Women in Leadership – How to Get Promoted

 Women in Leadership – How to Get Promoted

 

 

It is often much harder for women to get promoted than men. The most common characteristic of successful women is that they know how to express their excellence in   women in leadership  a male dominated environment. How do they do it?

Most of us are promoted to due to our excellence expressed through one or two opportunities. These were usually based on ‘hard issues’ that contributed significantly to the business in some critical period.

In our promotion, was the assumption, that we could work out how to express our excellence universally. For most of us this has not been so straightforward. We have had difficulty getting our message to the right people at the right time.

The ‘critical periods’ of the business generally took care of either the soft issues – the people based priorities, or the hard issues-the projects at hand, and we took care of the other.

Now that period is past and our leadership is being assessed on a different foundation. We are expected to lead on the soft and hard priorities of the business with equal competence.

The stock exchange intimately understands extraordinary performance to be leadership driven. Not all stocks command the same premiums, leadership and communication of the company vision is reflected in its stock price. When company management changes, stock prices reflect the mass perception of this change in leadership.

There has long been intense interest in the competencies that consistently deliver outstanding performance! Our knowledge of what causes the differences has increased dramatically. However, our ability to impart the knowledge broadly, to enable more people to achieve these results, has remained about the same. There is some assumption we have about how people learn high-level leadership skills that is not true.

There are three personal disciplines required of us to competently deliver results. All three are common knowledge, however only two are widely taught, externally measured and impartially assessed. The other is taught one-on-one and is measured objectively and subjectively.

Firstly, physical discipline – the willingness to work hard. Most knowledge workers intimately understand this. They work long hours, continually strive to fit more into each day and achieve quality decision-making. Physical discipline can be readily assessed externally, it is what we might call the breadth or scope of the work; how many issues we can manage simultaneously and not lose sight of our contribution to the vision.

 

 

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