Get the latest corporate leadership insights straight from CEO Rebecca Shambaugh.
I attended the Makers Conference last week in Rancho Palos Verdes and still have goose bumps from how inspiring it was. If you’re not familiar with the event, it’s a forum that brings together hundreds of trailblazing women leaders with a goal of not only elevating the conversation about women in the workforce, but also raising challenges and solutions through storytelling and action-oriented sessions.
This year’s theme encouraged all attendees to Be Bold—and as I listened to Facebook COO Sheryl Sandberg speak on “A New Workplace” session, it struck me just how true to that theme Facebook has been.
February 15, 2017 | Leave a Comment (0)
In my last post, I challenged readers to make 2017 the Year of the Woman. Last weekend’s Women’s March on Washington—and hundreds of Sister Marches around the world—show that we’re starting off the year in exactly that direction.
The marches collectively brought millions of women together in solidarity and empowerment. The mission of the Women’s March is for women to “stand together with our partners and children for the protection of our rights, our safety, our health, and our families—recognizing that our vibrant and diverse communities are the strength of our country.”
January 25, 2017 | Leave a Comment (0)
Happy New Year to all. As we prepare to move beyond and build on the learnings of the previous year, one thing is clear: 2017 is poised to be a year of great change—and in many ways disruptive change—for our organizations, our communities, and our society.
In keeping with this observation, I have noticed a related trend. In my recent talks at conferences and executive forums, it has become clear that many more corporate leaders at all levels are paying increased attention to gender equality and approaching the topic with greater intentionality. This is a smart move for the 21st century, since we now have substantial data and physiological evidence that 50-50 leadership produces greater ROI, productivity, and employee engagement.
January 11, 2017 | Leave a Comment (0)
In my last post, I shared some of the latest thinking that suggests inclusion is the new diversity. In addition to those ideas on what today’s leaders and organizations can do to build a more inclusive culture and develop a truly diverse group of future leaders, consider these four strategies:
December 14, 2016 | Leave a Comment (1)
Tony was on the Executive Leadership team. The senior leaders were charged with identifying a new board member from within their internal groups. Susan reported to Tony, and although her last performance review was lower than she had expected based on her boss’s assessment of her decisiveness and strategy setting, she was considered to have high potential in the organization based on her productivity and attention to detail.
While Tony briefly considered nominating Susan for the open board seat, he quickly ruled her out and moved on to other candidates. His reasoning was that Susan’s work style was more expressive and collaborative rather than the analytical, conceptual leadership style favored by the current board members.
November 23, 2016 | Leave a Comment (0)
In my last post, I discussed how women can benefit from the “fake it until you make it” approach when it comes to improving their confidence levels. Men often use this strategy without thinking about it, erring on the side of overconfidence, while many women end up inadvertently holding themselves back from advancement opportunities by believing themselves to be less capable than they really are.
In SHAMBAUGH’s Women in Leadership Learning (WILL) Program, we share a number of strategies to help boost women’s confidence, which is important in developing a strong leadership and executive presence. Here are five steps that women can start taking today to let others know that they’re ready, willing, and able to take on the tough assignments that can lead to big opportunities...
October 26, 2016 | Leave a Comment (0)
Fake it until you make it.” When I wrote my latest book Make Room for Her, that was a central piece of advice that men gave women when it came to the issue of confidence. When researching the book, I spoke with a male colleague of mine who is an Executive Vice President of global business development, who had this to say on the subject of women and confidence:
“The only way you grow is to lose some battles along your way to winning the war. When taking on new opportunities or working in unfamiliar areas where you have little or no experience, it’s important to be okay with knowing that you are going to stumble and fall. You will certainly make mistakes, but in the long run you will learn and grow, which will make you considerably more valuable to others.”
This EVP also told me that women need to keep “putting themselves out there” and “taking the risks involved with something that’s new to them,” adding that doing so starts with believing in themselves. “Women have to know that they can be successful without having all the answers and they have to be willing to fail in order to ultimately succeed,” he said.
October 12, 2016 | Leave a Comment (0)
If you want your organization to succeed today, then you must find ways to make inclusive leadership more than just a buzzword. But how can management teams ensure that all voices are on deck, particularly in light of challenges like this Catch-22 that an executive pointed out to me recently?
One way is to recognize that the traditional views on creating a diverse workforce based solely on creating more balance and fairness in demographic categories such as gender, age, and race are no longer sufficient—that threshold is too low. Successful inclusion now needs to go beyond the moral and legal imperative of simply integrating people with different demographics into the workplace.
September 28, 2016 | Leave a Comment (0)
Take a look at the 2016 Forbes World’s 100 Most Powerful Women. You’ll certainly see some familiar names and faces, particularly in the top 10. But when it comes to money, media presence, spheres of influence, and impact (the four metrics used to select them), what is it that all of these female leaders have in common?
Despite their wide diversity of cultural backgrounds, industries, and styles, the uniting factor that has catapulted these 100 women into the top echelon globally comes down to having a leadership mindset. Cultivating this type of mindset in an organization often comes down to leadership agility and how skillfully one can navigate change, failure, and crisis. It’s the hard times that call out one’s leadership /brand and determine how one is viewed, not how well one leads during relatively stable conditions. All of the women on the Forbes list have certainly experienced setbacks and deal with change every day—but importantly, they’ve done so while maintaining a growth mindset, which is an important attribute for any leader or executive.
September 14, 2016 | Leave a Comment (0)
I was heartened to see the recent New York Times article by Peggy Klaus. In her piece, Peggy notes that she has recently heard more professional women questioning the value of women-only events and conferences, asking “how helpful is it to talk mostly to one another instead of to the men who hold the power and who must be a key part of the solution?” In one of my recent posts, I referred to this tendency as the “isolation factor.”
This is an issue that we’ve been addressing for a long time at SHAMBAUGH, specifically through our Integrated Leadership model. As Peggy said in her article, “we should not leave women’s issues to the women alone.” I couldn’t have said it better myself, which is one reason why our Integrated Leadership model focuses on what organizations and men can do—alongside women—to harness the full power of gender-balanced teams and leaders.
August 23, 2016 | Leave a Comment (0)
One of the responses I received to my last post, The Truth About Inclusion, was from a senior executive in the tech industry. He agreed with a concept that I’d mentioned in my post—that of “psychological safety,” the zone where members of teams feel they are in a climate of trust and mutual respect—posited by Charles Duhigg in his article in The New York Times Magazine.
Noting that psychological safety appears to be a “way forward to successful teams,” the senior leader also pointed out what he feels to be a “Catch-22” about the concept: “that those who currently control the boardrooms and technical teams feel psychological safety when things remain the way they have always been.” So he asked: “How do you encourage the status quo teams to embrace creating psychological safety for all under these circumstances?”
August 10, 2016 | Leave a Comment (0)
Have you ever noticed how some teams just click while others get mired in dysfunctional dynamics? What’s the difference? Some fresh insights on this issue come from Google’s quest over the past five years to build the perfect team. What they discovered through their research sheds new light on why the issue of inclusion needs to be central to leaders, and what companies need to do to start moving in the direction of true inclusive leadership.
July 20, 2016 | Leave a Comment (0)
In June, Hillary Clinton made history as the first female presidential nominee of a major political party. In doing so, she told supporters: “Tonight’s victory is not about one person. It belongs to generations of women and men who struggled and sacrificed and made this moment possible.”
As important as the historical value of this victory is, the press and other news commentary called out that gender is not Hillary’s primary playing card. What will be more important is how she articulates her strong vision for this country, and how she will differentiate her leadership from other presidents for addressing the complexities and challenges our nation and the world are facing today.
June 22, 2016 | Leave a Comment (0)
In my last post, I shared some strategies on how organizations can engage men in advancing more women into leadership positions. With that general background in mind about the important role that men can play in helping boards and executive teams achieve more gender-balanced leadership, let’s shift our attention now to considering why men and organizations should care about women’s leadership.
The primary reasons are first, men want to be part of successful organizations, and second, organizations need to be competitive to succeed. Simply put, research has proven that a balanced leadership team leads to better business outcomes. Top-performing organizations recognize the value of having women on their executive teams in addition to a wider spectrum of diverse thinking, styles, and backgrounds. This is true from a business perspective as well as a leadership advantage.
June 8, 2016 | Leave a Comment (0)
When confronting the frustrating challenge of the dearth of women at the executive ranks, it’s tempting to point to men as the problem. Yet the model of Integrated Leadership shows that on the contrary, when properly engaged by their companies, men can play an important role in the solution.
Interestingly, while men as a group have spent the most time in senior leadership and comprise close to 80 percent of the executive ranks, companies typically don’t see the potential of harnessing men’s experience to help advance their female leaders. Many organizations have invested plenty of time, money, and resources into diversity initiatives and women’s leadership/networking programs, yet this hasn’t truly moved the needle at the rate that is needed for the 21st century. HR generally has sole accountability for these efforts and results, rather than considering the significant role that men—who, in most cases, constitute the most powerful stakeholder group in large corporations—could play if working in partnership with women and organizations.
May 25, 2016 | Leave a Comment (0)