How to Bring Out the Remarkable Leader Within

Grace Meets Grit

Recently, I asked a few people to share words that come immediately to mind when I ask about men and women in leadership positions:

  • Salary inequity
  • Unequal representation
  • Misunderstanding
  • Testosterone
  • Powerful when the best of both are valued
  • Need for a level playing field
  • Minefield
  • Different
  • Mars and Venus
  • Unfair

There are many misunderstandings when we talk about men and women in leadership.

 

Only 8% of executive positions are held by women.

 

Daina Middleton takes on the topic in her new book, Grace Meets Grit: How to Bring Out the Remarkable, Courageous Leader Within. In her book, she demonstrates the inherent value of both feminine and masculine leadership styles and how all of us can benefit from an understanding of the value of the different strengths of the sexes. Daina’s experience includes over three decades of business leadership experience in a male-dominated industry. She shares her firsthand observations and stories to help everyone become more effective at leading others. Daina is also an advocate for a more inclusive and practical approach to working together.

I had the opportunity to ask her more about her work.

 

Women CEOs lag men CEOs in terms of tenure by 2 years.

 

Why Gender Bias Training Falls Short

What’s wrong or missing from the ongoing discussion of gender in the workplace? Why is current gender bias training falling short?

The good news is the gender equality conversation is actually happening.  In fact, Google Trends indicates gender equality has actually increased over the past decade.  And the equality discussion certainly must continue because the pay parity gap remains large despite the focus on equality. However, a focus on equality is insufficient because equal literally means the same. While their contributions are equally valuable, men and women bring different behaviors to leadership and this is a very good thing. Women are often measured against male leadership behaviors – mostly because men are still largely in charge.  The result is unfortunate because there are many benefits to both the male “Grit” style of leadership as well as the more relationship “Grace” approach.  Obviously, I am over generalizing to make a point.  Most of us have both male and female qualities, and the best leaders strive to cultivate both within themselves as well as within their organizations.

 

“Inspiring leaders know that trust is vital to inspiration.” -Daina Middleton

 

We All Have Grace and Grit Within Us

Grace and grit. Would you give us a little background on each and how they fit into your model? Do you find that naming grace and grit causes a backlash at all in terms of stereotyping?

A person’s leadership style is based on his or her communications style.  Women tend to use communications to establish intimacy and build and maintain relationships. This is what I refer to as the Grace style of leadership. Men (the Grit style), on the other hand, tend to use communications to drive immediate, tangible outcomes, preserve status, and avoid failure.

The male leadership style is an exclusive club, even though it’s often not intentionally exclusive. And, while both women and men bring equal value to the workplace, equal does not mean they are the same. Many times, these differences cause misunderstandings in the workplace at best. At worst, I have actually seen a great leader lose her job because her boss, who was a man, thought she didn’t know how to make decisions because the way she approached decision-making was different from his own.  This is what first sent me down the path to beginning a new gender dialogue that allows us to have meaningful conversations about how women lead differently than men. Only then will we understand the value both bring to the workplace.

As I mentioned above, calling Grace the more relationship-focused female style and Grit the status-conscious, immediate action male style of leadership provides us with a non-confrontational approach to talk about our differences. Bias training is largely focused on helping men understand what it’s like to be a woman. Do you think men will remember this in the heat of a challenging business situation? Probably not. And in fact, all the research shows bias training has largely been ineffective in changing behaviors in the workplace for exactly this reason.  We all have both Grace and Grit within us.  I, for instance, have a more Grit style approach, which at times can be abrasive.  My team recently reminded me of this by asking if I had left Grace at home that day.  Their question prompted me to think about my behaviors and adapt them for the situation.  All great leaders have good awareness of their own style and the needs of others and have the ability to have productive dialogue around them.

 

ILM Survey: 1/2 of women doubted their job performance compared to less than 1/3 of men.

 

What’s the traditional leadership style in the workplace? How is this changing?

How to Increase Profits Through Gender-Balanced Leadership

The Power of Diversity

It’s not just the right thing to do.

Diversity is organizational rocket fuel. It’s better decision-making. It’s better results.

I’m always studying what works, what doesn’t, and the latest thinking in this area.

That’s why Melissa Greenwell’s new book, Money on the Table: How to Increase Profits Through Gender-Balanced Leadership, got my attention. Melissa is Executive Vice President and Chief Operating Officer of national retailer The Finish Line, Inc. Her new book utilizes current research and demonstrates that more women in management equals better financial performance.

I reached out to her to talk about her research and her perspective. Her views are intriguing and offer a view worthy of discussion and consideration.

 

Study: more women in a group increases problem-solving and decision-making.

 

The Case for Gender Diversity 

For those who aren’t up to date on the latest research, tell us why gender balance is good for organizations. What’s the case for gender diversity?

Hardwiring in the brain is different for men and women. The physical differences are associated with natural tendencies in thinking, communicating, and problem solving that are all needed in business. Men and women demonstrate these traits in varying degrees. Organizations that have traits from both genders will get the best questioning, debate, and idea generation resulting in healthier strategies and increased performance over those who don’t. Those are the organizations that will create the best products and services for their customers.

 

Fact: Public companies with more than 1 woman on the Board have higher returns.

 

Why do some resist it?

I don’t believe people resist it. I believe leaders don’t know what to do to change it. That’s the biggest reason I wrote the book – to provide some actionable advice as to what leaders can do to effect change.  Others have brought awareness and that’s a good first step. Now we need to start doing the things that will lead to more gender diversity in leadership positions.

 

Study: Companies with no gender balance on the board have lower market capitalization.

 

You say that you wrote the book mainly for men in power because they can change the ratio. And then you say some “get it” and some “think about it.” What’s the difference?

I wrote the book mainly for people in positions of power – anyone who is in a senior leadership role can effect change faster. At this time, the vast majority of those people are men.  Of the male leaders I interviewed, I found that there are two main groups: those who “get it” and have been taking steps for several years to have more women in leadership, and those who are “thinking about it” – that is, they acknowledge that women are important to their business but are struggling to find ways to have more of them in senior leadership.  The biggest difference between these two groups of leaders is that those who have greater gender balance in their organizations have taken some very deliberate steps to get them there. They take more time to seek candidates and they reach outside their known network to find female candidates. They tend to take more risks on up-and-coming talent within their organizations as well.

 

Reasons Companies Fail to Keep Women

It’s not only recruiting but also retention that is important to changing the ratio. What are some of the reasons organizations fail to keep women?

Some organizations still refuse to implement the flexibility it takes to keep female talent. They still view creating flexibility as making exceptions rather than viewing it as a competitive advantage. They are busy counting hours instead of measuring results. Those that continue to think that way will fall behind in the war for the best talent.

 

What’s unconscious gender bias and how do you recognize and deal with it?

Unconscious gender bias is continuing to hire people who are just like us (male or female) and not even thinking about the ramifications of doing so. Little to no thought is being given to examining the gender balance of the team or organization when this continues to happen. The only way for it to change is for the top leader to set the tone and lead by example. Everyone follows the lead of the CEO or President, which in itself is far more important than implementing awareness initiatives.

 

Steps for Building Gender-Based Leadership

How Women in Leadership Can Create Win-Wins

Creating Win-Wins for Companies and Women

In many companies, women are not advancing. This is despite the extensive research showing that more women in leadership positions equals higher company profits and a more competitive organization. At each level of an organization, women dwindle in numbers, leading to a lack of gender balance on top leadership teams.

 

If women make up less than 25% of an applicant pool, they are more likely to be negatively evaluated.

 

As a CEO who advocates and appreciates diversity, a new book by Joelle K. Jay and Howard Morgan intrigued me. The New Advantage: How Women in Leadership Can Create Win-Wins for Their Companies and Themselves doesn’t just talk about the challenge but also provides women ideas and tools to advance. Their research is based on interviews with hundreds of senior executives.

I recently spoke with the authors about their work in creating win-win situations for companies and women.

 

“Executive presence is the degree to which others perceive you to be a leader.” –Morgan & Jay

 

Howard J. Morgan and Joelle K. Jay, PhD, of the Leadership Research Institute (LRI) are co-authors of THE NEW ADVANTAGE:  How Women in Leadership Can Create Win-Wins for Their Companies and Themselves (Praeger / 2016).  LRI is a global consulting firm specializing in leadership and organizational development.  Morgan has worked with over 1,000 CEO and executive team members of the world’s largest organizations on improving corporate and executive performance.  Jay is an executive coach and keynote speaker and specializes in the advancement of executive women.

 

The Unique Problems Women Face in Leaders

What are some of the problems women uniquely face in the workforce?

We have worked with some of the largest organizations in the world. Based on our experience, and several major reports, companies with the highest representation of women in senior management positions are shown to perform the best. Research reports that companies with more women:

  • Are more profitable (18-69%)
  • Are more competitive (25%)
  • Are more effective because they demographically reflect the market (83%).

In balanced leadership teams of men and women, women tend to bring fresh perspectives and ideas, talent and experience, and that leads to better decision-making.

The problem is despite all of those advantages, we found they are persistently underrepresented in senior levels of leadership. Women currently hold only 4.0% of CEO positions at S&P 500 companies, according to the Catalyst research organization Catalyst.

 

Research: Companies with women are up to 69% more profitable.

 

Companies Benefit When Women Are in Leadership

What are some of the advantages companies experience when more women are represented in leadership? 

Companies that attract and develop executive women gain amazing benefits related to profitability, productivity and performance. Some areas include increased revenues, greater innovation, increased employee engagement, higher productivity, better financial performance, global competitive advantage, and stronger leadership.

Companies benefit from the increased financial performance associated with a balanced leadership team, beating their competition by up to a third.

 

Research: Companies with a balanced leadership team beat the competition by up to a third.

 

What barriers do women face today?

The New AdvantageThe women we’ve spoken with and worked with report a wide range of issues. Perhaps the biggest barrier is a lack of awareness on the part of their companies about what stops women from advancing and how to increase the number of women in senior level and executive leadership positions.

There are a number of obstacles that have prevented the integration of women into the highest levels of leadership. First, change takes time. Second, few role models exist for women at the top. Third, we are still learning about the barriers that prevent women from breaking into C-level leadership. Two of the biggest breakthroughs in recent research for the advancement of women to leadership positions are executive presence and sponsorship. These have only become prevalent topics of research in recent years. And in reality, until recently the business culture has evolved around a predominance of men as leaders, and characteristics associated with successful leadership are still aligned with more masculine traits.

 

“Women who want to succeed to higher levels of leadership have to take the lead.” –Morgan & Jay

 

Take Control of Your Future

Gender Diversity: The New Balanced Scorecard

G. Shawn Hunter is the author of OUT THINK: How Innovation Leaders Drive Exceptional Outcomesas well as Vice President and Executive Producer for Skillsoft’s leadership video-learning products.

 

“People who are right most of the time are people who change their minds often.”
– Jeff Bezos

 

In his wonderful book, Stumbling on Happiness, Harvard researcher Daniel Gilbert points out that often our best bet for making decisions we will both enjoy and benefit from is to ask our peers who have made similar decisions.  Gilbert’s advice before embarking on an important decision is to ask someone whom we trust, who has also made the decision we are contemplating, and follow their advice.  And as Gilbert points out, once we learn their point of view on the matter, we often refuse that advice on the grounds that our situation is different.  We reject their advice claiming, “But I’m unique! How could they possibly know what’s best for me?”

 

Research conclusion: The inability to accept outside advice and insight increases with power.

 

More recent research concludes that this inability to accept outside advice and insight only increases with power.  The more power and resources controlled by an individual, the more confident they tend to be in their decision-making and the less they tend to listen and be influenced by outside opinions and points of view.  However, in their study women were often an exception.

In two phases of the study, women tended to be more open to outside points of view regardless of their position of power within the organization.  In their study entitled “The detrimental effects of power on confidence, advice taking, and accuracy,” Kelly See and her colleagues discovered that women more often reported less certainty in their decisions than men and solicited the advice and opinions of their colleagues more.  Most interestingly, because women more often solicited the opinion and advice of their colleagues, they were viewed by their peers as more confident leaders.

So while they may have lacked confidence in their decisions, women were regarded as more confident and effective leaders precisely because they asked for advice from their peers.