Recommendations for Women

Women can take action on their own behalf:

Recognize that performance is only one criterion by which a person is judged. Peer support, connections that will help get things done through others, self-confidence in the ability to lead, and a host of other factors matter as well.

Relationships are an important asset that needs to be built and nurtured. Make time to talk with people on issues that are not immediate to the current task, particularly during times of chaos and change. Bosses, peers, subordinates and others across the organization need to feel that they know their colleagues in order to have a sense of their capability.

Find common ground. Since relationships matter so much, business cannot just be all about "business". Often it is the tangential elements such as ideas, hobbies, interests or passions that help forge the bonds between people.

Credibility is vital. Credibility comes in part from what has been done in the past, the importance of the accomplishments to the organization, the degree to which those accomplishments are known, and the people with whom one is connected.

To advance, one has to be judged as "strategic." Figure out what that definition means. Strive to support that definition and gain requisite experience.

Confidence and presence matter enormously - cultivate both. One trait begets the other.

Perfectionism can be both an asset and a liability. Recognize the downsides of each behavior, and make a conscious choice about what is truly needed in a given situation. Sometimes an 80% solution is the better option.

The most successful leaders admit their mistakes, find a solution and move on. Dwelling on what went wrong impedes progress.

Practice being patient. Patience can convey confidence and a sense of control to which others respond favorably.

Feedback is essential to develop and hone skills. Seek information from others on a specific situation that was observed so that the input is accurate and the perspective is valid. Then decide what to do with the opinion - accept it, reject it, change behaviors or do nothing.

Mentors, godfathers and advocates are critical. Going it alone can be an insurmountable task. Having the right person share knowledge, advice, insight and nuances is invaluable. Without such mentoring, it is easy to fall off the radar screen when key positions are being filled. It is also hard to learn how to influence the organization without senior guidance on how the organization works.

Working for just one boss can be disadvantageous to career progression. If the boss leaves, retires, or falls out of favor, then there is no champion and scant support. Working for different people is often essential to advancement.

Find time for informal conversations with colleagues during times of strategic change. Share information and ideas, talk about eagerness for new responsibilities and interests. To discuss such matters at scheduled meetings that have a more rigid agenda may not be as effective.

Recognition or praise rarely occurs at senior levels. Instead, a lack of criticism may be the only recognition for a job well done, so find ways to talk about accomplishments that do not appear disingenuous or overly self-promoting.

Proactively seek opportunities. Opportunities are earned, given and taken. Take calculated risks - and deliver.

Trust your own judgment. If a conclusion has been reached, stand by it. Self-doubt is counter-productive.

Familiarity matters. Organizations derive comfort from predictability in their leaders so they know what to expect as the leaders move into new roles.

Changing the organization from the outside is virtually impossible. Effective change comes from the inside, which means learning the rules of engagement and playing to areas of strength.

Recommendations for Organizations

Talented women are in short supply in almost every organization. For women to reach their full potential, it behooves the organization to be aware of the obstacles that might stand in their way. The following recommendations should minimize the chances of losing top performers.

Map developmental assignments for high potential women that the organization wants to retain. Note the developmental jobs and how long women are in those positions (if ever), the support necessary for their success, and whether or not assumptions about them have been made accurately.

Create pathways for operational experience. Quite often, women do not get sufficient operational experience, which is critical at senior levels regardless of the position or the function. Where are the operational jobs, who is taking those jobs and why, what barriers keep women from taking and succeeding in those jobs? What mechanisms need to be in place for a woman to succeed in a risky job?

Provide constructive feedback. Make sure that advancing women have a clear, concise picture of how the organization sees them, their leadership, and their capabilities. Insure they know what behaviors to change or adapt.

Arrange on-going support through godfathering, mentoring and advocacy. Designate senior leaders who can provide advice, insight and experiential knowledge to shorten the learning curve. Insure that women understand the positive, constructive implications of the help that is being offered, as opposed to viewing the advice as criticism or a judgment that they are incompetent.

Increase transparency in talent discussions. In discussions about performance, encourage those providing the critique to specify what qualities such as "being strategic, tough or ready" really mean.

Train and develop. Give women the tools and capabilities to engage the organization in the best possible way. Help bosses understand how to be inclusive and to develop talent that is not a mirror-image of themselves.

Encourage an inclusive culture. Often the best ideas and solutions come when a diverse range of voices are involved and included. Develop the organizational capability to adapt to different styles.

Actively facilitate a process of exposure and recognition. Learn and observe how women think and act in a broad cross-section of circumstances.

Focus on developing a strategic perspective. Organizations are increasingly saying that women are not "strategic enough" in addition to the usual adages of not being tough enough or being too tough. What does it mean to be strategic? How do leaders demonstrate strategic capability? Do women have the appropriate chances for such opportunities?

Honestly assess behavioral and cultural norms. What is or is not acceptable, and under what circumstances and to what degree of tolerance?

Recommendations for Bosses

Offer direct, honest, timely feedback that is positive, negative and most of all, constructive. Make sure women understand what has been communicated, how the advice works for a woman and that they know what to do differently.

Be inclusive. Think about the actions that insure everyone on the team is heard, is correctly acknowledged, and is included in critical discussions.

Increase exposure. Advocate project and task force assignments for women that build exposure across the organization.

Examine behavioral norms. Question whether or not style is an issue and if it needs to be adjusted. Be honest about the truly critical components for success and the reasons why they are critical.

Evaluate operational assignments. When a woman takes an operational role, insure that she is positioned to succeed and that she gets the required support and resources from her team and her peers.

Manage the isolation. Track whether talented women are becoming isolated and appropriately intervene where possible.