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Personal Power to Organizational Power:Personal Power to Organizational Power: Building Relationships That Take Us Building Relationships That Take Us

To The Next LevelTo The Next Level

WISE 2010: WomenWISE 2010: Women’’s Institute in Summer Enrichment s Institute in Summer Enrichment

June 21-24, 2010June 21-24, 2010

Sabrina Coleman, MA, CCC, PMPSabrina Coleman, MA, CCC, PMPOwnerOwner

Mahoghany Coaching & Development PracticeMahoghany Coaching & Development Practice

Sabrina Coleman, MA, CCC, PMP, OwnerMahoghany Coaching & Development

20 years IT Leader/Professional, 10+ years OD Roles Leadership and Personal Growth Coaching and Interpersonal Skill-building for WOC leaders/professionals Experiential Learning Completed a qualitative research study on AA Women Managers and the Concrete Ceiling Board Member of Cross-Cultural Communications and Women’s Therapy Center Adjunct Faculty at Sonoma State University Workshops and Seminars for BioMarin Pharmaceuticals, San Jose State University, Stanley Morgan, Kaiser, WCAN and ABI

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Who’s In The Room?Who’s In The Room?

Going to work for a large company is like getting on a train. Are you going sixty miles an hour or is the train going sixty miles an hour and you're just sitting still? J. Paul Getty

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What Are We Doing?What Are We Doing?

Day One: We will examine some key strategies and unwritten rules that facilitate:

Relationship-building Organizational Power Career Advancement

Day Two: We will take it a step further by doing some experiential activities that facilitate getting one of these key activities started.

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Focus on:Focus on:– Facilitate dialogueFacilitate dialogue– Examine strategiesExamine strategies– Leverage knowledge that’s in the roomLeverage knowledge that’s in the room– Information sharing Information sharing

How Are We Doing It?How Are We Doing It?

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Key StrategiesKey Strategies

Experience of women in organizations Experience of women in organizations varies by racial/ethnic groupvaries by racial/ethnic group

Access to Critical RelationshipsAccess to Critical Relationships– Exclusion from Informal NetworksExclusion from Informal Networks– Lack of Role ModelsLack of Role Models– Lack of MentoringLack of Mentoring

Source: Unwritten Rules: Why Doing a Good Job Might Not BE Enough, 2010 by CATALYST

“Perceptions [are] a very complex thing. It depends on what kind of signal you send out and how people will perceive [you]. It’s a very complex process to get it right for both… [In] my experience it’s very important [that] you demonstrate to the management your passion for the business. Your job, for the organization, for working with this specific group of people. How to interpret that, how to present that through your communications, through your action [varies for different individuals.]- Asian woman

“In some people’s minds it’s all about what have I done, what have I done. It’s not – and

when you get into management…how do I

get things done through my people?... It took a long time to figure out that [the real question is] how do I advocate my projects appropriately?” - White woman

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Keys to AdvancementKeys to Advancement Most Important Unwritten RulesMost Important Unwritten Rules

– Relationship-buildingRelationship-building– Communication and FeedbackCommunication and Feedback– Performance and ResultsPerformance and Results– Career PlanningCareer Planning– Seeking VisibilitySeeking Visibility– Face TimeFace Time– Working Long HoursWorking Long Hours– Clearly Communicating WillingnessClearly Communicating Willingness

to Work Long Hoursto Work Long Hours

Source: Unwritten Rules: Why Doing a Good Job Might Not BE Enough, 2010 by CATALYST

Women more than men, and women of color more than white women rated Seeking Visibility as being one of the most important strategies for advancement. Here are my recommendations for advancing your career.

“[Unwritten rules] certainly aren’t in a book, and people don’t readily tell you. I’ve

learned through observation of those who advance –

especially, those who look like me – and (by) trying to

figure out how they got there…as well [of] good

people who don’t look like you, and how they got there. You need to kind of sit on a

curb and watch what goes by. Bad lessons are good too, to

tell you what not to do.- African-American woman

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Group ActivityGroup Activity

Break into four groupsBreak into four groups Select Group facilitator, Recorder, SpokespersonSelect Group facilitator, Recorder, Spokesperson Groups A & B – discuss key strategiesGroups A & B – discuss key strategies

– What are your thoughts/reactions?What are your thoughts/reactions?– Were you aware of these? Were you aware of these? – If you were, what are some of the actions you’ve taken that you can share? If you were, what are some of the actions you’ve taken that you can share? – If you weren’t, what is one thing you will do different as a result of having this If you weren’t, what is one thing you will do different as a result of having this

information?information?

Groups C & D – discuss keys to advancementGroups C & D – discuss keys to advancement– Select one advancement rule to discussSelect one advancement rule to discuss– How have you used it in the past?How have you used it in the past?– Why did you use this strategy?Why did you use this strategy?– How did it help with your career advancement?How did it help with your career advancement?

Summarize OutputSummarize Output Report Out Report Out

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Most Important Unwritten Rules for AdvancementMost Important Unwritten Rules for Advancement(Women of Color and White Women)(Women of Color and White Women)

Unwritten Rules, Strategies to Unwritten Rules, Strategies to AdvancementAdvancement

Rated As ImportantRated As Important

Women Overall N = 329Women Overall N = 329

Used in the PastUsed in the Past

Women Overall N = 329Women Overall N = 329

Communication and FeedbackCommunication and Feedback 97%97% 95%95%

Performance/ResultsPerformance/Results 97%97% 99%99%

Career PlanningCareer Planning 93%93% 89%89%

Seeking VisibilitySeeking Visibility 94%94% 79%79%

Building RelationshipsBuilding Relationships 91%91% 78%78%

Face TimeFace Time 77%77% 81%81%

Working Long HoursWorking Long Hours 56%56% 82%82%

Clearly Communicating Clearly Communicating Willingness to Work Long HoursWillingness to Work Long Hours

46%46% 53%53%

Source: Unwritten Rules: Why Doing a Good Job Might Not BE Enough, 2010 by CATALYST, pg. 8

Women of color scored higher, significant differences for p<.05

Wrap-UpWrap-Up

What is one thing you will do What is one thing you will do differently as a result of this differently as a result of this

workshop?workshop?OrOr

What is your major take-away from What is your major take-away from this workshop?this workshop?

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Recommended Reading & SourcesRecommended Reading & Sources

Unwritten Rules: Why Doing a Good Job Might Not Unwritten Rules: Why Doing a Good Job Might Not Be Enough, 2010, CatalystBe Enough, 2010, Catalyst

Advancing Asian Women in the Workplace: What Advancing Asian Women in the Workplace: What Managers Need to Know, 2003, CatalystManagers Need to Know, 2003, Catalyst

Advancing Latinas in the Workplace: What Advancing Latinas in the Workplace: What Managers Need to Know, 2003, CatalystManagers Need to Know, 2003, Catalyst

Advancing African-American Women in the Advancing African-American Women in the Workplace: What Managers Need to Know, 2004, Workplace: What Managers Need to Know, 2004, CatalystCatalyst

Sabrina@Mahoghany.comcastbiz.netSabrina@Mahoghany.comcastbiz.net