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Greetings!
I'm excited to debut my GenderSmart® Solutions newsletter! My goal is to provide articles, tips, and information of value and interest to you, professionally and personally. Everything will be relevant, in some way, to my areas of expertise - recruiting, retention, and advancement of women; gender communication and related gender issues; authentic leadership confidence; meeting facilitation; and work/life balance.
I'll keep things short, useful and pithy in hopes you will enjoy and learn from every issue!
Warm Regards,
Jane Sanders | |
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The Leadership Style Dilemma |
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Successfully Managing The Double-Edged Sword
...by Jane Sanders
Yes, things in the corporate world are getting better for women. And yes, we still have a ways to go. Women in leadership and executive positions stare down a double-edged sword daily. If their style is primarily assertive, decisive, task vs. relationship oriented, etc., they are labeled as too tough and masculine. So does this mean don't act like a man? If a woman's style is predominantly collaborative, supportive, and friendly, she is perceived as nice but incompetent. So does this mean don't act like a woman if she wants to advance? But what's left - how is she supposed to act? Arrgghhh!!
Stereotyping
Women must walk a fine line in the corporate world, especially in longer-established industries such as financial services, insurance, automotive, and manufacturing. Using solely one style or the other can often backfire, much more so than it would for a man, as this inflexible behavior will illicit stereotyping and misperceptions of women's competence and personality. Such behavior by men can cause judgment too, but less often and less severe, with milder consequences.
Eliminating these gender stereotypes is a valid but lofty and, for the foreseeable future, completely unattainable goal. Studies have shown that regardless of the country or culture, when people see someone walking toward them, the first thing they try to determine is their gender. It's an instinctive natural reaction. Male or female? Not race, culture, or religion.
So instead of focusing on eliminating stereotyping, the world would be better served by becoming aware of gender styles, accepting them merely as differences rather than right or wrong behaviors, and learning how to work with them more effectively. In a way this is a form of eliminating typecasting, but it approaches the issue by managing stereotypes, not expecting them to disappear.
The Solution
The solution? Women will get the best results by recognizing that they are being judged more strictly, and by interacting and working with a balance (or blend) of masculine and feminine styles. Men will get the best results by recognizing gender style differences as just that - merely differences - not right, wrong, bad or good. A different style does not translate to less competence, intelligence, or leadership ability. Please note this is a two-way street! Both sexes would be best served by applying each of these strategies.
The fact is that the best leaders, regardless of gender, employ a balance of these styles. In the context of my work, masculine does not mean macho and feminine does not mean girlie. And by balance I don't mean equal amounts - I mean a flexible combination that uses each style at the appropriate time. The best companies recognize, encourage, and reward collaborative leaders who nurture and develop their employees while making the tough decisions and getting the job done.
Consequently, for both men and women, interacting with a conscious balance of both masculine and feminine styles is more beneficial to all involved. This balance looks like a blend of appropriately applied behaviors including but not limited to collaboration, decisiveness, risk-taking, nurturing, acknowledging good work, delegation, open communication, and planning - all of which help avoid labels and misperceptions.
No one needs to change who they are naturally, as all people are already a combination of both approaches (although many people, especially in business, get off track from their authentic blend). It's a matter of flexibility, and having the awareness and skills to apply each style in appropriate situations. GenderSmart® Solutions consulting, training, and coaching services can help achieve these worthwhile objectives.
Bottom line:
Women (and men) - Use a blend of feminine and masculine styles - be trustworthy, honest, approachable, open, collaborative and supportive; while also taking risks, being assertive when necessary with courtesy, delegating, making the tough decisions, and promoting yourself appropriately.
Men (and women) - Be aware that you may be judging women more harshly and holding them to different standards. They may be friendlier or have an otherwise "softer" manner than men you work with, but look at their performance, the results of their work, and their effectiveness with employees. Likewise, be careful not to assume that women with a more masculine style shouldn't be promoted. Don't many successful men you know have the same approach?
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GenderSmart Tip |
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Confidence - A Masculine Trait
Consider this scenario: It's your responsibility to identify the next employee to be promoted. You have two people of equal capabilities - competence, managerial skills, and interpersonal abilities. One is a man, the other a woman. How do you choose? Most leaders would lean toward the person who seems most confident about their abilities and ideas, and in most cases that would be the man. So you choose the man and get accused of gender bias. In reality you may be biased, but that is not directly relevant to this scenario. Your perception of confidence is the issue.
Seems is the operative word here. Many people, both men and women, don't actually feel all that confident, they just know how to look and act that way - especially men. They fake it till they make it. Most businesspeople have heard this credo, but forget about it in the chaos of the daily grind and corporate political battles. Confidence is a masculine characteristic that all people own to varying degrees but often have lost touch with.
As a reminder, take some chances! In moderation, of course, meaning calculated risks. Do you have to ask permission for every decision you make? Take initiative, commence action, and get things done. Don't state an idea beginning with disclaimers such as, "Well this is just my opinion, but..."
Start noticing how confident people look, act, behave, carry themselves, and promote their work and capabilities. Then imitate them in your own style! In another newsletter I will suggest some activities to help you tap into the innate confidence you have but may have lost touch with over the years. |
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Quote Of The Day |
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Pertaining to accepting style differences:
"You can complain that roses have thorns, or you can rejoice that thorns have roses" ... Ziggy |
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GenderSmart Promotion |
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Due to the strong response to my December email, I am extending the special offer: Any bookings for speaking, training, or coaching contracted by the end of February 2008 will receive 2007 prices! Please contact Jane by phone or email to discuss your needs and how her work can help. Be sure to mention this special offer. | |
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Contact Information
Toll-Free: 877-343-2150
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