What are the key issues women in business need to be aware of, as leaders and entrepreneurs?
I will be presenting on Leadership/Entrepreneurship, as it pertains to women in business. These are the subtopics I will be presenting: recruitment, emotional intelligence, conflict, network, confidence, collaboration, training. I need to add more subtopics for this presentation, and would appreciate any input.
Trade-offs "family-career". All women face those to some extent at a certain point.
Communicating. Tell the story, paint the big picture, don't get lost in the weeds.
Business acumen. Know your industry, know your numbers, know what resources and support you need to get to your end goal. Then communicate it well.
You most certainly need to touch on gender discrimination.
Inspiration is a great topic. I had the honor recently to have listened to some of the most phenomenal inspiring women at a dinner. I am still in awe with their stories and general conversations.
I believe that a great leader inspires the people around them. Not just the people with in their organizations, but everywhere.
A salary offer is meant to be negotiated. Men seems to know that. Women, not always...
I think mindset is a big one. We here so much about women having issues in the workplace and because of that there is a tendency to go into a situation expecting it. When you expect something than it more often than not manifests itself. I also think that language is another one. We as human beings can place so much emotion on words, I think we need to learn to not take everything so serious all the time and to learn to have a bit more fun in life.
The most important skill is leadership. No entrepreneur can go it alone. They will go farther if they surround themselves with a great team, So how to develop leadership skills and lead a team are very important skills to present. Vicki Saunders has written a book "Think like a SheEO" available on Amazon which is a great guide to women in entrepreneurship and how they think differently and need a different type of support group to be successful as an entrepreneur. It is an excellent reference book. Here is the link http://www.amazon.ca/s/ref=nb_sb_ss_c_0_18?url=search-alias%3Dstripbooks&field-keywords=think%20like%20a%20sheeo&sprefix=Think+like+a+SheeO%2Caps%2C959
Accept the fact that there will be differences in work, title and compensation. Look for female-friendly environments and other entrepreneurs who wish to nurture and naturally exhibit soft skills. Someone else mentioned conflict resolution and sensing when you, or your job, are in danger. It's a dog eat dog world out there, as many mentioned, and it's taste has nothing to do with gender.
Just a short important perspective. Leadership in successfully managed businesses often relate to innovation. Innovation is impossible without creativity. And we know now for sure that diversity is key element in innovative teams. Look over the Design Thinking methodology from IDEO and others. You will there find skill sets like observation, idea networking association, experimentation and questioning the status quo. He more divorce the team the more quality faster you will get out of your innovation.
How about adding where to turn for resources, training, funding programs for woman & requirements. Things that others may/not know about or have access to information about.
Economy has no Gender, but based on expertise and skill. So, the enterprising should be based on the expertise and skill of the individuals and not based on the identity.
But women have certain characteristics that influence the skill. Women can evaluate things very intricately and good in implementation. Being a nurturer by virtue they can be a good trainer and can give ample contribution in Research and Development. You can bring women with the aptitude in the enterprising based these segment of economy and create a periphery economy in the Large scale Industrial / non-Industrial Sectors.
One key point that I think applies to men and women both at home and at work is the false belief that leadership skills are "soft" skills. As a high level leader, you can be as "hard" or "soft" as necessary. The key is "how are you being" while exhibiting the hard or soft behavior.
What do I mean by "how are you being?" While "being" hard or soft, is your intent to help or is your intent to blame? We've all had someone be really hard on us at some point in our lives. If their intent was to blame us, we most likely felt angry, reactive, or defensive because of how they were "being." However, if their intent was to help us, we most likely became remorseful and felt like we let them down.
It's a simple principle to understand, but it's not a simple principle to apply.
Consider that when we feel like someone is blaming us, we do not feel good about it. We do not want to do a better job; we want to get a new job. We don't want to work harder for them. We want to stop working for them.
Consider that when we feel like someone is helping us, we feel good about it. We want to do better next time. We feel like we let them down. We want to work harder to make up for our mistake. We appreciate them and want to perform at a higher level.
When we are helping people, we are treating them like people. We value them and want to serve them. When we are blaming people, we are treating them like objects. We devalue them and want them to serve us.
There's a book written by The Arbinger Institute titled "Leadership & Self-Deception" that covers this topic deeply in a story form. A truly great read with a lot of valuable leadership principles.
Leadership is influence. Nothing more. Nothing less. When our intent is to help, we build trust with others. When we build trust, our influence increases. When our intent is to blame, we create distrust with others. When we create distrust, our influence decreases.
Hope you find this information helpful.
As a woman, I truly dislike being called a "female entrepreneur" instead of just an "entrepreneur". Having a uterus doesn't preclude me from having the same concerns and needs as any other business owner - whatever their gender.
I don't join women-only networking groups and I don't speak at women-only seminars, because I feel they defeat the purpose. If anyone sets me apart, I want it to be because I'm great at what I do, not because I look great in a skirt.
But that's just my opinion :)
Hi this is my off the cap contribution ,
1. They should put systems and structures in their business.
2. Lace up their natural instinctive instincts with facts and figures during decision making.
3. They should take some training in negotiation and conflict resolution and have an ( ADR clause as a standard practice on their contracts))
4. They should adopt or partner with a similar business to execute a CSR ( corporate social responsibility ) project. This aids in building social capital and,synergies through networking.
5. Keep abreast of developments in their industry and related industry and policy changes generally
6. Finally ensure they can measure their return on investment (ROI)
I hope this is useful
All of the topics you have mentioned are very important. They are also measurable. This is imprtant to note because your presentation will be more substantive if you address every thing is measurable. Often, women presentations are earmarked by perceptions rather than reality. As an ex. I recently spoke with a women's group leader that expressed that a women's group only! meeting was critical because they wanted the privacy of discussing important issues, such as dealing with men.
She couldn't have been more incorrect. The last thing a women in business needs to do is try to generalize about men, or anything else for that matter.
Women in business are taking on leadership roles. Those skill sets are not limited by any sexual boundaries. Instead it is best to be prepared to be a good leader within any avenue.
The way women can lead best is to, if they have the leadership role, create a culture that all employees can buy into. The way that is done, is to write down what the corporate culture should be. If it is clear and succinct you then have identified what personality and ability skillsets will be required for the BUYIN. Really good employees want responsibilty, they want to buyin, they want to be part of something bigger than themselves.
Women's leadership in this scenario is one of acting as the quarterback. You build the team around that.
Like I said, the skillsets are measurable as are the personalities, abilities, styles, behaviors under stress and emotional intelligence. The assessments that I am speaking of are usually administered by Industrial Organizational professionals as well as very competent HR personal. I would avoid Myers Briggs. Instead utilize the organizations and testing that are aimed and customized to what you are looking for.