Why should anyone be led by you? The common mistakes of engagement. Barriers to success. What do women need? High performing organizations.

1. PURPOSE. POWER. PRESENCE
Leadership Essentials for Women
JAYNE WARRILOW

2. The Changing Context
of Leadership
“The leadership models of the past provide little
guidance for the business context of the future”
Harvard Business Review

3. The Changing Context
of Leadership
Delayering of management structures -
more matrixed leadership roles
Networked markets - power of one voice -
importance of “me+we model”
Globalization - embrace diversity
Less transactional more movements that
foster community and brand identity
Increasing need for collaboration,
inclusiveness, building trust and
relationships

4. The Changing Context
of Leadership
Changes in theories and practices of
Leadership
Power shift away from autocratic,
authoritative power to shared/collaborative
Leaders use coaching styles
Increased agility to meet the demands of
accelerated technological growth, increasing
workforce diversity, intense competitive
pressures and weakening of geopolitical
boundaries

5. The common mistake of
engagement...
what are people engaging with?

6. LEADING
THE
ORGANIZATION
LEADING
SELF
LEADING
OTHERS
LEADING
MANAGERS
LEADING
THE
FUNCTION
WHAT ARE YOU LEADING?
Why should anyone be led by you?
‣ Scale (how big can we grow this?)
‣ Speed (how fast can we do this
‣ Replicability (how many times
can we do this?)
‣ Systems (how can we do this?)
‣ Efficiency (how much profit can
we make?)
MANAGEMENT
VERSUS
LEADERSHIP

7. “A long history of
viewing
leadership traits
in masculine
terms creates a
double standard
for women in which
they must balance
assertiveness
with affection.” -
Eagly & Carli, HBR
Women in Organizations

8. Although women occupy more than 40% of
managerial positions,only 6% top leadership positions
and only 2% CEOs are women
Only 2.4% of Fortune 500 CEOs are women and only
9.4% Senior Executives
WHY?

9. “BIPOLAR” CHOICE SET
ABOUT WOMEN LEADERS
The worldview of leadership is that you are
either good at your job or you are a good
people person.
50%
PEOPLE
SKILLS
50%
TECHNICAL
COMPETENCE
100%
CAREER
SUCCESS+ =
The MISSING 33%...

10. The MISSING 33%...
PROFESSIONAL COMPETENCE
INTERPERSONAL SKILLS
BUSINESS STRATEGY
The missing 33% that’s never talked about
and THE skill set where men are consistently
rated by bosses as outperforming women

11. Barriers to Success
EXTERNAL
INTERNAL

12. Research shows the following:
EXTERNAL BARRIERS
Stereotyping - Insufficiently feminine, too masculine
Gender bias - for showing dominance, expressing
disagreement, assertive or self promoting
Discrimination - blatant and subtle, questioning of
competence, sexual harassment, social isolation
Glass ceiling -changing slowly but women still earn less
than men in same positions
“Think manager, think male” -men rate
female leaders less favorably when exhibit traditionally masculine
behaviors, and generally speaking men still recruit men

13. less respect
by peers
negative
evaluation by
senior leader
more liked
and respected by
subordinates
less liked
by peers
women who
display masculine
behavior traits
THE PARADOX FACING WOMEN

14. Research shows the following:
INTERNAL BARRIERS
Lack of confident communication/poor
presentation skills
Lower self efficacy
Beliefs about external barriers (not
having ideas taken seriously)
Don’t self promote (ego)
Fail to take strategic view of own career
Work-life balance issues

15. “If I’m 99% sure, I’ll talk like I’m 95% sure, as
opposed to men who talk like they are 150%
sure even when they are not.
As women we need more confidence in our
communication”
What women say...
“They are predisposed
against hearing you
because...
you’ve got a skirt on”

16. Barriers to Promotion for
Women Executives
Lack of Executive Sponsor
Work-Life balance
Insufficient Breadth of Experience
Willingness to Relocate
Lack of a Mentor
Lack of Executive Leaders Potential
Insufficient Depth of Experience
Lack of Global Experience
Confidence
Ambition
Resilience
Decision Making Ability
0.0% 12.5% 25.0% 37.5% 50.0%
42.5%
42.0%
28.8%
25.9%
21.2%
19.2%
18.9%
17.5%
17.2%
13.9%
7.4%
7.4%

17. 1.WORK LIFE BALANCE
2.LACK OF AN EXECUTIVE
SPONSOR
3.INSUFFICIENT BREADTH
OF EXPERIENCE
Top 3 Factors preventing women
from gaining promotion
In ASIAPAC and EMEA also a lack of willingness to relocate

18. “Women business leaders are more likely than
their male counterparts to be judged as
ineffective at basic leadership tasks such as
providing intellectual stimulation, influencing
superiors, problem solving and role modeling.”
(Cross cultural comparison of men and women leaders;Jonsen & Carter IJCCM 2008)
IN EUROPE

19. The Natural Leadership Talents
of Women
Strong process orientation
Patience
Collaborative
Good listeners, facilitators,
coaches
Open, sensitive, emotional,
empathetic
Willing to admit mistakes,
express caring/concern
PEOPLE
PROCESS
RELATIONSHIPS
CONNECTIONS

20. Neuroscience...
Women’s contextual view
(ability to integrate more details faster
and arrange data into complex patterns
and multi-task)
Tolerance for ambiguity
Intuitive
Long term planning
Mental flexibility +
creative imagination
Verbal expression
EQ & SQ
Networking, collaboration,
empathy
The female brain has more nerve
cables connecting the two brain
hemispheres; the male brain is
more compartmentalized, the
sections operate independently
for linear thinking.
This “step” thinking is
compounded in males as
testosterone tends also to focus
the attention of the brain.

21. Zenger/Folkman - A Study in Leadership: Women do it better than Men, 2010
Women do it better than men?
Male Female
Takes Initiative 48 56
Practices Self-Development 48 55
Displays High Integrity and Honesty 48 55
Drives for Results 48 54
Develops Others 48 54
Inspire and Motivates Others 49 54
Builds Relationships 49 54
Collaboration and Teamwork 49 53
Establishes Stretch Goals 49 53
Champions Change 49 53
Solves Problems and Analyzes Issues 50 52
Communicates Powerfully and Prolifically 50 52
Connects the Group to the Outside World 50 51
Innovates 50 51
Technical or Professional Expertise 50 51
Develops Strategic Perspective 51 49

22. Caliper Global Study: Women
The Caliper study findings are summarized into
four specific statements about women's leadership
qualities:
Women leaders are more persuasive than their
male counterparts.
When feeling the sting of rejection, women leaders
learn from adversity and carry on with an "I'll show
you" attitude.
Women leaders demonstrate an inclusive, team-
building leadership style of problem solving and
decision making.
Women leaders are more likely to ignore rules and
take risks to do “the right thing”.

23. The context matters.
Women are less effective than men when...
senior leadership positions are male dominated
proportion of male subordinates increases
in traditionally male dominated environments
especially military organizations
Women are more effective than men when...
when in middle management positions
those that reach senior executive positions are found
to be extremely competent
when supported by organizational structures and
development
in educational, government, technology and social
service organizations

24. What do women need?
Flexible work arrangements, family friendly
HR practices (men and women)
Diversity, sourcing and recruiting
Systems to negate gender bias (objective
performance reviews etc)
Individually tailored leadership development
programs
Executive coaching specifically designed to
support women
Mentoring frameworks and networks for
women
Manage women’s talent
Support life transitions and well-being at
work
Organizations need to turn and face reality and support women to
accelerate the development and pipeline of qualified women leaders.
47% of global organizations
do not have a clearly
defined strategy to develop
women to leadership roles.
Those that do outperform
those that don’t.

25. The GOOD News?
The culture of leadership is changing and
what women offer is essential.
Female leaders have come to symbolize new types of leadership that
connote greater effectiveness and synergy than leadership of the past.
Appointments of women to Senior Executive positions capture the symbols of
innovation and progressive change.(Leadership Quarterly, 2010)
Domination as a leadership style is becoming less
popular. There is a new growing appreciation of
those traits that women use to keep families
together and organize volunteers to unite and
make change in the shared life of communities.
These newly admired leadership qualities of
shared leadership; nurturance and doing good for
others are today not only sought after but also
needed to make a difference in the world... A
feminine way of leading includes helping the world
to understand and be principled about values that
really matter.
Dr Musimbi Kanyoro, World YWCA Secretary General

26. High Performing Organizations

27. What can we learn from women
who made it to the top?
“The skills needed to be a leader in today’s
organizations are shifting, we need a combo of
hard and soft skills to be successful. You have to
execute to perform but you have to bring the
people with you” - Ellen Kullman, CEO of Dupont
“We know to be successful we HAVE to make a
strategic effort to attract, retain and promote
women to senior levels. We’ve come a long way
but there is a persistent gender gap and as CEO
this concerns me deeply” - Irene Rosenfeldt, CEO Kraft

28. What can we learn from women
who made it to the top?
“My advice to women is this:
1) Sit at the table (Don’t underestimate yourself)
2) Make your partner a partner (Equity starts at
home)
3) Don’t leave until you have to leave (Stop
worrying about the future, step in and create it)” -
Sheryl Sandberg, COO Facebook
“Expectations of women are simply lower and
this results in them being overlooked for
opportunities. Now as leader I strive to create an
environment different from the one I faced, an
environment where good ideas can come from
anyone and opportunities are open to everyone” -
Heather Bresch, CEO Mylan, Fortune 500 company

29. What the research shows:
Research shows successful Senior Executive Women show the
following characteristics:
Alignment of behaviors with what they want to achieve
Do you know what your most important goals are?
Overcome Barriers through increased agility
How do you react when you face a barrier to achieving your goals?
Deep, meaningful networking
How are you cultivating relationships inside and outside of your
organization?
Purpose, Power and Presence
What is your vision for yourself and how do you plan to get there?

30. What every woman should
know about leadership...
Leadership is using the best in you to achieve and sustain
extraordinary outcomes by engaging the best in others
Conventional wisdom about leadership leads women astray
Don’t forget the missing 33% - Business strategy skills are
essential to leadership and career success
Traditional leadership development programs aren’t equally
effective for men and women
Leadership is about achievement through the people
To progress you need to understand the context in which you are
leading
Effective leadership is now more about who you are than what
you do

31. Finally... getting an intellectual handle on these issues isn’t
the same as living them wholeheartedly.
The overwhelming problem all leaders face is
disengagement, the lack of feedback, the fear of
staying relevant amid rapid change and the need for
clarity of purpose.
Ask yourself - Are you engaged? Are you present?
If we want to be successful we need to
reignite innovation and passion,
we have to re-humanize work.
The truth is what we know matters,
but who we are matters more.
The first step in the journey is understanding where
we are, what we’re up against and where we need
to go.

32. Roundtables:
Table 1: Define successful leadership across the
organization
Table 2: Define the challenges facing women at
Ericcson
Table 3: How can you (as women) add value to
the organization?
Table 4: What do you need from the organization
to be successful?

33. HIGH PERFORMANCE
RESONANCE
villain
victim
hero
What would it
mean for you to
come OFF the
triangle?
100%
RESPONSIBILITY
RESONANT
REAL

34. “I am only one; but I am still one. I cannot do
everything, but I can still do something. I will not
refuse to do the something I can do”
Helen Keller
It only takes one...

35. RESONANTCOACHMASTERCLASS
THEADVANCED PROGRAM FOR COACHES
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Guidelines and Ideas for
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1. Making the Case for Executive
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2. Creating a Coaching Culture: the
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