memorable mark.
Speakers: Jo Miller, CEO and Selena Rezvani, Vice President of Consulting and Research, Be Leaderly
Women can be powerful allies for each other at work. Find ways to advance your female coworkers and push back against gender bias. Together, we can go further faster.
How can you keep that Imposter Syndrome at bay?
We are more likely to work harder than our male counterparts and yet we're less likely to believe in our capability for success. This presentation looks to help everyone in tech overcome her or his Imposter Syndrome, empowering you with tricks that can help position you for the right jobs, roles and collaborators in just 15 minutes a day. This will include presenting yourself online in the most favorable (and Googleable) light including branding, image, and social media networks like Twitter and LinkedIn.
Watch the accompanying webinar at https://www.brighttalk.com/webcast/43/247985?utm_source=BrightTALK&utm_medium=brighttalk&utm_campaign=247985
Mentorship for women in STEM - Dr. Fiona Brinkmanscwist-sfu
Finding and Giving Career Support: Fiona Brinkman on mentorship for women in STEM
https://www.sfu.ca/dean-gradstudies/blog/year/2014/11/SCIWSTnov2014.html
1. Lessons Learned from “Lean In”:
Practical Applications for
Professional Achievement and
Personal Fulfillment
Presented by:
Brittany Acuff, Assistant Director- Facility Operations
University of Arkansas
College of Education and Health Professions
Department of University Recreation
2. PRESENTATION DESCRIPTION
In Sheryl Sandberg’s “Lean In: Women, Work, and The Will to Lead”, she
offers relevant and revealing challenges for both men and women alike.
Her book focuses on internal struggles we face while reaching our full
potential in leadership positions and cultivating supporting roles in the
workplace and at home. In this session, we will examine her wisdom and
advice on “sitting at the table”, navigating the “jungle gym” of career
advancement, seeking challenges, taking risks, and pursuing goals with
passion.
3. Learning Objectives
• Examine both external and internal barriers
associated with women’s progress towards
achieving leadership roles
• Identify solutions that will empower both men
and women to achieve their full potential
• Recognize ways to create inclusive work
environments and to close the leadership gap
of inequality
4. Sheryl Sandberg
• Current Chief Operating Officer of Facebook; former VP
of Global Online Sales and Operations at Google;
• She holds a B.A. in economics from Harvard College and
an M.B.A. from Harvard Business School- receiving top
honors in both degrees;
• In 2012, she became the eighth member (and the first
female member) of Facebook’s board of directors;
• Ranked several times on Fortune’s list of the 50 Most
Powerful Women in Business;
• In 2012, she was names one of Time’s 100 Most
Influential People in the World;
• She has been listed as one of the world’s 100 Most
Powerful Women by Forbes. In 2014, Sandberg was
listed as ninth, just behind Michelle Obama;
• She is reported to be worth over $1 billion, due to her
stock holdings in Facebook and other companies.
5. The Hard Facts
“The blunt truth is that men still run the world”.
– Sheryl Sandberg
Independent Countries in
the World
Led by men Led by women
Fortune 500 CEOs
Men Women
$0.00
$0.20
$0.40
$0.60
$0.80
$1.00
1970 2010
US Compensation Comparisons
Men Women
6. “A truly equal world would be one where
women ran half our countries and men ran half
our homes.”- Sheryl Sandberg
She argues that “conditions for all women will
improve when there are more women in
leadership roles giving strong and powerful
voice to their needs and concerns.”
8. External Barriers
• Blatant and subtle sexism
• Discrimination
• Sexual harassment
• Flexibility and access to child care
• Parental Leave
• More difficulty finding mentors and sponsors
• Proving value and worth
• Societal expectations
• Cultural traits and messages
9. “A 2011 McKinsey report noted
that men are promoted based on
, while women are
promoted based on
.”
10. “In comparison to their male
counterparts,
women are dropping out of the
workforce in high numbers. In
turn… [we] invest more in men,
who are
more likely to stay.”
- Sheryl Sandberg
11. Internal Barriers
• Lacking self-confidence
• By “not raising our hands”
• By pulling back when “[they] should be leaning in”
• Internalizing negative messages & societal cues
• Lowering personal expectations of what can be achieved
• Compromise career goals to make room for partners and
children (who may not even exist yet)
• Taking risks
• Advocating for oneself
• Fewer women, compared to male colleagues, aspire to
senior positions
12. Gender Gap in Academic Achievement
“There is no doubt that women have the skills to
lead in the workplace”. – Sheryl Sandberg
US- Undergraduate
Degrees
Men Women
US- Master’s Degrees
Men Women
0%
10%
20%
30%
40%
Men Women
Aspiring to senior level
positions
Men Women
14. Insecurities
• Being a spectator rather than a participant
– The impostor syndrome
– Underestimating yourself
• Men often attribute success to innate qualities
and skills; failure to external factors
• Women often attribute success to external
factors- luck, hard work, help from others;
failure to an inherent lack of ability.
15. “When I don’t feel confident, one
tactic I’ve learned is that it
sometimes helps to
.”
-Sheryl Sandberg
16. Lessons Learned: Sit at the table
• Feeling confident- or pretending that you feel confident- is necessary to
reach for opportunities;
• Opportunities are rarely offered- they’re seized;
– Increasingly, opportunities are not well defined but, instead come from
jumping in and doing something.
• Taking initiative pays off.
– It’s hard to visualize someone as a leader if they are always waiting to be told
what to do.
“There is no perfect fit when you’re looking for the next big thing to do. You
have to take opportunities and make an opportunity fit for you, rather than
the other way around. The ability to learn is the most important quality a
leader can have.” –Sheryl Sandberg
18. Career Advancement
Ladder
Limiting- up or
down; on or off
Only one way to
get to the top
Not a great view
to the top
Offer more
creative
exploration
Jungle
Gym
Many ways
to get to
the top
Benefits
everyone- new
careers; switching
careers;
reentering
workforce
Great views
all around-
not just at
the top
Presents a
better
chance for
fulfillment
Unique path
with
occasional
dips &
detours
19. “Women only apply for open jobs if
they think they meet
of the criteria listed. Men apply if
they think they meet
of the requirements.”
-from an internal report at Hewlett-Packard
20. Lessons Learned on the Jungle Gym
• Have an eighteen-month plan
• Have a long-term dream or goal
• Choose growth
• Don’t focus too much on career levels
• Be open to taking risks in your career & challenge yourself
• Advocate for yourself when appropriate and ask for promotions (with a smile
on your face)
22. Lessons Learned:
Mentors & Sponsors
• Formal mentorship/sponsorship programs can be
remarkably successful.
• The strongest relationships spring out of a real and often
earned connection felt by both sides.
• Intuitively, people invest in those who stand out for their
talent or who can really benefit from help.
• Use your time well and be truly open to feedback.
23. “We need to stop telling [young
women] ‘Get a mentor and you will
excel.’ Instead, we need to tell
them,
.”
- Sheryl Sandberg
24. Lessons Learned:
Authentic Leadership
• The ability to listen is as important as the ability to speak.
• Being aware of a problem is the first step to correcting it.
• Being open to hearing the truth means taking responsibility for mistakes.
• To foster authentic communication, speak openly about your own
weaknesses.
• Humor can be an amazing tool for delivering an honest message in a good-
natured way.
• Sharing emotions builds deeper relationships
• Bring your whole selves to work.
• Strive for authenticity over perfection.
25. Lessons Learned:
Lean In
“The months and years leading up
to having children are not the
time to lean back, but the critical
time to lean in.”
- Sheryl Sandberg
28. “If society the
work of caring for children,
companies and institutions would
find ways to… help parents combine
career and family responsibilities.”
- Sheryl Sandberg
29. Lessons Learned:
Supportive Partnerships
• “Maternal Gatekeeping”
– Wives who engage in gatekeeping behaviors do five more hours of family work per week
than wives who take a more collaborative approach.
• Share responsibilities
• We need to encourage men to lean into their families.
– Gender roles are reinforced not just by individuals, but by employment policies as well
– Fathers working inside the home face extremely negative social pressure
• 4% of parents
• Very isolating
• Not feeling welcomed in social circles
• Distrust
• Outside the norm
30. “I truly believe that the single most
important career decision that a
woman makes is whether she will
have a and
that partner is.”
- Sheryl Sandberg
32. Aspiring to Leadership
• Cheer on girls and women who want to sit at the table,
seek challenges, and lean in to their careers.
• Men of all ages should play an active role and commit to
changing the leadership ratios.
– Actively seek out qualified female candidates to hire and promote
– Invest more in recruiting, mentoring, and sponsoring women to get
the necessary experience for positions of leadership
“Shared experience forms the basis of empathy and, in
turn, can spark the institutional changes we need.”
-Sheryl Sandberg
33. Resources
• Join the Lean In Community at www.facebook.com/leaninorg.
• Visit www.leanin.org for practical education and personal
experiences to help you reach your goals.
• Create and join Lean In Circles, small peer groups that meet in
person for ongoing encouragement and development.
• Stay actively involved in local, regional, national, and global
efforts. Visit http://www.state.gov/s/gwi/index.htm for more
information on the Office of Global Women’s Issues.
• “Lean In” to NIRSA- get involved in mentorship opportunities,
conferences, and more.
• Lean In for Graduates, by Sheryl Sandberg
Editor's Notes
By show of hands, how many of you have heard Sheryl Sandberg before today? How many of you have heard of Facebook?
Of the 195 independent countries in the world, only 17 are led by women. A meager twenty-one of the Fortune 500 CEOs are women. Progress remains sluggish when it comes to compensation as well. In 1970, American women were paid $.59 for every dollar their male counterparts made. By 2010, that number had only increased to $.77 for every dollar men made.
The laws of economics and many studies of diversity tell us that if we tapped into the entire pool of human resources and talent, our collective performance would improve.
Can you think of any other EXTERNAL barriers preventing women from obtaining leadership positions in the professional world?
Sheryl talks in her book that her generation was naïve and idealistic. Integrating professional and personal aspirations proved far more challenging than they had imagined. During the same years that their careers demand maximum time investment, their biology demanded that they have children. The workplace did not evolve to give them the flexibility women needed to fulfill responsibilities at home.
While both the external and internal barriers are equally important, Sheryl’s book focuses on the internal barriers that hold women back and focuses on identifying solutions to empower women to be ambitious and to go after their passions with confidence.
Women are increasingly outperforming boys in the classroom- 57% of undergraduate degrees and earning 60% of master’s degrees. However, a 2012 McKinsey survey of more than 4,000 employees in leading US companies found that only 18% of women aspire to senior level positions, while 36% of men do. However, there seems to be a shift in the leadership ambition gap- a recent survey of Millennials found that women were just as likely to describe themselves as ambitious as men. While an improvement, the leadership ambition gap remains. Since more men aim for leadership roles, it is not surprising that they obtain them. Fear is at the root of so many of these barriers (not being liked, making the wrong choice, drawing negative attention, overreaching, being judged, failure, being a bad mother/wife/daughter. Without fear, women can pursue professional success and personal fulfillment- and freely choose one, or the other, or both. So ask yourself- “What would you do if you weren’t afraid?”
Multiple studies in multiple industries show that women often judge their own performance as worse than it actually is, while men judge their own performance as better than it actually is. A study of close to 1,000 Harvard law students found that in almost every category of skills relevant to practicing law, women gave themselves lower scores than men. The internalization of failure and the insecurity it breeds hurt future performance, so this pattern has serious long-term consequences.
Sheryl was an aerobics instructor in the 1980s- influenced by Jane Fonda- this also meant smiling solidly for a full hour. Some days a smile came naturally, other days- she was in a lousy mood and had to fake it. Yet after an hour of forced smiling, she often felt cheerful. Research backs up this “fake it till you feel it” strategy. One study found that when people assumed a high power pose for just two minutes, their dominance hormone levels went up and their stress hormone levels went down. As a result, they felt more powerful and in charge and showed a greater tolerance for risk. A simple change in posture led to a significant change in attitude.
Men tend to reach for opportunities more quickly than women. Women are more cautious about changing roles and seeking out new challenges. Women are statistically less likely to “sit at the table”. We need institutions and individuals to notice and correct for this behavior by encouraging, promoting, and championing more women. And women have to learn to sit at the table.
As of 2010, the average American had eleven jobs from the ages of eighteen to forty-six alone. The days of joining an organization and staying there to climb the ladder are long gone. Pattie Sellers, conceived a much better metaphor that “careers are a jungle gym, not a ladder”.
Women need to shift from thinking “I’m not ready to do that” to thinking “I want to do that- and I’ll learn by doing it.” In Sheryl’s experience, more men look for challenging assignments and take on high-visibility projects, while more women hang back. Women often believe that good job performance will naturally lead to rewards. This is often described as the “Tiara Syndrome” where women “expect that if they keep doing their job well someone will notice them and place a tiara on their head.” Hard work and results should be recognized by others, but when they aren’t, advocating for oneself becomes necessary.
Set targets for what the team can accomplish; Set personal goals for learning new skills (How can I improve?)
Careers do not need to be mapped out from the start, but it helps to have a long-term dream or goal. Even a vague goal can provide direction to move toward.
“If you are offered a seat on a rocket ship, you don’t ask what seat. You just get on.” – Eric Schmidt; Look at the potential for growth; divisions or teams that are expanding; Look where there is high demand for the skills you have acquired
If a particular path would make you happier and offer a chance to learn new skills, you are actually moving forward.
When female managers move up, they are more likely to do so internally instead of switching to a different company.
Sometimes staying in the same functional area and in the same organization creates inertia and limits opportunity to expand. Seeking out diverse experiences is useful preparation for leadership. Understandably, though, there are external pressures that force women to play it safe and stay put- (ex. gender stereotypes; accommodating a partner’s career path; job changes that involve changing locations)
One study showed that women who found mentors through formal programs were 50 percent more likely to be promoted than women who found mentors on their own. Effective formal programs can help educate men about the need to mentor women and establish guidelines for appropriate behavior. They work best when combined with other kinds of development and training.
A recent study found that “sense of humor” was the phrase most frequently used to describe the most effective leaders.
To really care about others, we have to understand them- what they like and dislike, what they feel as well as think. Emotion influences every decision we make. An all-business approach is not always good business.
We benefit from expressing truth, talking about personal situations and acknowledging that professional decisions are often emotionally driven.
True leadership stems from individuality that is honest and imperfectly expressed.
Despite modern methods that can minimize the impact of biological imperatives, women still do the vast majority of child care. As a result, becoming a parent decreases workforce participation for women but not men. Forty-three percent of highly qualified women with children are leaving careers, or “off-ramping,” for a period of time. Over the past decade, child care costs have risen twice as fast as the median income of families with children. The cost for two children (an infant and a four-year-old) to go to a day care center is greater than the annual median rent payment in every state of the country.”
Of Yale alumni who had reached their forties by 2000, only 56 percent of the women remained in the workforce, compared with 90 percent of the men.
Three decades separate the studies and still nearly twice as many women as men enter the workforce anticipating this stumbling block in their careers. External voices, and often their own internal voice, repeatedly question their decision to keep pursuing their career goals, passions and pursuits. Of those that take time out, only 40 percent will return to full-time jobs. Don’t enter the workforce already looking for the exit. Don’t put on the brakes. Keep a foot on the gas pedal until a decision must be made.
All too often rigid work schedules, lack of paid family leave, and expensive or undependable child care derail women’s best efforts. Paid personal time off, affordable high-quality child care, and flexible work practices would serve families and society well. This would help to provide a more inclusive work environment and close the gap of leadership inequality.
According to the most recent analysis, when a husband and wife both are employed full-time, the mother does 40% more child care and about 30% more housework than the father. As women must be more empowered at work, men must be more empowered at home.
When fathers provide even just routine child care, children have higher levels of educational and economic achievement and lower delinquency rates. These children tend to be more empathetic and socially competent. These findings hold true for children from all socioeconomic backgrounds, whether or not the mother is highly involved.
Contrary to popular belief, the majority of the most successful female business leaders have partners. Sheryl states that she does not know of one woman in a leadership position whose life partner is not fully supportive of her career. No exceptions. True partnerships in our homes set the stage for the next generation and the sooner we break the cycle, the faster we will reach greater leadership equality and a more equal division of labor. As more women lean in to their careers, more men need to lean in to their families.
Research already suggests that companies with more women in leadership roles have better work-life policies, smaller gender gaps in executive compensation, and more women in midlevel management. Wherever your true passions lie, Sheryl teaches us to lean in- all the way.
Published in April 2014, Lean In for Graduates includes the full text of the original bestseller as well as new chapters on finding your first job, negotiating your salary, listening to your inner voice, and leaning in for women of color and millennial men. It also includes stories from young people around the world who’ve pushed past their fears and achieved their goals.