It’s Not a Glass Ceiling, It’s a Sticky Floor Presented October 23, 2012 by Rebecca Shambaugh President and CEO SHAMBAUGH.

It’s Not a Glass Ceiling, It’s a Sticky FloorPresented October 23, 2012 by Rebecca Shambaugh President and CEOSHAMBAUGH

Discussion Topics

© 2012 SHAMBAUGH Leadership S Corp. All Rights Reserved │ www.shambaughleadership.com

• Leadership Trends Impacting Today’s Leaders

• Women in Leadership – Today’s Facts

• The Sticky Floors Concept

• Managing Your Career

• Tools and Techniques for Rising Off the Sticky Floor

Issues Facing Today’s Organizations

• Global Economic Performance• Ability to Attract the Best Talent • Stimulating Innovation – New

Products and Services• Transmitting Corporate Values and

Ethics Globally

*The Conference Board and Bloomberg Business Week 2010


• Top Management Succession

• Engagement of Diverse Workforce

Embracing the Spectrum of Gender Intelligence


The Transformational Leadership Model

Self Awareness

Strategic Orientation

Leverage Partnerships and

Relationships

Communication

Innovative Thinking

Resilient – Embrace Change


Source: Catalyst Organization

The Bottom Line

Company Performance and Women Representation

• Companies with the highest representation of women in senior leadership positions experienced better financial performance than the organizations with less women representation at the top.


Women in Leadership – Today’s Facts• In Fortune 500 Companies, Women are:

– 50% of Professionals/Managers

– 5.1% of Corporate “Clout” Roles (EVP and higher)

– 3.6 % of F500 Chief Executives

and…

– Only 1 in 18 Women Earns a Six Figure Salary versus 1 in 7 for Men

Source: Catalyst


Sticky Floor or Glass Ceiling Sarah’s Case Study • Background:

– Leads a team of 20 people– Worked in same area for 5 years– Loyal to boss – strong mentor – Has solid relationships within her team – Gets things done – an over-achiever– Values efficiency and a good job– Works long hours

• Situation: – Was encouraged to interview for a job within her company that was

an advancement– Interviewed but not selected for the job


Women in Leadership

It’s Not a Glass Ceiling…

It’s a Sticky Floor!!!


Sticky Floors for Women

• Managing Work/Life Integration• Driving for Perfectionism• Staying in One Role Too Long • Making Your Words Count• Capitalizing on Your Personal Brand

and Political Savvy• Building Strategic Relationships• Asking for What You Want


Common Assumptions Held By Women • It’s more important to get the work done that to get noticed for

doing a great job

• Executives are born leaders

• It's not politically correct to be a self-promoter

• I need to be part of the “old boys’ network” to be selected as an executive

• It’s easy to ask for help to achieve business results but hard to ask for help to advance in my career

• Women are supportive and helpful advocates for each other


Getting On the Right Escalator!


Tips for Getting On the Right Escalator • Recognize Your Greatness

• Clarify What’s Important

• Don’t Assume Others Know Your Career Goals

• Put Together a Plan: Map Out What Kinds of Experiences, Training, and Exposure it will Take to Reach Your Goals

• Get Feedback from Others

• Have the Courage to Get of Out Your Comfort Zone


PERFECTIONISM

Reflection: Perfectionism

• Which of the following can you relate to the most?– Second Guess Your Decisions– Think No One Does it as Well– Low Tolerance for Mistakes– Fear of Failure – Strong Need to Please Others– None of the Above

What is Perfectionism?

• Definition:

Perfectionism is the propensity for setting

extremely high standards and being

displeased with anything less.


Tips for Perfectionists

• Check in with your own belief system

• Focus on most important tasks, learn when a job is “good enough” and move on

• Avoid the tendency to be a pleaser

• Seek feedback and use it to calibrate your own performance standards

• Let go and rely on your team to do the more task-related activities—allow them to also embrace “good enough”

• Learn to effectively delegate – as a gift to yourself and to others!


Making Your Words Count

Building on Today’s Session

• Being Persuasive by Adapting to Style

• Speaking Up

• Constructive Disagreement


Briefing Execs: What Went Wrong?• Sara had:

– Learned that her client project was going to be cut back…

– Been disappointed and concerned…

– Met with her team and developed some exciting solutions…

– Set up a meeting to brief her business manager…

– Created a comprehensive slide deck…

– Practiced exactly what she was going to say to her Business Leader

• The Business Leader:– Listened for the first 5 minutes…

– Interrupted with questions…

– Moved on to another subject before she was finished…

– Left before she had any feedback that she could provide to her team…


Implications for Sara• Be clear up front about why you are briefing the

Exec and what you need as a result of the briefing

• Figure out why it might be important to the Exec and say this in simple terms at the beginning

• Avoid data dumps – let him or her ask questions to cover what she/he thinks is important

• Be conversational so you are easily understood and present your ideas so that they and you will be remembered!


Making Your Words Count

• Definition:

“Ensuring that you get the attention and respect you desire, and have the impact

you deserve when you speak”


Communication StylesControl

Emote

Ask TellAssertiveness Scale

Resp

on

sive

ness

Scale


Analytical Style

• Less assertive and more formal behavior

• Live life according to facts, principles, logic, and consistency

• Are good planners, organizers, and problem solvers

• Tend to avoid personal involvement in work situations

• May appear to be reluctant to share a point of view

• Avoid making illogical or inconsistent decisions

• Slow and cautious action

• Historical time frame


Driving Style

• More assertive and formal (controlled) behavior

• Know what they want and express their ideas/opinions easily

• Are direct and to the point• Tend not to focus on

personal feelings in work situations

• Have a sense of urgency to get the job done and are impatient with delays

• Make decisions easily and quickly

• Swift and efficient action

• Present time frame


Expressive Style

• More assertive and informal (emotional) behavior

• Generate interest, enthusiasm, and excitement

• Are imaginative, creative, and impulsive

• Tend to avoid isolation—want to be involved

• Change mind and direction easily

• Make decisions based on feelings and intuition

• Warm and approachable

• Future time frame


Amiable Style

• Less assertive and more informal behavior

• Get involved in the feelings and relationships between people – good team players

• Are easy to talk to – very supportive

• Tend to avoid decisions which might involve personal risks and/or conflict

• Lend joy, warmth, and freshness to social situations

• May be reluctant to change if it’s disruptive

• Unhurried and concerned

• Present time frame


Key Questions

• What is the receiver’s communication style? What do folks of that style prefer in terms of how to communicate with them?

• How does the receiver generally make decisions?

• What does the receiver need to know?

• What approach is best with the receiver?


What Does a Good Influencer Do?

• Adapt their communication style to have the most impact

• Speak logically, fluently and confidently

• Through effective communications, able to persuade others to adopt their ideas or have an impact on their thought process

• Tend to be very stronger listeners and come across as having valid interest in the other party (can respond to reactions and re-direct opinions and thinking processes)


Directional Influence

Downward Influence• Create an empowering

environment

• Build power & influence by delegating

• Coach & mentor

Upward Influence•Know your boss’s style

•Know your own style - and how that might impact (+/-) the process

•Build a compatible working relationship

•Use his/her time wiselyLateral Influence•What drives them?

•How will they view the situation

•WIIF-them?

•What’s the downside for them?

•Create common goals


Speaking Up – “Throw Your Hat in the Ring”1. Give an Opening Statement

Link to other speaker Segue from previous idea

2. Frame Your Comments I have an idea that I’d like to share… I have a question… I have two points I’d like to make…. There are three things we should consider…

3. Summarize So what I’m saying is… And so my two points were…


Speaking Up – Constructive Disagreement

1. Find the Value

I understand that…

I can appreciate….

2. Voice Your Concern

My concern is…

I think we need to consider…

3. Offer or Ask for an Alternative (that maintains the value and addresses your concern)

What if we… or… How could we?


Don’t Disempower Your Own Voice • Be Active versus Passive: Avoid, “I think,” “I guess” or “I’m

not an expert” – Instead, state your opinion in simple, active sentences, and follow it up with your rationale.

• Make your request or need with confidence. Avoid following up with “I suppose” or “What do you think?”

• Avoid the clutter: Writing sentences should be, on average, 17 words

• Avoid saying “umm,” “aah,” “but,” “and”


Building Strategic Relationships

77%Women

What I Do

83%Men

Who I Know

Source: HBR Research Report December 2010

What Drives Advancement?

• Women – 77%

– Hard Work, Long Hours, and Educational Credentials

• Men – 83%

– Relationships: “Who You Know”


The Power of the Network

• Relationships are Not One-to-One

• Relationships are Multi-Dimensional


Building Relationship Intimacy Sowing and Growing The Relationship

• It’s not only key that they know you but that you

understand them (their business, challenges, wins,

etc.)

• Be pro–active and be of value!

• Look for ways they can see you in action

People will trust you more if they know what you can do and think you understand them as well


Making the ‘Ask’

• Be very clear about what you are asking for – What do you want them to do for you?

• Be able to articulate your capabilities and how they can translate to your value equation.

• Provide a list of successes and experiences

• Seek ways to demonstrate your strengths - Reciprocity


Sphere ofRelationship

Who?(To Form,

Deepen, or Broaden)

What Would You Like:

To Know? To Share? To Promote? To

Request?

Commitments and Specific Actions – by

when?

Job Performance

Career/Personal Growth

HelpingOthers

Enlarging Your Strategic Network

Putting the Action Plan in Place

•What is the best approach to connect and cultivate the relationship?

•What barriers do you need to overcome and what can you do to get past them?

• What will you do by when?


Capitalizing on Your Network – Your Board of Directors

• Be Intentional: What is Your Goal? • Get Out of Your Comfort Zone! • Recognize Your Value Equation• Build Relationship Intimacy• Don’t Be Afraid to Ask for Help • Include Men in Your Network! • Use the 4x4x4 Plan


Insights To Action

• Examine Your Beliefs about Executive Leadership

• Recognize Your Greatness• Get On the Right Escalator• Make Your Words Count! • Leverage Your Relational Capital• Give Men a Chance • Help Other Women Along the Way • Be the Change You Want to See!


“Growth and comfort do not co-exist”

– Ginni Rometty


Now is the Time for Great LeadershipRise Above the Sticky Floor!

When You Do…Anything is Possible!


Learn More About How SHAMBAUGH can Help You Advance in Your Career!

• Becky’s Blog, Upcoming Programs & Events

• Coaching for Women

• Sponsorship Programs

• WILL

• Visit www.shambaughleadership.com

• Becky’s Books – Leadership Secrets of Hillary Clinton and It’s Not a Glass Ceiling, It’s a Sticky Floor


It’s Not a Glass Ceiling, It’s a Sticky Floor Presented October 23, 2012 by Rebecca Shambaugh President and CEO SHAMBAUGH.

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