Developing The Next Generation Of Women Leaders

1. Developing The Next Generation Of Women Leaders The Ability To Make Things Happen, To Influence People & Events Leadership: Using Personal Strengths To Make A Positive Impact

2. Current State • Corporate America top jobs • 15% are women • Numbers have not moved in 9 years • Full Professors in US • 24% are women • Congressional Seats • House – 16.8% • Senate – 17% • US ranks 71st out of 140 nations Women in Parliament

3. Current State • Women in Public School Administration • Central Office: Curriculum Directors & Supervisors of Special Programs – 57% • Principals • Elementary – 53% • Secondary – 20% • Superintendents – 19%

4. Current State This translates to few female role models in the superintendency. Lack of role models for women is cited in the literature as part of the reason more women do not getinto the superintendency.

5. Power of Personal Leadership Styles & What Makes Women Leadership Unique The Global Executive Leadership Center defines the following critical components of exemplary leadership: • Envisioning– Sensing opportunities & threats in the environment: setting a strategic direction: inspiring constituents. • Empowering – Empowering followers at all levels of the organization by delegating & sharing information.

6. Power of Personal Leadership Styles & What Makes Women Leadership Unique The Global Executive Leadership Center defines the following critical components of exemplary leadership: • Energizing– Energizing & motivating employees to achieve the organization’s goals. • Team Building – Creating team players & focusing on team effectiveness, by instilling a cooperative atmosphere, promoting collaboration, & encouraging constructive conflict.

7. Power of Personal Leadership Styles & What Makes Women Leadership Unique The Global Executive Leadership Center defines the following critical components of exemplary leadership: • Tenacity– Encouraging tenacity & courage in employees by setting a personal example in taking reasonable risks. • Emotional Intelligence – Fostering trust in the organization by creating – primarily by setting an example – an emotionally intelligent workforce whose members are self aware & treat others with respect & understanding.

8. Power of Personal Leadership Styles & What Makes Women Leadership Unique • Envisioning • Empowering • Energizing • Team Building • Tenacity • Emotional Intelligence

9. GEC feedback found that women are judged to be less visionary than men. It may be a matter of perception, but it stops women from getting to the top.

10. Who Says Women Aren't Visionary?

11. To be effective leading others, learn how to lead yourself. • Get control of emotions and cultivate actions that are: • Analytical • Systematic • Direct

12. The Life Changing Quarter Second

13. The Life Changing Quarter Second Gives you time to process contrasting emotions & analyze the situation clearly. Anger/ Defensiveness: We often tell ourselves that we get angry or defensive as a response to how people treat us. Actually, we get angry based on our beliefs and the resulting perceptions those beliefs give us of other people. Our anger tends to be especially volatile when we believe that the other person’s attitude or action belittles us or questions our integrity.

14. Leadership At Any Level • Takes the ability to stay calm in conflict & clearly articulate what the issues are • Leading by example to analysis of the situation • Systematic problem solving • Cultivating a direct solutions focused culture

15. Take A Minute To Reflect What makes sense to you? How can you apply this principle in your work with young women?

16. Systematic:Lead to Your Organizations Strengths

17. What do you think will help you to be successful… Building on Strengths Fixing your Weaknesses

18. What’s Your First Question? Strengths

19. Strengthen leadership visioning skills by: • Cultivating Resiliency

20. Pessimism-Optimism Continuum • Understanding • Reality Resilient Leadership for Turbulent Times

21. Pessimism-Optimism Continuum • Envisioning • Future Possibilities Resilient Leadership for Turbulent Times

22. Learning by Doing: A vision comes not only from outside, but also from greater self confidence. Guiding future women leaders to know themselves well and give them tools to chart their own path forward.

23. Take A Minute To Reflect What makes sense to you? How can you apply this principle in your work with young women?

24. Direct Communication “If you want anything said, ask a man, if you want anything done, ask a woman” - Margaret Thatcher

25. Direct Communication • The critical difference between an effective leader and an ineffective leader is the ability to look a subordinate straight in the eye and give them direct feedback if their behavior or performance is not up to the organization’s standard.

26. Speak the truth: speak it kindly, but speak the truth. “When you tell people the truth, make them laugh or they will kill you.” - George Bernard Shaw

27. Every Day Conflict • Disagreement • Conflict • Power Struggle

28. Visioning • Visioning is the ability to sense and manage both opportunities and threats. If you want people to act in another way, you have to let them know how a different behavior would yield a better result. • Can’t change attitudes about linguistic style, can change experiences with women leadership.

29. Take A Minute To Reflect What makes sense to you? How can you apply this principle in your work with young women?

30. References Baker, Dan, Ph.D. (2003). What Happy People Know, New York: St. Martin’s Griffin. Carr-Ruffino, Norma, Ph.D. (1997). The Promotable Woman: 10 Essential Skills for the New Millennium, New Jersey:Career Press. Ibarra, Herminia and Obodaru, Otilia, “Women and the Vision Thing,” Harvard Business Review January 2009: 1-5. Patterson, Kerry, et.al. (2005). Crucial Confrontations, New York: McGraw-Hill. Patterson, Kerry, et.al. (2002). Crucial Conversations, New York: McGraw-Hill. Patterson, Jerry L. et.al. (2009). Resilient Leadership for Turbulent Times, Lanham Maryland:Rowman and Littlefield. Seligman, Martin E. P. (2011). Flourish: A Visionary New Understanding of Happiness and Well-being, New York: Simon and Schuster. Tannen, Deborah, “The Power of Talk: Who Gets Heard and Why,” Harvard Business Review OnPoint September-October 1995: 139-148.

31. Developing The Next Generation Of Women Leaders The Ability To Make Things Happen, To Influence People & Events • Thank You! Leadership: Using Personal Strengths To Make A Positive Impact adele_bovard@websterschools.org