Are You Polishing or Piercing the Glass Ceiling?

1. Are You Polishing or Piercing the Glass Ceiling? Common Mistakes Women Make While Navigating Their Careers and how to Avoid Them

2. Presented By • Rebecca E. Szelc, Director, Berkeley Research Group • Rebecca has extensive experience determining lost profits associated with many insured peril types, including product recalls, fidelity losses, and natural and manmade disasters.  She also frequently serves as an expert witness on economic damage issues in commercial disputes. • Throughout her career, Rebecca has championed the advancement and retention of high talent women. She served a national role in the very successful Women’s Initiative developed by Deloitte & Touche and is a frequent speaker on women’s business issues.

3. AGENDA • After all this time and progress, why are we still talking about a glass ceiling? • The Gender Gap • Bright Spots • Who’s managing your career? • When’s the last time you said no (and meant it)? • Who’s definition of success are you working toward?

4. Why are we still having this discussion? The Persistent Gender Gap: • Since the 1970’s, women’s involvement in corporate America has demonstrated massive growth, but they started out being paid less, and still struggle to close the gap. • The rate of closure between 1979 and 1990, was substantial, but since 1990 has slowed dramatically. • The gap persists even though women now represent a disproportionate percentage of college graduates and their numbers in high paying fields like law and accounting have grown (notable exception – Women GC’s at fortune 500 firms actually earn more than their male counterparts).

5. Some Bright Spots Shining Through • John Gerzema and Michael D’Antonio conducted a study of 64,000 people in 13 nations to determine if there really are, “signs that some set of traditionally feminine values and traits might be ascendant among effective leaders.” • First, 32,000 people were asked to classify 125 different human traits as either masculine, feminine or neither. Then, a different group of 32,000 were asked to rate how important those same traits (without any gender-related attribution) are to leadership. • The results, as detailed in the book The Athena Doctrine, clearly show that feminine traits are predominantly the ones people think leaders should have.

6. Some Bright Spots Shining Through

7. Who’s Managing Your Career? • Do you have a written plan for this year, next year, and beyond? The one you did for HR doesn’t count – unless, you actually look at it more than once at your annual review! • Do you know what it takes to get to the next level, and do the people who matter know you want to get there, and when? Do you know what gets objectively measured and what your numbers are? (cost/loss management, contribution/revenue) • Do you know what skills are needed at the next level, and are you actively developing them - now?

8. When’s the last time you said “No”? • “Yes,” you can say “NO”! (The trick is when, why and how). • If you say “Yes,” are you getting compensated? • Are you saying “Yes” to opportunities often enough, even before they are offered? • The decision tree: Perform it, Pass it or Punt it!

9. Who’s definition of success are you working toward? • What is your definition of success? • When was the last time you re-evaluated what success is to you? What does it look like? What will it feel like? • Is this really YOUR definition? Or is it your parents’, bosses’, spouse’s, “society’s” definition? • Has it changed over time? • Are the changes compromises or growth?

10. TAKE AWAYS • Treat yourself and your own career as your most important client! • Talk about yourself like you would your own child • No one gets there alone – keep a stable full of mentors • Be decisive and honor your decisions – Perform it, Pass it or Punt it • Visualize your success – picture yourself already there, and then make sure it is where you want to be!

11. Questions and Contact Information “What would you do if you weren’t afraid”? -- Sheryl Sandberg Contact Information: Rebecca E. Szelc (“Sheltz”) Director, Berkeley Research Group rszelc@brg-expert.com 469-629-5328