eZine

Number 211

Lately I keep finding myself in conversations about how women aren't moving confidently into leadership within their careers. I’ve heard some worries from clients, but I've also encountered a rising tide of talk in other business and social venues.

This doesn't seem to be just an us-against-them, women-versus-men thing. Insightful men have expressed concern that too few women are reaching their full professional potential. For example, two male professors recently asked me why their star female students seem to have lower job aspirations than their less qualified male classmates?

And in recent months, both at formal industry conferences and in casual chats, some of the most accomplished American women journalists have been talking about how leading newsrooms still seem to be dominated by a male culture. This seems to be the case, in both print and digital realms, despite the fact university journalism programs often have more women than men students.

Also, disturbingly, young women in several career discussions this spring told me they feel more threatened than supported by women who are senior to them in their organizational hierarchies.

Part of the problem may relate back to those of us who were among the first women to enter many professions. Sometimes we were more wounded than we realized by the struggle, and our lingering discomfort may continue to influence the wider culture of women at work.

It wasn't fun to be on teams where we weren't really wanted. And despite years of achievement, we “old girls” still experience surprising lapses in confidence. It can show up in little ways, such as:

Number 210

What if a headhunter calls today with an interesting job possibility? Can you quickly show that you're an ideal candidate? Or what if a new boss or client has questions about how you've been using your time?

To keep moving ahead in your career, there are times when you must know how to describe where you've been. Even if you're happily entrenched in a job that feels secure, on occasion you'll need to demonstrate your worth. Perhaps you'll want to go after a raise or promotion, or to show that you're ready to take on a juicy assignment.

Even if other people aren't inquiring about how you're doing, to keep growing on the job you need to have a realistic sense of your current productivity. Sometimes it's good to gauge your progress simply to reduce self-doubt. You're less likely to question the value of your contribution if you somehow measure it as you go along. And if you routinely keep track of which activities bring the most results, you'll know how to prioritize your time in the future.

So that you're always prepared to demonstrate your accomplishments, consider these strategies:

Number 209

The boss who taught me most about leadership was a humble guy named Dave Weatherwax. During his decade as senior VP and general counsel of a large company, Dave remained modest and never seemed to seek the limelight. And yet he exercised great influence, often quietly guiding the rest of the C-Suite.

During my first year with the company I watched Dave carefully, trying to learn from his low-key but effective approach to management. Finally the day came when a colleague and I met with Dave to pitch a major initiative, asking his support for a public policy campaign we thought might be outside his comfort zone. In making our case, I raised every argument I could think of, carefully framing my points to reflect Dave’s goals, interests and possible concerns.

Dave listened intently, then to our surprise he approved the proposal on the spot. His only change was to specify a budget much bigger than the one we’d requested. We were almost giddy with success as we left his office. Then he stuck his head out his door and called us back. He said, “I just want you to know that I saw what you were doing. But I don’t mind being led, if it’s done really well.”

Dave let us know that upward management can benefit everyone, but it must be implemented in the right way. Here are strategies to consider, if you want become better at leading up:

Number 208

You probably know a leader with great presence. Someone who exudes confidence and energy, and who attracts other people like a magnet.

Sometimes the value of executive presence seems most obvious when it's missing. I'm thinking of a brilliant corporate attorney I'll call "Ed." He repeatedly was passed over when spots opened up within the company's management ranks. When I asked the COO whether Ed was likely to be promoted, she said, "No. He'll always be valued as a talented technical lawyer, but we're not going to move him up. Ed just doesn't have executive presence."

The COO didn't try to define "executive presence," but I knew what she meant. The attorney could write memos like a dream, but when asked a question he seemed hesitant. He'd mumble, then he'd shuffle down the hall. He just didn't have "It." He didn't radiate that confidence, that dignity, that sense of control that others see as "executive presence."

Do you sometimes worry that you don't have enough of that “It” factor? Do you fear you'll miss out on career opportunities, despite your great work, because you lack a powerful presence?

Executive presence is an elusive quality, like love and happiness, that you can't acquire easily. But there’s much you can do to appear more like a leader. You can build your presence by changing the ways you look and behave, and even how you think and feel about yourself.

Here’s a checklist of some of the factors that contribute to executive presence. If you want to seem strong and competent, read through the questions, and find points to work on:

Number 207

Much of the work getting done in today's organizations comes from team efforts. But whether you're guiding a routine project group or acting as counsel to a blue ribbon panel, leading folks who don't report to you can be frustrating.

Sherry Little, a founding partner at the infrastructure firm Spartan Solutions, knows that leading across functional and organizational lines can feel like herding cats. But, she says, it's amazing what can be accomplished when you learn how to build and manage diverse teams.

Little's company develops and administers large infrastructure projects, which often means fostering public-private partnerships to build things like subway systems, trolley lines, or ferries. Little learned political skills as a senior staffer in the Senate, where crafting transportation legislation required negotiating across party lines. Later, before the formation of Spartan in 2009, Little led the U.S. Department of Transportation's Federal Transit Administration.

When I asked her to share her favorite strategies for building an effective team, Little offered four tips:

• Start strong. The first meeting of a new group sets the tone for the future. Not only should an initial meeting be smoothly organized, but also it should be structured so that every member leaves with a clear idea of the group's mission.
• Allocate tasks. Make sure every member of the work group is given something specific to do, even if it's minimal. When people don't have at least small assignments, they are more likely to sit back and criticize.
• Track action items. Whether an elected secretary prepares formal minutes, or participants take turns emailing timely informal notes, it's vital to keep track of action items and group decisions. All assignments should be put in writing, to keep members accountable and on the same page.
• Explain decisions. Even if you have broad authority, in a collaborative group you, the leader, should listen to everybody's views. Then, once you decide upon a course of action, explain the reasoning behind your decision. Little says it's particularly important to describe how you took contrary opinions into account. When team members understand and respect the process, they will feel valued. And, Little says, they'll be more likely to go along with your decision this time, and to participate positively in the next debate.

As Little illustrates, committee and team management requires a mix of, first, strong organizational skills, and, second, softer skills, like recognizing what each person needs and wants. This set of three questions, that I call the Herding Cats Triangle, can help you define and implement your committee leadership strategy:

1. What's the mission? It's important for all participants to understand why the group exists. That doesn't mean that goals can't evolve over time, but the members must always have a shared, clear view of their purpose and responsibilities. If the committee or team is part of a larger organization, be sure your activities are consistent with the bigger vision.
2. Who are the stakeholders and what do they need? As a starting point, learn as much as possible about each group member, including what they want out of group membership, and what interest sector they might represent. The more you know about needs and interests of participants, the easier it will be for you to foster collaboration and compromise. Beyond the immediate participants, think about the interests of other stakeholders, because they have the potential to offer support or limit your progress. Regularly consider whether additional groups and individuals might be interested in or impacted by the group's activities.
3. Are the right meeting logistics in place? Running effective meetings is a big part of your job as leader. These points can help you draft your committee meeting checklist:

• What’s the point? Before you send out invitations, be clear about your goals in calling a specific meeting.
• Have an agenda. A written list of discussion items helps to keep meetings on target. Particularly if a session involves complex issues or requires preparation, send out the agenda in advance. You can structure participation not only by delegating agenda items but also by suggesting time limits for each item.
• Shape it. Even informal meetings should have a structure, including at least:
  • An opening, in which you, the leader, state the purpose and the desired outcome,
  • A middle, in which discussion moves each agenda item at least a baby step forward, and
  • A closing, when you may sum up the conclusions, action items and assignments, and perhaps mention additional next steps.
• Set it up. For a successful meeting, you may have to be assertive about sending invitations and reminding participants of the details. Even if it’s a regular meeting and everybody knows the drill, specify the date, day, time and place. Remind invitees at least once again, at the last minute. And if you’re using email for invitations or reminders, put the details in the subject line.
• Warm it up. There’s a legitimate social component to many meetings, and you may better achieve your goals if all participants feel engaged and comfortable about offering comments. You can address some social needs and establish a cordial mood for the event by devoting the first five or ten minutes to a warm-up phase, in which everyone is invited to offer information, suggestions or concerns. This can be as simple as brief introductions, or you might request one-minute answers to a question like: “What is your most important current project?”
• Be on time. Invitees will behave more responsibly if they know that your meetings start and end on schedule.
• Set the tone. Treat all participants with courtesy, give speakers your full attention and don’t work on other projects while the meeting is going on. If you have trouble staying focused, try taking notes of the discussion.
• Keep track. Every meeting needs to have someone designated to keep a record, at least of key conclusions and assignments.
• Say “thanks.” Show that you genuinely appreciate participation, and thank people for their contributions. Thank everybody at the close of the meeting.
• Follow it up. After the meeting, see that both participants and invitees who couldn’t attend get a copy of the notes. Be sure that assignees have everything they need and are moving forward on their tasks. If nothing seems to come of your meetings, people will lose interest and stop taking them seriously.
• Set the rules. Meetings will flow more smoothly if everybody understands the ground rules. Consider building a consensus on matters like:

• Attendance
• Promptness
• Participation
• Cell phones or other interruptions
• Confidentiality.

• Shake it up. If you chair a regular meeting, look for ways to vary the routine. If you change the pattern, new people may speak up, new ideas may emerge, and the discussion won’t feel so stale. Consider:
  • Special refreshments.
  • A change of venue, ranging from a festive or informal setting when it’s time to celebrate, to site visits that allow participants to focus on specific issues.
  • Outside speakers, including experts invited to share special knowledge, or consultants asked to express messages that you can’t or don’t want to deliver.