Developing The Next Generation Of Women Leaders

Developing The Next Generation Of Women LeadersLeadership: Using Personal Strengths

To Make A Positive ImpactThe Ability To Make Things Happen,

To Influence People & Events

Current State

Corporate America top jobs 15% are women Numbers have not moved in 9 years

Full Professors in US 24% are women

Congressional Seats House – 16.8% Senate – 17% US ranks 71st out of 140

nations Women in Parliament

Current State

Women in Public School Administration Central Office: Curriculum Directors &

Supervisors of Special Programs – 57% Principals

Elementary – 53% Secondary – 20%

Superintendents – 19%

Current State

This translates to few female role models in the superintendency. Lack of role models for women is cited in the literature as part of the reason more women do not get into the superintendency.

Power of Personal Leadership Styles & What Makes Women Leadership Unique

The Global Executive Leadership Center defines the following critical components of exemplary leadership: Envisioning – Sensing opportunities

& threats in the environment: setting a strategic direction: inspiring constituents.

Empowering – Empowering followers at all levels of the organization by delegating & sharing information.


The Global Executive Leadership Center defines the following critical components of exemplary leadership: Energizing – Energizing & motivating

employees to achieve the organization’s goals.

Team Building – Creating team players & focusing on team effectiveness, by instilling a cooperative atmosphere, promoting collaboration, & encouraging constructive conflict.


Tenacity – Encouraging tenacity & courage in employees by setting a personal example in taking reasonable risks.

Emotional Intelligence – Fostering trust in the organization by creating – primarily by setting an example – an emotionally intelligent workforce whose members are self aware & treat others with respect & understanding.

The Global Executive Leadership Center defines the following critical components of exemplary leadership:


EnvisioningEmpoweringEnergizingTeam BuildingTenacity Emotional Intelligence

GEC feedback found that women are judged to be less visionary than men.It may be a matter of perception, but it stops women from getting to the top.

Who Says Women Aren't

Visionary?

To be effective leading others, learn how to lead yourself.

Get control of emotions and cultivate actions that are:

AnalyticalSystematicDirect

The Life Changing Quarter Second

The Life Changing Quarter Second

Gives you time to process contrasting emotions & analyze the situation clearly.Anger/ Defensiveness: We often tell ourselves that we get angry or defensive as a response to how people treat us. Actually, we get angry based on our beliefs and the resulting perceptions those beliefs give us of other people. Our anger tends to be especially volatile when we believe that the other person’s attitude or action belittles us or questions our integrity.

Leadership At Any Level

Takes the ability to stay calm in conflict & clearly articulate what the issues areLeading by example to analysis of the situationSystematic problem solvingCultivating a direct solutions focused culture

What makes sense to

you?

How can you apply this principle in your work with young women?

Take A Minute To Reflect

Systematic:Lead to Your

Organizations Strengths

Building on Strengths

Fixing your Weaknesses

What do you think will help you to be successful…

What’s Your First Question?

Strengthen leadership visioning skills by:

Cultivating Resiliency

Pessimism-Optimism ContinuumCategory Unrealistic

PessimistsRealistic

PessimistsRealistic

OptimistsUnrealistic Optimists

Understanding Reality

Assumptions About Reality

Deny that the assumptions are true

Acknowledge assumptions are true, magnify their negative impact, see them as barriers

Acknowledge assumptions are true & refuse to see them as barriers

Dismiss assumptions as insignificant to progress

Causes of Current Reality

Find other people & forces totally at fault

Accept some responsibility, but primary cause is others

Accept responsibility, for their contribution to current reality

Assume they know causes, but don’t invest time to accurately assess reality

Risks Posed by Current Reality

Greatly overestimate the risks caused by adversity

Understand risks & place undue weight on negative

Accurately assess risks by striving to have enough data to judge

Discount risks & refuse to see how they may jeopardize future


Resilient Leadership for Turbulent Times

Category Unrealistic Pessimists

Realistic Pessimists

Realistic Optimists

Unrealistic Optimists


Ability to Influence

Future

Refuse to see how they can make any difference

Believe any difference they may possibly make won’t be worth the effort

Believe strongly they can positively influence the future, with certain constraints

Assume they will, without a doubt, have a major influence on future

Expectations for Future Success

Can’t see any possibility for a positive future

Hold low expectations that anything good will happen

Believe good things may happen, but it will require a lot of work

Assume best-case outcomes will happen

Focus of Future Efforts

Focus exclusively on worst-case outcomes

Heavily emphasize the negative side of the problem

Acknowledge problems, but choose to emphasize positive possibilities

Focus only on perfect solutions

Envisioning Future Possibilities

Pessimism-Optimism Continuum

Resilient Leadership for Turbulent Times

Learning by Doing: A vision comes not only from outside, but also from greater self confidence.

Guiding future women leaders to know themselves well and give them tools to chart their own path forward.

What makes sense to

you?



Direct Communication

“If you want anything said, ask a man, if you want anything done, ask a woman”

- Margaret Thatcher

The critical difference between an effective leader and an ineffective leader is the ability to look a subordinate straight in the eye and give them direct feedback if their behavior or performance is not up to the organization’s standard.

Direct Communication

Speak the truth: speak it kindly, but speak the truth.

“When you tell people the truth, make them laugh or they will kill you.”

- George Bernard Shaw

Disagreement

Conflict

Power Struggle

Every Day Conflict

Visioning is the ability to sense and manage both opportunities and threats. If you want people to act in another way, you have to let them know how a different behavior would yield a better result.

Visioning

Can’t change attitudes about linguistic style, can change experiences with women leadership.

What makes sense to

you?



Baker, Dan, Ph.D. (2003). What Happy People Know, New York: St. Martin’s Griffin.

Carr-Ruffino, Norma, Ph.D. (1997). The Promotable Woman: 10 Essential Skills for the New Millennium, New Jersey:Career Press.

Ibarra, Herminia and Obodaru, Otilia, “Women and the Vision Thing,” Harvard Business Review January 2009: 1-5.

Patterson, Kerry, et.al. (2005). Crucial Confrontations, New York: McGraw-Hill.

Patterson, Kerry, et.al. (2002). Crucial Conversations, New York: McGraw-Hill.

Patterson, Jerry L. et.al. (2009). Resilient Leadership for Turbulent Times, Lanham Maryland:Rowman and Littlefield.

Seligman, Martin E. P. (2011). Flourish: A Visionary New Understanding of Happiness and Well-being, New York: Simon and Schuster.

Tannen, Deborah, “The Power of Talk: Who Gets Heard and Why,” Harvard Business Review OnPoint September-October 1995: 139-148.

References

Developing The Next Generation Of Women Leaders

Leadership: Using Personal Strengths To Make A Positive Impact

The Ability To Make Things Happen, To Influence People & Events

Thank You!

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Developing The Next Generation Of Women Leaders