Who Says It's a Man's World: The Girls' Guide to Corporate Domination
240Who Says It's a Man's World: The Girls' Guide to Corporate Domination
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Overview
Product Details
ISBN-13: | 9780814431870 |
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Publisher: | AMACOM |
Publication date: | 01/10/2013 |
Pages: | 240 |
Product dimensions: | 6.30(w) x 9.10(h) x 0.90(d) |
Age Range: | 18 Years |
About the Author
Read an Excerpt
INTRODUCTION
Ding, Dong! The Bitch Is Dead
A FEW YEARS ago I worked for a corporate public accounting firm that hired a whip-smart new grad named Asha.
While our firm was among the 15th largest in the country a many top recruits heard the siren call of even bigger companies and Asha—being a star student—had her choice of any of them. a knew she had recently wrapped up an internship with a particular big firm-that-shall-remain-nameless and received an employment offer, too. So, over a cold beer at a baseball game we sponsored (ah, corporate life) I asked her why she chose us.
“The people.”
She answered without hesitation—and I knew what she meant. While still being very corporate—right down to the boring gray walls and penalty fines for missing timesheet deadlines—
our firm did make gallant efforts to marry high profits with the hospitality of its Southern roots.
For Asha, the culture-first approach to choosing her employer stemmed from a negative experience she had while interning for the firm-that-shall-remain-nameless. She spoke indignantly about how the company actively encouraged interns to compete with each other by announcing, for example, that only a fraction of those who survived the “three-month job interview” would be brought on full-time. Naturally, this caused the workplace equivalent of bum-rushing lifeboats on the Titanic. In one incident a an intern received a last-minute invitation to a reception where firm partners and clients would be in attendance. Sensing a huge opportunity (a.k.a. fish-in-a-barrel networking), the intern kept the event a secret from everyone else and went solo.
If that story makes you go “Whoa! What a dick!” you’re in the right place.
Because, given the title of this book, Who Says It’s a Man’s World, you may think this is another go get ‘em tigress guide for women in pencil skirts who would do the same thing while simultaneously ripping a box of copy paper in half with their bare teeth. In fact, maybe you even semi-expect me to say that nice equals weak, emoticons are for losers, and a “survival of the fittest” attitude is the way to get ahead.
Well . . . sorry.
This stereotype of the take-no-prisoners alpha-femme—
while promoted gleefully and relentlessly in the media—
makes for great entertainment, but it is deadly to your career in practice. I learned this firsthand at the entry level when a modeled behaviors I thought were “corporate”—only to fall flat on my face. (Think Devil Wears Prada ice queen except a sadly, without the Prada.) I remember walking out of my firstever performance review—crushed—when my boss at the time (and future Effective Immediately coauthor) Skip Lineberg told me that I had potential, but virtually no respect from the team.
Ouuuuuuuch.
Of course, being a total doormat isn’t all that effective either a so the million-dollar question is:
“What does it take for women to win at the highest
levels of business?”
Judging by the minuscule number of women who have actually reached such levels, it sometimes feels like the answer is tucked away—Da Vinci Code–style—in a locked box under three feet of marble in an undisclosed location. Women make up half of the workforce and yet, the higher you go up the ladder a the more that number seems to drop . . . and drop. (Forbes once called this disparity the “biggest disappearing act on earth.”)
In fact, as I write, women account for just 4 percent of Fortune
500 CEOs, 6 percent of top earners, and 16 percent of board directors and corporate officers. This is a shame for women and the bottom line, because when ladies are at the table there’s no denying it’s good for business. That’s not just ra-ra-girl-power talk, by the way. Countless studies have confirmed it, including a five-year analysis of 524 public companies by the research firm
Catalyst, which found that organ izations with the most women board members outperformed those with the least number of women holding board seats by 16 percent.
Still, after sifting through mountains of data on the business case for gender balance, I wanted to put my own ear to the ground to find out what, specifically, is holding us back and what is propelling us forward. As such, I’ve spent the last few years surveying more than 700 executive women, interviewing scores of super-achievers for Forbes, presenting at numerous women’s leadership events, and coaching countless professionals.
This was obviously a complex undertaking, so it may surprise you that my conclusion to all this research can be boiled down into one simple sentence.
You must be a magnificent woman first to have a magnificent career.
I know, I know. Sounds too simple, right? Like everyone else, you’ve probably been going about things the other way around—that is, laser-focused on the job and what you need to do to get ahead. That’s important, of course (and covered here), but more than just offering advice on the what, this journey is also about digging deep to help you figure out the who. In other words, before you can decide what to do in your career, it’s important to understand the kind of professional you want to be.
As you’ll see in the Woman 2 Woman narratives, the most successful women I’ve interviewed—McDonald’s USA
President Jan Fields and Mylan CEO Heather Bresch, among others—all express this need for self-awareness, and by the end of this book you’ll be clear on it, too.
You’ll know, specifically, the attitudes and behaviors you need to kick to the curb and the ones you need to kick into gear.
You’ll also have the opportunity to identify your personal core values and apply them to five key professional development areas—self-awareness, social skills, personal effectiveness, team development, and leadership.
This ain’t guesswork, people.
The origin of the personal values template is straight from one of the most accomplished people in American history—Ben
Franklin—and the career plan template is similar to those used within large, multinational companies and developed in consultation with HR executives serving the Fortune 100.
As you work through this book, and in effect develop your own career path, my hope is that you’ll truly understand that
“corporate domination” isn’t about kicking the door down as so many of us have been (mis)led to believe. (Seriously, save your stilettos.) It’s about melting it down one thought, one interaction, and one person at a time. Asha was right. Business is a game about people and—like everything else in life—it all starts with you.
To your magnificence!
@EmilyBennington
P.S. For additional inspiration along your career journey, visit me at www.emilybennington.com.
Table of Contents
CONTENTS
Foreword by Ann Rhoades, Founding Executive of JetBlue Airways . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . XIII
Acknowledgments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . XV
Introduction: Ding, Dong! The Bitch Is Dead . . . . . . . . . . . . . . . . . 1
You Crafty Career Planner, You: How to Use This Book . . . . 6
PART ONE: CUT THE CRAP
Section 1: Self-Awareness
1 Getting Rid of the “Hob” on Your Brain . . . . . . . . . . . . . . . . . . 11
The Three Biggest Career-Killing Hobs and How to Handle Them . . . . . . . . . . . . . . . . . . . . . . . . . 13
Woman 2 Woman: Knowing Your Worth . . . . . . . . . . . . . . . 17
2 If Busy Were the Indicator of Success,
We’d All Be Billionaires . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
3 Reining in the Mommy Guilt . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
Sanity 101: Five Must-Have Tradeoffs for Working Moms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
Woman 2 Woman: On Parenting vs. and Career. . . . . . . . . . 29
4 Om the Job: How to Beat Stress and Anxiety. . . . . . . . . . . . . . . 33
Keeping in Mind @ Work . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36
Action Plan: Self-Awareness Goals . . . . . . . . . . . . . . . . . . . . . 41
Section 2: Social Skills
5 Indirect, Emotions, and Tears (Oh, My!) . . . . . . . . . . . . . . . . . . 44
Why Surveyed Women Preferred Male Bosses . . . . . . . . . . . 46
Attention Crybabies! . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53
6 Competition (Yeah, Let’s Talk About It) . . . . . . . . . . . . . . . . . . . 55
Why Do Comparisons Trip Us Up So Much?. . . . . . . . . . . . 56
The Real C-Word . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59
7 Seriously, Don’t Bring Sexy Back . . . . . . . . . . . . . . . . . . . . . . . . . 61
Woman 2 Woman: On Harassment . . . . . . . . . . . . . . . . . . . . 66
How to Handle: Tricky Social Situations @ Work . . . . . . . . . . . . . 68
Action Plan: Social Skills Goals . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76
PART TWO: CALL IN THE GOOD STUFF
Section 3: Personal Effectiveness
8 Be More to Do More: Creating Your Virtues,
Intentions, and Goals (VIG) List. . . . . . . . . . . . . . . . . . . . . . . . . 81
Virtues: Your Evergreen Self . . . . . . . . . . . . . . . . . . . . . . . . . . 83
Intentions: Your Present Self. . . . . . . . . . . . . . . . . . . . . . . . . . 87
Goals: Your Future Self . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89
So . . .Now It’s Your Turn . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89
9 Building VIG-ilicious Habits. . . . . . . . . . . . . . . . . . . . . . . . . . . . 93
VIG-ilicious Scorecard A . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 96
VIG-ilicious Scorecard B. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 96
10 Six Ways to Earn Respect Under the Corporate
Umbrella . . . and Seven Ways to Screw It Up Royally . . . . . . 99
Small Business versus Large Organizations:
Two Different Cultures, Two Different Games . . . . . . . 100
Woman 2 Woman: Owning Your Career. . . . . . . . . . . . . . 108
11 A Note to New Grads . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 110
Must-Have Skill #1: Communication. . . . . . . . . . . . . . . . . 112
Must-Have Skill #2: Critical Thinking and Problem Solving . . . . . . . . . . . . . . . . . . . . . . . . . . . . 113
Woman 2 Woman: Get the Job Before
You Get the Job . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 114
How to Handle: Tricky Service Situations @ Work. . . . . . . . . . . . 116
Action Plan: Personal Effectiveness Goals. . . . . . . . . . . . . . . . . . . 129
Section 4: Team Development
12 Women Were Raised to Be Nice. So What? . . . . . . . . . . . . . 134
13 The Cure for Fake Harmony: 100 Coaching
Questions for Team Leaders . . . . . . . . . . . . . . . . . . . . . . . . . . 138
14 Solve the Freakin Problem! (Plus: Two Really
Simple Anger Management Techniques) . . . . . . . . . . . . . . . . 149
When The Sh*t Hits the Fan—H.E.A.L. . . . . . . . . . . . . . 151
Woman 2 Woman: Managing Through
Turbulent Times . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 158
How to Handle: Tricky Team Situations @ Work. . . . . . . . . . . . . 161
Action Plan: Team Development Goals. . . . . . . . . . . . . . . . . . . . . 168
PART THREE: ALIGN WITH WHAT WORKS
Section 5: Leadership
15 Having Authority Is Like Having a Gun in Your Closet:
There If You Need It, but Hopefully You Won’t Have
to Pull the Trigger . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 173
Leading from Where You Are . . . . . . . . . . . . . . . . . . . . . . 175
Meeting Other People Where They Are . . . . . . . . . . . . . . 177
No Like-y? No Problem. . . . . . . . . . . . . . . . . . . . . . . . . . . 179
Influence Right Now. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 180
Woman 2 Woman: Finding Your Voice . . . . . . . . . . . . . . . 182
16 That’s Great and All, but Nobody Knows Who You Are. . . . 184
What’s Your Worth?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 186
The Difference Between Mentors and Sponsors . . . . . . . . 188
Woman 2 Woman: On Networking. . . . . . . . . . . . . . . . . . 189
How to Handle: Tricky Leadership Situations @ Work . . . . . . . . 192
Action Plan: Leadership Goals . . . . . . . . . . . . . . . . . . . . . . . . . . . . 197
Section 6: Toolbox
Tool 1: Career Plan Template. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 200
Tool 2: Six-Month Check-In Template . . . . . . . . . . . . . . . . . . . . . 203
Tool 3: Personal Career Assessment . . . . . . . . . . . . . . . . . . . . . . . . 205
Tool 4: Leadership Readiness Assessment . . . . . . . . . . . . . . . . . . . 208
Tool 5: 20 Things Every Career Woman Must Know . . . . . . . . . 211
Epilogue: The Glass Ceiling Is
Only There If You Think It Is . . . . . . . . . . . . . . . . . . . . . . . . . . 213
Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 217