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Ever since I came to the United States some 50 years ago, I’ve always wished to be seen simply as an individual. What amazes me about American culture is how much people define one another by labels.
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Women are better at multitasking than men, therefore, in a crisis, they are simply refining their strengths.
Featured in March 2021 Edition of Leadership Excellence
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I visited a friend’s house recently to see their new construction. I noticed a new room with 5 comfy leather chairs lined up along the wall, facing a huge TV screen. Obviously a man cave. I laughed.
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The objective is neither to defend nor to celebrate being a woman in power, but to turn away from gender altogether and focus instead on leading with authenticity and integrity.
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Remington Steele was a TV series in the 80s about a woman that started a detective agency and had a phantom male boss because she knew that people wouldn’t hire a woman detective without one.
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On the gender spectrum, femininity brings tremendous value to workplaces, especially when mingled with masculine traits. The feminine traits of collaboration, emotional intelligence, and tempered risk-taking lead to better business results.
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I have spent countless hours talking to competent friends and colleagues in leadership positions about this issue. I’ve found that while many commonalities shape our opinions, there are still distinct differences in what we practice.
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Years ago, a client came to me for help. Sue was a middle-aged Asian woman working at a law firm. A rock star in her field, she was a partner, the only woman, and only woman of color, in her firm.
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It starts with coaching. In every sphere of life, the best of the best have coaches who nurture development, provide accountability, stress discipline, and much more. Women empowerment is no different.
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According to AARP research, nearly two out of three workers in the United States over the age of 45 experience or witness age discrimination. Yet a study by PwC reveals that only 8% of companies include age in their D&I strategies.
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