by Caroline | Jul 6, 2016 | double bind, double bind, feminine strengths, gender bias, Gender difference, gendered definitions of leadership, images of women, unconcscious bias, women aggressive communication, women and confidence, women masculine style |
Having a woman set to represent a major political party in the race for the U.S. presidency is historical. I wish this could be the only way gender is a factor. How much of her low favorability ratings do you think are driven by unconscious gender bias?
by Caroline | Mar 22, 2016 | bottom line value of gender diversity, Conforming to masculine, feminine strengths, gender balance, gender inclusive, masculine strengths, value of difference, women and collaboration, women and conflict |
I am grieved by the news of another terrorist attack in Europe. I believe this is a symptom of a serious imbalance. It is a product of a culture that represses and covers its women – and so represses and dishonors all that is feminine. My commitment is redoubled – to do my small part in having people value both masculine and feminine, in themselves, in others, in our organizations and in our culture.
by Caroline | Nov 17, 2015 | conforming and authenticity, conforming masculine norm, Conforming to masculine, feminine strengths, Inclusive culture, leveraging differences, Masculine Feminine Difference, masculine thinking, Men and women at work, value of difference |
It concerns me that, in the corporate workplace, women and men conform to the masculine model. If we all do that, first, we lose ourselves and become less authentic. Equally important, we perpetuate and ratchet up the imbalance we have in terms of masculine and feminine in the world of work (and the world generally). I don’t want women to become “men” in order to succeed. And I don’t want men becoming more masculine in order to fit in and feel respected. I want men and women to discover the strengths of feminine as well as masculine ways of working and leading.
by Caroline | May 26, 2015 | bottom line value of gender diversity, business case for gender diversity, feminine strengths, Inclusive culture, Inclusive leadership, masculine strengths, Men and women at work, shifting masculine feminine continuum, shifting with authenticity, understanding difference, value of difference |
The topic of gender diversity has lots of facets – many sub-topics and applications. I am willing to put in the work to design many different workshops and speeches. All forward my mission – to help create a world where both masculine and feminine strengths are valued and leveraged – and my vision – a world where gender diversity is the norm and organizations thrive as men and women succeed and lead together.
by Caroline | Aug 5, 2014 | balance of masculine and feminine, Balance of masculine feminine, benefits of diversity, bottom line value of gender diversity, Diversity and engagement, diversity and inclusion, feminine strengths, Gender diversity, Inclusion, Masculine Feminine Difference, value of difference |
I need to take my own advice. My mission is to make gender diversity in business leadership a reality. Doing that requires creating inclusive workplace cultures that value both masculine and feminine ways of working and leading. Since more women than men demonstrate feminine styles, women will benefit from such a culture. Valuing both makes individuals more effective, creates greater inclusion and engagement and lowers obstacles to gender diversity. As a former attorney and corporate executive, I demonstrate many masculine strengths. I am working on honoring the feminine aspects of myself!
by Caroline | Jul 22, 2014 | balance of masculine and feminine, feminine strengths, Gender Balance, gender diversity in leadership, progress of women, Women in management |
The CNN Series on The Sixties chronicles all kinds of changes that occurred five decades ago. There has been remarkable progress in terms of seeing women in positions of power and authority. Images of what women can do and where they belong are changing. Are we there yet? Women represent nearly 47% of the Fortune 500 workforce yet only 4.8% of CEO’s We are not “there” until women and men compete on a level field and we value masculine and feminine approaches equally.