See the latest blog I wrote for the Australian Business Womens Network!
How can you be a more successful business entrepreneur?
A Womans Leadership Journey
A blog that supports women to make fundamental choices about their impact and role as powerful and authentic leaders in organisations drawing on personal knowledge and skills gained over thirty years of business and corporate experience.
Wednesday 2 May 2012
Thursday 15 March 2012
Are Women Better Leaders than Men? - Jack Zenger and Joseph Folkman - Harvard Business Review
Statistics show that women are rated higher in fully 12 of the 16 competencies that go into outstanding leadership!
Are Women Better Leaders than Men? - Jack Zenger and Joseph Folkman - Harvard Business Review
Are Women Better Leaders than Men? - Jack Zenger and Joseph Folkman - Harvard Business Review
Monday 6 February 2012
What Women Want in Their Leaders - Athena Vongalis-Macrow and Andrea Gallant - Harvard Business Review
Unsurprisingly, men and women seem to want the same things from their leaders!
What Women Want in Their Leaders - Athena Vongalis-Macrow and Andrea Gallant - Harvard Business Review
What Women Want in Their Leaders - Athena Vongalis-Macrow and Andrea Gallant - Harvard Business Review
Thursday 19 January 2012
How can we create a better balance between masculine and feminine leadership styles?
"The 21st
century is the time for women to reclaim their voices and men their hearts”
Jane Fonda.
During a recent executive coaching program, one of my senior
male executives expressed his confusion at receiving a 360 degree feedback
report comment from a team member, that his decisions were far “too rational”
and excluded any kind of “intuitive or feeling” elements.
My client had been blessed
with a comprehensive quality education in a highly competitive, private school in
Australia. He had received his Masters Degree in Economics, from Sydney University
and was 20 years into a very successful career in one of the top 4 national financial
institutions. He was deeply shocked and seriously
disappointed to receive what he considered to be ‘negative feedback’ and
wondered “why might this be so?”
After
exploring this issue during our coaching program, he was able to recognise that
his core strengths in his role at the bank, was his competitive, linear and rational
thinking process. This enabled him to
make and deliver almost 100% accurate economic reports. He later bravely shared
his feedback with his all male team, and they discussed why this feedback was so
important. The team realised that whilst they were a high achieving, task
focussed and effective business unit, they were, somehow, out of balance!
The most important
revelation was that their division, whilst employing several female analysts, they
lacked even one woman in any kind of senior role!
Further discussion, accompanied by the instability,
uncertainty and volatility of the financial markets due to the ongoing GFC, they
pinpointed three inherent qualities that they would either need to develop, or
bring into and blend into the talent pool to create a more inclusive and
balanced culture- collaboration, holistic and intuitive thinking.
Being a truly courageous and proactive leader, as a first
step, he and his all male executive team, willingly embarked on an Emotional
Intelligence Learning Journey, to better understand and learn how to be more
collaborative, intuitive and see things holistically. They also invited senior
female executives from other divisions within the bank, to share their success
stories and learning’s. We then worked
on identifying and developing the required mindsets, behaviours and practices
behind being more collaborative, global and intuitive.
Only when they, themselves, became
consciously conscious, they redefined their business purpose, strategy and
structure, and clarified key roles and responsibilities, from a more balanced
perspective. After much soul searching, and 6 months of serious team,
leadership and culture development activities, as well as serious targeted
recruitment efforts, my client and his team felt that a more suitable balance had
been achieved.
Finding the Balance
How do we find the balance between masculine and feminine values as leaders?
http://www.guardian.co.uk/sustainable-business/blog/women-sustainable-business-csr-leaders
http://www.guardian.co.uk/sustainable-business/blog/women-sustainable-business-csr-leaders
Monday 12 December 2011
Women and Leadership
How to Succeed in Business as a Woman Being a Woman!
As I started to meet and observe my fellow female executives, I immediately noticed three behavioural trends:
- Women acting as if they were men, being very political, building personal power base, being formidable and generally tough.
- Women acting as if they didn’t care how they acted or how others responded to them, being quite eccentric and often what appeared to be dysfunctional.
- Women acting as if they were gender neutral, floating along, just doing the job, passively, heads down in the very best way they knew how to.
None of these choices suited me, so I decided to rock the boat, dance to a different drum, and play a different game.
Not knowing then, that this powerful and significant choice would lead to a transformational and learning journey that has now spanned almost three decades!
As women in leadership we are continually faced with a multitude of choices around who we are being 24/7! One of the most critical success factors for any leader is to make a fundamental choice about what kind of impact you want to have on those you lead. Whether it is just one person, a team, a business unit, or an entire organisation!
This is the most important step to being an effective leader, because you can not not impact.
- Step one is to choose the kind of impact you want to have. As a leader my intention is to always create the space for someone to feel good about themselves, so that they can then be willing to the best they can be.
- Step two is to choose who you are willing to be, as a leader. My intention, which I review and recalibrate, on a regular basis, is to be authentic, courageous, inspiring, esteeming, generous and kind.
- Step three is to choose the most appropriate behaviours. To be intentional around what you do and say as a leader, so that your impact is always useful and positive to engage, motivate and inspire follower-ship.
I have found, however, that this is not an easy game to play.
Other women, who may have made different and often opposing choices, may be less self aware and intentional than you. They may find this way of being confrontational and challenging.
This may cause conflict, struggle and rivalry in your workplace, which then impacts on your emotional state and you effectiveness as a manager and as a leader.
It also creates what EI (Emotional Intelligence) master, Daniel Goleman, calls an unpleasant “subterranean emotional economy”: a negative environment, where no-one flourishes, achieves or succeeds!
If you would like a complimentary 30 minute executive coaching telephone session to explore and resolve this idea or issue further personally, please contact me now at janet@janetsernack.com.
Please also see www.janetsernack.comfor my personal profile and story and www.compasslearning.com.au for my corporate profile and range of professional consulting services.
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