Taking Control of
Your C-Suite Quest
Yes, there are probably at least "13 Subtle Ways Women are Treated Differently at Work," as Business Insider reported, but it's within women's power to find their way to the C-suite.
Cultural Fit & Risk Taking
Whether you are a new employee or a potential one, know the organization. Most importantly, be sure the culture is a good fit and be willing to take risks, according to HCA Partners Cathy Lange and Karla Leavelle. "You need to ask yourself if your values and those of the organization are in alignment," said Lange. "Do people treat one another how you want to be treated?" The CEO has a role here, as he sets the cultural tone. A female executive might want to talk with him - or her - about the company culture. Also determine if there are female leaders and managers in key roles. |
"You need to ask yourself if your values and those of the organization are in alignment."
--HCA Partner Cathy Lange
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Leavelle emphasizes risk taking. "You need to be willing to make a move that takes you out of your comfort zone to gain valuable experience," Leavelle said. You may need to move from a staff position to a line position. Or you may need to find an opportunity at another organization. Branding
Develop your brand. Manage how you want to be perceived. That may include how you dress and behave (and that's important for women and men). Ask for feedback from a trusted colleague or advisor about how you're managing your image. This includes controlling your emotions, which has nothing to do with women being 'emotional.' Every leader should be seen as calm in crises and even detached when needed.
Networking and Building Relationships
Networking internally and externally is critical. Networks lead to mentorships, referrals, cooperation on projects and the ability to observe a large and diverse group of people. And those observations can help develop your leadership and management style. It might also boost the odds of a promotion or a new job opportunity.
Know your 'audience' and constituencies. What are the 'water cooler' discussion topics for leaders and managers? Whether it be current events, politics, sports or theatre, be conversant and aware. Lange loves college football and lets colleagues know it. "Knowing I'm interested in at least one sport makes men more likely to include me in male banter and even invitations to events that involve all sports," Lange said. Women might also organize sporting events. Golf isn't as popular with women as men, but tennis, or another sport can attract both men and women and provide the same type of networking opportunity.
A note on golf. It is quite prevalent among male leaders and a good deal of relationship building and business take place on the links. It may be worth taking lessons to determine whether it's a sport you can learn and enjoy.
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Promote Yourself
While the Center for Creative Leadership claims too few companies ask their women employees what they want, for their part, too many women think all they need is to perform and someone will notice and promote them. In other words, they don't communicate their career goals and objectives well. From the first interview for a job to the annual review and in any appropriate manner in between, women need to articulate career goals and ask for guidance from senior executives about how to achieve them.
And there's nothing wrong with graceful tooting of one's own horn with confidence and conviction. "We do not need to take credit for everything we accomplish, but when we don't, someone else will," HCA Executive Coach Maureen Blackwell said. "Yes, when talking about accomplishments, it's critical to talk about how that accomplishment impacted the team and organization." Embrace Feminine Power Traits
Kathy Caprino, a leadership coach writing in Forbes magazine says the problem goes beyond communication styles. "The emphasis many women leaders place on connection, empathy, emotional cue-taking, consensus-building, risk taking, mutuality, and questioning are often misconstrued as a 'less than' leadership style." |
"We do not need to take credit for everything we accomplish, but when we don't, someone else will."
--HCA Executive Coach Maureen Blackwell
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That's backwards, according to Blackwell. "These are, in fact, the exact qualities, especially emotional intelligence, that can make a great leader," she said. Blackwell points out that women also tend to be more collaborative, using "we" instead of "I." Play PoliticsFinally, women need to understand office and career politics, which is all about influence and getting your ideas woven into the business dialogue. Build relationships with key influencers and senior executives. Let them get to know you. They need to trust you.
That's where a mentor or sponsor can be helpful. And they are distinctly different. A mentor helps a woman navigate her career challenges; a sponsor actively advocates for her. A woman can choose the former; the CEO or other senior executive needs to recruit and champion a sponsor. The sponsor helps connect you to the right people, present contributions in the right settings, and promote your value to the organization.
"We may not be in a majority," Lange said of women in the C-suite. "But there are enough of us to help those coming up."
"We're available.. You just need to ask."
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Meet A Partner
Cathy Lange
Cathy is a Partner with HCA and is Director of Leadership Development and Executive Coaching. She provides a range of coaching services for executives and leaders in emerging and Fortune 500 companies, government agencies and non-profits. Cathy is a 20-year veteran of the high technology industry and corporate America, having led sales and marketing, high level consulting, systems integration and information technology innovation initiatives. Cathy serves on the board of directors of the Fairfax County Chamber of Commerce and the Community Foundation of Northern Virginia. She is an appointed commissioner to the Fairfax Economic Development Authority. Cathy is a 2011 class of Washington Business Journal's Women Who Mean Business. She is a graduate of Corporate Coach University and is a member of the International Coach Federation. Cathy is a magna cum laude graduate of Georgetown University.
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Meet An Associate
Maureen Blackwell
Maureen is an Executive Coach with HCA. She is also an instructor, facilitator and organization development consultant. During her twenty-five year career at IBM, Maureen held leadership positions in training, consulting, marketing and manufacturing, including successfully managing a multi-million dollar P&L for IBM hardware and software conferences, custom and open enrollment training. She has proven experience in performance and project management, strategic planning and restructuring, as well as experience in leading successful virtual organizations and projects in the US and globally. Maureen is an adjunct faculty member in the Innovation MBA program at James Madison University where she co-directs the Leadership Development Program and teaches leadership communications. She is a PCC accredited coach through the International Coach Federation and a graduate of Coaches Training Institute.
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