Helene Lollis will moderate a panel at the upcoming 2017 Women in Business North America Summit.
In honor of Records and Information Management Month, this month’s Women You Should Know highlight is Linda Richards, the first professionally trained American nurse and the creator of the first system for keeping individual medical records for hospitalized patients.
Madam C.J. Walker, the first American woman to become a self-made millionaire, is also the first woman in our 2017 Women You Should Know series.
"It is critical that we encourage great women to continue to seek positions of authority."
A recent panel discussion as part of the Executive Women of Goizueta’s (EWG) summer breakfast series featured three leading executive women who shared the honor of being one of EWG’s annual Guiding Star Award winners. Our President, Helene Lollis, was the 2007 recipient of this prestigious honor and was a member of the panel. One topic sparked particular interest with the audience so I believed it warranted repeating for others to benefit. In articulating their path in creating an executive presence, the panelists emphasized the importance of community leadership as one component of building your credibility as a business executive. An audience member asked the panelists how they determined where they would invest their time and talents and how they ferreted out what must be numerous requests for their time, endorsement, financial contribution and/or participation from organizations and non-profits. Their responses were both thought-provoking and executable. Know yourself: Take the time to distill your values, your skills/expertise, your passion, your priorities and your boundaries. Values, priorities and boundaries are particularly important as engagements may tax [...]
As a diversity leader, you are charged with heading the organizational mandate to retain and develop a diverse group of high-potential professionals. With continual expectations for results on broad initiatives, it can be difficult to maintain focus on individual women who face their own unique, personal challenges in managing their career progression—challenges that are specific to roles within the company, levels of responsibility – and certainly gender. Based on nearly two decades of working with high-potential women at every level and within organizations of all kinds, our research has identified four distinct stages in a woman's career. The identified stages offer a sort of placeholder and check-in for organizations who want to keep professional development appropriately addressed, and maintain a continuous forward momentum for high-potential women, in line for future leadership positions. The stages also offer valuable insight for high-performing women looking to eventually hold top spots within their organizations. When consciously managed, the opportunities for growth at each stage can position a woman to excel in her career, as well as the organization to [...]
In our previous post, we started talking about what we at Pathbuilders have identified as the four distinct stages in a woman’s career, focusing specifically on Stage One. This week, we share the details of Stage Two consisting of women generally three to seven years into their careers, although different factors can extend this timeframe. Where Stage One focused primarily on the organization’s role in facilitating their development, in these later stages, professional women take on more responsibility to own their personal career trajectory and development initiatives. We’ll frame this first part with a case study: Susan enjoyed working in procurement at an international consumer products company. In her seven years there, she established herself as a leader—a senior buyer and procurement specialist for the organization. Her work was rewarding in many ways, but she was seeking new challenges. "I looked at my experience and said to myself, 'I know there is more I want to do and more I want to learn.'”Not an uncommon wish for a high-potential, driven woman in the thick of [...]
In parts one and two of this blog series, we discussed the first two stages a younger professional experiences as she progresses through her career. Stage One professionals are just getting their feet wet and needing the guidance of senior leadership within the organization to help them continue forward momentum. Women a few more years into the professional world enter Stage Two and begin to take more ownership of their development. Stage Three, as we will discuss here, focuses on women who hold mid-level positions within their companies. Women in mid-level positions manage key assignments, are well respected, and make things happen in their company. The areas of highest growth potential are on building executive presence, developing a strategic view, and becoming high-impact leaders. To move to the next stage, these women must learn how to: Engage as leaders and building a following Execute on cross-functional initiatives Understand the dynamics of their functions and industries Move the organization ahead with thought leadership Position themselves and their organizations in the community Meredith is one such example [...]
Over the last few weeks, we’ve discussed Stage One, Stage Two and Stage Three of a woman’s professional journey. Stage One professionals are just getting started in their careers and require guidance from senior executives in their organizations to help them move forward. Stage Two professionals are women with a few more years of experience (typically 3-7 years into their career) who are beginning to take ownership of their development. Women in Stage Three hold mid-level positions, are managing key assignments, and are making things happen in their company. This week, we wrap up the series by discussing the fourth and final stage in a woman’s career: senior executives leading their companies. Women at this point in their careers have contributed successfully across many different assignments; they develop their people and drive the organizations forward. Where they develop further is to refine their leadership philosophies, work to inspire those around them, and expand their vision. It takes the ability to: Create environments where everyone seeks and achieves extraordinary success. Guide others by a philosophy that [...]
When Anna’s boss called her into the office, a promotion was the last thing she expected. The following week, she questioned what she could have done to earn it while settling into her new position. It certainly wasn’t due to hard work as she felt like she was under qualified. She concluded that it must have been blind luck. Anna is experiencing “impostor syndrome,” an inability to internalize accomplishments. An individual believes that the achievements they have earned throughout their career are not due to hard work. In one of 2013’s most talked about books, “Lean In: Women, Work, and the Will to Lead,” Sheryl Sandberg, author and COO of Facebook,combines a wealth of research, real experiences and advice to build a picture of the opportunities and the dilemmas for today’s working women. She attributes this barrier of progression to internal doubts and misgivings, in which women downplay triumphs and internalize success as luck. They often feel like a fraud, incompetent to handle the project at hand or the role expected of them. Ironically, professionals [...]