by Caroline | Jul 31, 2013 | appreciating difference, business case for gender diversity, Gender difference, Gender diversity, generations at work, Masculine Feminine Difference, progress of women, training gender difference, training gender differences, workshops gender differences, workshops gender diversity |
My company, DifferenceWORKS is celebrating three years in business. Although women have been in the business world for decades, women are far from proportionally represented at upper levels in business. There is a compelling business case for gender diversity; businesses do better with women and men leading together. I set out to make a difference in this area. Birthdays are good times to review accomplishments; I chronicle what DifferenceWORKS has done in its first three years.
by Caroline | May 14, 2013 | Business Case, Business Results, Gender Balance, Gender diversity, progress of women, Talent pipeline, Women in management |
Warren Buffet has joined the conversation about the importance of having women, as well as men, in leadership positions in business. He stresses men’s self-interest in leveraging the talents of women. Business has done great using only 50% of the talent pool, with women essentially “on the shelf.” It will do better with the talents of 100% of the workforce.
by Caroline | Oct 31, 2012 | Balance of masculine feminine, double bind, Gender difference, gender inclusive, Inclusive culture, Inclusive leadership, Masculine Feminine Difference, Men and women at work, strengths of feminine approaches, Strengths of feminine leadership, Strengths of women's leadership, Uncategorized, women in leadership, Women in management |
A 2011 study by Stanford School of Business says that the most promotions in their study went to women who can demonstrate certain masculine strengths (assertiveness, dominance, confidence, aggressiveness) BUT who can “self-monitor” and balance such behaviors with feminine behaviors. Successful women must be assertive and confident to make it into management — but not “too” assertive or confident. That’s the double bind. Women must also leverage feminine strengths — building community, collaborating, synthesizing multiple ideas, creating inclusive teams, etc. Both men and women are better leaders if they can model and leverage both masculine and feminine ways of leading. Leaders must appreciate both and create inclusive cultures where both are valued.
by Caroline | Sep 11, 2012 | Balance of masculine feminine, Diversity, Gender Balance, Gender difference, Gender diversity, Inclusive culture, Masculine Feminine Difference, Men and women at work, progress of women, women in leadership, Women in management |
Gender diversity makes it more likely there will be a balance of masculine and feminine ways of thinking and working. That improves results. Even as more women are in the workplace, many organizations have a culture that is more masculine than balanced. My theories on why include that masculine women are drawn to the business world, women adapt to the prevailing norm, and feminine women don’t rise to the top. Achieving the masculine/feminine balance that drives results requires leaders who understand, appreciate and model both approaches.
by Caroline | Aug 14, 2012 | Business Case, gender communication, gender inclusive, Inclusive culture, Masculine Feminine Difference, Men and women at work, Organizational culture, Retention of women, women in leadership, Women in management |
I usually focus on what leaders can do to create inclusive cultures and achieve gender diversity in leadership. Women themselves can do things to improve their odds of reaching the top. To be seen as leaders, be heard and get credit for accomplishments they must do some “masculine” things–speak up, act confident, take risks, ask for what they want, toot their horns. But if they act “too” masculine, they will be caught in the double bind. Avoiding the double bind while demonstrating leadership can be like walking a tightrope and chewing gum!