On almost a daily basis, we read stories in the news about high-profile male leaders, CEOs, venture capitalists, and entrepreneurs harassing and acting inappropriately toward the women with whom they work. Following such revelations, these men generally lose their jobs, and their companies lose valuable female talent, customers/clients, and their reputations. And, although we regularly hear stories about the "bro culture" that obstructs women's progress and creates hostile work environments for them, we haven't heard as much about the efforts of good men who want to change the in-office behavior of their teams and companies so that they and women they work with can realize their full potential and their businesses can thrive. This book teaches men and managers how to respond in these situations and how to lead by example.
In WE: Men, Women, and the Decisive Formula for Winning at Work, Rania Anderson lends her guidance on this exact topic. Social mores have changed, and yet, well-intentioned managers simply don't always know what to do and what's appropriate and useful to actively recruit, retain, and advance more women into leadership. They want to be told how this can make a difference to them and how they can make a difference— this book shows you how to improve your own results and win in business:
- A new playbook to recruit and retain high-caliber women
- Take actions to work effectively, elevate and lead with women in the workplace
- Discover how traditional social roles exert a powerful pull on people of both genders and what to do about it.
- End confusion of male leaders
In the #MeToo era when everyone else is focused on what’s wrong and what not to do, WE: Men, Women, and the Decisive Formula for Winning at Work, is about what’s going well and what you can do.
Men who are front-line managers, middle managers, and senior managers have been sidelined and left out of efforts to achieve gender parity for too long. Now, these guys can get back in the game!
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About the Author
Table of ContentsForeword xiii
Dominic Barton,Global Managing Director, McKInsey & Company
You want to get to the next level in your career or business.You’re one of the good guys. You see opportunities. You like to win and are not afraid of competition. You want to work well with women and support equality. You wonder why, with all the investments made in educating girls and developing women, we still have all these “women’s” issues.
1 Why Care About Gender Balance at Work? 34
Diversity = dollars. The business case for “why men and women”’ and the facts, presented in a way you haven’t thought of before. Your objections and skepticism addressed. Why the only way to win is to win together.
2 The WE 4.0 Framework 54
Four actions that maximize your own success and business results when men and women work equally together. How you can individually effect change where you are now regardless of what’s happening around you.
3 Eliminate 66
What to stop. Horror stories, hero stories, and techniques the savviest leaders use. Specifi c ways to interrupt unconscious bias and improve your work environment so that everyone has an equal opportunity to succeed.
4 Expand 92
What to increase. How you can recruit, retain, give direct feedback, and network with women. Be a sponsor, not just a mentor. Develop female talent and improve your own results.
5 Encourage 128
How to support. Discover what most men and managers miss in meetings and what to do about it. Take simple steps to make women and their contributions more visible. Unlock opportunities for yourself, women, and your company through your support and encouragement.
6 Engage 152
How to participate. Leave “loudly,” get in on “work-keeping,” and learn the secrets of leaders who transform work environments and champion equality. Be the example. This isn’t your father’s workplace.
WE 4.0 cases in action. Be the transformational leader your son, daughter, wife, sister, colleague, and business need you to be. It’s about the opportunities you want for yourself, and those you care about.
WE 4.0 at a Glance 174
Easily refer to the WE 4.0 Actions when you need them: before a meeting, when you have a job opening, when you have a performance review, all the time, and anytime.
WE 4.0 Checklist 178
Use this checklist regularly to determine if you are consistently taking WE 4.0 actions.
About the Author 214