Are We There Yet?
Mandag, 06. september 2010 09:36

In 1970, 46 women filed a landmark gender-discrimination case against NEWSWEEK. Forty years later, three writers ask what’s changed for women at work.

The Visual Language of Liberation: Women's history on NEWSWEEK covers.

They were an archetype: independent, determined young graduates of Seven Sisters colleges, fresh-faced, new to the big city, full of aspiration. Privately, they burned with the kind of ambition that New York encourages so well. Yet they were told in job interviews that women could never get to the top, or even the middle. They accepted positions anyway—sorting mail, collecting newspaper clippings, delivering coffee. Clad in short skirts and dark-rimmed glasses, they'd click around in heels, currying favor with the all-male management, smiling softly when the bosses called them "dollies." That's just the way the world worked then. Though each quietly believed she'd be the one to break through, ambition, in any real sense, wasn't something a woman could talk about out loud. But by 1969, as the women's movement gathered force around them, the dollies got restless. They began meeting in secret, whispering in the ladies' room or huddling around a colleague's desk. To talk freely they'd head to the Women's Exchange, a 19th-century relic where they could chat discreetly on their lunch break. At first there were just three, then nine, then ultimately 46—women who would become the first group of media professionals to sue for employment discrimination based on gender under Title VII of the Civil Rights Act. Their employer was NEWSWEEK magazine.

Until six months ago, when sex- and gender-discrimination scandals hit ESPN, David Letterman’s Late Show, and the New York Post, the three of us—all young NEWSWEEK writers—knew virtually nothing of these women's struggle. Over time, it seemed, their story had faded from the collective conversation. Eventually we got our hands on a worn copy of In Our Time, a memoir written by a former NEWSWEEK researcher, Susan Brownmiller, which had a chapter on the uprising. With a crumpled Post-it marking the page, we passed it around, mesmerized by descriptions that showed just how much has changed, and how much hasn't.

Forty years after NEWSWEEK's women rose up, there's no denying our cohort of young women is unlike even the half-generation before us. We are post–Title IX women, taught that the fight for equality was history; that we could do, or be, anything. The three of us were valedictorians and state-champion athletes; we got scholarships and were the first to raise our hands in class. As young professionals, we cheered the third female Supreme Court justice and, nearly, the first female president. We've watched as women became the majority of American workers, prompting a Maria Shriver–backed survey on gender, released late last year, to proclaim that "the battle of the sexes is over."

The problem is, for women like us, the victory dance feels premature. Youthful impatience? Maybe. But consider this: U.S. Department of Education data show that a year out of school, despite having earned higher college GPAs in every subject, young women will take home, on average across all professions, just 80 percent of what their male colleagues do. Even at the top end, female M.B.A.s make $4,600 less per year in their first job out of business school, according to a new Catalyst study. Motherhood has long been the explanation for the persistent pay gap, yet a decade out of college, full-time working women who haven't had children still make 77 cents on the male dollar. As women increasingly become the breadwinners in this recession, bringing home 23 percent less bacon hurts families more deeply than ever before. "The last decade was supposed to be the 'promised one,' and it turns out it wasn't," says James Turley, the CEO of Ernst & Young, a funder of the recent M.B.A. study. "This is a wake-up call."

In countless small ways, each of us has felt frustrated over the years, as if something was amiss. But as products of a system in which we learned that the fight for equality had been won, we didn't identify those feelings as gender-related. It seemed like a cop-out, a weakness, to suggest that the problem was anybody's fault but our own. It sounds naive—we know—especially since our own boss Ann McDaniel climbed the ranks to become NEWSWEEK's managing director, overseeing all aspects of the company. Compared with the NEWSWEEK dollies, what did we have to complain about? "If we judge by what we see in the media, it looks like women have it made," says author Susan Douglas. "And if women have it made, why would you be so ungrateful to point to something and call it sexism?"

Yet the more we talked to our friends and colleagues, the more we heard the same stories of disillusionment, regardless of profession. No one would dare say today that "women don't write here," as the NEWSWEEK women were told 40 years ago. But men wrote all but six of NEWSWEEK's 49 cover stories last year—and two of those used the headline "The Thinking Man." In 1970, 25 percent of NEWSWEEK's editorial masthead was female; today that number is 39 percent. Better? Yes. But it's hardly equality. (Overall, 49 percent of the entire company, the business and editorial sides, is female.) "Contemporary young women enter the workplace full of enthusiasm, only to see their hopes dashed," says historian Barbara J. Berg. "Because for the first time they're slammed up against gender bias."

How Woman's Rights Have Paid Off

We should add that we are proud to work at NEWSWEEK. (Really, boss, we are!) We write about our magazine not because we feel it's worse here, but because NEWSWEEK was once ground zero for a movement that was supposed to break at least one glass ceiling. Just as our predecessors' 1970 case didn't happen in a vacuum, NEWSWEEK today is neither unique nor unusual. Female bylines at major magazines are still outnumbered by seven to one; women are just 3 percent of Fortune 500 CEOs and less than a quarter of law partners and politicians. That imbalance even applies to the Web, where the founder of a popular copywriting Web site, Men With Pens, revealed late last year that "he" was actually a she. "I assumed if I chose a male name [I'd] be viewed as somebody who runs a company, not a mom sitting at home with a child hanging off her leg," the woman says. It worked: her business doubled once she joined the boys' club.

Read the full story...

Source: Newsweek
 
ATTRACTING AND RETAINING TOMORROW'S TOP TALENT
Fredag, 03. september 2010 15:13

By: Carol Kinsey Goman.

Kendra is majoring in Finance in of one of the top universities in the United States. With one semester of schooling to complete, Kendra spent the summer as an intern in one of the leading high-tech companies in Silicon Valley. That company just made her an offer for full-time employment after graduation, which Kendra will accept -- unless she gets the counter offer she’s hoping for, from one of the world’s most prestigious management consulting firms.

Kendra is an example of “top talent” – one of the best and the brightest of a new generation of workers who are the future of your organization. Your ability to attract, retain and engage the Kendras (and Kenneths) of this generation will, in a large part, determine whether your organization will continue to thrive or must struggle to stay competitive in the years ahead.

The best and brightest of Gen Y are ready for you. Are you ready for them?

When I ask young workers what they most want from their employers, these four categories (collaboration, relationships, feedback and development, access to information) are always at the top of the list.

Want #1: Collaboration and teamwork. Gen Y comes with a collaborative mindset, partly because they are the Facebook, Twitter, YouTube, social-networking generation and accustomed to sharing ideas, exchanging knowledge, and working collectively. They don’t want to work in pyramid hierarchies, but rather in flatter, networked, flexible, and more collaborative organizations. They would also prefer environments in which people spend less time in separate offices and more time coming together to socialize and work collectively.

Want #2: Great working relationships. Members of this generation want leaders who will get to know them personally as well as professionally and leaders who care about them as individuals. They want to develop strong personal relationships with their peers as well. Millennials thrive on social connections, and are more reluctant to leave companies where they have friends. They see the workplace as a place where they mix and interact. For them, work is about being with people, and that’s one reason they might choose to work in a company, rather than as a solo entrepreneur. In short, they want to be a member of a community.

Want #3: Frequent feedback and personal development. The days of annual performance reviews are over. Or they will be shortly. Gen Y employees want constant, informal assessment of how they are doing -- are they doing it fast enough, are they hitting the mark? If possible, they want this information on a daily basis. Not telling them how they are performing makes them feel left in the dark, and they will most likely stop contributing or chose to leave the organization.

Just make sure your feedback isn’t all about what they need to improve. "Catch people doing things right" will become more than a leadership mantra, it will be a necessity for this “everyone-gets-a-trophy” generation whose abilities and achievements as children have been constantly reinforced. Recognition, reward and appreciation from their managers will be paramount in engagement and retention.

Gen-Y'ers also put great store in education, and they want to be encouraged and supported to create personal growth and development plans. They want the challenge and excitement of getting on board and getting up to speed quickly. They want to build their reputations within the company. The worst thing you can do is leave them sitting around waiting for something to happen. Instead, give them a task or responsibility they can own and offer a wide range of projects to work on.

Want #4: Access to information. These are the cyber kids who grew up with the Internet, so speed and access to information is something that they automatically expect. Computers have given this generation the experience of always having information "at their fingertips," and they are adept at using different data and technology to blend seemingly unrelated elements when solving problems. To a Millennial, the idea of cascade communication (where information flows through organizational levels, starting at the top) seems like a quaint concept – and a completely ineffective business practice.

There’s more you should know about them: They work to live, not live to work. Younger employees want control of their time, whether it involves organizationally structured arrangements such as flex-time, flex-place, contractual work, or management philosophies and practices that stress results over "face time." They're also looking for meaning in their lives, so is helping new employees make a "values match" between their personal values and the organization's vision/mission is key. As is letting individuals know specifically how their work fits in and contributes to the goals of the enterprise.

And forget about issuing orders. Millennials were raised to express themselves, and their opinions were regularly sought in family decision-making (especially when it came to buying and setting up the latest technology). In organizations they want to be included in decisions that affect them – not simply told to drink their milk and go to bed. Responding to this generation’s demands for inclusion, one high-tech CEO observed, “There’s nothing wrong with command and control leadership. It’s simply irrelevant in the 21st Century.”

Competitive salaries and benefits? Of course they're part of the equation. But as another executive told me, "If they come just for the bucks, they'll leave for the bucks." Retaining Gen-Y'ers will depend more on building their engagement – with challenging work, collaborative leadership, and a nurturing environment – than it will on salary.

But isn’t that usually the case with top talent?

Source.

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10 Body Language Mistakes Women Leaders Make
Fredag, 03. september 2010 15:05
Carol Kinsey Goman, Ph.D.

There are two sets of body language cues that followers look for in leaders: warmth (empathy, likeability, caring) and authority (power, credibility, status). Although I know several leaders of both sexes who do not fit the stereotypes, I’ve also observed that gender differences in body language most often align do align with these two groupings. Women are the champions in the warmth and empathy arena, but lose out with power and authority cues.

All leaders are judged by their body language. If a female wants to be perceived as powerful, credible, and confident, she has to be aware of the nonverbal signals she’s sending. There are a number of behaviors I’ve seen women unknowingly employ that reduce their authority by denoting vulnerability or submission. Here are ten body language mistakes that women leaders commonly make.

1) They use too many head tilts. Head tilting is a signal that someone is listening and involved -- and a particularly feminine gesture. Head tilts can be very positive cues, but they are also subconsciously processed as submission signals. Women who want to project power and authority should keep their heads straight up in a more neutral position.

2) They physically condense. One way that status is nonverbally demonstrated in a business meeting is by physically taking up room. Lower-status, less-confident men (and most women) tend to pull in their bodies and minimize their size, while high status males expand and take up space. So at your next meeting, spread out your belongings and claim your turf!

3) They act girlish. Everyone uses pacifying gestures when under stress. They rub their hands together, grab their upper arms, and touch their necks. But women are viewed as much less powerful when they pacify with girlish behaviors (twirling hair, playing with jewelry, or biting a finger.)

4) They smile excessively. While smiling can be a powerful and positive nonverbal cue – especially for signaling likeability and friendliness – women should be aware that, when excessive or inappropriate, smiling can also be confusing and a credibility robber. This is especially true if you smile while discussing a serious subject, expressing anger, or giving negative feedback.

5) They nod too much. When a man nods, it means he agrees. When a woman nods, it means she agrees – or is listening to, empathizing with, or encouraging the speaker to continue. This excessive head nodding can make females look like a bobble-head doll. Constant head nodding can express encouragement and engagement, but not authority and power.

6) They speak “up.” Women's voices often rise at the ends of sentences as if they're asking a question or asking for approval. When stating your opinion, be sure to use the authoritative arc, in which your voice starts on one note, rises in pitch through the sentence and drops back down at the end.

7) They wait their turn. In negotiations, men talk more than women and interrupt more frequently. One perspective on the value of speaking up comes from former Secretary of State Madeleine Albright, who – when asked what advice she had for up-and-coming professional women – replied, “Learn to interrupt.”

8) They are overly expressive. While a certain amount of movement and animation adds passion and meaning to a message, women who express the entire spectrum of emotions often overwhelm their audience (especially if the audience is comprised primarily of males). So in situations where you want to maximize your authority -- minimize your movements. When you appear calm and contained, you look more powerful.

9) They have a delicate handshake. Women with a weak handshake are judged to be passive and less confident. So take the time to cultivate your "professional shake.” Keep your body squared off to the other person -- facing him or her fully. Make sure you have palm-to-palm contact and that the web of you hand (the skin between you thumb and first finger) touches the web of the other person's. And, most of all, remember to shake hands firmly.

10. They flirt. Women gain likeability, but lose the competitive advantage in a negotiation when they flirt. In a UC Berkeley study female actors play the roles of sellers of a biotech business. Half were told to project a no-nonsense, business approach. Half were instructed to flirt (using the nonverbal behaviors of smiling, leaning forward suggestively, tossing their hair, etc.) – but to do so subtly. The outcome was that the “buyers” offered the flirts (dubbed “likeable losers”) 20% less, on average, than what they offered the more straitlaced sellers.

Carol Kinsey Goman, Ph.D., is an international keynote speaker, executive coach, and management consultant. Author of THE NONVERBAL ADVANTAGE - Secrets and Science of Body Language at Work, Carol’s new book, THE SILENT LANGUAGE OF LEADERS will be published by Jossey-Bass in the spring of 2011.For information contact Carol by phone: 510-526-1727, email: Denne emailadresse er beskyttet mod programmer som samler emailadresser. Du skal aktivere javascript for at kunne se adressen. , or through her web sites: www.CKG.com and
www.NonverbalAdvantage.com.

Source

Forbes.com posted Carol's video blog "Body Language Mistakes Women Make"
http://video.forbes.com/fvn/forbeswoman/body-language-mistakes-women-make
 
Encourage People To Be Better At What They Are Already Good
Torsdag, 12. august 2010 13:10

Encourage People To Be Better At What They Are Already Good

A freshman athlete in the local high school is a natural at baseball. He has an amazing swing, lightning fast reflexes and he plays well as part of a team. But there’s a bit of an issue -- he’s not a very strong swimmer. He doesn’t enjoy the solitary nature of the sport; it’s just him and the water. His turns are slow and his stroke is sloppy. He’s decent enough, but he will have to train very, very hard if he’s going to be a real competitor.

Why is his swimming ability a problem, you ask? While in high school, he’s hoping to improve as an athlete so he can earn a scholarship for college. What should he do? More importantly, what should his coaches do?

It’s so obvious; it’s almost a ridiculous scenario. The young athlete should focus on strength building. His coaches know they can more easily make a star baseball player out of him, so they will encourage him to quit swimming and focus all his time and energy on baseball.

It’s so obvious, yet for some reason, we do the opposite at work.

Read more...

By Simon Sinek
 
If You Want To Attract The Best Talent, Give Them A Cause To Champion
Torsdag, 12. august 2010 13:07

If You Want To Attract The Best Talent, Give Them A Cause To Champion

Wanted: Talented executive to rebuild the economy for the next 100 years.

Since the decline in our economy, a remarkable opportunity has arisen – to redefine how banking works in this country if not the world for decades to come. If you have ideas about  the ways a large US-based financial institution needs to change the way it operates to avoid another meltdown and sustain growth and lead the world into a new era, then we’d like to hear from you.  The pay is competitive and very handsome bonuses are available if sustainable success is achieved.

Do you have what it takes?

What kind of person do you think the above ad would attract?

Recently five executives at the AIG insurance company announced they would resign if the government restricted their pay to $500,000 per year. Bank of America is complaining that unless they can pay whatever they want, they will not get the talent they need to right the company.

And that’s where they are completely wrong.

Read more...

By Simon Sinek
 
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