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Sara N. KingWithItFebruary 28, 2013

Critical SuccessFactors for WomenLeaders

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Today’s Objectives

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Identify what needs developing

Commit to two things you can work on in the next six months

Identify how you add value: signature strengthsIdentify how you get in your own way

Overall Impact

Increased Self-Awareness

Increased Confidence

Larger Network

Increased Sense of Purpose and Direction

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A.Success Factors

B.Derailment

Factors

C.Leadership

Vision

D.Navigating

Politics

E.Relationship

s/Networks

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Context Matters

“The Female Economy” Harvard Business Review, Sept 2009

Women as decision makers

94% of home furnishings 92% of vacations 91% of homes60% of automobiles 51% of electronics

Women as decision makers

94% of home furnishings 92% of vacations 91% of homes60% of automobiles 51% of electronics

Working women are about to surpass the number of working men

Working women are about to surpass the number of working men

Women control about $20 trillion in annual consumer spending

Women control about $20 trillion in annual consumer spending

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Companies with higher numbers of female senior executives are

correlated with better organizational and financial performance.

The McKinsey Quarterly, September 2008

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Pepperdine Study: “By every measure of profitability-equity, revenue, and assets—companies with the best records for promoting women outperform the competition.”

Pepperdine Study: “By every measure of profitability-equity, revenue, and assets—companies with the best records for promoting women outperform the competition.”

Catalyst: “Companies with the highest representation of women in senior management positions performed best. They had a higher return on equity and higher total return to shareholders.”

Catalyst: “Companies with the highest representation of women in senior management positions performed best. They had a higher return on equity and higher total return to shareholders.”

UC at Davis: “Companies with women in top leadership positions have stronger relationships with customers and shareholders and a more diverse and profitable business.” - Shipman and Kay, Womenomics, 2009

UC at Davis: “Companies with women in top leadership positions have stronger relationships with customers and shareholders and a more diverse and profitable business.” - Shipman and Kay, Womenomics, 2009

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“The company that finds the right formula to get the most

out of the talent base.

That’s the company that’s going to win.

That’s the company that will be distinct.

And nowhere is that more true than with women.

Samuel DiPiazzaGlobal CEO, PwC ” 10

Women play a critical role at Comcast and in our industry. 

They are creating new technologies, spear-heading product development,

communicating with investors, customers and the communities we serve. 

I am very proud of the impact and contribution that women make to our company.

“

” Brian L. Roberts Chairman and CEO

Comcast Corporation

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”

I am very proud of the difference that our

entire diverse workforce has made here at Cisco.

For example, we have several very influential female leaders

who continue to raise the bar and set a new standard not just

for Cisco, but across the entire technology sector. They not only

drive unprecedented teamwork and collaboration across every

level of our organization, but they are remarkable at getting

results.

Many are mothers, mentors and activists

and they inspire all of us to make an impact

in our workplace and our communities.

I am very proud of the difference that our

entire diverse workforce has made here at Cisco.

For example, we have several very influential female leaders

who continue to raise the bar and set a new standard not just

for Cisco, but across the entire technology sector. They not only

drive unprecedented teamwork and collaboration across every

level of our organization, but they are remarkable at getting

results.

Many are mothers, mentors and activists

and they inspire all of us to make an impact

in our workplace and our communities.

John ChambersChairman and CEO

Cisco

“

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Question?

In Your Industry/Organization:

• What positive change have you seen

for women in the past five years?

• What hasn’t changed as much as you would like?

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Defining Success and Derailment

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Success Factor•Your Strengths•Your Value•Your Brand

Derailment FactorA Weakness that Limits Your Opportunities

Successful Executives–Men and Women

CCL Research-Breaking the Glass Ceiling

Adaptable; learned from experienceAdaptable; learned from experience

Executive

Presence

Established strongrelationships

Established strongrelationships

Met business objectivesMet business objectives

AmbitiousAmbitiousCould build andlead teams

Could build andlead teams

IntelligentIntelligent

Took risks Took risks

Solved problemsSolved problems

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Derailed Executives–Men and Women

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Unable to develop

or adapt

Unable to establish good

working relationships

Unabl

e to

bui

ld

and

lead

a te

am

Unable

to m

eet

busines

s obje

ctiv

es

Too

narr

ow a

func

tiona

l orie

ntat

ion

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ResultsMatter

Successful Women vs. Successful Men

Successful women werecited more frequently as:

Having had help from above

Being easy to be with

Being able to adapt

Taking career risks

Being tough, decisive, demanding

Having the desire to succeed

Having an impressive image

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Derailed Women compared to Derailed Men

Derailed women were more often said to:

Have a poor image

Have too narrow of an experience base

Be too ambitious/want too much

And they are less often said to:

Have poor relationships

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Implications: The Narrow Band

Be toughand demanding

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and easy to be with

Implications: The Narrow Band

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Have thedesire tosucceed

but don’tbe too

ambitious

Implications: The Narrow Band

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Be selfreliant

and lean onthose above

Implications: The Narrow Band

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Take risks

but don’t fail

Summary (Research + Experience)

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Strengths:

• Achieves Results

• Adaptable

• Collaborative

• Ambitious

• Resourceful

• Team Builder

• Has Values and Integrity

• Seeks Mentors

Weaknesses:

• Confident

• Resilient

• Visionary

• Strategic Thinker

• Manages Career Effectively

• Navigates Politics

• Negotiates

• Strong Networks

Other Commentary

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Not Enough Recognition/Sponsorship

Higher Expectations

Too Much Adaptabilit

y

Lack of Right

Experiences

Overall Impact

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Mini-Summary

Know your strengths and capitalize on them

Verify these strengths with others

Be willing to promote your strengths Address the derailment factor right away

Ask for development opportunities

Allow your strengths to increase confidence

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“Your leadershipvision is anexpression of whatyou want to create,do, or accomplishwhen you are in aleadership role.”

King, Altman, LeeDiscovering the Leader in You, 2011

The Importanceof Having Vision

of 146 chief executives believe that

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75% 75%

is the most important factorfor executive success

developing and communicatinga strong and compelling visiondeveloping and communicatinga strong and compelling vision

Corey Criswell, CCL Research, 2008

Outcomes

Leaders who are better ableto communicate a strong visionhave employees who are

more satisfied with their organization.

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Corey Criswell, CCL Research, 2008

Outcomes

Leaders who are better ableto communicate a strong visionare perceived by their employeesas being

more effectiveleaders.

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Corey Criswell, CCL Research, 2008

“Women and the Vision Thing”Ibarra and Obodaru

Harvard Business Review, January 2009

Examination of thousandsof 360-degree assessmentscomparing men and women found that women outshonemen in the majority of leadership dimensions.

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The One Competency

Envisioning: Articulating a compelling vision, mission and strategy

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“Women and the Vision Thing”Ibarra and Obodaru

Harvard Business Review, January 2009

Your Leadership Vision Activity

What is your leadership vision?

What are you trying to accomplish that is important and meaningful to you?

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Your Leadership Vision Activity

What is your leadership vision?

Examples:• #1 in the market for…

• The place to come for…

• Providing excellent customer service

• Capturing a new market

• Developing leadership potential in others

• Decreasing organizational inefficiencies

• Best sales team in the east

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Drafting Your Leadership Vision

In your work: • What motivates you?

• What is meaningful to you?

• What do you value the most?

• How do you spend your time?

• Where do you see the biggest need?

• What comes easy to you?

• What are you trying to accomplish?

• What future picture does it create?

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Mini-Summary

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Utilize your vision to provide focus and prioritization

Utilize your vision to help measure your impact

Utilize your vision to help engage and excite others

Communicate your vision in different ways with different groups to build alignment and commitment.

Revisit your vision often to incorporate any new information

Navigating the Political Environment

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What sets apart a leader who is politically skilled from one who isn’t?

If you have political skill, you appear not to have it. Truly skillful execution of the behaviorsassociated with politics is usually perceived as genuine, authentic, straightforward and effective.

Leaders who are not politically skilled come off as manipulative or self-serving.

Gerald Ferris Florida State University

Political Skill At Work, 2005

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“

Politically Skilled Leaders

Use these six behaviors:

① Interpersonal Influence(strong relationships)

② Networking(reciprocal relationships)

③ Managing Up (make the boss relationship

a priority)

④ Sincerity(authenticity andgenuineness)

⑤ Social Astuteness(perceptive observers)

⑥ Think before Speaking (impulse control)

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Ferris and CCL Research

Mini-Summary

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Reconsider your mindset about politics

Outline how you might use these six behaviors more effectively

Observe individuals who excel at these behaviors

Discuss with someone who holds a lot of political clout

Assessing and StrengtheningYour Network

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Benefits of a Strong Network of Relationships

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• Access to resources

• Exchange of information, expertise, advice

• Feedback on abilities and performance

• Access to career opportunities

• Learn how things get done and how decisions are made

• Can discover diverse mentors and advocates

• ______________________________________

• _______________________________________

Gender Differences and Networks

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Time Investment

Purpose

Formal/Informal Structures

Giving/Taking (Reciprocity)

Assess Your Network of Professional Relationships

Hill L. (1994) Exercising Influence. Harvard Business School 9-494-080

You

Outside Your Organization

Inside Your Organization

Seniors

Mentees

Superiors/Seniors

Peers

ProfessionalPeers

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Direct Reports

??Analyzing Your Network

How strong are your relationshipsoutside your formal work group?

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How diverse isyour network (men, women,ethnicity, generations,styles, functions)?

What are the weakest areas of your network?

How strong are your relationships to those senior to you?

Do you have mentors, sponsors, coaches, advisors, and mentees?

Do you have strongrelationships outsideyour organization atall levels?

Mini-Summary

Strengthening your network will have multidimensional benefit

Make sure you have sponsors, mentors, advisors

Learn more about organizational network analysis

Work to build a diverse network

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Overall Summary

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Capitalize on your strengths

Be proactive - Act with vision and purpose

- Prioritize relationships over to do lists

- Observe, observe, observe

- Have a plan and point of view

- Be less tactical and more strategic

- Ask and promote

Utilize sponsors, advisors, and coaches

Overall Impact

Increased Self-Awareness

Increased Confidence

Larger Network

Increased Sense of Purpose and Direction

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My Favorite Quote

“To have a firm persuasion in our work---

to feel that what we do is right for ourselves

and right for the world at exactly the same time---

is one of the great triumphs of human existence.”

David WhyteCrossing the

Unknown Sea2001

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