Convenience Store News - July 2018 - 67
The Power of the She-E-O
No matter their titles, women perform like CEOs and they
should be recognized for it
IN MY HOUSE, MY HUSBAND AND I AGREE: I'm
the CEO/COO and he's the CFO/CTO.
Many women, especially working moms,
perform like accomplished CEOs, both at
home and at work.
By Sarah Alter,
President & CEO,
Network of Executive Women
At home, these She-E-Os set the tone,
establish spending priorities, manage operations and act as the main point of contact
between the household (spouse, children
and helpers), external stakeholders (teachers, professionals, plumbers, family and
friends) and outside partners (community
and religious groups).
At work, too, women are acting like
successful CEOs, no matter where they
are on the org chart. They're using their
leadership, organizational and people skills
to determine strategy, allocate resources,
build bridges, communicate changes
effectively and ensure everyone is rowing
in the same direction.
few women are recognized and valued for
them - and most women are uncomfortable sharing them.
At home - and on social media - women are
quick to share news of a child's or partner's
achievements, but less likely to toot their own
horn. At work, it's not much different.
Researchers Michelle C. Haynes and
Madeline E. Heilman conducted a series of
studies that revealed women are not likely
to take credit for their role in mixed-gender
group work, unless their roles were explicitly understood by outsiders. Women gave
more credit to their male teammates and
took less credit themselves.
So, how can senior leaders create workplaces where women can leverage their
She-E-O skills, perform as confidently as
their male peers do, and get recognized for
But while many women have the same
skillset used by accomplished corporate
leaders and a record of proven results,
Embed gender diversity at all levels,
including the C-suite. Women are less
likely to believe their achievements will
lead to advancement - or self-promote
those accomplishments - if they see
talented women being overlooked in hiring
Create clear career paths that lead to the
top. If women don't understand how they
can build their resumes to advance, they
won't seek the opportunities or assignments
that will move them ahead. And they'll be
less likely to risk alienating peers by speaking up if someone else takes credit for their
ideas or successes.
Establish specific criteria for jobs. The
clearer the criteria for evaluating candidates
for promotion, the less likely gender stereotypes will play a role in talent management.
Job-knowledge test scores, for example, are
gender-blind. Asking candidates to provide
specific, gender-neutral information, such
as role-related expertise, will reduce the
opportunity for gender bias to creep into
the selection process. Everyone should be
confident they have been hired or promoted - and evaluated - based on their
ability to do the job. Period.
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