Survey
* Your assessment is very important for improving the workof artificial intelligence, which forms the content of this project
* Your assessment is very important for improving the workof artificial intelligence, which forms the content of this project
All Women Lawyer’s Retreat Facilitated by Vernā Myers Palms Spring, CA February 5-7, 2009 © 2008 Vernā Myers Consulting Group, LLC. Do not reproduce without permission. Retreat Objectives • Continue to build community among women attorneys at the Firm • Identify issues impacting women attorneys at the Firm • Update participants regarding the Firm’s women’s initiatives and obtain their input on improving the Firm’s diversity efforts • Enhance women attorneys’ ability to succeed professionally at the firm • Improve women attorneys’ leadership, mentoring, and professional and business development opportunities and skills 2 Discussion Guidelines • • • • • • • Try On Okay to Disagree No Blame, Shame, or Attack- yourself or others “Ouch” Keep a Self-focus Practice “Both/And” Thinking Maintain Confidentiality 3 Learning Leadership Understanding Leadership • Leadership is not about a title • It doesn’t matter your level in the firm, there are situations where you are taking on a leadership role - even in a peer to peer situation • Leadership should not only be about how we get people to do what we want, but how: – We manifest our values as we lead – How our example of leadership transforms our organizations for the best • Leadership is not only about personality • Good leadership can be learned • Leadership is distinguished from management 5 Leader v. Manager LEADER • • • • • • • • • • • Vision Influence Govern by Principles Empower Long Term Taking Risk Rethinking Letting Go Crisis Potential Dreams MANAGER • • • • • • • • • • • Version Authority Govern by Fear Control Short Term Minimizing Risk Reorganizing Taking Charge Stability Performance Duties Professor David Hall, Northeastern University School of Law 6 Emotional Intelligence (EQ) and Leadership • The ability to manage ourselves and our relationships effectively • 4 capabilities and a set of competencies for each capability: – Self- Awareness – Self- Management – Social Awareness – Social Skill Daniel Goleman 7 Emotional Intelligence (EQ) and Leadership • The most successful leaders have strengths in: – Self-awareness – Self-regulation – Motivation – Empathy – Social Skill Daniel Goleman 8 6 Leadership Styles 1. 2. 3. 4. Coercive leaders - demand immediate compliance Authoritative leaders - mobilize people toward a vision Affiliative leaders – create emotional bonds and harmony Democratic leaders – build consensus through participation 5. Pacesetting leaders – expect excellence and self-direction 6. Coaching leaders- develop people for the future Daniel Goleman 9 Organizational Climate and Leadership Style • Individuals impact the organizational climate (by how well they motivate, make decisions, manage, handle crisis, set a clear vision, etc.) • Organizational climate influences financial results (nearly 1/3) • Authoritative style has the most positive effect on organizational climate; Affiliative, Democratic and Coaching styles are close behind • Leaders who have a positive effect on the climate outperform leaders who lack emotional intelligence Daniel Goleman 10 Flexibility and Improvement • Master as many styles as possible • Do not rely on one style exclusively • Ask yourself what style would be best to address the demand or the particular situation • Switch styles as conditions require • Styles can be learned and improved by growing one’s EQ- focus on improving the competencies associated with each style Daniel Goleman 11 Women and Leadership Styles • “People associate women and men with different traits and link men with more of the traits that connote leadership…” – Agentic v. communal – Double-bind – too assertive/not assertive enough • “Research tells us not only that men and women do have somewhat different leadership styles…” BUT • “…women’s approaches are the more generally effective – while men’s often are only somewhat effective or actually hinder effectiveness.” • “Women adopt a more participative and collaborative style than men typically favor.” Alice H. Eagly and Linda L. Carli, “Women and the Labyrinth of Leadership,” Harvard Business Review, Sept. 2007 12 Women and Leadership Styles, cont’d • As women navigate the “double bind,” women are finding ways to project authority without using the autocratic ways that people find unsettling when women use them • “However, if there is not a critical mass of other women to support the legitimacy of a participative style, female leaders usually conform to whatever style is typical of the men- and that is sometimes autocratic.” Alice H. Eagly and Linda L. Carli, “Women and the Labyrinth of Leadership,” Harvard Business Review, Sept. 2007 13 Women and Financial Performance • “A number of studies in the U. S. and Europe suggest… that companies with several senior level women tend to perform better financially.” • McKinsey study shows: “First, companies around the world with the highest scores on nine important dimensions of organization- from leadership to accountability and motivation- are likely to have higher operating margins than their lower-ranked counterparts do. Second, among the companies for which information on the gender of senior managers was available, those with three or more women on their senior-management teams scored higher on all nine organizational criteria than did companies with no senior-level women.” The Mckinsey Quarterly, September, 2008 14 “Center Leadership” – Thriving McKinsey Leadership Project: A study of more than 85 women around the world who are successful in diverse fields – Interviewed a “few good men” also – Consulted leading academics “What drives and sustains successful female leaders?” “Centered Leadership” emphasizes the role of POSITIVE EMOTIONS and draws on positive psychology The McKinsey Quarterly, “Centered Leadership: How talented women thrive,” 2008 15 “Center Leadership” – Negative Emotions Different challenges and emotions for men and women in the workplace Women: • Can more often opt out of the workplace • Contend with the double burden of motherhood and management - drains energy in a particularly challenging way • Encounter “double bind – “prescriptive” and “descriptive” bias – same behavior judged differently and negatively • Experience more emotional ups and downs more often and more intensely than most men do The McKinsey Quarterly, “Centered Leadership: How talented women thrive,” 2008 16 “Center Leadership” – 5 Dimensions 1. Meaning- Contribute to something bigger than yourself – Happiness, Signature strengths; Purpose 2. Managing Energy- Look for what energizes – Minimizing depletion –throwing in the towel too soon 3. Positive Framing- Believe that you can manage the challenges and move to action – Self-awareness; Learned optimism; Moving on 4. Connecting – Broaden it out; Make it personal – Network design; Sponsorship; Reciprocity, Inclusiveness 5. Engaging – Create your own luck – Voice; Ownership; Risk-taking; Adaptability The McKinsey Quarterly, “Centered Leadership: How talented women thrive,” 2008 17 Succeeding in a Majority Organization Modern Bias • • • • • Dysfunctional Rescuing Blaming the Victim Avoidance of Contact Denial of Differences Denial of the Political, Economic... Significance of “ISMs” Internalized Bias • • • • • System Beating Blaming the System Anti- Avoidance Denial of Differences Lack Understanding of Political... Significance of “ISMs” “Isms”= racism, sexism, etc. VISIONS, Inc. ©1999 19 Tools/Alternative Behaviors to Modern Bias These Behaviors • • • • • Instead of These Behaviors Functional Helping Problem Solving Mutual Contact Recognizing Differences Recognizing the Political... Significance of Differences • • • • • Dysfunctional Rescuing Blaming the Victim Avoidance of Contact Denial of Differences Denial of the Political, Economic... Significance of “ISMs” 20 VISIONS, Inc. ©1999 Tools/Alternative Behaviors Internalized Bias These Behaviors Instead of These Behaviors • Confront/Stand Up • Own Responsibility • Sharing Info. from our Diff.Cultures • Recognizing Differences • Sharing Information on the Impacts of Differences • • • • • System Beating Blaming the System Anti- Avoidance Denial of Differences Lack Understanding of Political... Significance of “ISMs” 21 VISIONS, Inc. ©1999 Other Skills for Working Successfully in a Majority Organization • • • • • • • • Be aware of your own lens- strengths and challenges Examine your assumptions Use the guidelines Use your target and non-target identities to understand other targets and non-targets Look for commonalities- initiate relationships across difference Be proactive in getting work Look for opportunities; read what is going on Ask questions when you don’t know 22 Other Skills for Working Successfully in a Majority Organization, cont’d • Don’t hide- use your difference to your advantage • Develop relationships with a variety of people for advice, support and mentoring inside and outside the firm“board of advisors” • Participate in organizations and activities (inside and outside the firm) that develop your professional and personal interests • Be careful not to spend too much time on non-billable work at the expense of billable projects • Stay connected to your community and family 23 Interrupting Bias and Stereotyping Addressing Bias Issues • Good will toward people • “I am right” • YOU took it wrong! • Not responsible • Does not learn from interaction • Feel the pain – hurt regardless of intention • Triggers reaction • Left to deal with it on own • Bias continues to affect others 25 Interrupting Bias and Stereotyping 1. Remember to follow discussion guidelines 2. Use a tone of voice that is welcoming and nonjudgmental 3. Treat the person with respect 4. Give attention to the person who is making the remark 5. Use humor 6. Ask a question 7. Explain why the comment is troubling to you - Use an “I” statement 8. Offer a different point of view 9. Practice, practice, practice 26 Addressing Bias Issues Doesn’t Work Works A tone of voice that is Avoidance welcoming and non-judgmental; Ask a question Treat the person with respect Explain why comment/behavior troubled you Use “I” statement Let the other person talk Listen, listen, listen Use humor Offer another point of view Acknowledge intent and talking about the effect Attacking Side Conversations Misinterpreting Pulling a fast one Using Internalized Bias Taking advantage to bring up more – not related to the situation Using “but” to make your point over their point Adapted in part from Visions, Inc. and The National Coalition Building Institute. 27 An Ally Is: • One with whom you unite or form a connection or relationship -- based on kinship/friendship • One who takes an active stand on another’s behalf • One who offers support in a way that creates a sense of belonging, a sense that you are not alone 28 Being an Ally • Be a champion • Listen as an ally • Partner across differences • Share information • Collaborate 29 First They Came for the Jews First they came for the Jews and I did not speak out because I was not a Jew. Then they came for the Communists and I did not speak out because I was not a Communist. Then they came for the trade unionists and I did not speak out because I was not a trade unionist. Then they came for me and there was no one left to speak out for me. Pastor Martin Niemöller 30 Spectrum of Responses to Bias Actively Biased Passively Biased 31 Actively Anti-Biased Influence without Authority: Using Reciprocity and Exchange to Get What You Need Allan R. Cohen and David R Bradford, Journal of Organizational Excellence/Winter 2005 The Law of Reciprocity • • • • • How can you influence those over whom you have no authority? You need resources that the person wants so that you can trade them for what you want Reciprocity is based on the principle of “give and take” or “one good (or bad) turn deserves another” It is a natural EXCHANGE that happens all the time whether you notice or not Concept is simple, the process may not be “Influence without Authority,” Allan R. Cohen and David R. Bradford, Journal of Organizational Excellence/Winter 2005 33 The Influence Model “A careful diagnosis of the other’s interests’, assessment of what resources you possess and attention to the relationship” Use the influence model when: • • • • • The other person is known to be resistant You don’t know the other person or group and are asking for something that might be costly to them You have a poor relationship (or are part of a group that has a poor relationship) with the group the other person belongs to You might not get another chance You have tried everything you can think of but the other person still refuses what you want “Influence without Authority,” Allan R. Cohen and David R. Bradford, Journal of Organizational Excellence/Winter 2005 34 Assume All are Potential Allies • Resist temptation to “write them off” • Seek overlapping interests – is an alliance possible? • Don’t assume other person will be an adversary; it leads to: − Bias and stereotyping − Misperceptions and miscommunication Becomes a self-fulfilling prophecy • Even if the person is your manager- the goal is to make the relationship mutually beneficial 35 “Influence without Authority,” Allan R. Cohen and David R. Bradford, Journal of Organizational Excellence/Winter 2005 Clarify Your Goals and Priorities • • • • What are your goals? What are your short-term v. long-term objectives? What are the “must-haves” v. “nice to have”? What is the priority? – A particular form of cooperation on specific item or would you settle for a better relationship in the future? – Is a short term victory worth the creation of hard feelings, or is the ability to come back to the person in the future more important? “Influence without Authority,” Allan R. Cohen and David R. Bradford, Journal of Organizational Excellence/Winter 2005 36 Diagnose the World of the Other Person • What drives what he or she cares about? • You may be able to ask directly, if not examine the ally’s organizational situation – How is the ally evaluated and rewarded? – What is his expectations? – Where is she in her career? – What are his personal career goals? – What pressures and demands is she encountering? • Understanding the pressures can help you avoid “demonizing” and see a potential ally “Influence without Authority,” Allan R. Cohen and David R. Bradford, Journal of Organizational Excellence/Winter 2005 37 Identify Relevant Currencies • Two meanings – Something of value that you can trade for something you want – What your potential ally wants –there will be some things your ally wants that you can’t offer • Your ally’s currencies – What they care about – Accept, don’t judge • Most people underestimate their own currencies – jump the conclusion that they are powerless “Influence without Authority,” Allan R. Cohen and David R. Bradford, Journal of Organizational Excellence/Winter 2005 38 Your Currencies • Get work done well and quickly • Transfer information or messages to others • Defend reputation to others • Give recognition, praise • Show appreciation • Show respect • Be understanding • Listen • Help out • Provide personal support • Show interest and curiosity • Help to avoid a misstep • Give information they have less access to • Make introduction to someone they are interested in • Give access to a group • Show support 39 Negative Currencies • Escalating to a higher level • Going public with lack of cooperation • Yelling • Withholding payments • Quitting “Influence without Authority,” Allan R. Cohen and David R. Bradford, Journal of Organizational Excellence/Winter 2005 40 Relationships What is the nature of your relationship with the person: positive, neutral, or negative? • If negative in the past, proceed with caution- you will have to build the requisite trust and credibility How does the person want to be related to? • • • • • Exchanges not in a vacuum Prior contacts or reputation Build up a bankroll of relationships Be generous and genuine Respect how ally wants to relate – not how you like to relate “Influence without Authority,” Allan R. Cohen and David R. Bradford, Journal of Organizational Excellence/Winter 2005 41 Determine Your Trading Approach • Your approach will be shaped by: − The attractiveness of your resources − The ally’s needs − Your desire for the ally’s resources − Your relationship with the potential ally − His/her preferred style of interaction − Your willingness to take risks − Your firm’s culture & expectations “Influence without Authority,” Allan R. Cohen and David R. Bradford, Journal of Organizational Excellence/Winter 2005 42 Outcome of Exchange: Task and Relationship -Both are Critical There is the work at hand and the nature of the relationship • Don’t ignore history – most often it affects the discussion • Consider future risks- winning the battle but losing the war • Build on trust – can’t be perceived as too calculating; influence over time goes to those who have the welfare of others in mind; self-seeking behavior create enemies • Give to get – mutuality; be generous; do what you say • Foster relationships before they are needed –early and often • Pay attention to process • Have a bias towards positive exchanges “Influence without Authority,” Allan R. Cohen and David R. Bradford, Journal of Organizational Excellence/Winter 2005 43 The Law of Reciprocity 1. Think of the people with whom you have relationships? Of these, from whom do you need things? 2. What kind of things do you find yourself wanting and needing from others? 3. What kind of reasons do they give for not giving what you need? 4. What type of currencies might you have to offer to them? – What is important to them? “Influence without Authority,” Allan R. Cohen and David R. Bradford, Journal of Organizational Excellence/Winter 2005 44 Conclusion • View everyone as a potential ally • Assess your currencies • Build up influence credits • Become aware of/accept others’ currencies • Leverage your allies 45 Vernā Myers Consulting Group, LLC 73 Chestnut Street Newton, MA 02465 617-559-9800 (phone) 617-558-5578 (fax) www.vernamyersconsulting.com