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Career Challenges for Senior Women – Surviving, Thriving and Leaving a Legacy

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MEMBER EXCLUSIVE

In this webinar, we’ll examine four workplace issues frequently faced by senior women. First, certain common patterns of gender bias actually increase as women get more senior—we will discuss these patterns and offer strategies for navigating them successfully. Second, many senior women begin to think about how to leave a legacy, and we will look at how to do so effectively. Third, we’ll examine generational conflicts that often arise between more senior women and more junior ones. Finally, research shows that women are more likely than senior men to retire early—we will discuss why this happens, what employers can do to retain valued employees, and how women who feel the need to do so can open up a new chapter in their lives.
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From Good Daughter to Respected Peer: Changing Influence Across the Career Lifecycle

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Strategies that produce effective influence for early-career women (and men) can be less effective at more senior levels. Further, organizations try to identify rising talent by observing how candidates use power and influence—but both the organization and the candidate may make errors that lead to missed opportunities and flawed advancement. This webinar will explore how influence styles need to evolve over the career lifecycle—and how the organization can improve its talent management by better diagnosing the influencing skills of those on the ladder.
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Designing a Data-Driven Diversity & Inclusion Strategy

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Why is it that so many organizations invest in diversity, but see little change? One reason is that D&I efforts are often detached from data and inconsistent with research. But for a growing number of companies, that's changing. From Airbnb and Google to Capital One and The New York Times, businesses across industries are taking a more data-driven approach to diversity. It's time to apply that same approach in all fields. In this session we'll share how organizations can use data to pinpoint the factors limiting diversity and inclusion, enabling them to embed effective changes, and sometimes even small tweaks, to move the needle successfully. Continue reading...

Wariness after Weinstein: Effective Workplace Interactions When the Spotlight Is on Sex Harassment

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MEMBER EXCLUSIVE

This webinar will review the legal framework governing sexual harassment at work and provide practical tools for addressing sexism/sexual harassment directed at you or at others. We’ll provide guidance to help you recognize and address harassment, and spot risk factors for harassment in your industry. We’ll talk about what allies can do to prevent and address sexual harassment at the individual and organizational level. We’ll also talk about how to address backlash and respond to calls for sex-segregated workplace relationships, with suggestions for how men and women can continue to work together and network in light of sexual harassment concerns.
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Why We Miss Talent: How Unconscious Bias Derails Merit

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It is said that seeing is believing; but what about the things we don’t realize we are seeing? Despite all our good intentions and our desire to be fair and merit-based in our assessments of others, our unconscious biases create blind spots. Decades of research by social scientists make it clear that our brains take short cuts to conclusions without telling us. They rely heavily on schemas, ideas and things that go together to make evaluations. It can be an efficient system, but it can also be a faulty one, and cause us to misjudge and exclude people based on old societal stereotypes, preferences and our personal belief system. This is not because we are bad people, it’s because we are people.
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“She’s Too Abrasive/Aggressive/Emotional” – Interrupting Bias in Performance Evaluations

Studies show that subtle gender and racial biases often creep into performance evaluations. Learn how to design and fill out performance evaluations to avoid this.

Research shows that women’s reviews are more likely to contain negative feedback, and women tend to receive different types of criticism than men. Men typically receive constructive suggestions related to additional skills to develop and growth areas, whereas women are critiqued for personality: “You come off as abrasive;” “Pay attention to your tone.” Women are often described as “bossy,” “abrasive,” “strident,” and “aggressive” when they lead, or “emotional” and “irrational” when they disagree with others. The implicit message: women should conform to prescriptive stereotypes – they should be modest, self-effacing team players. One study found that, among men and women who received critical feedback, only 2% of men received negative personality criticism, but 76% of women did.

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From Good Daughter to Respected Peer: Changing Influence Across the Career Lifecycle

Strategies that produce effective influence for early-career women (and men) can be less effective at more senior levels. Further, organizations try to identify rising talent by observing how candidates use power and influence—but both the organization and the candidate may make errors that lead to missed opportunities and flawed advancement. This webinar will explore how influence styles need to evolve over the career lifecycle—and how the organization can improve its talent management by better diagnosing the influencing skills of those on the ladder.

Suggested Audience: This webinar benefits those who are in positions to affect organizational policies and practices around talent management, and those who have some voice in diversity-related policy. It also speaks to women in middle career positions who are considering how to position themselves effectively for a move to senior levels. Both women and men will benefit, though much of the content is geared toward the particular challenges women face in exercising power and influence.

Presenter: Professor Jennifer Overbeck, Melbourne Business School

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