leadership: using personal strengths to make a positive impact the ability to make things happen, to...
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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
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.
Power of Personal Leadership Styles & What Makes Women Leadership Unique
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.
Power of Personal Leadership Styles & What Makes Women Leadership Unique
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:
Power of Personal Leadership Styles & What Makes Women Leadership Unique
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
Understanding Reality
Resilient Leadership for Turbulent Times
Category Unrealistic Pessimists
Realistic Pessimists
Realistic Optimists
Unrealistic Optimists
Understanding Reality
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?
How can you apply this principle in your work with young women?
Take A Minute To Reflect
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?
How can you apply this principle in your work with young women?
Take A Minute To Reflect
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!