DALLAS  LEAN   IN  

Leadership  

July  25,  2013  

“We  cannot  all  succeed  when  half  of  us  are  held  back.”  

Malala  Yousafzai  

Did  you  know?  

36%  of  men    vs.    

18%  of  women  

Aspire  to  C-­‐Suite  posiGons  

Based  on  study  of  more  than  4,000  employees  in  2012  McKinsey  study  (LeanIN  book).  

         Dirty  liHle  secret…  Why  are  we  uncomfortable?  

                                         Ambi&ous            Leader              

                                   Expert  

Visionary        Self-­‐confident  

Willing  to  take  a  risk  

  Jobs  described  as  “powerful,  challenging,  and  involving  high  levels  of  responsibility”      

What’s  really  happening?  MEN  *  See  themselves  as  leaders  and  deserving  

*  Assume  they  will  succeed  –  learn  on  the  go  

*  Not  afraid  of  failure  or  not  knowing  

*  Always  looking  for  the  next  posiGon  

*  Accept  full  credit  for  job  well  done!  

WOMEN  *  Constant  criGque  –  holding  for  perfecGon  

*  Focus  on  current  posiGon  

*  Afraid  of  failure  or  not  knowing    

*  Generally  deflect  compliments,  praise  

*  Push  credit  to  the  team  and  other  experts    

Imposter  Syndrome  =  

phenomenon  of  capable  people  being  plagued  by  self-­‐doubt  

Imposter  Syndrome  

“…vacillate  between  extreme  egomania,  and  a  complete  feeling  of:  “I’m  a  fraud!”    Tina  Fey  

•  Fact:    Women  tend  to  experience  it  more  intensely  and  be  more  limited  by  it.  

•  Root  cause:    Insecurity.  •  Originates  from:    We  consistently  underesGmate  ourselves.      

Imposter  Behavior  –  Do  you  have  it?  Performance  Assessment  •  Women  judge  their  own  performance  as  worse  that  it  is,  while  

men  do  the  opposite.  •  If  the  evaluaGon  is  done  in  front  of  others  –  worse  sGll.  

Success    •  Men  credit  their  success  to  their  own  innate  qualiGes  and  skills.  •  Women  aHribute  to  external  factors:    worked  really  hard,  got  

lucky,  or  had  help  from  others.  

Failure    •  Men  point  to  not  preparing  or  just  not  interested  in  the  subject.  •  Women  believe  it  is  inherent  lack  of  ability.    This  internalizaGon  

breeds  insecurity  which  hurts  future  performance  –  long  term.  

Are  you  competent?  

People  decide  in  a  frac&on  of  a  second.  

ContribuFng  Factors:    

 7%  words,  38%  presentaGon,  &  55%  body  language  

1  Body  language  communicates  power  and  status  —  who  is  leading  and  who  is  following.    

2  Body  language  communicates  psychological  distance  —  feeling  close  or  feeling  remote.  

What  is  your  body  language  saying?  

In  Charge  •  Playing  high  –  cut  off  access  •  AuthoritaGve  

•  Comfortable,  confident  

•  Relaxed,  not  rushed  •  Speak  in  complete  sentences  

•  Head  straight  –  eye  contact    

•  Listening  –  No  Gme  wasted  •  No  visible  reacGon  –  in  control  

•  Playing  above  status  is  harmful  

Approachable  •  Playing  low  –  open  access  •  Opposite  of  authoritaGve  

•  Builds  rapport  –  open/build  up  

•  Minimize  presence  –  Hide  •  Lean  forward,  point  toes  in  

•  Speak  in  incomplete  sentences  

•  Jerking  movements  •  Limited  eye  contact  –  check  in  

•  Smiling  a  lot  –  appease  others  

Women  in  parJcular  –  must  adjust  their  body  language  to  the  situaJon  and  their  intenJon.  

Leadership  Success   Your  thoughts  dictate  your  outcome!    

  Seize  the  opportunity  –  make  it  work  for  you.      

 ComparaGve  Performance  Analysis!  

  Leaders  say  “thank  you”!  

 Expert  –  Leader  –  Visionary  –  Risk  

 Perfect  your  Body  Language!      

  Squash  the  Imposter  Syndrome  –  SIT  AT  THE  TABLE!  

 Encourage  leadership  by  sharing.  

  Start  mentoring  those  with  their  hands  up.  

“The  ability  to  learn  is  the  most  important  quality  a  leader  can  have.”      

Bianca  Bosker  

Prepared  by:    Robbin  Wilson  robbin37@gmail.com  

DALLAS  LEAN   IN  

Success  and  Likeability  

July  25,  2013  

Women  in  the  top  leadership  posiFon  

North  Texas-­‐headquartered  accounts  

100  largest  public  companies  –  2  

100  largest  private  companies  –  11  

25  largest  nonprofit  organizaFons  –  7  

25  largest  Law  Firms  –  2  

Dallas  Business  Journal  Book  of  Lists  2013  

Women  that  are  on  the  highest  paid  North  Texas  Public  Company  CEOs  and  Directors  list  

50  Highest-­‐paid  North  Texas  Public  Company  CEOs  –  0  

50  Highest-­‐paid  directors  of  Public  companies  –  5  

Dallas  Business  Journal  Book  of  Lists  2013  

Webcast  –  7/24/13  

Live  studio  audience  –  over  300  

Over  50  watch  parGes  

13,000  virtual  parGcipants  

“Success  and  likeability  are  posiGvely  correlated  for  men  and  negaGvely  for  women.    When  a  man  is  successful,  he  is  liked  by  both  men  and  women.    When  a  woman  is  

successful,  people  of  both  genders  like  her  less.”  

Sheryl  Sandberg,  Lean  In:  women,  Work,  and  the  Will  to  Lead  

Discussion  Points  

WanGng  to  be  liked  

WanGng  to  be  successful  

TooGng  your  own  horn  

AddiGonal  work  without  addiGonal  reward  

NegoGaGng  

What  can  we  do  immediately?  

Recognize  the  issues  

Develop  creaGve  approaches  

Learn  from  each  other  

Prepared  by  Debbie  Lane