Science tells us that men and women use different parts of their brains and consequently have different behaviors that lead to different leadership styles. Gender-based differences play out in leadership nearly every day influencing how men and women communicate, act, react, problem-solve, make decisions and work together. One is no more effective than the other; but joined holistically within a balanced leadership team, can lead to a better business outcome.
Is gender really an issue that we should be discussing in the 21st century? Are men and women really that different? Didn’t the feminist movement that began in the 70’s answer that question?
The modern reader will agree that men and women are different anatomically, but we still stumble around when asked if men and women are different in other ways as well. Professor Steven Goldberg in his book with the provocative title, Why Men Rule – A Theory of Male Dominance, maintains that men and women are different in their genetic and hormonally driven behavior.
We would stress that this does not mean that one sex is superior or inferior to another but rather that each has different strengths and at the same time different weaknesses. He believes that the high level of testosterone in males drives them toward dominant behaviors, while high estrogen levels in women creates a natural, biological push in the direction of less dominance and more nurturing roles. To say that men and women are the same is to deny the physical reality. Science makes it plain that males and females are different from the moment of conception.
Men and women are not only markedly different in the hormones that drive them, but they are also different in the way they think. The brains of men and women are actually wired differently. In recent years, scientists have discovered that differences between the sexes are more profound than anyone previously guessed.
Let's face it--there are inherent gender differences that make it more challenging to build cross-gender relationships. And in today's hypersensitive workplace, men are much more cautious in their dealings with women. However, when 50 percent of the workforce is made up of women, it behooves men to build bridges, look for women's strengths, and learn how to leverage them. Coaching women in the leadership pipeline represents a huge opportunity to grow the organization.
Women, if you are clear about what you need and how men can help you, reach out to them. However, if you are vague about your request or don't exhibit a sense of confidence and a "can-do" attitude, you should consider engaging a male executive coach to learn how to become more successful in your career.
It's truly hard for some women to be both the person they want to be with their family and the person they want to be at work. Primarily, it's all about how they need to spend their time. In today’s hectic world, it is an understatement to say that women are overworked. Women struggle with too much to do, too many people to please, too few resources, too few hours in our days and too little help.
Our research tells us that it is a mistake to believe that it is simply a matter of working more effectively, prioritizing, or planning ahead. Those are just a part of the total picture. It is about all of those things and so much more. We must feel empowered to do what is important for us, to discover, use and develop our signature talents, to discipline ourselves to stay focused, and to just say ‘no’ when we need to. Effective utilization of our time offers us the chance to restore our energies as we bend, stretch, and bounce between our work and our personal lives.
Busy people often maintain that they do not have time to plan. But they are wrong. Planning is essential for all busy people. The busier we become, the more important it is to plan. Successful people will admit that planning ultimately saves time.
Let’s not waste another minute moaning and groaning about who is smarter, taller, thinner, happier, funnier, or more effective than we are. If our intention is to manage a successful career, we have to acknowledge that we will be associating with some very smart people, and we will be expected to compete. Women many times have a lot of good friends but have failed to build relationships with key individuals, inside and outside their organizations, who can help them achieve their work and career goals.
Success is not only determined by what we know and can do, but also by the people we know, and even more importantly, by the people who know us. Success is powered by three things: 1. Know-how, 2. A strong network of contacts, and 3. Your reputation. That’s it. That’s the secret to success.
Being politically savvy is sometimes easier for men than for women. Some women even associate it with what people do who are controlling, self-serving, dishonest, and even fake.
“Those who are too smart to engage in politics are punished by being governed by those who are dumber.” Plato (paraphrased)
We all know women who maintain, “If I just keep my head down, work hard, and produce beyond what others have been able to accomplish, I will be promoted.” We may believe that ourselves, but this is a myth that continues to hold women back!
Becoming “political” is the equivalent of becoming socially aware. It is a vital skill necessary for every executive. However, methods of dealing with corporate politics are not taught in executive education courses or graduate schools today.
Ignore at Your Own Risk
Building your political savvy goes hand-in-hand with building your social capital. There are important reasons to consider this. Ignoring the existence of corporate politics is akin to saying that we can ignore the weather. Political astuteness, combined with ethics and integrity, can produce positive results for us, our team, and our organization.
Sources: Tracey Wilen-Daugenti: Women Lead: Career Perspectives from Workplace Leaders
John Agno: When Doing It All Won't Do: A Self-Coaching Guide for Career Women