HR Professional - June/July 2008 - (Page 28)

COVER STORY has an understanding of the importance of people management, and will have their head of HR at a very senior level,” she says. “A company could have the best strategy in the world, but if it doesn’t have the talent—the right people in the right positions at the right time—to make that strategy happen, it’s going to fail.” Aspiring female leaders, however, have the most work to do. They need to change their limiting attitudes and behaviours. Part of that, Rosenzweig suggests, “is not sitting back and waiting for that promotion. You have to step up and go for it.” He admits discrimination against women still exists, at least LABOUR RELATIONS EMPLOYMENT LAW WRONGFUL DISMISSAL HUMAN RIGHTS WORKERS’ COMPENSATION OCCUPATIONAL HEALTH AND SAFETY EMPLOYMENT STANDARDS UNION ORGANIZING/ CERTIFICATION PENSION AND BENEFITS CONSTRUCTION INDUSTRY LABOUR RELATIONS INJUNCTIONS WORKPLACE ENVIRONMENT LAW PRIVACY LAW EMPLOYMENT CLASS ACTIONS INVESTIGATIONS OF INCIDENTS OVER 40 YEARS OF COMMITMENT TO EMPLOYERS MANAGEMENT LAWYERS MANAGEMENT LAWYERS TORONTO: 416.862.1616 • BARRIE: 705.727.0808 WWW.SBHLAWYERS.COM on a subconscious level. “So if this is the case, make some noise.” He says aspiring leaders can do this by asking their superiors for feedback in areas where they can improve, and presenting business plans. Shambaugh’s book outlines behaviours, attitudes and beliefs that hold women back. Things like over-preparing for board meetings, and wanting to share too many details rather than just getting to the point. Shambaugh says women need to channel their energy better. Also, says Shambaugh, “Women take one job to the next with the assumption the external world— the boss, the organization—will create the roadmap for us, but it might not be the road we want to take. Men are more prone to selfempowerment. They won’t stay just from a loyalty perspective. They have a goal in mind and keep moving on to their destination.” For a woman, shaping her own destiny doesn’t mean changing that system once it’s set up, but deciding how to succeed within that system. “The demands won’t lessen,” says Bruno, “but how ballsy can she be about managing her corporate world so that her personal world ﬂourishes?” So women need to be… ballsy? “You betcha,” says Bruno. “It’s loving who you are, what you stand for, having a clear vision, knowing what kind of leader you intend on being, and ensuring that you’re leading the rest of your life so you’re not consumed with only operating within the vision of the corporation.” Clearly, female leaders have what it takes to be great conductors and let their people shine. Bruno is excited for those that will leave their footprint. “And the process of doing so should be equally enriching,” she says. “That’s what I want for women leaders.” HR P R OF E S S I ON A L 28 J u n e / J u l y 2 0 0 8 http://www.sbhlawyers.com

Table of Contents Feed for the Digital Edition of HR Professional - June/July 2008

HR Professional - June/July 2008 Contents Editor's Letter Contributors Leadership Matters Upfront Legal Compensation The Broad Perspective Leading by Example On Message Strategy Talent Management HR 101 Case Study Interview with J.P. Pawliw-Fry Off the Shelf The Last Word HR Suppliers Guide 2008 Calendar of Events

HR Professional - June/July 2008

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