By Dr. LeslieBeth Wish
When Laurel’s boss overlooked her for a promotion, she was stunned. She had received high praise for her market analyses and team cooperation and was sure she’d be selected for a major project.Tip #1: Get Feedback
Rather than wallow in disappointment, Laurel sought from her boss an assessment of her strengths and weaknesses.
Rather than wallow in disappointment, Laurel sought from her boss an assessment of her strengths and weaknesses.
Tip#2: Arrange a Follow Up Plan and Appointment
It was difficult for Laurel to hear an honest appraisal, but she promised her boss that she would address her weaknesses. She asked him about a time frame, and he said to come back in six months with reviews from co-workers and supervisors.
It was difficult for Laurel to hear an honest appraisal, but she promised her boss that she would address her weaknesses. She asked him about a time frame, and he said to come back in six months with reviews from co-workers and supervisors.
Tip#3: Value Your Past Performance
The boss and team leaders saw Laurel’s strengths as cooperation, enthusiasm and fairness. She encouraged comments from less active team members, mentioned the value of each person’s contribution and was always upbeat. Laurel avoided self-deprecation by reminding herself that these qualities were still vital to any team.
The boss and team leaders saw Laurel’s strengths as cooperation, enthusiasm and fairness. She encouraged comments from less active team members, mentioned the value of each person’s contribution and was always upbeat. Laurel avoided self-deprecation by reminding herself that these qualities were still vital to any team.
Tip#4: Learn about Gender Differences in Career Success
Laurel researched gender differences in leadership styles of men and women. Women tend to be more democratic, inclusive and communal. They are more concerned about fairness, interpersonal relationships on teams and on-going reward to others for their good performances. Women favor collaboration and are often content to just be part of a great effort or project.
Laurel researched gender differences in leadership styles of men and women. Women tend to be more democratic, inclusive and communal. They are more concerned about fairness, interpersonal relationships on teams and on-going reward to others for their good performances. Women favor collaboration and are often content to just be part of a great effort or project.
Sometimes, these valuable qualities impede decisiveness, task- and detailed-orientation and follow up and follow through. Yet, women can also inspire, serve, mentor and see the big picture for the future.
Men tend to be more autocratic, direct in their communication and task-oriented. Execution and success are more important than fairness or inclusiveness. Team-building exists to get the job done. Pleasure derives from success rather than collaboration.
These valuable qualities of men can often overshadow critical skills in listening, patience, brainstorming and welcoming conflicting ideas.
Tip#5: Set Personal Improvement Goals to Forge a Personal Style
Laurel now understood she needed to make decisions and promote and implement them. To address her weaknesses of inattention to task detail and follow through, Laurel added an implementation plan to each of her ideas, including follow up and follow through schedules. She melded her cooperative style with task and detail abilities.
Laurel now understood she needed to make decisions and promote and implement them. To address her weaknesses of inattention to task detail and follow through, Laurel added an implementation plan to each of her ideas, including follow up and follow through schedules. She melded her cooperative style with task and detail abilities.
Tip #6: Find a Mentor
Laurel learned that mentors can serve as educators, role models and supporters. She asked a woman executive from another department to help her. After six months, this mentor’s report, in conjunction with other feedback, convinced Laurel’s boss to put her on the important projects.
Laurel learned that mentors can serve as educators, role models and supporters. She asked a woman executive from another department to help her. After six months, this mentor’s report, in conjunction with other feedback, convinced Laurel’s boss to put her on the important projects.
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