Here is yet more information on this topic for women and their career development:
More Reasons Women Need to Negotiate Their Salaries – HBR.
Archive for Female Leaders – Page 4
This is interesting although discouraging data, but likely not surprising to many. What has been your experience been like?
I’d love to hear about exceptions to this, and, the reasons you think they have occurred.
You know you need feedback to learn and grow, yet most people are not good at asking for it.
While receiving feedback can be “a stressful experience,” here are some great ideas about specifically how and why we should request it more often:
![Margaret-Heffernan[1]](https://theleadershipfocus.com/wp-content/uploads/2015/05/margaret-heffernan1.jpg)
“It’s the mortar, not just the bricks, that makes a building strong. The mortar, in a strong team, is social capital: mutual reliance, an underlying sense of connectedness that builds trust.”
Margaret Heffernan
Here’s something amazing from Margaret Heffernan, who is widely regarded as one of the most successful women business leaders in the world.
Essay: The secret ingredient that makes some teams stronger than others
The secret ingredient that makes some teams better than others | ideas.ted.com.
Here also is a link to my previous interview with her on my radio show, “The Leadership Focus.”
A Story from Google Shows You Don’t Need Power to Drive Strategy – HBR.
A great article about positioning from within the organization for power, regardless of formal position or title.
Here’s a thought-provoking article from today’s Fortune Magazine.
I love the idea of scrapping the “hard” and “soft” leadership skills, (often implying that “soft” is less substantial or less powerful), and replacing this with “hot” and “cool” leadership styles.
What do you think?
This thought provoking article just came up on the Harvard Business Review blog. I find it to be consistent with my recent observations?
What Executives Value in Their CEOs – HBR.
What do you think?
If you are a CEO, or, an aspiring CEO, how would you measure up?
We know that getting more women on teams can boost performance. The examples are numerous: Citing private internal research of 20,000 client teams, EY’s vice chair Beth Brooke has said that the more diverse teams had higher profitability and great client satisfaction than non-diverse teams. And professors Anita Woolley and Thomas W. Malone have learned that increasing the number of women on a team also increases its collective intelligence.
Yet when it comes to one of the most important “teams” a company has — its board of directors — the United States seems to have hit a ceiling of about 16% women, with little by way of national efforts by government or business to increase that number.
The challenges are well known: women in business continue to face a formidable gender gap for senior-leadership positions.
Moreover, there are fewer and fewer women at each step along the path to the C-suite, although they represent a majority of entry-level employees at Fortune 500 companies and outnumber men in college-graduation….
via Fostering women leaders: A fitness test for your top team | McKinsey & Company.
Great article by Annie McKee, a senior fellow at the University of Pennsylvania, director of the PennCLO Executive Doctoral Program and co-author of Primal Leadership with Daniel Goleman and Richard Boyatzis ,
as well as Resonant Leadership and Becoming a Resonant Leader.
Think of the really great leaders you have known. Haven’t they all been exceptional in their ability to influence? What would you add to this?