As a continuation of our three-part series on 2019 leadership trends, here are three more trends to watch for this year: Be a compassionate leader. Regardless..Continue Reading
Imagine it’s 2022 and your organization is thriving, surpassing your expectations: You have won the war on talent, and people are knocking on your door wanting..Continue Reading
Have you noticed how people at your company are responding in the wake of the #MeToo Movement? Back in January, I discussed some of the initial..Continue Reading
In the wake of their recent survey that revealed men are more hesitant to mentor women since the #MeToo dialogue started last fall, Lean In has..Continue Reading
This fall, I have been speaking at several major conferences and women’s leadership forums within organizations. While “women’s forums” have traditionally been designed as “women-only” events, I like to shake up this assumption a bit. I ask companies to have women attendees not just invite other women to attend, but also to bring along a male supporter of the initiative.
It’s time we start cracking the isolation factor that has often accompanied female leadership forums. This calls for men and women to start having this important conversation not only on gender-balanced leadership but also on how can can work together towards shared business goals, challenges, and opportunities. The only way to effect real change in this arena and better understand each gender’s unique but important differences is to reinforce a unified voice. And it is only when we begin to experience this journey as partners in a shared purpose, rather than as insiders and outsiders, that the alliance can truly be powerful. When it comes to advancing women’s leadership, men and women working together as allies should be a primary goal for our teams, our organizations, and our world.Continue Reading
Why have so many companies failed to make much progress when it comes to achieving gender parity in their senior ranks? Perhaps even more important than looking back, what really needs to happen next to grow the pool of female talent at the executive ranks, so that we can finally achieve gender equity at the C-level and in our boardrooms?
I get asked these questions in almost every meeting I have with SHAMBAUGH’s clients when it comes to strategizing about how to improve gender equity in their company. While the solution isn’t simple, this quote from Albert Einstein can guide us in the right direction: “We cannot solve problems by using the same kind of thinking we used when we created them.”
With this wisdom in mind, it’s time that we crack the ceiling of only around one-third of women—34 percent—in senior management roles, and in the tech industry in particular that reportedly has only 11 percent of women execs at Fortune 500 companies. (Some tech firms are pushing hard to do better than this—I just learned that SAP reached its goal to have one in four management positions at the company filled by women—yet we still have a long way to go.)Continue Reading
It’s often said that the dearth of women at the C-level is due to a pipeline problem. But according to a recent New York Times article, “Why Women Aren’t C.E.O.s, According to Women Who Almost Were,” the pipeline isn’t the issue.
In the piece, author Susan Chira emphasizes how women who aspire to reach the senior ranks in corporations or institutions continue to experience resistance despite their clear capabilities and proven capacity to get results. After interviewing dozens of female CEOs, would-be chief execs, and other professionals, Chira finds that “many senior women in business are concluding that the barriers are more deeply rooted and persistent than they wanted to believe.” In other words, old narratives are at least partly to blame.Continue Reading