Universum’s 2008 IDEAL Employer Survey - Bringing Students and Employers Together

Don’t worry! If you missed Forté Foundation’s webinar : Universum’s 2008 IDEAL Employer Survey – Bringing Students and Employers Together – you can still access the session.

Claudia Tattanelli, Universum’s CEO addressed the challenges of bringing students together with employers through insightful findings. Some highlights include:

- What potential female employees are most passionate about
- What company value propositions are most wanted and sought out
- What makes for a good company recruitment event and what works best
- What are the best communication sources to reach students
- What do students like best in recruiting practices

Click here to hear a recorded version of the webinar or click here to see the slide presentation.

The Satisfaction Factor - Sally Helgesen

Chatham, NY September 2008

Three years ago, I teamed up with Julie Johnson, one of America’s most successful executive coaches, to create a project aimed at looking at differences and similarities in how men and women perceived, defined and pursued satisfaction in their work.

The project was inspired by the fact that Julie and I kept hearing the same thing from an unsettling number of very successful women who were either leaving high profile jobs or deciding to assume positions as individual contributors in their organizations—jobs that often required great skills and hard work, but did not put them on track for senior management.

What was it we kept hearing?
“It’s not worth it.”
What did this mean?

The women we talked to were in essence telling us that the tradeoffs their companies were asking them to make—in terms of time, stress, lifestyle, whatever—were simply not worth the rewards their organizations offered.

Notice: the women were not saying they were unwilling to sacrifice their time or life with the adrenaline rush we all experience when we’re over-extended (or thrillingly involved).

Podcast Episode Three: Implementing Change

“The corporate ladder is very rigid. It has two modes, right, you are either on or your off, you are either up or your out and it is very linear. And our world is not that way.” -- Anne Weisberg, Deloitte

In the third episode of our CBPS podcast series, we talk to Anne Weisberg of Deloitte about their ground-breaking work on mass career customization. We also talk to Allyson Moore of Yale University and author Lindsey Pollack about career opportunities for Generation Y and the changing demographics of the workplace. You can click to listen right here, or subscribe to download the podcast via iTunes.

Putting the “I” in Leader

At the Forté Corporate Best Practices Summit, Sally Helgesen heralded the “age of women’s leadership” as companies become less hierarchical and more collaborative. The idea is that this emerging business environment will play to women’s strengths, and that (at least progressive) companies will recognize this by giving women more authority and leadership opportunities.
But companies have been operating in this new mode for a while, and the number of women in leadership has stalled – even at some of the most progressive companies. So, how to explain this apparent contradiction?

I think it has a lot to do with how women take credit. Yes, more and more work is done by teams, and women lead teams well. But are these women getting credit when their teams deliver outstanding results? Yes, more and more business is done through partnerships and relationships, and women are good at building partnerships and fostering relationships. But, are women getting credit for doing so? I suspect that many women are not getting the credit, and therefore the leadership roles, they deserve in part because they don’t know how to ask for it. As the authors of The Labyrinth of Leadership painstakingly document, women must navigate between the “unwritten rule” in the workplace that leaders will self-promote (a leader is decisive and assertive), in order to be seen as a leader, and the implicit bias about women that they must not be perceived as too “aggressive” and “ambitious.”

The trick then is to put the “I” in leader – to take credit for your accomplishments without coming across as only interested in getting ahead. One suggestion is to let others do the bragging for you. In the self- assessment I wrote for my performance review this year, I included feedback from clients who raved about me. It was more comfortable than raving about myself, and it had more credibility coming from a third party! This tip, and many others, can be found in Peggy Klaus’ book, Brag: The Art of Tooting Your Own Horn Without Blowing It.

Do you have any other tips for putting the “I” in leader? Share your story, so that we can all advance the cause of women’s leadership. If you believe Sally, and I do, our organizations’ future depends on it.