The cover letter on a Government Accountability Office report to the Congressional Joint Economic Committee states that women comprise nearly half of the workforce at 47% as of July 2010. While the number of women earning college degrees has tripled between 1970 and 2008, the letter read, they are less well represented among management. The GAO cited the Equal Employment Opportunity Commission data, which found that female officials and managers in the private sector increased from just over 29% in 1990 to 36.4% in 2002. Women must do their own legwork to raise our collective stature beyond the height of our pumps in 2013.
Between 2000 and 2007, male to female ratios in management was flat across 13 sectors, the GAO found. In 2007 women accounted for 40% of managers and 49% of nonmanagers, while figures from 2000 indicate women represented 39% of managers and 49% of nonmanagers.
The GAO also found that female managers in 2007 had less education, were younger on average, were more likely to work part-time, and were less likely to be married or have children, than male managers. A lot of these factors are very personal choices and they all can be for very noble reasons. It’s nothing anyone else can decide for you. You’re welcome to the sisterhood if and when you’re ready.
But when your personal journey leads you toward career aspirations, do it right. When a job a level up becomes available, go for it. No one else is going to do it for you. Don’t just hope to get recognized. Management wants someone who can demonstrate they’re a leader and can assert themselves. Gather advice from mentors and colleagues, pull up your big-girl pants and go for it.
Not only are women underrepresented in management, but pay differences also continue to tug at our skirt hemlines. On average, married female managers earned the majority of household wages, but her share was smaller than the average male married manager; this statistic held steady between 2000 and 2007, according to the GAO. The pay gap did narrowed slightly between 2000 and 2007. After taking into account factors such as education level, the GAO estimated that female managers earn 81 cents to men’s dollar in 2007. This was up from 79 cents in 2000, and varied depending upon the sector.
The authors of A Woman’s Guide to Successful Negotiating recommend asserting yourself in salary negotiations from the start. A study of Carnegie Mellon University graduates discovered that male students were eight times more likely to negotiate for a larger starting salary than female students. The authors stated that was, in part, due to women’s poor negotiation skills or foregoing it entirely. They cite the experience of Maria Dorner, CEO of NewsMD Communications when early in her career, she took her mother’s advice: “You need them more than they need you.” She quickly learned this was the wrong strategy for valuing her work. She asked for double and got it only to learn that a male counterpart had just asked for and received triple. That might be a bit of an extreme example, but the idea is 1) know what you’re worth in the market that you’re in; and 2) be sure to assert yourself to achieve a fair goal. You are worth it—to yourself and your employer.
By Sarah Snell Cooke, publisher/editor-in-chief, Credit Union Times
Joseph Heller's Catch 22 was one of my favorite books I read in high school. It's a satire of the craziness of war and the phrase ‘catch 22,' meaning being caught in a no-win situation, came from the novel. "Orr would be crazy to fly more missions and sane if he didn't, but if he were sane he had to fly them," it reads. "If he flew them he was crazy and didn't have to; but if he didn't want to he was sane and had to." This epitomizes female executives' leadership progress.
Jean Lau Chin wrote in her Forum on Public Policy Online article, "Women and Leadership: Transforming Visions and Current Contexts," that women are stuck in a Catch-22. Assertive behavior from women is frowned upon but not being assertive only lead to being ignored. "Contradictory portrayals of women leaders pose obstacles to how they lead, and often result in different standards than those applied to men. Women leaders are alternately portrayed as ‘soft and ineffective' or ‘domineering and manipulative,'" she wrote. Definitely sounds familiar to me and I'm sure some of you reading this.
Fortunately modern leadership trends tend more toward women's collaborative in nature. Chin noted that their collaborative skills are "increasingly central to views of effective leadership." A variety of contemporary leadership theories, she contended, could help to mitigate unintentional discrimination, including:
• Contingency or situational leadership theory is based upon the idea that various situations require different types of leadership;
• Shared leadership and empowerment; and
• Transformational leadership that is more value driven, ethics based and social change oriented leadership.
Appropriate leadership development can help women progress into leadership positions and be successful when they reach them. Robyn Ely, Herminia Ibarra and Deborah Kolb wrote in, "Taking Gender Into Account: Theory and Design for Women's Leadership Development Programs," that women's career trajectories were not on par with the men's among graduates of top business schools. Females' advancement in their careers has even slowed in recent years, they wrote. So the group set out to design training programs that don't merely "fix the women" so they can play the men's game, but also provide women the tools to do the "identity work" to become true leaders. Developing a leader identity involves internalizing the leader identity and developing an elevated sense of purpose for the work your organization is doing.
Women naturally seek to be authentic, which may not align with what is necessary to become leaders. Women prefer substantive careers and that can run counter to becoming the professional they can be. Ely and her associates recommended investing time and effort into strong 360-degree feedback and coaching to help women executives see how they are viewed by their bosses, colleagues and subordinates. Ely reported that many who had gone through this process were shocked at how low they were ranked by executives. After letting that settle, then the women are advised on how to improve their performance or better promote the work they really are performing.
What do you think? Are you willing to submit to this type of review, or is it just crazy?
By Sarah Snell Cooke
Credit Union Times
The Network is happy to announce that we now have a group profile on LinkedIn. You can search for us under "Global Women's Leadership Network (World Council of Credit Unions)" or click here to see our page. Please join the group and feel free to start discussions on our wall. We also invite you to share the group with other women leaders in the credit union industry. Non-members are welcome!
Challenges Facing Women in Leadership Positions, Community Outreach, CU Boards / Volunteers, Engaging the Next Generation of CU Members, Events, Facilitating Greater Access to CUs Worldwide, Financial/Risk Management, Growing CU Market Share, Impact of Women in Society, Internal Operations, Marketing, Member Discussions, Member Service, Networking, Program Updates, Regulatory Issues, Technology
As demographics and history progress, more female executives are growing into leadership roles Credit Union Times wanted to highlight them in various states of their career paths. In 2011, we launched our Women to Watch program to shine a spotlight on women who are making a difference in the credit union community and serve as role models for others. With that rise comes great responsibility. Up and coming female professionals need mentors and let’s face it: sometimes it’s easier for us (and often men, too) to ask questions and seek guidance from women. Women tend to be more attentive to others’ needs and better listeners. (My husband refuses to toss his cruddy old t-shirt that reads: She says I don’t listen, or something like that.) Whether it’s instinctual or a simply upbringing, it’s true. With 66% of women 18-34 rating career high on their list of priorities compared to men of the same age group at 59%, female mentors are becoming a hot commodity.Credit Union Times recently featured women professionals of the credit union support system at CUTimes.com/W2W and in our Oct. 3 issue. These women, including the Global Women’s Leadership Network’s Sue Mitchell, CEO of Mitchell, Stankovic & Associates, are professionals to be admired and respected for a whole slew of reasons. When you read their personal philosophies, you see things like:
- Be honest.
- Be flexible.
- Be the person you look up to.
- Seek opportunities.
- Be curious and creative.
- Make a difference.
- Do what’s right.
Demonstrating leadership isn’t rocket science and it’s not a women or men’s issue. These are human issues. But mentors can serve the important role of keeping others on track, steering them from burning a bridge in a temporary fit of anger, and guiding them through the gray areas.Not all women or men want to be in the corner office. Some prefer to be the best they can be at whatever their area of interest is. That’s great! It takes everyone working together—men and women, CFOs, IT and marketing directors, volunteers and professionals—and respecting and using everyone to their strengths while acknowledging our own weaknesses to operate a successful organization. Mentors can help bring that out in you execs.
Willingness to cooperate and collaborate and getting others to work together harmoniously is a great strength of women in general and perhaps why they’ve been more successful in the credit union community than other industries.
By Sarah Snell Cooke
Credit Union Times
In the article, Designing for Women: The Mobile Challenge (http://blog.usaid.gov/2012/09/building-a-better-user-experience-the-mobile-chapter/#.UGYAg65SAvg.email), Christopher Burns, economic growth and agricultural development advisor of USAID, said “Mobile phones are a real game changer when it comes to tackling global challenges around the world but if the design does not change, hundreds of millions of women risk being left out in this next mobile revolution. That is a risk we cannot afford to take.”
Burns conducted research in Egypt, India, Papua New Guinea and Uganda, that shows on average resource-poor women are 22% less likely to want a mobile phone because they don’t know how to use it.Do your credit union members know how to access their financial information through their mobile phones? How can we, as credit unions, make sure no one is left behind in the mobile revolution?
Maybe we can use this research and work with members and offer a basic tutorial on how to access their accounts and other key phone functions. Perhaps tellers could help members on a case-by-case basis or classes could be offered on occasion?As financial cooperatives we have the ability to shine while helping our members understand new technologies. Has anyone done outreach on how to make members more comfortable with technology? We’d love to hear your ideas!
If a big office is what you crave, it’s nice to know that with confident negotiation your contributions could be valued every bit as much as a man’s.
By Sarah Snell Cooke
Challenges Facing Women in Leadership Positions, Community Outreach, CU Boards / Volunteers, Engaging the Next Generation of CU Members, Events, Facilitating Greater Access to CUs Worldwide, Financial/Risk Management, Growing CU Market Share, Impact of Women in Society, Internal Operations, Marketing, Member Service, Networking, Member Discussions, Program Updates, Regulatory Issues, Technology
We know how challenging being a leader can be. Whatever sizes your country, credit union or company might be, you work hard raising awareness, promoting of credit unions and making our world a better place. We'd like to share some tips given by Mark Sanborn, President of Sanborn & Associates, Inc. to help you being successful leaders.
Please visit our Resource Library on the "Leadership Development" section to download the PDF file.
Thanks for your hard work,
-Global Women's Leadership Network