All leaders are susceptible to career missteps, but women seem to stumble more on some issues on the way to the top
Why do talented, driven women still have difficulty reaching the top levels of management? While there are certainly broader issues involved, there are also a number of factors that have nothing to do with the glass ceiling.
All leaders can be susceptible to career missteps, but there are a few that seem to be more common among women on their way to the top. They won’t apply to all female leaders, but they are hazards to watch out for. I affectionately refer to them as the “seven deadly sins” women tend to make.
Wanting to be liked versus admired and respected: Often female leaders exhibit a strong need to be liked. This can be an asset in the early stages of a career but it later becomes a barrier, as the competition for leadership positions heats up. In business, popularity has almost no value and can impede a person’s ability to get results. It’s important for a leader to accept that not everyone is going to like her or what she does. The focus needs to shift from wanting to be liked, to wanting to be respected for one’s accomplishments.
Settling for the wrong kinds of rewards: In the working world there are two kinds of rewards: monetary, such as a raise or a promotion, and non-monetary, such as public recognition, a pat on the back or a thank-you. Women are much more likely than men to settle for a non-monetary reward when they should be holding out for a pay raise, promotion, or a change in position.
Failing to advertise accomplishments: Female leaders often suffer from a naive belief that by keeping one’s head down and working very hard, you get noticed. The problem here is a lack of advertising to others. Letting others know about areas of interest, skills and accomplishments is not bragging, it is giving people valuable information. It may make a big difference when plum assignments are up for grabs or promotion decisions are being made.
Avoiding conflict: Leaders can spend up to 40 per cent of their time dealing with conflict. Discomfort with conflict can be a major problem for someone who wants to climb to the top rungs of the career ladder. Aspiring leaders must understand that volatility and conflict are not necessarily bad — in fact, relationships can be strengthened through conflict. If conflict makes women uneasy, they need to build their comfort with, and skills in, this area.
Lacking focus: A clear idea of what she wants, both personally and professionally, is necessary for anyone to reach to the highest levels of leadership. For most career-minded women, there are multiple work and family demands. Many women get stuck in a rut of saying yes to too many things — they end up spread too thin, feeling frustrated and dissatisfied. Women need to decide what compromises, sacrifices and hard choices need to be made to bring their hopes, dreams and visions to reality.
Failing to balance team play with self-advocacy: Women are often complimented on being great team players. However, many women forget one simple rule: those who do not ask do not get. Women need to articulate their career goals to those who are in positions to help them achieve them, and ensure that accomplishments are visible to the organization’s decision-makers.
Playing it safe: Leaders who engage in risk-taking early in their careers achieve higher levels of success. Those who think big and are willing to take intelligent risks are more highly valued and can make a more significant impact on their organization. That’s what gets you noticed, and into the echelons of upper management.
Kathleen Grace is a former partner with Jackson Leadership Systems. For more information e-mail [email protected] or visit www.jacksonleadership.com.
All leaders can be susceptible to career missteps, but there are a few that seem to be more common among women on their way to the top. They won’t apply to all female leaders, but they are hazards to watch out for. I affectionately refer to them as the “seven deadly sins” women tend to make.
Wanting to be liked versus admired and respected: Often female leaders exhibit a strong need to be liked. This can be an asset in the early stages of a career but it later becomes a barrier, as the competition for leadership positions heats up. In business, popularity has almost no value and can impede a person’s ability to get results. It’s important for a leader to accept that not everyone is going to like her or what she does. The focus needs to shift from wanting to be liked, to wanting to be respected for one’s accomplishments.
Settling for the wrong kinds of rewards: In the working world there are two kinds of rewards: monetary, such as a raise or a promotion, and non-monetary, such as public recognition, a pat on the back or a thank-you. Women are much more likely than men to settle for a non-monetary reward when they should be holding out for a pay raise, promotion, or a change in position.
Failing to advertise accomplishments: Female leaders often suffer from a naive belief that by keeping one’s head down and working very hard, you get noticed. The problem here is a lack of advertising to others. Letting others know about areas of interest, skills and accomplishments is not bragging, it is giving people valuable information. It may make a big difference when plum assignments are up for grabs or promotion decisions are being made.
Avoiding conflict: Leaders can spend up to 40 per cent of their time dealing with conflict. Discomfort with conflict can be a major problem for someone who wants to climb to the top rungs of the career ladder. Aspiring leaders must understand that volatility and conflict are not necessarily bad — in fact, relationships can be strengthened through conflict. If conflict makes women uneasy, they need to build their comfort with, and skills in, this area.
Lacking focus: A clear idea of what she wants, both personally and professionally, is necessary for anyone to reach to the highest levels of leadership. For most career-minded women, there are multiple work and family demands. Many women get stuck in a rut of saying yes to too many things — they end up spread too thin, feeling frustrated and dissatisfied. Women need to decide what compromises, sacrifices and hard choices need to be made to bring their hopes, dreams and visions to reality.
Failing to balance team play with self-advocacy: Women are often complimented on being great team players. However, many women forget one simple rule: those who do not ask do not get. Women need to articulate their career goals to those who are in positions to help them achieve them, and ensure that accomplishments are visible to the organization’s decision-makers.
Playing it safe: Leaders who engage in risk-taking early in their careers achieve higher levels of success. Those who think big and are willing to take intelligent risks are more highly valued and can make a more significant impact on their organization. That’s what gets you noticed, and into the echelons of upper management.
Kathleen Grace is a former partner with Jackson Leadership Systems. For more information e-mail [email protected] or visit www.jacksonleadership.com.
