Climbing the Success Ladder -- In Heels
By Bob Mason
It's a common question, "What can women do to rise to executive level positions?" For many years women have struggled to overcome the gender bias of the c-suite, and that problem certainly still exists, but it's also not what it once was. In fact, the National Association of Women Business Owners reports that over 10 million firms are owned by women. Catalyst Research reports that over half the managerial and professional positions in Fortune 500 companies are held by women. Even though less than 25% of those company's CEOs are women, it's obvious that there has been much progress.
It seems that, in the great majority of cases, the best way is for women to advance to senior leadership positions is to demonstrate good leadership. Where that isn't the case, I advise women, just as I would men, to question whether they really want a senior position where their skills and abilities are not the primary consideration.
Here are five important skills that will help you succeed.
1. Become the expert. I can't emphasize this enough. One of the best ways to overcome anyone's biased tendencies is to show a desire and capacity to learn. Every successful leader I've known has worked hard to learn everything they can about their field, and (this is important) their current responsibility. When the boss is looking for someone to take on additional responsibility they'll notice the person who strives to know as much as possible.
2. Be a good follower. When I look for potential leaders, a deciding factor is always an ability to be both a leader and a follower. Someone who can't follow direction can be dangerous in a higher position. Besides, they're just irritating.
3. Recognize and take advantage of opportunity. This means knowing when the boss needs help or when something needs doing. I'm not suggesting sucking up to your supervisor. Instead, look for opportunities to demonstrate your abilities. Volunteer for that project that no one wants to do. It's always music to a boss's ears when someone volunteers to take on an unpopular or seemingly minor project. They don't have to listen to the otherwise inevitable whining and it shows that person understands success isn't always about high visibility projects.
4. Present yourself as a leader in appearance, comportment, and communication.
4a. Appearance is important, in spite of what you may see these days. Remember, most senior leaders still come from a generation that doesn't understand the need to stick earrings in places other than ears or why women have a lot of tattoos. Those shorts and that old t-shirt may be comfortable, but they don't express the kind of professionalism that will get you into the c-suite of most companies. There's an old saying about "dress for success" and it still applies. If you want to be a senior leader and executive, dress the part.
4b. Comportment is an old word referring to various qualities such as behavior, bearing, manner, and attitude. All those are essential considerations to being recognized as leadership material. Act like a leader, carry yourself as a leader, and interact with others as a leader. That means self-confidence without arrogance. Attitude is a little more complicated. Here I'm referring to how you interact with others. I've always appreciated people who are positive. That doesn't mean they always agree, but that they try to find the best in every situation and, even when disagreeing or presenting an alternate view, present those views in a non-whiny professional way.
4c. Learn to communicate. Most executives are not impressed by cutesy and abbreviated text. Coherent thoughts in grammatically correct sentences are still the norm.
5. Learn to be a leader. That means studying people and learning to help them be their best. Read the literature and study successful leaders. Ask your boss about leadership development and take advantage of every opportunity that arises.
It's true there are still workplaces that suffer from old biases and there probably always will be; but, there are more opportunities today than ever. Most executives are more interested in demonstrated capability and drive than anything else. To succeed, women, like men must position themselves for success.
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True Leaders Gain From Observing Others
By Richard Brody
In nearly every political campaign, there are certain candidates who continuously quote previous office holders, and cite how they handled a specific situation or set of circumstances. Unfortunately, many of these candidates are merely citing these examples as political ploys, rhetoric or jargon, while others often misinterpret past situations, and use a form of historical revisionism in order to justify their own point of view or agenda. However, when used honestly and correctly, today's leaders can learn much from the past (both good and bad), and if they dedicate themselves to realistically analyzing this information/ knowledge to enhance their expertise, then both they, and therefore, their organization benefits. Bulwer- Lytton wrote, "The true spirit of conversation consists of building on another man's observation, not overturning it." 1. There is a significant difference between revolution and evolution. When it comes to leadership, revolution refers to tearing down everything that is, and recreating everything anew. The greatest leaders are generally not revolutionaries (although there have been some significant exceptions), but rather use evolutionary approaches. That means that they analyze what was, what is, and what could and should be. They review ramifications of any actions taken, as well as the risks inherent in procrastination. In my over thirty years of consulting to organizations, I have observed that the ones that remain strong and relevant are those that strategically plan on an ongoing basis, continuously making small changes (or tweaks), building on successes and analyzing/ understanding the reasons why certain things enjoyed less than stellar success. 2. Great leaders always see things as they should be, rather than fixating on challenges or obstacles. Ineffective leaders continuously dwell on problems, and why things don't and can't be done. They often follow the gloom and doom philosophy, rarely seeing the positive. A truly effective leader approaches the task with an open mind, learning from others and always willing to adjust course, and always looking forward. Richard Brody has over 30 years consultative sales, marketing, training, managerial, and operations experience. He has trained sales and marketing people in numerous industries, given hundreds of seminars, appeared as a company spokesperson on over 200 radio and television programs, and regularly blogs on real estate, politics, economics, management, leadership, negotiations, conferences and conventions, etc. Richard has negotiated, arranged and/ or organized hundreds of conferences and conventions. Richard Brody has owned businesses, been a Chief Operating Officer, a Chief Executive Officer, and a Director of Development, as well as a consultant. Richard has a Consulting Website ( http://tinyurl.com/rgbcons ); a blog ( http://tinyurl.com/rgbstake );and can be followed on Twitter.
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