The motivation behind of the research is based on the fact that entrenched socio-cultural stereotypes tend to undermine women’s ability to be leaders and managers across the social strata. Many women, and parts of society, have blamed the patriarchal bias as one of the unyielding obstacles to impede progress of women in leadership. In the last few decades networking has been touted as an essential skill for professional and business people to get ahead in business and people need to get out into the world and create and maintain business relationships. There is a view that representation of women in leadership would multiply exponentially if women were readily able and willing to collaborate and actively support each other using networking as the tool to do so.
The research explored this view and whether it bore fruits.
Progress in gender diversity in public relations remains painfully slow in many ways, but Time’s Up for the field. According to The Homes Report, women make up about 70% of the PR workforce, but they only hold about 30% of the top positions in the industry.
The Plank Center hosted a free webinar titled “Women and Leadership in Public Relations.”
The Center’s 2017 Leadership Report Card found that being successful in the field is still challenging for women—the pay gap is real; the opportunity gap is real; and the being-heard-and-respected-gap is real.
The webinar discusses bridging those gaps, including action items for current leaders at all organizational levels. Led by industry professionals:
Julia Hood, founder, Pop-Up Media and AgendaZoom
Jacquie McMahon, senior account executive, Ketchum
Donnalyn Pompper, public relations professor & endowed chair, University of Oregon
Brian Price, corporate communications manager, Starwood Retail Partners
And moderated by Leah Seay, assistant manager, public policy communication, General Motors.
To view the archived webinar, go to The Center's website: http://bit.ly/PlankWebinars
How to engage men in inclusionary leadership programs within your Diversity and Inclusion initiatives. by Dale Thomas Vaughn, presented at the Women In Tech International Summit 2017, previous versions presented at SHMR Diversity and Inclusion 2016, and various corporations.
Millennial men could have a significant impact on advancing gender equality and partnership based on their attitudes. As the first native gender-neutral generation, millennials believe gender should not define roles or opportunities. However, engaging men, especially millennial men, is important because many still do not recognize barriers facing women or advantages men enjoy. Building systems in companies to identify biases, leverage women's leadership, and engage men through accountability and role models can help establish gender partnership.
(Full Text Version) The Leadership Machine: All the Research about Women's Ca...Janice Fraser
The document summarizes research on barriers that women face in advancing to leadership roles. It finds that women are less likely than men to receive stretch assignments that develop leadership skills, more likely to be placed in "glass cliff" roles with high risk of failure, and more likely to end up in staff rather than line roles. This limits their access to the most influential assignments and positions. The document also discusses how women receive less sponsorship from senior leaders, are excluded from influential networks, and face biases in talent reviews and day-to-day interactions that undermine their perceived competence. It provides strategies for women to overcome these barriers by cultivating relationships across groups and seeking sponsors and mentors.
This document discusses networking and how it relates to gender differences in the workplace. It notes that stereotypes persist where women are perceived less favorably than men in evaluations and promotions. Women also tend to be pushed toward more stereotypically feminine tasks. The pay gap is discussed, with women in 2008 earning on average 79.9% of what men earn. Barriers for women in networking include the "motherhood assumption" where women are seen as less willing to travel. Overall the document examines networking challenges women face in the workplace.
This newsletter provides information on CREW Hampton Roads' activities in the first quarter of 2015. It includes a letter from the president highlighting programs, events, and committee accomplishments. It also features an article summarizing interviews with 10 executive women in commercial real estate about their careers and views on networking, risk-taking, and mentoring. Additionally, the newsletter provides statistics on CREW Hampton Roads, recognizes the 2014 Member of Excellence, lists member achievements in 2014, welcomes new members, and announces upcoming events.
This International Women's Day, INSEAD takes a look at persistent myths about women in business that need to be shattered and replaced with clear facts. Because when women have the same opportunities to rise up the ranks and take the lead, organisations do better.
#IWD2017 #BeBoldForChange
Learn more about the INSEAD's degree programmes:
MBA - http://inse.ad/NoJOuh
Global Executive MBA - http://inse.ad/sCUvQU
Executive Master in Finance - http://inse.ad/YIp7yF
In an industry in which nearly 80 percent of the workforce is female, why are there still pay and opportunity gaps and what is the event industry doing about it?
Progress in gender diversity in public relations remains painfully slow in many ways, but Time’s Up for the field. According to The Homes Report, women make up about 70% of the PR workforce, but they only hold about 30% of the top positions in the industry.
The Plank Center hosted a free webinar titled “Women and Leadership in Public Relations.”
The Center’s 2017 Leadership Report Card found that being successful in the field is still challenging for women—the pay gap is real; the opportunity gap is real; and the being-heard-and-respected-gap is real.
The webinar discusses bridging those gaps, including action items for current leaders at all organizational levels. Led by industry professionals:
Julia Hood, founder, Pop-Up Media and AgendaZoom
Jacquie McMahon, senior account executive, Ketchum
Donnalyn Pompper, public relations professor & endowed chair, University of Oregon
Brian Price, corporate communications manager, Starwood Retail Partners
And moderated by Leah Seay, assistant manager, public policy communication, General Motors.
To view the archived webinar, go to The Center's website: http://bit.ly/PlankWebinars
How to engage men in inclusionary leadership programs within your Diversity and Inclusion initiatives. by Dale Thomas Vaughn, presented at the Women In Tech International Summit 2017, previous versions presented at SHMR Diversity and Inclusion 2016, and various corporations.
Millennial men could have a significant impact on advancing gender equality and partnership based on their attitudes. As the first native gender-neutral generation, millennials believe gender should not define roles or opportunities. However, engaging men, especially millennial men, is important because many still do not recognize barriers facing women or advantages men enjoy. Building systems in companies to identify biases, leverage women's leadership, and engage men through accountability and role models can help establish gender partnership.
(Full Text Version) The Leadership Machine: All the Research about Women's Ca...Janice Fraser
The document summarizes research on barriers that women face in advancing to leadership roles. It finds that women are less likely than men to receive stretch assignments that develop leadership skills, more likely to be placed in "glass cliff" roles with high risk of failure, and more likely to end up in staff rather than line roles. This limits their access to the most influential assignments and positions. The document also discusses how women receive less sponsorship from senior leaders, are excluded from influential networks, and face biases in talent reviews and day-to-day interactions that undermine their perceived competence. It provides strategies for women to overcome these barriers by cultivating relationships across groups and seeking sponsors and mentors.
This document discusses networking and how it relates to gender differences in the workplace. It notes that stereotypes persist where women are perceived less favorably than men in evaluations and promotions. Women also tend to be pushed toward more stereotypically feminine tasks. The pay gap is discussed, with women in 2008 earning on average 79.9% of what men earn. Barriers for women in networking include the "motherhood assumption" where women are seen as less willing to travel. Overall the document examines networking challenges women face in the workplace.
This newsletter provides information on CREW Hampton Roads' activities in the first quarter of 2015. It includes a letter from the president highlighting programs, events, and committee accomplishments. It also features an article summarizing interviews with 10 executive women in commercial real estate about their careers and views on networking, risk-taking, and mentoring. Additionally, the newsletter provides statistics on CREW Hampton Roads, recognizes the 2014 Member of Excellence, lists member achievements in 2014, welcomes new members, and announces upcoming events.
This International Women's Day, INSEAD takes a look at persistent myths about women in business that need to be shattered and replaced with clear facts. Because when women have the same opportunities to rise up the ranks and take the lead, organisations do better.
#IWD2017 #BeBoldForChange
Learn more about the INSEAD's degree programmes:
MBA - http://inse.ad/NoJOuh
Global Executive MBA - http://inse.ad/sCUvQU
Executive Master in Finance - http://inse.ad/YIp7yF
In an industry in which nearly 80 percent of the workforce is female, why are there still pay and opportunity gaps and what is the event industry doing about it?
Unconscious gender stereotypes negatively impact how female lawyers are perceived and evaluated, presenting obstacles to their career advancement and equal treatment. Both women and men must work to address this issue by recognizing implicit biases, supporting women through mentoring and professional opportunities, making workplaces more flexible to accommodate family responsibilities, and committing to gender equality as beneficial for clients, firms, and the legal profession. Overcoming hurdles like stereotypes, lack of access to networking and mentoring, and inflexible policies will help achieve the fair and equal representation of all.
What does it take to be a change agent? This study focused on the skill sets required to effect change in large organizations. It also measured individual career performance and options for career growth in this role.
In this evening workshop (part of the monthly Cooper Parlor event series) participants took a deeper look how the definition of leadership is changing, their individual leadership styles, and the gender and leadership dynamics in their own organizations. They then brainstormed new practices to help cultivate female and more "feminine" style leaders in their organizations. Created and facilitated by Teresa Brazen, Design Education Strategist, and Susan Dybbs, Managing Director, Interaction Design, at Cooper (www.Cooper.com).
The Leadership Machine: All the Research About Women's Career Advancement Sum...Janice Fraser
Even after 20 years in Silicon Valley, Janice Fraser was baffled by the hundreds of articles and studies that each try to explain why women don't advance into senior leadership at the same rate as men. Drawing upon dozens of these publications, Janice has mapped out the system, in simple boxes and arrows, showing clearly where the leaks are in the leadership pipeline for women, and how we can plug them. Her findings provide a powerful roadmap for men and women who want to do better for themselves and their colleagues. By courageously looking at how people really advance and what holds them back, we can each develop explicit strategies for managing our own careers and understanding how best to support others.
This document provides information on networking for success. It discusses who the event organizers are and what they do. The objectives of the event are to become a magnet for attracting the right people, create a master plan for events, stop just handing out business cards, become the most liked person at events, and take networking online. Additional objectives are to always be open to conversations and make networking a core part of one's identity. The benefits of networking are discussed, including access to new opportunities that may not be publicly advertised. Effective networking involves developing relationships in a genuine way rather than just being self-serving. The document provides tips on mapping one's network, identifying important connections, engaging and adding value to relationships, and growing one's
This document summarizes strategies that senior executives use to manage their work and personal lives. It finds that executives prioritize deliberate decision making over constant juggling. They define success for themselves and rely on support networks. While technology enables work, it also causes distractions. Executives may separate or integrate their work and personal networks. International relocation is difficult, especially for women. Executives emphasize the importance of collaborating with supportive partners who share common goals. The document concludes that achieving work-life balance remains challenging but multiple paths to success exist if one does not try to do it alone.
A description of Rotman's Ally Program WiMen - a network of men who are committed to understanding and increasing diversity and gender inclusion in the Rotman community and in the workplace.
The document outlines the Mpowerment Project in Vancouver which aims to engage, educate, and empower gay millennials. It discusses using a peer-led community organizing model with a focus on social events, workshops, and digital outreach. Key aspects include building community spaces for connection, peer-led sex education, and mobilizing youth through social media and grassroots organizing. The project has engaged over 1,400 young men in its first 18 months.
The Leaky Pipeline Problem: Making your Mark as a Woman in Big Data: talk at ...Spark Summit
This document discusses the underrepresentation of women in tech and big data fields. It notes that women make up only 23% of technical jobs, 17% of C-suite roles, and 8% of CIO positions in the US. This "leaky pipeline" is due to lack of female role models, mentoring opportunities, and work-life challenges. Unconscious biases also play a role through network effects that tend to refer and recommend others similar to oneself, reproducing the status quo. The document encourages women to be proactive, seek opportunities, mentors and networks, and embrace their ambitions to help close the gender gap.
Happy International Women's Day. Cracking the Case. Why you need women leader...Mika Wilén
Maat, jotka ovat onnistuneet sukupuolten välisen tasa-arvon toteuttamisessa, ovat muita kilpailukykyisempiä. Silti naiset ovat yksi suurimmista alihyödynnetyistä osaajaresursseista maailmassa – ja erityisesti yritysten johtotehtävissä. Miksi? Johtuuko tämä siitä, että yritysten henkilöstökäytännöt eivät ole tältä vuosisadalta? Mihin asioihin ylimmän johdon tulisi kiinnittää huomiota, jotta muutos olisi mahdollinen? Lue lisää: Cracking the Case .
Chuck Brooks is the Vice President of Government Relations and Marketing at Sutherland Global Services. He leads federal, state, and local government relations and marketing efforts. Previously, he held government positions including the first Director of Legislative Affairs at the Department of Homeland Security Science and Technology Directorate. He also advises non-profits focused on technology and security issues. Brooks believes that women bring important perspectives to leadership and boards should have a better gender balance to benefit from different viewpoints. He advises women students to gain expertise in STEM fields, intern at different types of organizations, and network extensively.
Sd5 a leadership_ref_guide_to_partnering_w_african_amer_fraternitiesAngie Sides
This document provides agency leadership with guidance on partnering with African American fraternities to recruit volunteers. It emphasizes the importance of communication between agency leaders and fraternity leaders. It also stresses establishing clear goals and expectations through a partnership agreement. Additionally, it recommends agency leaders attend fraternity events, provide outstanding customer service, and offer various ways for fraternity members to engage other than just volunteering. The goal is to build strong, long-lasting partnerships that benefit both the agency's mission and the fraternities' desire to support their communities.
A ManpowerGroup whitepaper on female leadership. Making the case for more women leaders in businesses today. Find out how to get them and keep them in your organisation.
The document summarizes research on the impact of women on corporate boards. It conducted interviews with 102 corporate directors from around the world to understand their perspectives. The directors believe that women contribute differently than men in ways that make boards more effective, such as bringing a diversity of perspectives and asking more questions. However, women still make up a small percentage of directors globally. Standard recruitment practices and a lack of effort to recruit women contribute to the slow pace of change.
Women are seen to contribute differently and positively to boardroom discussions and effectiveness according to the directors interviewed. Women were said to bring more diversity in terms of gender, experience, and perspective. They were also noted as asking more questions to fuel fuller discussions, with a focus on human factors and implementation. Women were described as more collaborative and likely to listen before synthesizing arguments. Their presence was linked to better quality debates overall.
This document discusses the challenges faced by women in digital careers and leadership positions. It provides statistics showing that women remain underrepresented in technology jobs, accounting for only 19% of founders of all firms and 3% of tech founders. The document suggests possible reasons for this, including a hostile workplace culture, isolation, long work hours that conflict with family responsibilities, and outright sexism. It argues that digital women can help advance their careers by leading based on their expertise, encouraging internal networks, creating online professional groups, and using digital platforms to differentiate themselves and influence change.
Social Media Today produced this online survey of 347 industry members, as well as interviewing four key individuals who self-identify as social change agents. It was inspired by Susan Scrupski’s pioneering work starting in 2009 with The 2.0 Adoption Council, which led to the founding of Change Agents Worldwide, a network of forward-thinking social champions around the world.
The survey focused on the impact a social skill set has on individual career performance and options. These skills include collaborative and network technologies, storytelling, crowd-sourcing across geographies and companies, as well as personal values placed on transparency and authenticity.
Women who break through into senior leadership positions get there by mastering the art of influence. Explore ways to gain a voice and a seat at the table in your company. Understand the mechanisms of power and influence within your organization and identify six sources of influence you may not be fully utilizing. This presentation explores ways to gain buy-in for ideas, enhance your credibility, and make a larger impact in business.
The document provides advice on improving one's job search and discusses various job search strategies and tools. It recommends having a resume, using direct approaches to employers, employment agencies, and expanding one's network of friends and relatives who can help. It also emphasizes having courage and perseverance during the process. Additionally, it warns that an online presence will likely replace traditional resumes in the future and that employers now commonly search for candidates' digital profiles and activities online.
FierceWomen of Tech is part of FierceWomenProject.com which is a platform bringing together diverse women leaders to share their stories to inspire young women and girls, and help them create a vision of what's possible for their futures.
Unconscious gender stereotypes negatively impact how female lawyers are perceived and evaluated, presenting obstacles to their career advancement and equal treatment. Both women and men must work to address this issue by recognizing implicit biases, supporting women through mentoring and professional opportunities, making workplaces more flexible to accommodate family responsibilities, and committing to gender equality as beneficial for clients, firms, and the legal profession. Overcoming hurdles like stereotypes, lack of access to networking and mentoring, and inflexible policies will help achieve the fair and equal representation of all.
What does it take to be a change agent? This study focused on the skill sets required to effect change in large organizations. It also measured individual career performance and options for career growth in this role.
In this evening workshop (part of the monthly Cooper Parlor event series) participants took a deeper look how the definition of leadership is changing, their individual leadership styles, and the gender and leadership dynamics in their own organizations. They then brainstormed new practices to help cultivate female and more "feminine" style leaders in their organizations. Created and facilitated by Teresa Brazen, Design Education Strategist, and Susan Dybbs, Managing Director, Interaction Design, at Cooper (www.Cooper.com).
The Leadership Machine: All the Research About Women's Career Advancement Sum...Janice Fraser
Even after 20 years in Silicon Valley, Janice Fraser was baffled by the hundreds of articles and studies that each try to explain why women don't advance into senior leadership at the same rate as men. Drawing upon dozens of these publications, Janice has mapped out the system, in simple boxes and arrows, showing clearly where the leaks are in the leadership pipeline for women, and how we can plug them. Her findings provide a powerful roadmap for men and women who want to do better for themselves and their colleagues. By courageously looking at how people really advance and what holds them back, we can each develop explicit strategies for managing our own careers and understanding how best to support others.
This document provides information on networking for success. It discusses who the event organizers are and what they do. The objectives of the event are to become a magnet for attracting the right people, create a master plan for events, stop just handing out business cards, become the most liked person at events, and take networking online. Additional objectives are to always be open to conversations and make networking a core part of one's identity. The benefits of networking are discussed, including access to new opportunities that may not be publicly advertised. Effective networking involves developing relationships in a genuine way rather than just being self-serving. The document provides tips on mapping one's network, identifying important connections, engaging and adding value to relationships, and growing one's
This document summarizes strategies that senior executives use to manage their work and personal lives. It finds that executives prioritize deliberate decision making over constant juggling. They define success for themselves and rely on support networks. While technology enables work, it also causes distractions. Executives may separate or integrate their work and personal networks. International relocation is difficult, especially for women. Executives emphasize the importance of collaborating with supportive partners who share common goals. The document concludes that achieving work-life balance remains challenging but multiple paths to success exist if one does not try to do it alone.
A description of Rotman's Ally Program WiMen - a network of men who are committed to understanding and increasing diversity and gender inclusion in the Rotman community and in the workplace.
The document outlines the Mpowerment Project in Vancouver which aims to engage, educate, and empower gay millennials. It discusses using a peer-led community organizing model with a focus on social events, workshops, and digital outreach. Key aspects include building community spaces for connection, peer-led sex education, and mobilizing youth through social media and grassroots organizing. The project has engaged over 1,400 young men in its first 18 months.
The Leaky Pipeline Problem: Making your Mark as a Woman in Big Data: talk at ...Spark Summit
This document discusses the underrepresentation of women in tech and big data fields. It notes that women make up only 23% of technical jobs, 17% of C-suite roles, and 8% of CIO positions in the US. This "leaky pipeline" is due to lack of female role models, mentoring opportunities, and work-life challenges. Unconscious biases also play a role through network effects that tend to refer and recommend others similar to oneself, reproducing the status quo. The document encourages women to be proactive, seek opportunities, mentors and networks, and embrace their ambitions to help close the gender gap.
Happy International Women's Day. Cracking the Case. Why you need women leader...Mika Wilén
Maat, jotka ovat onnistuneet sukupuolten välisen tasa-arvon toteuttamisessa, ovat muita kilpailukykyisempiä. Silti naiset ovat yksi suurimmista alihyödynnetyistä osaajaresursseista maailmassa – ja erityisesti yritysten johtotehtävissä. Miksi? Johtuuko tämä siitä, että yritysten henkilöstökäytännöt eivät ole tältä vuosisadalta? Mihin asioihin ylimmän johdon tulisi kiinnittää huomiota, jotta muutos olisi mahdollinen? Lue lisää: Cracking the Case .
Chuck Brooks is the Vice President of Government Relations and Marketing at Sutherland Global Services. He leads federal, state, and local government relations and marketing efforts. Previously, he held government positions including the first Director of Legislative Affairs at the Department of Homeland Security Science and Technology Directorate. He also advises non-profits focused on technology and security issues. Brooks believes that women bring important perspectives to leadership and boards should have a better gender balance to benefit from different viewpoints. He advises women students to gain expertise in STEM fields, intern at different types of organizations, and network extensively.
Sd5 a leadership_ref_guide_to_partnering_w_african_amer_fraternitiesAngie Sides
This document provides agency leadership with guidance on partnering with African American fraternities to recruit volunteers. It emphasizes the importance of communication between agency leaders and fraternity leaders. It also stresses establishing clear goals and expectations through a partnership agreement. Additionally, it recommends agency leaders attend fraternity events, provide outstanding customer service, and offer various ways for fraternity members to engage other than just volunteering. The goal is to build strong, long-lasting partnerships that benefit both the agency's mission and the fraternities' desire to support their communities.
A ManpowerGroup whitepaper on female leadership. Making the case for more women leaders in businesses today. Find out how to get them and keep them in your organisation.
The document summarizes research on the impact of women on corporate boards. It conducted interviews with 102 corporate directors from around the world to understand their perspectives. The directors believe that women contribute differently than men in ways that make boards more effective, such as bringing a diversity of perspectives and asking more questions. However, women still make up a small percentage of directors globally. Standard recruitment practices and a lack of effort to recruit women contribute to the slow pace of change.
Women are seen to contribute differently and positively to boardroom discussions and effectiveness according to the directors interviewed. Women were said to bring more diversity in terms of gender, experience, and perspective. They were also noted as asking more questions to fuel fuller discussions, with a focus on human factors and implementation. Women were described as more collaborative and likely to listen before synthesizing arguments. Their presence was linked to better quality debates overall.
This document discusses the challenges faced by women in digital careers and leadership positions. It provides statistics showing that women remain underrepresented in technology jobs, accounting for only 19% of founders of all firms and 3% of tech founders. The document suggests possible reasons for this, including a hostile workplace culture, isolation, long work hours that conflict with family responsibilities, and outright sexism. It argues that digital women can help advance their careers by leading based on their expertise, encouraging internal networks, creating online professional groups, and using digital platforms to differentiate themselves and influence change.
Social Media Today produced this online survey of 347 industry members, as well as interviewing four key individuals who self-identify as social change agents. It was inspired by Susan Scrupski’s pioneering work starting in 2009 with The 2.0 Adoption Council, which led to the founding of Change Agents Worldwide, a network of forward-thinking social champions around the world.
The survey focused on the impact a social skill set has on individual career performance and options. These skills include collaborative and network technologies, storytelling, crowd-sourcing across geographies and companies, as well as personal values placed on transparency and authenticity.
Women who break through into senior leadership positions get there by mastering the art of influence. Explore ways to gain a voice and a seat at the table in your company. Understand the mechanisms of power and influence within your organization and identify six sources of influence you may not be fully utilizing. This presentation explores ways to gain buy-in for ideas, enhance your credibility, and make a larger impact in business.
The document provides advice on improving one's job search and discusses various job search strategies and tools. It recommends having a resume, using direct approaches to employers, employment agencies, and expanding one's network of friends and relatives who can help. It also emphasizes having courage and perseverance during the process. Additionally, it warns that an online presence will likely replace traditional resumes in the future and that employers now commonly search for candidates' digital profiles and activities online.
FierceWomen of Tech is part of FierceWomenProject.com which is a platform bringing together diverse women leaders to share their stories to inspire young women and girls, and help them create a vision of what's possible for their futures.
This document summarizes the findings of focus groups conducted with senior and mid-level men and women in public relations. Key themes identified include: 1) Informal mentorship and sponsorship are more effective than formal programs. 2) Sponsors and networks are critical for career success. 3) There is a shift towards more women helping other women advance. However, sexism and exclusion from informal networks persist as challenges. Work-life balance issues and biases also impact women's advancement. The study highlights areas for improving gender equality in the public relations field.
Mind the Gap: Women's Leadership in Public RelationsSarah Jackson
- The document summarizes a study on women's leadership in public relations. Focus groups were conducted with senior and mid-level women and men. Key themes identified included the importance of informal mentorships and sponsorships for career success, as well as challenges women still face such as sexism, exclusion from informal networks, and perceptions of leadership styles. While progress was noted, participants acknowledged there is still work to be done to achieve gender equity in leadership in the public relations field.
This qualitative study by the Institute for Public Relations and KPMG explores leadership in public relations from the perspective of both men and women.
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.
Gender bias is holding women back in the workplace. Whether deliberate or unconscious, bias makes it harder for women to get hired and promoted and negatively impacts their day-to-day work experiences. This hurts women and makes it difficult for companies to level the playing field.
This presentation gives people the tools to address gender bias head-on.
This document provides an overview and table of contents for a book about networking tips for shy people. The book covers various phases of networking, including pre-networking, online networking using tools like LinkedIn, in-person networking at events, following up after events, and overcoming common fears associated with networking. It provides advice on developing an elevator pitch, business cards, introductions, etiquette, and avoiding networking mistakes. The goal is to help shy people feel more comfortable with networking by providing specific techniques and strategies.
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.
This document provides an executive summary of a research report on girls' and young women's views on leadership. Some key findings from interviews with nearly 10,000 girls in 19 countries include:
- 76% of girls aspire to be leaders, and 62% are confident in their leadership abilities, though perceptions of gender discrimination increase with experience of leadership.
- Girls define good leadership as collaborative, focused on positive change and social justice rather than authority and control.
- However, they are aware of barriers like gender discrimination, sexism, and lack of female role models in positions of leadership.
- Family support, challenging of sexism, transforming notions of leadership, education, and experience are seen as important for empower
BanBossy - Leadership tips for managersNaomi Handler
This document discusses strategies for promoting gender equality in leadership. It notes that from a young age, girls are discouraged from leadership roles and risk being labeled "bossy" for assertive behavior. The Ban Bossy campaign aims to encourage female leadership by providing tips for supporting girls and overcoming unconscious gender bias. Some tips for managers include making meetings inclusive, evaluating performance fairly, giving women credit for their work, and paying women fairly. The overall message is that small actions can help counter gender stereotypes and leverage the full potential of both women and men in the workplace.
Millennial Women and Workplace Transformation: A PreparedU Infographic StorybookBentley University
Bentley University's PreparedU Project examines the unique challenges and opportunities facing millennial women in the 21st Century workforce. How can they be prepared for success? What roles do parents, companies, mentors, higher education institutions, and millennial women themselves need to play? Drawing on the results of the PreparedU survey, this infographic storybook moves past the problems to highlight solutions grounded in data and in the personal stories of women leaders at all stages of their careers. Learn more at www.bentley.edu/prepared and follow the conversation on Twitter with #PrepUWIB.
The document discusses gender roles and relationships in the workplace. It begins by describing a foreign consultant in Ghana in the 1960s who was surprised to see women working in agricultural fields, as he had only read that rural women were housewives. It then discusses how gender stereotypes can affect work relationships and the workplace environment. It identifies three sources of gender differences: anatomy, social/cultural roles assigned by society, and neural/hormonal factors. A significant portion is spent exploring how societies socialize and assign different roles and responsibilities to males and females from a young age. The document advocates for making workplaces more gender-friendly and acknowledges that appreciating gender differences can help maximize individual strengths.
Linked is the new business lunch gone GLOBAL.
Nearly 300 million people from 200 countries available speaking 20 different languages are at this table.
It’s a great opportunity for professional development and business growth by bringing people with mutual interests together.
You can reach out on LinkedIn to people you don’t know to grow your network but you’ve got to do that in the right way.
That process begins long before you sit down to write. But when you do sit down to write, make sure you do it the right way.
Here's a 7-step process for writing the perfect InMail.
The document provides 7 steps for writing the perfect LinkedIn InMail message: 1) Be personal, 2) Make it about them, 3) Be clear about the connection, 4) Be clear about your intention and the "sweet spot", 5) Introduce yourself and your role, 6) Ask specifically for what you want, and 7) Close off and thank the recipient for their time. Following these people-centric principles helps ensure InMail messages are respectful and focus on mutual interests and benefits rather than simply promoting oneself or one's services. The document also emphasizes that these principles reflect best practices for communication in general, both online and offline.
The seven biggest mistakes most leaders make :)Gagan Malhotra
This document discusses the 7 biggest mistakes that most leaders make. These include: 1) possessing poor communication skills, 2) not establishing appropriate relationships with employees, 3) subjecting employees to "management by magazine" instead of comprehensive leadership development, 4) not leading by example, 5) not delegating tasks effectively, 6) failing to provide effective feedback to employees, and 7) hiring employees in a hurry without ensuring they are the right fit. The document provides advice on how leaders can avoid these mistakes, such as improving communication skills, creating appropriate relationships with employees, seeking sound leadership training, leading by personal example, properly delegating tasks, giving regular feedback, and taking time with the hiring process.
Hi, my name is Soren Gade. I am a strategic finance leader. If you are like most in my profession, you don't do a lot of networking. But maybe you should. Building and maintaining a strong network is something likely to benefit your career, your health, your finances and your relationships. You will be supporting, helping, coaching, mentoring, influencing and learning all while you are having a good time.
What are the primary barriers to womens leadership? 7 Best Points | CIO Women...CIOWomenMagazine
Here Are 7 Best Points What are the primary barriers to womens leadership?; These are the primary barriers to womens leadership. SOLUTIONS TO LEADERSHIP BARRIERS, Overcoming Structural Obstacles,
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 in Sales Networking Event _ April 2018 AtlantaBarbara Giamanco
The why...
1. Visibility and promotion for women in sales, at all levels, in companies around the globe.
2. Community, connection, education and support for other women in sales.
3. Encourage more women to pursue careers in sales.
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2. WHY NETWORKING?
Source: BWASA
Percentages of Women in JSE Listed & State-Owned Companies as a percentage of all leadership positions.
2009
2010
2011
2012
CEOs/MDs
3,6%
4,5%
4,4%
3,6%
Chairpersons
5,8%
6,0%
5,3%
5,5%
Directorships
14,6%
16,6%
15,8%
17.1%
Executive Management
18,6%
19,%
21,6%
21,4%
In South Africa, the focus on women in leadership has largely been on benchmarking studies
tracking progress from year to year, but there is a shortage of effort going beyond the numbers.
There is a dire need for qualitative research to explain the numbers.
Inspiration was to build on from our MBA Theses and SA dialogue in August during Women’s Month.
3. WHY NETWORKING
There is a view that representation of women in leadership would multiply
exponentially if women were readily able and willing to collaborate and actively
support each other using networking as one of the main tools.
Looking at benchmarking studies, not just in SA, but US, UK, Canada and Australia,
though progress has been made, relative stagnation has set in across the world in
the advancement of women into corporate leadership, except in countries that
have adopted the quota system.
Despite the growing numbers of educated women entering the workforce, their
increasing buying power and influence, women continue to hold only a small
proportion of leadership positions in business, particularly.
This background informed the rationale for focusing on networking.
4. RESEARCH ON NETWORKING
Do you Network with
Opposite Sex
No. of Interviewees
Females
48%
52%
Males
100%
Men are Better @ Networking
87%
38%
Females
Males
100%
Females
Males
8. UPSIDE & DOWNSIDE OF NETWORKING
Networking is building relationships before you need them!
Then when you need them, you know whom to call and he or
she will want to help you.
- Diane Darling, The Networking Survival Guide
9. UPSIDE & DOWNSIDE OF NETWORKING
Top 5 Networking Wisdom:
1. Networking is performed consciously and unconsciously, every day from when we are
born. Can be inherited. It is meaningful relationship building, overtime, that is reciprocal
(give & take), fosters trust, makes netbank deposits (social capital) and results in genuine
depth of knowledge of the other person. Networking is not about investing A with the
expectation of immediately receiving B. (Short-termism results in the negative
connotations and corruptive practices).
2. Social capital is the strength of the relationship you have with another person. There is a
spectrum of what you can reasonably ask another person to do for you dependent in
part on the social capital you have with that person. What is more important than the
number of your contacts is the amount of social capital you have within your network.
People that “actively push your agenda themselves.” (Fine balance in pushing the agenda
within good governance practices).
10. UPSIDE & DOWNSIDE OF NETWORKING
Top 5 Networking Wisdom:
3. Men seem to be better at networking. It is more about the style. Women tend to embark
on a ‘spray and pray approach’. Men invest the time to ‘genuinely get to know the other
person’
which makes a difference. ‘Out of sight. Out of Mind’. Keep themselves top of
mind. Men have the time to invest. “They have a wife. They do not have the guilt of
spending 5 hours on a golf course or going to the bush for the weekend building
meaningful relationships. I need a wife who looks after me, except me”.
4. The strength of networking, as in every relationship, is honesty. It helps to overcome
misunderstandings and negative connotations of manipulation and fakeness. Whether
it is corrupt honesty or not. Disclosure upfront of what you need and giving the other
person
the respect. “It is insulting to lie and say you would love to have lunch with
me. Respect my Intelligence. Tell me what you want and ask if we can discuss it over
lunch”.
11. UPSIDE & DOWNSIDE OF NETWORKING
5.
Sexual tensions and differences between women & men do complicate
networking and hinder the progress of women into leadership positions.
12. UPSIDE & DOWNSIDE OF NETWORKING
Top 5 Networking Wisdom:
Few women in leadership have relatively low levels of power in comparison to men
thus their impact is less. On balance, women do become co-opted rather than
transform the status quo. Both sexes are complicit in perpetuating the unequal
playing field.
There is also the impact of the glass network. The ‘Glass Network’ is an invisible or
transparent network linking most directors. Recruiting directors by ‘shoulder
tapping’ or preferring to select of similar backgrounds (as a risk minimising
strategy), gives rise to the familiar ‘old boy’ network which always includes a few
women with multiple seats.
13. UPSIDE & DOWNSIDE OF NETWORKING
Top 5 Networking Wisdom:
Men are still largely blind or intolerant to the disadvantages that women
experience at home and work and the benefits men still continue to enjoy.
“I don’t believe that it is true that women are restricted in their ability to
network. Why can’t they come to the bush? Reasons are not insurmountable.
Women need to compromise. They must organise their lives.”
In the next breathe, the same interviewee says, “It is important that
maintain their femininity and their role in the family environment.
The structure of the home is under threat.”
women
14. UPSIDE & DOWNSIDE OF NETWORKING
Top Five Networking Wisdom:
Women suffer from massive guilt from taking out more time from family to build
meaningful relationships. During the same years that careers demand maximum time
investment, the women’s biology demands that they have children. “We need to show
the world that we are able to be more excellent. We have failed to shine. We stop shining
in the business environment when we fall pregnant. I wanted to change the world. I had
the babies then everything went out the window because for so many years I had to
raise the children. So the energy I had left was to raise my babies”.
The partners do not share the housework and child rearing equally. “In the last 30 years,
women have made more progress in the workforce than in the home. A better world is
one where half the institutions are run by women and half our homes are run by men”. Sheryl Sandberg, in her book ‘Lean In’
15. UPSIDE & DOWNSIDE OF NETWORKING
Top 5 Networking Wisdom:
Women can be very good at networking, but the circumstances are such that they cannot
network like men because a lot of the networking happens informally. They are restricted
because of the impact on other members such as family – husbands, partners and/or
children.
Black male volunteered the view that: “Women open up easily compared to men. Women
have a social rapport. Because it is easier to talk to them, men sometimes misinterpret this
as a sign of weakness. Men can take advantage of a woman by saying ‘she is falling for
me.’ Men take it as flirtation. To them, openness equates to ‘I’m interested’
beyond
the
business situation.”
A white male shared that, “Women sometimes end up not going to social networking
functions. My female colleagues come back to the office in tears saying that men are
making unwanted advances. They are making it difficult for women to network.”
16. UPSIDE & DOWNSIDE OF NETWORKING
Upside:
There is a saying, “It’s not what you know, it’s who you know.” The reality is that,
though it is important to work hard at your endeavour of choice (‘what you
know’). It is not enough to maximise one’s potential. The reality is that the
leader’s value in the business environment depends on what they can do for
people.
All the interviewees attributed their achievements to the quality and reciprocity
of their networks.
Networks deliver unique advantages:
-
Competitive ‘private’ information that gives you the edge
-
Access to diverse skill sets
-
Power (the ability to influence)
17. UPSIDE & DOWNSIDE OF NETWORKING
Finance/
Income
Laws/
Principles/
Values
Brand /
Reputation
Networks/
Relationshipbuilding
Development/
Knowledge
18. UPSIDE & DOWNSIDE OF NETWORKING
Downside:
A white male CEO said:
“ If you have done a good job at networking, that means that you have got a lot of
friends, contacts and associates. If you are in business because of the strength of
your network, you can bring opportunities to your business or company. You can be
conflicted because a social element is part of networking.
So do you walk away from opportunities? Because life is not simple and there are
cases and situations where one will get support from a family member or a
‘connection’ which may be perceived negatively. But if it is disclosed up front and
there are no secrets, then it should not be an issue, in my opinion.”
21. NETWORKING RESEARCH INTERVIEWEES
Portia Molefe, Director, UBU Investment Holdings
Nhlanhla Nene, Deputy Minister, National Treasury
Prof Nick Binedell, Dean, Gordon Institute of Business Science (GIBS)
Paolo Cavelieri, Chairman, Etana Insurance
Michael Judin, Partner, Goldman Judin Maisels Inc.
Prof Adrian Saville, Chief Investment Officer, Cannon Asset Management
Mpho Makwana, Chairman, Arcelor Mittal
Dube Tshidi, Executive Officer, Financial Services Board (FSB)
Elias Masilela, Chief Executive, Public Investments Corporation (PIC)
22. NETWORKING RESEARCH INTERVIEWEES
Lebo Biko, Senior Manager: Strategy, Nedbank
Mike Spicer, Chairman, BDFM
Monica Singer, Chief Executive, STRATE
Nicola Kleyn, Executive Director of Academics, Gordon Institute of Business Science (GIBS)
Roy Andersen, Chairman, Murray & Roberts
Tiffany-Ann Boesch, Chief Financial Officer, PPS
Wendy Lucas-Bull, Chairperson, ABSA
Nqaba Nqandela, Chief of Staff, Ministry of Higher Education & Training
Bonang Mohale, Country Chairman, Shell South Africa Marketing (Pty) Ltd
Tina Thomson, Global Director, UnitedSucces
Dudu Nyamane, Human Capital Consultant & Board Member
23. NETWORKING RESEARCH INTERVIEWEES
Shingi Munyeza, Chief Executive, African Sun Hotels
Charmaine Soobramoney, General Manager, Association Of Collective Investments (ACSIS)
Hamish McBain, Board Member
Anati Canca, Executive Director: Technology Transfer, Agricultural Research Council (ARC)
Lindiwe Gadd, Board Member
Donnie Walker, Chief Executive,
Andrew Adbo, Partner, Atcor
Shameela Ebrahim, Senior Strategist, The Johannesburg Stock Exchange ( JSE Limited)
Di Turpin, Board Member
General Fakir, Chief Director, Transformation Management, Denel
Yvonne Finch, Director, UnitedSucces