Global Women's Leadership Network - Pink Paper

#2: Build and grow networks and use them strategically GWLN members advocate for women in the credit union sector to join GWLN, build strong networks, and tap into these networks strategically to advance in leadership. Many respondents identified GWLN and Sister Societies as key resources for making contacts, establishing relationships, advancing knowledge, and learning about career opportunities. However, they tended to view these networks as opportunities to hear from other leaders, rather than strategically tapping these networks to ask for support finding jobs or advocating on their behalf when specific opportunities arise. GWLN members specifically suggest that women challenge themselves to “work their nets” for strategic purposes to help them identify, compete for, and succeed in leadership positions. #3: Set up a personal board of advisors comprised of women inside and outside the credit union sector GWLN members recommend that women think of themselves as a brand, setting up a personal board of advisors to receive feedback and support in navigating key issues. A board of advisors should not be comprised of friends, but individuals from a broad range of sectors who possess the knowledge, skills, and experience to fill gaps, challenge and offer critical feedback, and hold women accountable for their progress. “We’re creating love and belonging, but we’re not necessarily networking for strategic influence.” To find people willing to serve as advisors, one leader described her process: “when I find a good speaker in a particular meeting, I make sure that I get her business card so that we keep talking and I keep learning. Learning doesn’t end until you die.” A personal board should evolve over the course of a woman’s leadership journey. Another leader advised, “a personal board of directors has to be customized to what that person needs at the time.”