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Women and men experience the world differently—not only do they see things differently, but they see different things. Men tend to have a bottom line, sharply focused, linear way of thinking that excludes any role for emotion or empathy. Women are more empathetic, more aware of the critical impact of interpersonal factors both within and without the organization. Both perspectives are important, but at the moment organizations only reward traditionally male skills and points of view.
Based on extensive research and workplace experience, The Female Vision demonstrates that what women perceive in organizations and beyond that goes unnoticed and unrewarded is exactly what so many companies need to succeed. Helgesen and Johnson delve deeply into the stories of a number of women whose vision improved their companies—although often they had to struggle not only against unresponsive organizations, peers, or others, but also against their own personal fears. They show how companies can create environments that welcome and encourage women to share what they notice, to the benefit not only of the women themselves but also, perhaps ironically, to the all important bottom line.
Foreword by Marshall Goldsmith
Part I Value of the Female Vision
1 What Women See 3
2 Why What Women See Matters 14
3 Early Warning Signals 25
Part II Elements of the Female Vision
4 Broad-Spectrum Notice 41
5 Satisfaction Day by Day 57
6 The Social Fabric 77
Part III Profiting from the Female Vision
7 Acting on Your Vision 91
8 Creating the Conditions 106
Posted December 2, 2011
Workplace experts Sally Helgesen and Julie Johnson draw on their research into male and female perceptions of job satisfaction to show organizations how to understand and benefit from ¿the female vision.¿ They identify a major leadership issue in companies¿ failure to recognize, value or understand women¿s workplace contributions. Their research finds that meaningful work and strong relationships motivate women more than financial compensation. Women also recognize the consequences of sacrificing long-term goals for short-term profits. The third chapter, which discusses the 2008 financial crisis, provides a great example of the dangers of the typical (read, male) narrow, one-sided vision. To create a setting where women can thrive, leaders should embrace empathy, and value both qualitative and quantitative knowledge. The authors make a compelling case for why managers should care about the lack of women in high-level positions and explain what companies can do about it. getAbstract recommends this book to executives who care about their company¿s strategy and leadership, and want to tap into the female vision.Was this review helpful? Yes NoThank you for your feedback. Report this reviewThank you, this review has been flagged.
Posted January 3, 2012
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