Other than an annual performance review that is administered by my immediate manager I do not get much, if any, feedback on how I am doing. I really want to develop skills that will serve me well in competing for future promotions. How should I go about putting in place a structured developmental plan that will provide me with regular beneficial feedback?
There are specific steps that I will recommend for you to take in order to get regular feedback, however this may be more challenging than it seems. The reason I say this is that you should first look at your organizational culture and determine whether it is a feedback rich environment. If it is not and this is more of an mandated exercise than a true developmental tool, then you have your work cut out for you in seeking additional feedback.
We know that organizations in which there is regular and ongoing feedback generate more creativity and innovation. However, when there is limited or little feedback, such as in your case, it is difficult to foster more unless the culture supports it.
Regardless, I would still attempt to set up regular meetings with your immediate manager as well as establish mentors outside of your chain of command who can give you ongoing and regular feedback to further your development. Presenting your request in a positive light as a way to improve your performance as well as to help the company will hopefully help you get some action.
Monday, January 16, 2012
Thursday, January 12, 2012
Women Helping Other Women
I work in a predominantly female workgroup and find that the women who are in management are not very open to helping develop and promote other women. Is this an isolated situation or do you see this in other organizations?
Unfortunately, the research and studies have shown that women are not as apt to help other women as men have historically done in the workplace. In a recent informal study conducted by CNN on bullying in the workplace, it was found that most of the bullying is done by women and most is directed toward other women. Honestly, this is a workplace phenomenons that saddens me greatly. I so long for women to be mentors to one another and to encourage each other in corporate life.
Some people contribute this negative behavior to something called the Queen Bee syndrome, which implies that when a woman has clawed and scraped her way to a senior position, she isn’t as anxious to help others because perhaps nobody helped her. This is an unfortunate response, for many reasons. First, it’s a negative outlook to have. Second, helping deserving professionals of either gender to reach their potential is one of the most rewarding and satisfying facets of being a leader. Helping others to develop and grow is one of the most positive work experiences that a leader can have.
All I can say about women who aren’t open to helping other women is this. We can’t control what others do, but we can control ourselves. The best way to break this cycle is to approach your own career differently. Lend a hand to women coming up along with you or behind you, and to men as well. Be known as a woman who is secure enough in her own abilities and career to help others develop their own talents. You’ll have a richer professional life as a result, and you won’t be sorry. I promise.
Unfortunately, the research and studies have shown that women are not as apt to help other women as men have historically done in the workplace. In a recent informal study conducted by CNN on bullying in the workplace, it was found that most of the bullying is done by women and most is directed toward other women. Honestly, this is a workplace phenomenons that saddens me greatly. I so long for women to be mentors to one another and to encourage each other in corporate life.
Some people contribute this negative behavior to something called the Queen Bee syndrome, which implies that when a woman has clawed and scraped her way to a senior position, she isn’t as anxious to help others because perhaps nobody helped her. This is an unfortunate response, for many reasons. First, it’s a negative outlook to have. Second, helping deserving professionals of either gender to reach their potential is one of the most rewarding and satisfying facets of being a leader. Helping others to develop and grow is one of the most positive work experiences that a leader can have.
All I can say about women who aren’t open to helping other women is this. We can’t control what others do, but we can control ourselves. The best way to break this cycle is to approach your own career differently. Lend a hand to women coming up along with you or behind you, and to men as well. Be known as a woman who is secure enough in her own abilities and career to help others develop their own talents. You’ll have a richer professional life as a result, and you won’t be sorry. I promise.
Thursday, January 5, 2012
Gender Bias in the Workplace – Still!
There is so much published about how women outnumber men in the workforce now but still can’t make it to the top of the corporate ladder. What are your thoughts on this and what do you see as being the real issues behind the statistics?
There are many different viewpoints on this topic these days, but the news is getting better. Albeit slowly, but things are improveing with more women rising to the top ranks within corporations. While women still hold only a handful of the CEO positions within Fortune 500 companies, they are continuing to make headway in attaining more senior level jobs.
I think there are a number of things at play here, so I’ll start by describing the make-up of the power base within organizations and who the decision makers are when it comes to promoting women. The majority of senior level positions are still held by middle-aged, and older, white males, many of whom are much more comfortable promoting like-males over females. This is the unspoken reality in many organizations.
The counter piece to this reality is the fact that women do not help other women and promote them as men do for each other,. Sometimes females will make it to the top but are slow to encourage, mentor, and promote other females. Men in general are more inclusive, comfortable, and natural working with other men and tend to ‘default’ to what their comfort zone can handle, especially when it comes to powerful positions. This has been proven by studies, time and again, and we know it is still at the root of why we still have comparatively small numbers of females in top-level jobs.
There is also another combination of contributing factors, one being that more women choose to get off of the fast track and not play politics once they hit the mid- to upper-level management positions. Again, studies have shown that more women decide to change career paths and take time off than men, and they do so for a number of reasons. Research has also shown that women still bear the burden of the family decisions and responsibilities, such as who will pick up the children, or when will the household chores get done. Even women who have additional help still bear the responsibility for family and household management.
So, while the number of women rising to the top ranks is steadily and slowly improving, there is a confluence of factors that work together which continue to limit the number women in high-level positions. A great article that delves more into this topic and expounds on my answer is at: http://www.catalyst.org/file/523/the_myth_of_the_ideal_worker_does_doing_all_the_right_things_really_get_women_ahead.pdf
There are many different viewpoints on this topic these days, but the news is getting better. Albeit slowly, but things are improveing with more women rising to the top ranks within corporations. While women still hold only a handful of the CEO positions within Fortune 500 companies, they are continuing to make headway in attaining more senior level jobs.
I think there are a number of things at play here, so I’ll start by describing the make-up of the power base within organizations and who the decision makers are when it comes to promoting women. The majority of senior level positions are still held by middle-aged, and older, white males, many of whom are much more comfortable promoting like-males over females. This is the unspoken reality in many organizations.
The counter piece to this reality is the fact that women do not help other women and promote them as men do for each other,. Sometimes females will make it to the top but are slow to encourage, mentor, and promote other females. Men in general are more inclusive, comfortable, and natural working with other men and tend to ‘default’ to what their comfort zone can handle, especially when it comes to powerful positions. This has been proven by studies, time and again, and we know it is still at the root of why we still have comparatively small numbers of females in top-level jobs.
There is also another combination of contributing factors, one being that more women choose to get off of the fast track and not play politics once they hit the mid- to upper-level management positions. Again, studies have shown that more women decide to change career paths and take time off than men, and they do so for a number of reasons. Research has also shown that women still bear the burden of the family decisions and responsibilities, such as who will pick up the children, or when will the household chores get done. Even women who have additional help still bear the responsibility for family and household management.
So, while the number of women rising to the top ranks is steadily and slowly improving, there is a confluence of factors that work together which continue to limit the number women in high-level positions. A great article that delves more into this topic and expounds on my answer is at: http://www.catalyst.org/file/523/the_myth_of_the_ideal_worker_does_doing_all_the_right_things_really_get_women_ahead.pdf
Tuesday, January 3, 2012
Management Responsibilities
As a fairly new manager, when I have employees come to me and tell me they would like to talk to me as their manager but in the strictest of confidence, I many times feel uncomfortable. How do I handle these types of employee conversations when it could damage their trust in me as their manager?
When an employee starts out a conversation by telling you that they want to talk in strict confidence, before they go any further remind them that if they tell you something that requires you to take action, then you will do what you must do as a manager and leader. Many times, what an employee tells you will be about themselves or something they may be going through and you don’t have to do anything but listen and understand. Other times, they may divulge something that you are required by law or by ethics to report to your boss or perhaps even the authorities. It could even be something about another employee that you will need to further investigate.
It can sometimes be a challenge when faced with this type of discussion, but be prepared to make it clear up front that you will take the necessary action if your good judgement calls for it. As a leader, it is important to know that you have a greater responsibility to act upon certain situations than you do outside of your leadership role. This is what you make clear to anyone that begins a discussion requesting confidence.
Once your employees know that you will do what is right, even in the face of challenge and adversity, chances are good that they will trust you completely and not feel that they must precede their statements with a confidentiality statement.
When an employee starts out a conversation by telling you that they want to talk in strict confidence, before they go any further remind them that if they tell you something that requires you to take action, then you will do what you must do as a manager and leader. Many times, what an employee tells you will be about themselves or something they may be going through and you don’t have to do anything but listen and understand. Other times, they may divulge something that you are required by law or by ethics to report to your boss or perhaps even the authorities. It could even be something about another employee that you will need to further investigate.
It can sometimes be a challenge when faced with this type of discussion, but be prepared to make it clear up front that you will take the necessary action if your good judgement calls for it. As a leader, it is important to know that you have a greater responsibility to act upon certain situations than you do outside of your leadership role. This is what you make clear to anyone that begins a discussion requesting confidence.
Once your employees know that you will do what is right, even in the face of challenge and adversity, chances are good that they will trust you completely and not feel that they must precede their statements with a confidentiality statement.
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