Recently I had the honor of doing a global webcast for The Conference Board on the topic of sponsorship. Apparently it was one of the more well attended webcasts for The Conference Board, which tells me that sponsorship is a topic people are keenly interested in.

Before we go any further, I think it’s important to clarify the difference between mentoring and sponsoring – and there is a difference, a big difference. A mentor is someone who acts as a resource and role model, offers advice and counsel, and provides perspective and constructive criticism. A sponsor can also be a mentor, but a sponsor takes it to the next level by being willing to advocate on a protégé’s behalf with respect to advancement and strategic opportunities. Sponsorship means that someone at a high enough level to be influential is committed to you becoming an executive.

Without sponsorship, both men and women are likely to be overlooked for promotions – regardless of their competence or performance – particularly in upper management and above where the competition for promotions increases. As you move through the leadership pipeline, it’s critical that you have a sponsor who has the positional power to help influence your advancement.

While men are more naturally sponsored by senior executives, many surveys indicate that high-potential women are over-mentored and under-sponsored relative to their male peers and that this is a key reason they are not advancing in their organizations. While women are known for their ability to build and nurture relationships, they fail to cultivate and invest in relational capital. Sponsorship is a very effective method for tapping into the rich, talented, and large pool of women who are just below the C-suite level but who don’t get noticed or considered for higher-level positions.

SHAMBAUGH has created a practice area that is designed to help organizations utilize sponsorship to advance more women into the senior ranks and maximize the full spectrum of gender intelligence. Clearly women bear a big responsibility. But, perhaps surprisingly, men also play a significant role as do organizations themselves. We’ll examine the roles and responsibilities of men and organizations in Parts II and III, respectively. For now, let’s look at what women can do to gain more sponsorship:

• Build and leverage a meaningful network. Many women resist the idea that “who you know” is helpful in advancing up the corporate ladder, clinging instead to the belief that promotions are a result of accomplishments and hard work. Consequently, they build relationships with people who can help them do their current job well rather than developing relationships with key decision makers who will ultimately help them get promoted. This is why it’s crucial to cultivate a rich and diverse network of executives (both men and women).

• Know what you want in terms of your career. You need to know what you want in order to determine who you need to help you get it. Begin by writing down a career goal you want to achieve in the next year. This will help you to be intentional about seeking out the right people to have in your network.

• Consider potential sponsors. Once you have your goal in mind, consider people who are already in your network that you might convert to sponsors. They should have credibility and influence and be connected to the senior staff in some way – either they are executives themselves or they “have the ear” of senior staff. And don’t forget that your current mentors can become sponsors.

• Put yourself out there to engage them. Once you’ve identified several people who might be sponsor material, you need to figure out how to get in front of them, and build a relationship with them. In order for people to buy-in to you and want to support your advancement, they have to get to know you as a person and then learn more about your career goals as well as your unique value proposition. One way to start building these relationships is by working on a task force, joining a committee or engaging in a social event that a particular executive sponsors. Also consider who you both know that might be willing to introduce you.

• Ask for what you want! Tory Johnson, CEO of Women For Hire, shared great insight on this topic: “[Women] still have this idea that if we just do a good job, someone’s going to tap us on the shoulder and reward us with a promotion. That so rarely happens! It’s up to you and you alone to put together a plan and then rally the right people to sponsor you.” I have found that executives are willing to help you if you are clear on how they can help you. Remember, no one is a mind reader! So avoid indirect requests and be clear and concise when communicating your goals and how each person can help you.

Sponsorship can be a key factor in helping organizations create Integrated Leadership teams and thereby produce better business results. Next month, we’ll look at how men can better sponsor capable women leaders.

To learn more about SHAMBAUGH’s Sponsorship programs and consulting services and our other leadership development and coaching services visit www.shambaughleadership.com

About a year ago, I sat down over coffee with the CEO of an IT company. The CEO – we’ll call him Robert – shared with me that his organization had been the market leader in their industry for the past five years and had enjoyed consistent growth and profitability. Their success to that point, he believed, was based on their leadership and their employees’ sheer drive and relentless focus on key results.

Yet despite their past success, Robert confided that he had deep concerns about the company’s future. A competitor with a creative, new technology had recently overtaken them as the market leader, and he had just learned that they had lost one of their key customers to this competitor. To make matters worse, the organization’s most recent employee survey revealed that morale was low, people were burned out, communication was lacking and employees had lost faith in leadership.

In strategy sessions with his executive team, Robert had sat and listened as various leaders rationalized that the competitor’s innovation was nothing more than a fad that would quickly run its course, and when that happened, customers would come back. Robert shared, “That was when it hit me that this was the kind of thinking that got us where we are today…in trouble. Looking around the table, I realized that I have a team full of left-brain thinkers who are proficient in fact-based decision making, efficiency and process oriented, and extremely results focused. But we are sorely missing creativity, collaboration, a big-picture perspective, listening skills and emotional intelligence. When our big customer left for the competition, they told us that they felt we didn’t listen to or understand their needs.”

Then Robert told me about a woman who had been on the executive team until she was hired away by another company. She had always been “the voice of the customer” and had communicated that the key customer wasn’t happy. Somewhat embarrassed, Robert confessed that the rest of the executive team had discounted her input. “Now I see the different perspective and value she brought to our organization,” he said and then concluded, “I think we need some balance on the leadership team.”

In SHAMBAUGH’s leadership development and executive coaching practice, we see many talented executives and profitable organizations that have achieved measureable success, yet suddenly find themselves falling behind the market and/or the competition. Consistently, I find that the primary reason for this shift is that these leaders and organizations continue to rely on the same leadership approach that garnered them success in the past. And why shouldn’t they? If it’s not broken, don’t fix it, right?

While current leadership models aren’t necessarily “broken,” the reality is that they can’t and won’t drive success in today’s business environment. In other words, what got you where you are isn’t going to get you where you want to go in the future. The world is a very different place than it was just ten short years ago. You simply can’t run a successful company in today’s complex global marketplace the same way you did in the past. The truth is that we can no longer use the same thought and decision-making processes and expect to be successful…20th-century leadership models won’t work for 21st-century organizations and 21st-century problems.

Successful organizations of the future will be led by fully engaged, balanced teams of men and women working together synergistically to produce extraordinary results. I call this Integrated Leadership. In SHAMBAUGH’s Fundamentals of Leadership Program and Coaching Practice we start from the premise that leaders who create high performing organizations and get lasting results are those who value and leverage the broad spectrum of gender intelligence – an intentional balance that enables an organization to deal with the complexities in today’s marketplace. A balanced, integrated leadership team is the new competitive advantage.

So what happened to Robert and his organization? Through the course of our conversation, he came to understand that he had been operating with only half of his potential leadership capacity. He also realized that if his organization was going to continue to succeed in the future, he would need a broader range of leadership traits, thinking, and perspectives in order to respond to market dynamics, challenges, and opportunities.

In the following months, Robert worked to shift his leadership team. He brought on new leaders who possessed a diversity of perspectives, styles, and traits and represented both left and right brain thinking. With a balanced, integrated leadership team in place, over time, his organization earned back customers they had lost and regained market share.

That is one leader’s and one organization’s story. What about yours?

• Are you relying on leadership models of the past to achieve success in the future?
• How balanced and integrated is your leadership team?
• As an organization, are you leveraging your gender intelligence?
• What problems is your organization currently facing? Could those challenges be better addressed with a broader range of leadership perspectives, styles and traits?

SHAMBAUGH’s leadership and organizational development, employee engagement, and coaching services in addition to SHAMBAUGH's Programs for Women and their Women In Leadership and Learning (WILL) Program (view video highlights of SHAMBAUGH’s WILL Program) have been successfully impacting the careers of women leaders for more than 17 years. Visit www.shambaughleadership.com to learn more about SHAMBAUGH’s integrated and holistic approach towards developing and advancing women in the workplace.

However, in working with and coaching hundreds of women leaders, there’s no question in my mind that women are strategic thinkers. After all, most women constantly fill multiple roles. This requirement gives them critical problem solving skills and the ability to orchestrate complex situations – two areas that are closely related to strategic thinking skills. So the issue is not that women aren’t strategic thinkers. The problem is that they sometimes don’t come across that way. And in business, as in life, perception is reality.

The good news is that the adjustments women need to make in order to develop their strategic skills and to be perceived as being strategic are not particularly difficult or complex. SHAMBAUGH’s coaching practice for women and our women in leadership and learning program (WILL) not only help women to be aware of their strategic capabilities but also show up that way based on the following three key areas:

Broad-based Experience – Relative to men, women often lack the strategic experience that comes from time spent in P&L, operations, and line positions. In addition, women tend to mistakenly believe that they need to be experts in their current position or functional area. As a result, they focus intently on that aspect of the business or organization, narrowing their perspective.

Instead, women need to proactively seek positions, projects, and assignments outside of their position, department or area of expertise. Cross-functional and external assignments offer a broader perspective, the opportunity to stretch and grow, a better understanding of how the pieces of the business fit and work together, and a more integrated, strategic view.

Executive Presence – A recent study identified the top three differentiators that make for a successful executive, and one of those key differentiators is executive presence. At the senior ranks, everyone has technical competency, but not everyone has presence. Presence is the way you carry yourself – the persona that you convey in meetings and conversations. Executive presence is characterized by self-confidence, a sense of authority, decisiveness and assertiveness. Women have a tendency to be helpful and polite to the point of not stating their opinions or defending themselves as an authority.

If you are a woman who wants to enhance your executive presence, know and state your opinions firmly, backing them with strong rationale. Ask thoughtful, strategic questions rather than simply sharing information and blindly agreeing with others. Boards and executives are looking for people who can challenge old ways of thinking and doing. Don’t personalize situations. See business as business. Feelings don’t count…organizational goals do.

Languaging – Oftentimes, women’s choice of words when communicating can send the message that they are not as strategic as men. It’s not necessarily what women say but how they say it.

For example, consider a senior level, female HR professional who is concerned about a lack of cross collaboration within the organization. She presents to the executive team “an initiative to create a more inclusive culture,” but the bottom-line focused senior executives tune her out. Consider the difference if she had reframed the proposal to reflect a more strategic approach: “Given the reality of our current talent shortage, we need to look at a human capital plan and develop an inclusive, learning-based culture that will align with and support our growth strategy.”

All leaders – men and women – need to speak the language of business. When presenting information, reports or proposals, do your homework first. Consider the strategic aspects of your project. How does it fit into the organization’s vision, business strategy, growth plan or annual goals? How will it drive better business results? You must understand how it will impact the bottom line and be prepared to communicate that connection clearly and succinctly.

While the common belief in business may be that women are not as strategic as men, recent research validates my view that women are every bit as strategic as men, if not more so. Studies show that women actually have more connections in their brains than men, giving them a greater ability to make complex, strategic decisions. Furthermore, a recent study by the University of Hertfordshire showed women performed 70 percent better than men on a test pertaining to strategic planning.

What do you think? Are men naturally more strategic than women? Or are women as strategic as men but by their nature aren’t perceived that way? What else could women do to enhance their strategic perspectives?

SHAMBAUGH's Coaching Programs for Women and their Women In Leadership and Learning (WILL) Program (the first leadership program in the U.S. specifically designed for women) have been successfully impacting the careers of women leaders for more than 17 years. Visit www.shambaughleadership.com to learn more about SHAMBAUGH’s integrated and holistic approach towards developing and advancing women in the workplace.

In my conversation the executive shared with me that she understands what other highly successful senior executives know – differences are at the heart of a balanced leadership approach: “Our customers are diverse, with different likes and needs. If we only had one type of executive – whether that was all men, all women or all one personality type – we would be limited, only recognizing that narrow slice of the world. We would miss all kinds of opportunities and conversations that are crucial to our success. And as a result, we would miss a critical chance for the continuous learning that will keep us at the top of our industry today and give us the competitive advantage we need to stay there in the future.”

What many business leaders don’t realize is that if we all had a deeper awareness of these differences between men and women – and how they manifest in the workplace – we would reap benefits on a number of different levels: individually, within our teams, organizationally and with our customers.

Here are just a few examples of how this knowledge can help us as individuals:

• Career Development – By understanding our dominant traits, we will be more confident in using our strengths, more accepting of our weaknesses, and more tolerant of the differences of others. It also allows us to establish career goals and choose development activities that are in alignment with our natural traits and interests.
• Influence, Persuasion and Communication – Understanding our own personality and thinking styles – and learning how to recognize them in others – makes us more effective in persuading others. For example, while one person might want data and facts in order to buy into an idea, another will be convinced simply by being briefed on the “big picture.” Knowing these differences enables us to tailor our influence approach accordingly.
• Career and Work-Life Balance – Many people make career decisions based on factors such as pay, perks, or location. Yet research suggests that the most effective people succeed because they are in jobs for which they are well suited and which they enjoy. Armed with knowledge of our brain dominance, we can match career choices to our personal profile, thereby improving performance and increasing job satisfaction.

But perhaps the most significant benefits of a balanced leadership approach are enjoyed by teams and organizations:

• Team Effectiveness – For a team to achieve its potential and perform at the highest level, it’s important that members understand their colleagues’ thinking style preferences so they can more effectively work together, complement one another, and fill any voids with the right people from outside the team.
• Negotiations – Organizations negotiate on a regular basis. A balanced leadership approach in both the planning and execution of the negotiation process results in a logic-based orientation combined with relational energy, emotional interpretation, and active listening, all of which are critical for producing win-win agreements.
• Organizational Change Efforts – Change is a constant in most organizations; yet many leaders continue to struggle when it comes to leading their people through the complexities of change. An integrated strategy that includes driving a plan that is balanced with empathy for people’s sense of loss and inherent frustration is essential to helping people accept, support, and successfully implement any kind of change.

Developing a balanced, integrated approach to leadership doesn’t just happen. Organizations and senior leaders must first see the inherent value of it and then be intentional about creating a corporate culture and development programs that advance a diverse group of leaders. But clearly, the results are worth the effort!

Visit www.shambaughleadership.com to learn more about SHAMBAUGH’s leadership and organizational development, employee engagement and coaching services.

But uncertainty always has another side. I believe that 2012 presents a prime opportunity to constructively evaluate where we are, consider new points of view and embrace the strategies that will be necessary to succeed in the future.

Leaders may not be able to predict the future, but great leadership will create the future at every level – personally, organizationally, nationally and globally. Now is the time for leaders to adopt new mindsets, develop skills and adapt to different ways of doing business in order to navigate the next several years. Consider integrating these recommendations into the way you think and lead:

• Leave behind outgrown thoughts, outdated viewpoints, past limitations and old grudges;
• Be keenly aware and very clear about what the organization is doing and where it is headed, even in the midst of an environment defined by ambiguity and constant change;
• Step outside your day-to-day role and proactively step inside new and different experiences with an open mind in order to foster new thinking patterns and shape different viewpoints;
• Nurture a culture of curiosity to allow for even more innovation;
• Ask yourself every day what you can do to bring unique and exceptional value to those you serve.

It may seem that in times of change we should hit the gas pedal and speed into the future. But as we move into the New Year, I believe it’s crucial for all leaders to take the time – particularly during times of great change – to reflect on the events of the past, the lessons learned and the wisdom gained.

As I reflect on our experiences at SHAMBAUGH Leadership throughout 2011, I am especially proud of the opportunities we’ve had to speak to and work with national and global leaders, and to advance the Women in Leadership and Learning (WILL) program as it concludes its seventeenth year. As I look to the future, I see SHAMBAUGH as an ongoing thought-leader in developing and coaching the next generation of leaders, guiding C-Suite executives in navigating change and complexity, and working with organizations to achieve high performance cultures and an Integrated Leadership approach.

I invite you to decide now what kind of future you want to create and then begin to ready yourself, your team and your organization. If we at SHAMBAUGH can help you or your organization, please don’t hesitate to contact us. Together, we can create the future.

Regards and best wishes for healthy, happy and prosperous 2012!

Becky Shambaugh

In her groundbreaking books, The Female Brain and The Male Brain, neuropsychiatrist Louann Brizendine, M.D., offers the physiological evidence for what we’ve always known: men and women are different. (No big surprise there!) Brizendine, who has extensively studied gender brain differences, explains that the unique structure of the female and male brain determines how each gender thinks, what they value, and how they communicate.

The differences between men’s and women’s brains explain the considerable differences in how they operate in the workplace – how they lead, communicate, act, react, problem solve, make decisions and work together. Different brains drive different behaviors, which lead to different outcomes. Men tend to be more competitive, evidence based, results oriented and present focused. Women, on the other hand, tend to be more collaborative, intuitive, empathetic and future focused. Certainly, both men and women can and do possess the traits of both genders, but because of their brain structure, each gender is geared toward natural tendencies.

Now consider the work of Ned Herrmann, author of The Whole Brain Business Book (McGraw-Hill), who pioneered the study of the brain and its impact in business while working at General Electric. Herrmann discovered that the brain is comprised of four specialized thinking clusters, or quadrants, that control the way we learn, view the world, interpret and process information, and interact with others. These four areas correlate to specific thinking preferences: 1) analytical and logical, 2) organized and results-oriented, 3) intuitive and relationship oriented (emotional intelligence) and 4) creative and big-picture oriented. One of the key principles of Herrmann’s whole-brain concept is that when we utilize all of the brain’s four quadrants, we are more efficient and productive and perform better.

Just as individuals achieve better results when they use their whole brain, so too do organizations perform better and achieve better results when they utilize and leverage the characteristics of the four quadrants of the brain. If we overlay the concept of whole-brain thinking with the proven brain differences between men and women, we discover the scientific evidence behind the Integrated Leadership Model, which embraces and leverages the strengths of both men and women leaders (and their brains). When organizations adopt this Integrated Leadership approach, there is a significant, positive effect. I call this the Integration Quotient:

 Male Traits + Female Traits = Better Business Outcomes

 Here are just a few examples of how the Integration Quotient can produce better outcomes in organizations: 

Analytical Thinking + Creative Ideas = Realistic Innovation

Fact-Based Approach + Empathy = Results-Focused Engagement

Clear, Concise Information + Collaborative, Free-flow Conversation = Dynamic Exploration

Rapid Decision Making + Cautious, Consultative Thought = Balanced Decisions

The bottom line is this: better balanced leadership leads to better business results. But therein lies the challenge! Organizations are not balanced at the senior and executive leadership levels. After all these years, women still only account for a mere 14 percent of senior leadership. What this means, in effect, is that organizations have been using only half of their “brain” (i.e., leadership capacity), because most senior leadership teams have been predominately comprised of men. Now, some people will tell you that this approach has worked. My question is this: How successful would you be if you were only using half of your brain? Not very!

So, if you lead a team or an organization and you want better business results, ask yourself the following questions:

1. Are you embracing an Integrated Leadership model?
2. How balanced is your leadership team? What is the proportion of men to women?
3. Does your team provide the whole spectrum of traits, dispositions, strengths and behaviors necessary to ensure you are achieving integrated outcomes?

Feel free to share your experiences and comments below.

 To learn more about SHAMBAUGH’s leadership and organizational development, employee engagement, and coaching services, visit: www.shambaughleadership.com

I realize that I run the risk of being politically incorrect when I say this, but I think men play a significant role in this situation. Quite frankly, how could they not? The vast majority of senior and executive leaders are men. Given their sheer numbers, one must logically conclude that men have some kind of impact or influence on the lack of women in leadership…but not in the way that you might think.

Generally speaking, most organizations have done a commendable job of providing leadership development and diversity training to fill the leadership pipeline with qualified candidates and to help women overcome the obstacles to their advancement. Many of the reasons women are not advancing in the numbers they should be revolve around their own self-limiting beliefs, assumptions and behaviors. I call these “sticky floors” because they hold women back from achieving their key goals and career objectives.

However, there are at least two other factors that keep women out of senior leadership roles, and they do not directly relate to women:

1. Organizations and their predominantly male leaders do not buy into the business case for Integrated Leadership – fully engaged, balanced teams of men and women working together.
2. Men are not aware of the significant role they play and therefore do not see themselves as a major part of the solution to this problem.

The Business Case for Integrated Leadership

The evidence supporting the importance and value of women in senior leadership is overwhelming. Multiple studies have proven that organizations with more women in senior executive roles are more profitable, have greater market share and are better able to grow and maintain their competitive advantage. The bottom line is this: balanced leadership means better business results. Organizations that choose not to leverage women at the leadership level will simply fall behind.

Men’s Role

Interestingly, men typically are not seen as playing a significant role in advancing women into leadership – that job has been left to the HR or OD department. To some extent, men have been pushed to the sidelines and as a result have perhaps become apathetic about supporting women. Yet men are in the best position to mentor and sponsor women because they have spent the most time in the leadership ranks and hold the most knowledge and experience.

In my experience working with organizations, I have found that men are not as comfortable mentoring women as they are other men. Socially, men are wired to work with men. Let’s face it – there are inherent gender differences that make it more challenging to build cross-gender relationships. And in today’s hyper-sensitive workplace, men are much more cautious in their dealings with women. However, when 50 percent of the workforce is women, it behooves men to build bridges, look for women’s strengths and learn how to leverage them. Mentoring women in the leadership pipeline represents a huge opportunity for male executives to grow the company.

The Solution

So how can we develop a more Integrated Leadership approach – one that encompasses the strengths of both men and women? Men, women and the organizations for which they work all play key roles in the solution. And the first step to solving the problem is awareness.

Men, do you…

• Believe in the business case for more women in leadership?
• Ask the women on your team for their perspective and input because you genuinely believe they have something of value to add?
• See yourself as an advocate for the aspiring women leaders in your organization and feel comfortable mentoring them?

Women, do you…

• Reach out and build partnerships with male leaders?
• Invite men to be your mentors/sponsors and ask for their advice and support?
• Offer your valuable input, opinions, and perspectives?

And as an organization, do you…

• Develop and train men to give them the skills and knowledge to effectively mentor women?
• Seek different ways to advocate for and sponsor women in the leadership pipeline?
• Proactively look for opportunities to integrate the strengths of male and female leaders?

The dearth of women in senior leadership is not just a women’s problem or an organizational problem – it’s everyone’s problem. And it’s time for men to actively participate in the process of advancing more women to the leadership ranks and creating a balanced, integrated senior leadership team.

Visit www.shambaughleadership.com to learn more about SHAMBAUGH’s leadership and organizational development, employee engagement, and coaching services.

His accomplishments are astounding by any measure. The story of how he started Apple with friend Steve Wozniak in his parents’ garage is legendary. Within ten years they had grown Apple into a $2 billion company with over 4,000 employees. After being fired in 1985 from the company he founded and built, Jobs returned to Apple in 1997 and transformed it from a financial catastrophe into the world’s most valuable technology company. He and his teams of developers, engineers, and marketers at Apple released the iPod, iTunes, the iPhone and the iPad in just 10 short years (yes, the first iPod was released in 2001). Many people forget that Jobs was also behind Pixar Studios, the company that created the world’s first computer-animated movie, Toy Story. He was a visionary cultural leader, and he led both Apple and Pixar from that perspective.

What was the basis for Jobs’ extraordinary leadership and accomplishments? He had no college degree, let alone an MBA. What drove Steve Jobs – what got him up every day and compelled him to keep going, even in difficult times – was passion. He believed that passion was the most important ingredient for success, and it was Apple’s core value from the beginning. He is reported as once having said, “Being the richest man in the cemetery doesn’t matter to me. Going to bed at night saying, ‘I’ve done something wonderful…that’s what matters.”

I think passion is an often overlooked characteristic of great leaders, and yet the greatest leaders always have it. You might be a creative genius like Steve Jobs, a marketing guru, a numbers expert or a technological whiz, but to really achieve success, you have to love what you do and be passionate about it. When you have passion, you are totally committed to what you are doing; you want to give your best effort every day, in everything you do. Passion is the driver that keeps you moving forward and keeps you on course.

By most accounts, Steve Jobs was not an easy man to work for. He had exacting standards and demanded perfection. Yet he was admired and hailed as a great leader. Why did people follow him? Because he deeply believed in what he was doing. His passion was authentic, and that is a powerful lesson for all of us. You can’t fake passion. If you don’t genuinely believe in your organization’s mission – and your role in that mission – you can’t lead your team to greatness.

I too have discovered that if you find and live your passion, the rest will follow. But how do you find your passion? The first step is to know yourself, and then you must be yourself. That was a principle Steve Jobs followed his entire life. I talk about this principle and its connection to great leadership in my book, It’s Not a Glass Ceiling, It’s a Sticky Floor. Knowing yourself and being yourself are lifelong endeavors. They are not the result of an exercise you complete in one day, but rather an ongoing process of self-reflection and self-realization. Here are a few thoughts to get you started:

1)    Know your Heart:

• Your personal beliefs
• Your values
• Your intrinsic motivators

2)    Know your Mind:

• Your areas of expertise
• Your skills
• Your strengths and weaknesses

3)    Know your Dreams:

• Your short-term and long-term goals
• Your hopes and fears
• Your immediate intentions

4)    Know your Vision:

• What you truly want – now and in the future
• What you want your legacy to be
• Who you want to be “at the end”

In a commencement speech at Stanford University in 2005, Steve Jobs shared this thought with the graduates: “You’ve got to find what you love…. Your work is going to fill a large part of your life, and the only way to be truly satisfied is to do what you believe is great work. And the only way to do great work is to love what you do. If you haven't found it yet, keep looking. Don’t settle. As with all matters of the heart, you’ll know when you find it. And, like any great relationship, it just gets better and better as the years roll on. So keep looking until you find it. Don’t settle.”

Find your passion, live your passion, lead from your passion!

What can you learn from Steve Jobs’ example that you can apply to your leadership? Leave a comment below.

Visit www.shambaughleadership.com to learn more about SHAMBAUGH’s leadership and organizational development, employee engagement and coaching services.

The truth is that we can no longer use the same thought and decision-making processes that we used just ten years ago…20th-century leadership models simply won’t work for 21st-century organizations and 21st-century problems. We need a different leadership model – one that is more balanced and integrated. Successful organizations of the future will be led by fully engaged, balanced teams of men and women working together. I call this Integrated Leadership.

The timing is right for a shift to this new approach to leadership. Women are beginning to be recognized as an instrumental component of the leadership equation. Studies show that organizations with more women in senior executive roles are more profitable, are more adept at attracting and retaining top talent and are better able to grow and maintain their competitive advantage. Some research indicates that the tipping point is only 30 percent – that is, when women represent just 30 percent of the senior leadership team of an organization, real change starts to happen. When women work side-by-side as equals with men, broader perspectives are heard, a wider range of skills are available, and more innovative thinking occurs. This, in turn, results in a more productive and invigorated work environment.

The skills and abilities that tend to come more naturally for women such as creativity, intuition, empathy, relationship intelligence, collaborative leadership, and a holistic view of the world are becoming more pertinent, and some would even say “crucial,” in the new business environment. In our existing society and culture, these strengths are the same qualities that have historically kept women out of higher levels of leadership – and yet they are the very qualities that our world and our organizations now need in order to create a better tomorrow.

Women make up the majority of candidates in the leadership pipeline. But rather than increasing, the percentage of women in executive leadership positions is holding steady and in some cases decreasing. For years I’ve heard “the talk” about the importance of diversity and inclusion in driving key business results. But I don’t see companies “walking the talk.” It’s time for organizations and their leaders to move from conversation to action:

1. Women must look within, acknowledge their leadership attributes, and then confidently take a seat at the table. While a glass ceiling may still exist in some organizations, most women are stuck on a “sticky floor” of self-limiting assumptions, beliefs, and behaviors that prevent them from realizing their potential and moving to the next level of leadership. Organizations must fully prepare women in the pipeline and provide targeted leadership programs and coaching.
2. Men still represent over 80 percent of the executive suite and corporate board of directors and therefore play an important part in helping women advance to higher-level leadership roles. These men are in the best position to advocate for women, and we need to tap into their insights, coaching, and mentoring, as well as their goodwill.
3. Organizations must address the number of women who are dropping out of, or not signing up for, the senior ranks of leadership. Effective leadership development programs can reinforce a gender-neutral work environment, tackle traditional biases and assumptions, and help men and women acknowledge and maximize each other’s leadership strengths.

Now is the time to foster an Integrated Leadership culture – one that values, leverages, and blends the differences and attributes of both women and men. Without the unique perspectives and style of both, it will be very difficult for organizations to achieve success in the future.

What specific action can you take in your organization to encourage Integrated Leadership? Leave a comment below.

Visit www.shambaughleadership.com to learn more about SHAMBAUGH’s upcoming Women’s Professional Services Program in Washington, DC this Fall as well as our leadership and organizational development, employee engagement, and coaching services.

• Take time to build relationships and build the team. We saw this strategy when President Obama and Speaker of the House John Boehner took time out from intense negotiations to play golf. A key element of integrated, balanced leadership that many leaders tend to disregard is getting out of the regular work environment and building relationships. It’s difficult to collectively deal with a crisis if you haven’t built sound relationships up front. But when you know someone as a human being – as more than their title or position – it is easier to find both the willingness and the way to work together. Executive sessions, teambuilding efforts, and offsite retreats are an effective way to build rapport and trust, help individuals find common ground and gain agreement on a common vision.
•  Step back and ask, “Who are we really serving?” I wonder how different the outcome of the debt negotiations would have been if those in our government had pushed the pause button and remembered that they were elected to serve the citizens of this country. Oftentimes organizations and their leaders get caught up in the same situation and succumb to the same problem – forgetting whom it is they serve. They become so focused on the process that they lose sight of their purpose: to provide value to the customer. Consequently, it is imperative that leaders develop and consistently communicate a shared vision that inspires and engages everyone in the organization and connects them to those they are serving.
• Be accountable and accept responsibility for problems. Everyone in this debt crisis has pointed the finger of blame at everyone except themselves. Yet the President and every member of Congress are part of the government and should not only accept responsibility for creating our budget problem, but also hold themselves accountable for fixing it. Likewise, organizational leadership almost always has a hand in creating problems, even if their role is nothing more than being asleep at the wheel. Blaming others doesn’t solve anything. Taking responsibility is a first step in the right direction.
• Leverage the diversity of ideas and experiences around you. In every organization, as in Congress, there exists a rich diversity of thoughts, ideas, opinions and perspectives. Capitalizing on that diversity produces better outcomes. In both business and in life, we have to navigate different points of view to reach successful conclusions. Leaders can and should be role models for embracing new ideas, being open to other perspectives, fostering innovation and collaboration, and being willing compromise when necessary.
• Make the hard decisions now. If Congress and the President can’t make the tough choices now, what makes them think they will be able to do it later? Leadership calls for courage; it calls for stepping out of the status quo to make the difficult decision. Out of the toughest situations, the most powerful and impactful leaders emerge.

Now more than ever before, America needs authentic leadership. The same is true for your organization. It needs leadership – real leadership. This is the time for you to tear down silos, embrace collaboration and build bridges. This is your chance to lead, to do something big and to show others what is possible.


To learn more on how to accelerate or begin your leadership journey, our Women in Leadership program or SHAMBAUGH’s results focused coaching services can help you get started. Visit www.shambaughleadership.com for more information.