From Surviving to Thriving: Seven Leaders Share Their Stories
Erica Hartman
APT, Inc.
Jennifer Thompson
The Chicago School
According to the U.S. Bureau of Labor Statistics (2008), 25% of American CEOs are women. Recent research suggests that the “glass ceiling” metaphor is no longer an accurate description of the leadership challenges that women face; the path to the top is more complex (Martin, 2007). With more women rising to the upper echelons of organizations, it is imperative to understand the nuances of these hurdles and complexities.
We identified seven talented leaders and asked them to share their insight on various factors impacting their careers. The discussion that followed was a hit with participants at the 2009 SIOP conference in New Orleans. We framed our discussion around three of the four factors that have been found to impact women in leadership: individual, family, and organizational factors (Eagly & Carli, 2007). This article will summarize the common themes that emerged.
The panel consisted of leaders across varying career stages and organizations, including human resources, internal and external consulting, as well as both traditional and professional academia. The leaders who graciously shared their experiences include:
- Wendy S. Becker, PhD, Associate Professor of Management, Shippensburg University
- Leaetta Hough, PhD, President, Dunnette Group, Ltd.
- Patricia James, MBA, Vice President, Human Resources & Administration, Bridgestone Americas
- Kathleen Lundquist, PhD, President, APT, Inc.
- Suzan McDaniel, PhD, Vice President, Global Talent Management, Acquisition & Diversity, Bristol-Myers Squibb
- Nancy Newton, PhD, Professor, The Chicago School
- Lisa Sandora, PhD, Executive Consultant, Kenexa
Work and Home Life Balance and Dealing With Family Issues
Many panelists admitted that what was a balance for them may not be a balance for others. Several said, “What balance?!” One leader revealed that she would work until 2:00 a.m. during the week but made a rule that weekends were for her family. Another leader committed to leaving the office at 5:00 p.m. in order to spend time with her family but would return to her work after her children were in bed in order to meet work obligations. The message from our leaders is that the key to making work and home life coexist successfully is to find a compromise that works; this differs for each and every person.
Not only did our leaders struggle with maintaining a work and home life balance, they also discussed the impact of larger, more pointed events. Some unique challenges included a spouse with a terminal illness, a serious accident involving a child, an expatriate assignment, and a need to accommodate a spouse’s relocation. In each example, the woman involved served as the primary person of responsibility. However, each situation required an unconventional response in order to persevere and uphold the duties associated with both the job and personal life.
One leader became the first employee to work full time from a remote location in order to accommodate her spouse’s need to relocate. She presented her boss with her proposal, discussed the additional measures she would put in place to measure productivity and quality, and took accountability for her performance.
Another leader ventured into a new research domain when she tried to better understand a serious workplace accident that involved her son. Her thorough investigation was ultimately published as a case study, and her writing helped both her and her son integrate and come to terms with the tragedy.
Other leaders faced the challenge of dealing with an ill spouse. One leader started her own business from home in order to accommodate an ill spouse. She focused on intensive research and literature reviews, which could be done remotely. Another leader took the personal time needed to cope with her spouse’s terminal illness and ensure the well-being of her family.
The message here is to be strategic in asking for help to accommodate the dual responsibilities of work and personal life. Take the initiative to come up with solutions that will work for all involved, propose it to the appropriate people, and be prepared to take ownership of the results. Find ways to integrate all of your experiences into your life’s work and research, both the good and the bad. Your work will be better and stronger for it.
Take Risks
The old adage of “nothing ventured, nothing gained” resonated through the stories shared by our panel. The decisions that had the biggest payoffs for our leaders were scary, risky, and challenging. In some cases, roads not taken were paved with regret. One leader described how her boss challenged her to take on a different role in the organization. The new role was extremely challenging and in an area in which she did not have prior experience. However, the new role opened the door for many future opportunities, and without that initial experience, the leader would not be where she is today!
Even though some risks may not work out as originally intended, there is always a “Plan B.” For example, one panelist took a 2-year expatriate assignment; a year into the job, circumstances led to a decision to return to the United States early. Although this was a disappointment for both her and the organization, the experience was professionally productive, and she was able continue to advance within her organization.
Competencies for Successful Leadership
Our panelists agreed that the competencies necessary for successful leadership do not differ for men and women, but rather, the competencies needed to be a successful leader are made up of both masculine and feminine qualities. Historically, more masculine competencies such as risk taking and decision making have been idealized; however, our panelists agreed there has been a shift that incorporates and recognizes the worth and importance of feminine competencies such as communication, interpersonal skills, and empathy. Men and women wishing to become leaders need to develop all of these competencies.
Our leaders also discussed the importance of developing executive presence and maturity in order to rise to the upper echelons of leadership. The ability to communicate and influence organizational leaders is critical. Many times we, as I-O professionals, need to serve as the “voice of reason” in organizations; in order to do this, it is imperative that we are able to communicate our ideas and issues using nontechnical verbiage. Therefore, developing business acumen is a key component to success. Finally, the importance of optimism was highlighted by almost every member of our panel. There has been substantial research that supports the link between optimism, efficacy, and leadership, and our panel confirmed the impact that positive thinking can have on your career path.
Picking an Organization
One of the most important factors to examine when picking a company is the representation of women in leadership. It is important to look at both the operational leadership and also that of the board of directors. Values get cascaded down from the highest point of leadership, which is typically the board, and continues down through the executive and managerial ranks. If the board values diversity and career development, this will transcend throughout the culture of the organization.
Another important characteristic to consider when picking an organization is the availability of peer groups. Several leaders discussed their participation in various peer networks, both internal and external to the organization, which provide them with a support system and a place to discuss new ideas and situations they may be confronting. In addition, there was a strong consensus from our panel regarding the importance of finding a mentor and role model to assist in the career and leadership development process. Although mentoring is not always a formal program, it is another quality of organizations that value diversity and career development.
Historical Changes
One of the most notable themes from our panel pertains to the advancements that women have made in leadership. The leaders with the most tenure were able to shed light on how far we have progressed. They shared stories of a time when women had very limited career opportunities—where women who wanted a career could be a nurse, a schoolteacher or a secretary. These women realized that those vocations weren’t for them; however, becoming a leader was not something they visualized either. Their path to leadership was serendipitous and occurred as they continued to gain education, work in the field, take on additional responsibilities, and challenge the status quo. Their path was particularly challenging because they did not have the benefit of looking to fellow women as role models or mentors when making decisions regarding their career path. These women are trailblazers who have helped in the advancement of women to leadership positions and who now serve as role models and mentors to others.
Conclusion
These leaders provided great insight into the complexities one can face during their path to leadership. More research and discussion is needed to help future leaders navigate these complexities. When you encounter a challenge along your career path, take the advice of our panel: Be positive, don’t be afraid to take risks, learn from your experiences, and find a solution that will work for all involved.
Many thanks to the leaders who shared these invaluable insights!
References
Eagly, A. H., & Carli, L. L. (2007). Through the labyrinth: The truth about how women become leaders. Boston: Harvard Business School Press.
Martin, S. (2007). The labyrinth to leadership. Monitor on Psychology, 38(7), 90–91.
U. S. Department of Labor, Bureau of Labor Statistics. (2008). Labor force statistics from the current population survey. Retrieved September 9, 2008, from http://www.bls.gov/cps/ demographics.htm#women