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Leadership strategies I learned in MALE-DOMINATED CAREERS
Alison Walden SXSW 2016 @lsnrae
Hi, my name is Alison Walden. Thanks for checking out my
presenta;on. Im looking forward to sharing some of the leadership
strategies Ive learned in male-dominated careers with you. I work
at SapientNitro. I lead the Canadian Experience Technology prac;ce.
When I started back in 2005 as a web developer, it wasnt the first
;me I found myself in a job where I was surrounded by men. Thats
because my former career was as an Explora;on Geologist.
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GEOLOGY CLIP ART
All you have to do is a google image search on geologist to get
the impression that this is a male-dominated fieldand this was my
experience too
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GEOLOGY CLIP ART
My search did bring up one womanThe ouOit explains why I used to
get eaten alive by mosquitosMy joke is, when people ask me why I
leQ geology to become a web developer, I tell them that its because
I was sick of working with so many men. So heres where Im at
now
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WEB DEVELOPER CLIP ART
The search results for web developers was even more dire. I
found no results that depicted female developers. I realize this
wont change the world, but these results bothered me so much that I
asked our execu;ve crea;ve director for Toronto to engage our
design team to create some new ones that we could s;ck online to
get indexed. We posted them on our blog on Interna;onal Womens Day,
and here are some of them
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WEB DEVELOPER CLIP ART NEW!
Illustra;ons by Rafael Cas;llo:
www.cas;llographicdesign.com)
The hope is that these will get indexed by search engines and if
a woman does this same search several weeks from now shell find
some representa;ons she can relate to a bit more. Not that I think
that doing a google image search is a par;cularly scien;fic way to
determine whether an industry is gender imbalanced
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WOMEN IN COMPUTING FIELDS
Women receiving bachelors degrees in computer science in the
US
Women working as web developers in the US
Source: http://www.catalyst.org/knowledge/women-computing
18% 35% Source:
http://www.dol.gov/wb/stats/gender_shares_emp_comp_it_2014.htm
These are US sta;s;cs for 2014. Women are underrepresented in
technology programs in universi;es. And they are underrepresented
in the workforce. This has been my experience. Some of the things
Ill share with you today are pieces of advice. And because of my
experience, these are pieces of advice that came from men. Other
things are things Ive no;ced myself. Li\le things that leaders do.
And in the stories Ill share, the leaders Ill tell you about have
been men. BUT IT DOESNT MATTER WHERE GOOD ADVICE COMES FROM.
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Gina Trapani, Developer, founder of Lifehacker
Marissa Mayer, Engineer, President and CEO of Yahoo!
Tracy Chou, Software engineer at Pinterest
Nicole Sullivan, Performance engineer and international
evangelist for Yahoo
Amanda Wixted, Game programmer and iPhone tech lead at Zynga
FEMALE TECH LEADERS
WOMEN CAN AND DO SUCCEED IN THE TECHNOLOGY INDUSTRY. This is
especially evident here at SXSW. Its amazing to be speaking here at
this conference where many of these great, inspira;onal female tech
leaders in our industry today have spoken. Some are here this year.
But were not done, we s;ll need more female leaders.
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8 We need to gather good advice, and share it with women we know
in the technology field, and help enable them to become the next
genera;on of technology leaders and mentors.
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UNIVERSAL THINGS
The other thing about good advice is its universal. My hope is
that youll find something in my presenta5on today to help you move
forward whether youre a man or a woman. In fact, when I was first
inspired to speak on this topic, I was envisioning delivering it to
my front end development team, that includes many men. Im focusing
on the li>le things today, because
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SMALL SHIFTS IN APPROACH CAN MAKE
BIG DIFFERENCES IN HOW YOU ARE PERCEIVED
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11 Four Words That Knocked Me Flat (The Second One Will Surprise
You)
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strangely devoid of people. We were moving one of our automo;ve
clients websites into a content management system. It was a huge
site. Over 32,000 pages. It was a large front end team. 20 people
across North America and India.
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Bloomberg/Ge\y Images photo by Namas Bhojani
And heres some good old Bangalore traffic. Im showing you this
to illustrate how complicated this project was. It was more
complicated than this scene. It would have been considerably easier
to drive in Bangalore as a Western visitor, than it was to work on
this project. The requirements kept shiQing and there were always
more ques;ons than answers.
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On the ground, we were this huge 80-person tech team making
things happen. I was running the front end development track of
work, and I was SO PUMPED because I was working directly with some
very senior people. Id never had the chance to even meet them
before. Up un;l that point, Id only seen their pictures in those
kind of company-wide email newsle\ers. (Photo by Subin Paul)
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One reason why I was viewed as a good choice as the front end
development lead was because I had context with the client and with
their current website. My team had been maintaining their exis;ng
site and doing their campaign work for the last two years. Everyone
else on the account was fairly new, and they were really excited to
gain a team member with so much context. At first it seemed like a
good thing for me, too.
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But it didnt take long for my context to become a real road
block to me gehng anything done. I was no;cing my inbox filling up,
and it was taking me a long ;me to get to answering everyones
emails when I had a website to build and a team to manage. Being
helpful is great, but I started to no;ce a decline in the quality
of the ques;ons. People werent necessarily thinking much
anymore,
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17 they were coming to me for answers first. And I wanted to
help! It didnt ma\er how strange the ques;on was. It didnt even
have to make sense. If someone sent it to me in an email, Id set
aside some ;me and work on it.
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originally.
If the ques;on made absolutely no sense, Id spend ;me
considering what the sender might have actually meant, and give
them alternate responses based on the various possibili;es. Were
gehng to the part now where the 4-word sentence came in.
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I came in the office one morning and no;ced a buzz happening in
the corner of the room. Some rumour was moving across the room like
a wave and it was fascina;ng to watch. Finally it got to me and I
asked a colleague, whats going on? He told me that the s;r was
about our vice president of technology. Apparently he had received
a long-winded ques;on via email from one of our architects, but had
not gone to the same great lengths that I would have to provide a
response. His response had only 4 words. THE 4 words! They werent
TL;DR, they were:
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I dont get it.
His response was, I dont get it. Heres where my 8 year old
daughter would say,
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BOOM!
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And the developers on the floor were like this. Im not even
really exaggera;ng. As a group I think technology team was a bit of
a tough crowd. For one of us to ask a ques;on of this guy we
respected, expec;ng him to know the answer, we were fairly shocked
by this basic response. But was that a fair reac;on? A bunch of us
literally stopped work to have a gossip session. Why did his
statement affect us so much? I couldnt speak for the rest of the
team, but I could figure it out for myself. So I took some ;me to
reflect why it was bothering me, And I dis;lled it down to a few
reasons.
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UNDERLYING ASSUMPTIONS
First of all, I had some underlying assump;ons of how senior
leaders behave. I wanted to BECOME a senior leader. And I thought I
was paving my way there by answering these vague ques;ons I was
gehng on an hourly basis. By spending my ;me trying to figure out
what people were trying to say. But here was this guy, already a
leader, and he didnt spend his energy that way.
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UNDERLYING ASSUMPTIONS
INNER CONFLICT +
So it conflicted with my expecta;ons for myself. This is not how
I would have handled someone asking me a confusing ques;on. I would
have done some research or simply tried to guess what the person
was asking. Was I going about things the wrong way?
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UNDERLYING ASSUMPTIONS
INNER CONFLICT +
A CULTURE OF KNOWING +
I also realized that Im not used to hearing people say I dont
know. That there is this culture of knowing that I think is
especially prevalent in the tech industry.
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Designed by Freepik So on the way back to my hotel that night,
sihng in traffic, horns blaring all around me, I took some ;me to
reflect on if it made sense or not for me be uncomfortable in a
world where people admit that they dont know. And how would it
impact me if I did the same thing?
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Designed by Freepik Well, Id definitely save ;me. Imagine if I
placed the burden of explaining things on someone else. Someone
sends me a confusing email? I ask them for more informa;on instead
of trying to figure it out.
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Designed by Freepik
Id save energy. Instead of scrambling to learn something in the
moment just because someone asked me about it, I could admit that I
didnt know. This comes up so oQen in the world of front end
development, where theres something new to learn every day. If I
dont know about some new framework, chances are someone on my team
has used it. I could defer the ques;on to them.
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Designed by Freepik And I could let go of stress by refusing to
be a part of that culture of knowing. Why pretend to know
everything? Why perpetuate the idea that that is even possible?
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I dont get it.
Four words. With those four words, I was done with guessing,
pretending, and faking it. If this person who I respected so much
could say straight out that he didnt get it, then so could I. And
thats when I realized that that was actually, how a real leader
would behave.
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True confidence lies in not having to know the answer
True confidence lies in not always having to know the answer.
This wasnt the only learning moment I had on this project. The
;meframe for the next story was also on this project.
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THE HIDDEN BENEFITS of being organized
I call it the hidden benefits of being organized. The ;meframe
for this story was when I was just star;ng on that project for our
automo;ve client. (I got tons of mileage out of this client in
terms of learning!) I was new to the team, with new eyes to see the
chaos, and I had some sugges;ons for some new processes I wanted to
implement, both on the front end development track and for the
project overall, that I thought could make the project run more
efficiently. So I shot this amazing mee;ng invite to our delivery
lead.
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Hi Dave, Let me know if this ;me doesnt work for you. Alison
The subject was Mee;ng. If youve ever worked with a strong
program manager then you can guess how this turned out.
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Alison
Re: Mee;ng
Hi Alison, What is the mee;ng agenda? How do I know that I need
to a\end this mee;ng? Dave
Dave very reasonably asked for an agenda, probably not as
politely as shown here. And although that in itself if a valuable
point, it was actually in crea;ng the agenda for this mee;ng that I
had the A-HA moment that I will share with you today.
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Designed by Freepik
Once I had taken the ;me required to reflect on what this mee;ng
needed to be about so that I could make an agenda for this picky
guy, something interes5ng happened. I actually ended up changing
the purpose of the en;re mee;ng. This made me realize that I wasnt
taking the ;me required to think things through before ac;ng. Hold
this thought. Well come back to it.
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Shoo;ng out mee;ng invites with no agenda wasnt the only
instance where I was running too fast in this project.
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Over a year and a half I made 7 trips to India for this project
to set up the team, communicate requirements, set up the content
migra;on, and help the team through user tes;ng phase. Every ;me I
visited the Bangalore office, I kicked off my ;me there with a
mee;ng with our vice president. This was a mee;ng he scheduled. He
wanted to get a project status, and understand what my goals were
for my ;me in Bangalore. A good opportunity, right? It would have
been amazing if I had actually prepared topics for us to discuss
together, instead of just winging it. For our conversa;ons, instead
of planning what to discuss, I generally employed this
strategy.
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BLAH BLAH BLAH BLAH BLAH BLAH BLAH BLAH BLAH BLAH BLAH BLAH BLAH
BLAH BLAH BLAH BLAH BLAH BLAH BLAH BLAH BLAH
I had a bit of an epiphany when he cut me off one day with 2
words:
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ALISON: KEY ISSUES.
Its important to remember as youre doing the job, that
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DOING THE JOB IS NOT THE ONLY JOB.
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In subsequent trips I planned in advance how to ar;culate the
status of the project with him. Similar to crea;ng the mee;ng
agenda, when I took the ;me to think of the project from a high
level, something interes;ng happened. We not only had to clearer,
more succinct communica;ons, but this reflec;on in itself led to
new ideas on how to improve the project. It took making a conscious
decision on my part in order for me to organize my thoughts at the
right ;mes.
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ORGANIZED IN THOUGHT
ORGANIZED IN SPEECH +
ORGANIZED IN ACTION =
A catchier way to say this is
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TAKE what you
NEED
And here, we have the last piece of pizza. Does anyone want it?
In my country, nobody would take this last piece of pizza. Were too
polite. Wed all be thinking that someone else is hungrier than us
and needs it more. But I call this story, Take what you need.
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Ok. Lets start with a quick game. This woman is frustrated and
there is something she needs. Can anyone tell me what she needs?
Now this seems really obvious to say, but no, you cant tell me what
she needs just by looking at her. You need her to tell you what she
needs. I come across this issue all the ;me. It is so rare that
people say what they need, and it actually drives me crazy. And its
not enough for you to tell me that you need something, I need to
know exactly what.
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But you could have taken the same picture of me several years
ago. My team was engaged in maintaining one of our clients
websites. This client had some challenges with their marke;ng
calendar. The challenge was that they pre\y much didnt have one.
They couldnt seem to keep track of when their campaigns would
appear in print, so they kept finding new web projects that needed
to be done at a moments no;ce. I had a team of 10 developers and
found that my toughest job was shuffling people around to ensure
this work got done. I didnt have ;me to a\end wireframe or design
reviews, or to focus on the technical aspects of the work. Maybe at
the ;me this picture was taken, I was reading an email from my
counterpart technical lead in Chicago finding out that he had
resigned, and that he wouldnt be replaced. I was ready to freak out
at the thought of losing his support.
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Source: NBCs The Office So I went to my VP of technology and let
him know that unless he hired another tech lead to work with me,
the quality of work was going to go down.
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BOOM!
Obviously. There could be no other solu;on to this problem that
I thought about for 30 seconds.
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Source: NBCs The Office Lucky for me, this guy really was the
worlds best boss, so instead of reac;ng nega;vely to my ul;matum,
he sat down with me and helped me outline all of the issues I was
having that were taking up my ;me. It looked a bit like this:
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TOO MUCH ADMIN WORK
NEED FOR TECHNICAL
QUALITY +
NEED A PROJECT
MANAGER? =
What a great idea. With a junior project manager to offload my
administra;ve work to, I was able to resume my technical work
without the assistance of another tech lead. Now in this case, he
helped talk me through it. But youre not always going to get a VP
who has ;me to do that, and really, if I had taken the ;me to think
it through myself, I probably could have come up with the same
idea.
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PROBLEMS
THE POINT IS, When you have a problem, your unique insights will
provide the best solu;on. Youre the closest person to that problem.
In the end you have to figure out WHAT YOU NEED. Then ask for it,
from the person who can give it to you.
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PROBLEMS SOLUTIONS
It means that instead of coming to someone with problems, you're
coming to them with poten;al solu;ons. Youll be perceived in a
completely different way.
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KNOW YOUR VALUE
Now Im going to completely switch gears and talk about knowing
your own value. The ;tle of this story reminds me of a one of my
best friends in high school. This happy go lucky guy who never used
to mind if someone called him arrogant. He used to say that if he
didnt have a high opinion of himself, how could he expect anyone
else to? I thought it was a fair point.
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Im going to start here with this ecard. A few years ago, working
on yet another challenging project (theyre all challenging in their
own way, right?), a few of us sent this ecard around to make each
other feel be\er. Weve all been there. Im talking about when youre
so busy working on low level things that you dont have ;me for any
big picture thinking.
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This par;cular project was a redesign of a coupon-clipping
website for a grocery store chain based here in the US. I was
located in Toronto. The designers were in Chicago, my front end
team was in Poland, and the back end team was in India. The clients
head office was in Grand Rapids. We really were globally
distributed on this project. I had just started on the project, and
no;ced that my tech director was always trying to get me to travel
somewhere. Whether that be to Chicago to work with the design team,
or to the client site. One day he asked me if I could go to Grand
Rapids for a mee;ng, and I answered the way I always answered such
a request back then. I asked,
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Am I really needed at the meeting?
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Designed by Freepik And the director of technology looked at me
like this. Am I needed at the mee;ng can be construed as a valid
ques;on, but be careful. What it does, it it puts the onus on
someone else to assess the value of YOUR CONTRIBUTION to a mee;ng,
and this is a dangerous thing to do.
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Designed by Freepik
The DoT got kind of sarcas;c with me, Well I dont know, do you
ever find that your viewpoint as a front end technologist comes in
handy during client mee;ngs? I had to admit that in the past, that
had happened. How about in design conversa;ons? Sure. And he said,
Well, I never know what will come up on these trips so yeah, Id say
youre needed at the mee;ng. And he asked me, Why are you front end
devs so averse to travelling? And I realized that we were. Thats
really changed since then but at the ;me
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We wanted everyone to seek us out to ask for our opinion on
things, but we werent puhng ourselves out there and insis;ng that
we be part of the process. We were being passive. We needed to make
the decision ourselves on if we needed to be part of the
mee;ng.
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You need to be part of the meeting. YOU NEED to be part of the
meeting
And as a front end developer, you need to be part of the mee;ng.
This one is an easy decision. What about the harder ones?
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h\ps://juliandradurkin.files.wordpress.com/2014/08/paths.jpg
The good news is that even making a decision at all will make
you more of a leader than the people who wont. The reason that
people dont want to make decisions is because theyre afraid theyll
make the wrong one. My career manager at Sapient told me this:
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TO BE A LEADER IS TO NOT BE AFRAID TO MAKE A MISTAKE.
He said this in reference to a mistake he had made himself. He
had been leading the implementa;on of an eCommerce storefront for a
retail client and had made a bit of a dire error in his technical
design.
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Source: WashingtonPost: h\ps://goo.gl/qxm6ZX
We had to redo a lot of work for free to fix it. One thing here
that impressed me is that he didn't get fired. It struck me how
lucky I was to work in an environment where people are allowed to
fail. When he talked with me about his decision-making process in
that situa;on, he pointed out that nobody else on the team was
deciding anything, and that part of being a leader is making
decisions, even if they turn out to be the wrong ones. Here, lets
fix this .
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Source: Huffington Post: h\p://goo.gl/76k3eD
Thats be\er. As humans, we dont like messes, and we dont like
talking about mistakes. But making mistakes is a great way to learn
things youll never learn otherwise. My career managers story
reminded me of one of my own failures. And now I'm going to invite
you in to my former life, as an explora;on geologist.
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64 This failure probably s;cks in my mind because it was my
first big mistake I made in a full-;me job. I was doing explora;on
work in the Canadian arc;c with a team of fellow rookies.
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We were in the helicopter flying out to our area that we needed
to map, but none of us were direc;ng the pilot. This would always
be a challenge, Drop us off at the flat spot, with the water and
ice. NO, THAT flat spot But at least we should make an a\empt. We
had aerial photographs that showed us where we were supposed to be.
So the pilot, maybe this is a classic case of a guy not wan;ng to
ask for direc;ons? He took us to where he thought we needed to go
and dropped us off. None of us checked our posi;on, its no surprise
that we ended up in the wrong place. Before the pilot leQ he said,
Ive got some stuff to do for the next 6 hours, and Im gonna be out
of radio signal range, but Ill be back later. So dont break your
leg or anything. Ill be back. We didnt try to orient ourselves un;l
aQer he was gone, at which point we realized we were way off
course, and nowhere near the area we were supposed to be
mapping.
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So there we were, stuck in a remote part of Victoria Island for
about 6 hours with nothing to do. And it was just like my career
manager had described nobody was making a decision on the next
steps. People were bickering and shou;ng out ideas, but nobody had
enough convic;on to really stand behind any of them. So I decided
to make a decision.
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67 I told everyone that there were plenty of rocks, and we were
4 geologists. Since we were stuck in that area all day anyway, we
might as well map them. At the end of the day we had mapped a
substan;al area of this land that our company did not own.
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68 Back at the camp, my boss was less than impressed. He did
take the data we gathered, and I think he even sent our samples in
for assay (that means crushing them and tes;ng them to see if they
contain gold). But he made a big show of telling me that we had
wasted our day.
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But it wasnt a waste for me. Reflec;ng on it later, I realized I
had learned something important: My team members had listened to
me. I had the ability to convince people. I had the courage to put
my stake in an idea and run with it. It might not have turned out
well, and that is fine. Believing in myself really set me up for
the roles I was to play at Sapient. And this brings me to my last
story, about a mentor of mine who believed in me when I was just
star5ng out in my career.
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It was early in my career. I was running the front end
development track of work for an eCommerce implementa;on for a
telecom client. This was a large-scale implementa;on, with the
front end team alone having more than 20 people spread across NA
and India. We were in tes;ng phase and it had go\en messy. It
seemed like whenever we closed a defect two more would open. I had
just got back from maternity leave and didnt feel comfortable going
to India. So that was fine,
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I went to Kansas instead! This was where our back end team was
sihng at the client site. I went there to at the request of our
then VP of technology who is now our CTO, to talk about PROCESS
CHANGES WE COULD MAKE TO IMPROVE MY TEAMS DEFECT RESOLUTION RATE.
Now, I had a few ideas on how to turn our stats around that I was
happy to share.
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FOOLPROOF PROCESS CHANGE TO IMPROVE DEFECT FIX RATE
I sat down with the VP, now our global CTO, and the senior
architect, I myself was a senior developer at the ;me, and outlined
a plan by which wed tackle the defects one page at a 5me. I
described a scenario where the developers could focus on fixing ALL
issues on a per page basis and no;ce if they were breaking
something else in the process. I men;oned the feeling of sa;sfac;on
that the team would get and the sense of momentum that would come
from seeing a page completely fixed. He said, ok, and I went back
to my desk.
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The very next day, when the defect logging process had turned
completely from a fish into a rainbow, I was mildly surprised and
didnt immediately connect it to the conversa;on I had had the day
before with the VP. I remember saying to the developer who had come
with me from Toronto, Hey, check it out, this is cool. They are
only logging defects on the homepage today! And he was like, Yeah,
isnt that what you asked them to do? One page at a ;me?
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BOOM!
BOOM! The VP of technology had ensured that my idea was
implemented. I could never have done that on my own. It can be
temp;ng to do everything yourself. Im sure our VP of technology
could have figured out a solu;on to our quality assurance issues.
But he gave me a chance to tackle them my own way, and I had never
felt more empowered. Which brings me to my last point
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TRUST A JUNIOR.
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"Make yourself available, and when you can lift somebody up,
lift somebody up -Suzy Deering, CMO eBay, NA
I really like this quote I heard from Suzy Deering at the 3%
conference last fall.
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LEADERSHIP STRATEGIES I LEARNED IN MALE-DOMINATED CAREERS: TRUE
CONFIDENCE LIES in not always having to know the answer Organized
in THOUGHT, organized in SPEECH, organized in ACTION TAKE what you
NEED To be a LEADER is to not be afraid to make mistakes Trust a
junior (if you can lift someone up, lift someone up)
RECAP
So that was my final story that Ill share with you today. Lets
do a quick recap of the leadership lessons Ive learned in my male
dominated careers When Ive done this talk in the past, the feedback
Ive received is that people expected the advice to just be for
women, and they think that advice on this topic will be different
for a woman than for a man.
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But my experience has overwhelmingly been that the hardest part
of solving the gender diversity problem in tech is in building up a
female presence the team. Once women are on the team, they dont
need any special advice to succeed. AND THATS A GOOD THING, RIGHT?
Because women are just as talented at web development as men. I
havent seen one area in which the women on my team struggle where
the men dont also struggle. They struggle most with the areas Ive
shared with you today. For the problem of building up the team, I
do have some gender-specific advice based on the opportuni;es Ive
had to interview candidates.
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GENDER-SPECIFIC STRATEGIES FOR MALE-DOMINATED CAREERS: Be
confident about your skills in your resum. Speak confidently about
your abilities in an interview. No need to be pragmatic about
your
abilities you are trying to sell yourself. For people in a
position to interview, be careful about your own unconscious bias
when
considering applicants and consider the two points above. Dont
be apologetic if you are singled out in a positive way: If you
think you got an opportunity
because youre female, TAKE IT. Then prove how much you deserved
it as a developer.
ADVICE JUST FOR WOMEN
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HI, WERE SAPIENTNITRO
I consider myself very fortunate to have spent the last 10 years
of my career at SapientNitro, where I learned these points and
where I prac;ce them now, myself.
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WOMENS LEADERSHIP
NETWORK
ENABLE YOUR
POTENTIAL
10,000 COFFEES
RETURNSHIP PROGRAM CMTOU
OUR PROGRAMS
Not only in the challenging project work, but in the great
clients, and the programs available to our people to help them
grow. -Our career growth framework itself is called enable your
poten;al, and revolves around growth through coaching and
conversa;ons. -10,000 coffees is an extension of our career
framework, mentorship done via coffee connects facilitated through
the 10,000 coffees website. -The WLN provides mentorship and
coaching and provides a forum for meaningful dialog on current
issues facing women in the crea;ve and technology industries. -Our
returnship program gives an internship style opportunity to women
that have been out of the work force for an extended period of ;me.
-This last one is dear to my heart since Im par;cipa;ng in it right
now, and the name was too long to put in the circle
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CHIEF MARKETING TECHNOLOGY OFFICER UNIVERSITY (CMTOU)
Senior technologists from around the world have the opportunity
to do extensive studies in business and marke;ng related topics, as
well as expand our breadth in technological topics. Its a year long
program, in which Sapient partnered with presenta;on training
experts Duarte and crea;ve business school Hyper Island, to
facilitate 4 1-week intensives in different loca;ons around the
world. Its an amazing learning and networking opportunity and Im
excited to be part of it this year. Because learning never ends,
and that includes learning how to lead.
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LEADERSHIP IS A CHOICE. IT OCCURS WHEN SOMEONE DECIDES THAT ITS
IMPORTANT THAT THEY LEAD.
- SETH GODIN
I want to leave you today with some inspira;onal quotes.
American author, entrepreneur, and marketer Seth Godin said that
leadership is a choice, and that leadership occurs when someone
decides it's important that they lead. But I like how Beyonce said
it be\er.
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POWER IS NOT GIVEN TO YOU. YOU HAVE TO TAKE IT.
- BEYONC
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THANK YOU TO PIXABAY, FREEPIK AND THESE OTHER SOURCES: Geology
clip art: http://www.philipmartin.info , Can Stock Photo,
Shutterstock,
http://image.shutterstock.com/z/stock-photo-attractive-geologist-researcher-cartoon-career-97510088.jpg
Surprised cat:
http://i.huffpost.com/gen/1856592/images/o-SURPRISED-CAT-facebook.jpg
Traffic in Bangalore: Bloomberg/Getty Images photo by Namas Bhojani
Sapient Bangalore tech team: Subin Paul http://subinpaul.com/ Liana
Fincks New Yorker cartoon I live in Atlanta, but I think you meant
where am I from originally. NBCs The Office Martin Handfords
character Wheres Waldo Two paths:
https://juliandradurkin.files.wordpress.com/2014/08/paths.jpg Fish
becomes a rainbow:
http://ocshsart.blogspot.ca/2013/02/art-2-morph-project.html
IMAGE ATTRIBUTIONS
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THANK YOU