I know. I know. I've heard from quite a few of you who have been wondering why it has been several months since I was last in touch. The answer is in this photo. Her name is La Brava (spanish for brave female), and she was my Christmas present to myself. Brava is now five months old, house-trained and beginning to calm down a bit. So, I can finally begin turning my attention to more than simply integrating the "new baby" into my household.
The other reason for my blog silence is that I haven't felt that I had anything new to say or compelling enough to share with all of you. My lens on the world is that of a journalist. I'm always looking for "the story." What's new? Where are the cultural edges? Based on USA news coverage for the last few months, you'd think there was nothing else happening in the world other than the incessant verbal abuse that Republican and Democratic presidential "wanna-bes" have been hurling at each other. All I can say about the present state of the U.S. presidential campaign is simply this: "I can hardly wait to see the TV debates between Hillary Clinton and Donald Trump!"
Finaally Some News Worth Mentioning: We're On the Eve of Significant Change. The cultural tide carrying talented, skilled women leaders to positions of significant power and global influence is about to come in. I've sensed for some time that a gigantic wave of change was beginning to surge. Because the old narratives about women and leadership are as worn-out and as irrelevant as those 1980's "dress for success" female bow-ties.
You know the platitudes: Needing to fill the talent pipelines. Fixing women to fit in to Neanderthal work cultures and master male behaviors. Walking the tightrope between being too passive or perceived as a bitch. And, of course, being realistic about work/life balance. Men can be both high-achievers and good parents;women, however, must choose. We could sense that times have been "a changin'." But finally, there's evidence that enough women (an emergent critical mass) have achieved executive leadership positions to be successfully leading transformational change.
The Everest Project is an unprecedented study of how women are successfully leading change and innovation in corporate America. Its first report, "Eve of Change: Redefining Corporate America," has just been released. I was alerted to this ground-breaking research by personal friends at EY (formerly Ernst & Young), one of the study's sponsors. Everest Project Co-Founders and study authors Pamela Carlton and Lily Tang call the compelling insights revealed by their findings, "A call to action to CEOs, senior executives and all women executives (1) to examine opportunities for leading change and creating cultures of innovation and (2) to fully support women executives who in many respects are leading the way." Here is how Carlton and Tang summarize several of their Key Findings.
Finding 1: Women Lead Transformational Change. Women executives who are effectively leading -- aka "Everest Women" -- are actually transforming companies, through not only their own behavior as role models, but also as catalysts for collective behavior change in corporate America.
Finding 2: Women Embrace Smart Risk. "Contrary to popular belief," the authors report, "women often take significant risk on behalf of their organizations." In my book, POWERING UP!, I call this leadership skill the ability to Drink at Dangerous Waters. It includes everthing from having the courage to voice a contrarian opinion, even when you are the only woman in the room, to being willing to throw assumptions about "how we've always done things" out the window.
Finding 3: Humility is the New Power Tool. But be careful, Carlton and Tang advise. "Confidence and credibility are prerequisites for leading with humility, which is all about the delicate balancing act between signaling leadership presence without being perceived as too agreessive or arrogant." The gender tightrope that women leaders must walk is a little wider thesse days, but navigating it well still takes skill.
Finding 4: Collaboration is Not Consensus. Everest Women take the view from ten thousand feet across the organization, communicate well, are open to new ideas and encourage healthy debate. But they also understand that it eventually falls to take the critical step forward.
Finding 5: Difference is More. I wrote an entire chapter in POWERING UP! about the leadership skill I call "Womaninity," to explain why leading as a woman is no longer a weakness to be overcome; it is a strength to be leveraged. Everest Report authors Carlton and Tang agree. "Because of their difference, women are multidimensionally competent," they report. "Women who have figured out how to use their gender, race, ethnicity, sexual orientation, and cultural background as part of their leadership toolkit, bring far more to the table for their corporations and teams."
This is fascinating and actionable insight. I urge you to download the report, read it and share it.
I'm Celebrating:
- Roberta Gibb's 50th anniversary as the first woman to finish the Boston Marathon.
- Harriet Tubman about to replace former slave owner Andrew Jackon on the $20 bill.
I'm Watching:
- Canadian Prime Minister Justin Trudeau advocating for male engagement in gender parity at this year's Davos World Economic Forum
- Confirmation -- HBO's excellent new movie on the Anita Hill/Clarence Thomas showdown that held our nation spellbound 25 years ago and deepened our understanding of sexual harassment.
I'm Reading:
Next month, I'm travelling to Tel Aviv to participate in my 12th global conference of the International Women's Forum, one of the preeminent networks of women leaders from every continent. As the newly elected president of the Michigan IWF chapter, this will be the first time that I will participate in the President's Council sessions, as well. The content is always cutting edge and this year's theme is, "Seek, Solve, Soar." I promise to take great notes and to share the most compelling insights and stories . . . SOON!
Spring Greetings from Motown - a city beginning to rise again. Anne
