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Lessons Learned from Lean In
- 1. Lessons Learned from “Lean In”: Practical Applications for Professional Achievement and Personal Fulfillment Presented by: Brittany Acuff, Assistant Director- Facility Operations University of Arkansas College of Education and Health Professions Department of University Recreation
- 2. PRESENTATION DESCRIPTION In Sheryl Sandberg’s “Lean In: Women, Work, and The Will to Lead”, she offers relevant and revealing challenges for both men and women alike. Her book focuses on internal struggles we face while reaching our full potential in leadership positions and cultivating supporting roles in the workplace and at home. In this session, we will examine her wisdom and advice on “sitting at the table”, navigating the “jungle gym” of career advancement, seeking challenges, taking risks, and pursuing goals with passion.
- 3. Learning Objectives • Examine both external and internal barriers associated with women’s progress towards achieving leadership roles • Identify solutions that will empower both men and women to achieve their full potential • Recognize ways to create inclusive work environments and to close the leadership gap of inequality
- 4. Sheryl Sandberg • Current Chief Operating Officer of Facebook; former VP of Global Online Sales and Operations at Google; • She holds a B.A. in economics from Harvard College and an M.B.A. from Harvard Business School- receiving top honors in both degrees; • In 2012, she became the eighth member (and the first female member) of Facebook’s board of directors; • Ranked several times on Fortune’s list of the 50 Most Powerful Women in Business; • In 2012, she was names one of Time’s 100 Most Influential People in the World; • She has been listed as one of the world’s 100 Most Powerful Women by Forbes. In 2014, Sandberg was listed as ninth, just behind Michelle Obama; • She is reported to be worth over $1 billion, due to her stock holdings in Facebook and other companies.
- 5. The Hard Facts “The blunt truth is that men still run the world”. – Sheryl Sandberg Independent Countries in the World Led by men Led by women Fortune 500 CEOs Men Women $0.00 $0.20 $0.40 $0.60 $0.80 $1.00 1970 2010 US Compensation Comparisons Men Women
- 6. “A truly equal world would be one where women ran half our countries and men ran half our homes.”- Sheryl Sandberg She argues that “conditions for all women will improve when there are more women in leadership roles giving strong and powerful voice to their needs and concerns.”
- 8. External Barriers • Blatant and subtle sexism • Discrimination • Sexual harassment • Flexibility and access to child care • Parental Leave • More difficulty finding mentors and sponsors • Proving value and worth • Societal expectations • Cultural traits and messages
- 9. “A 2011 McKinsey report noted that men are promoted based on , while women are promoted based on .”
- 10. “In comparison to their male counterparts, women are dropping out of the workforce in high numbers. In turn… [we] invest more in men, who are more likely to stay.” - Sheryl Sandberg
- 11. Internal Barriers • Lacking self-confidence • By “not raising our hands” • By pulling back when “[they] should be leaning in” • Internalizing negative messages & societal cues • Lowering personal expectations of what can be achieved • Compromise career goals to make room for partners and children (who may not even exist yet) • Taking risks • Advocating for oneself • Fewer women, compared to male colleagues, aspire to senior positions
- 12. Gender Gap in Academic Achievement “There is no doubt that women have the skills to lead in the workplace”. – Sheryl Sandberg US- Undergraduate Degrees Men Women US- Master’s Degrees Men Women 0% 10% 20% 30% 40% Men Women Aspiring to senior level positions Men Women
- 13. SIT AT THE TABLE
- 14. Insecurities • Being a spectator rather than a participant – The impostor syndrome – Underestimating yourself • Men often attribute success to innate qualities and skills; failure to external factors • Women often attribute success to external factors- luck, hard work, help from others; failure to an inherent lack of ability.
- 15. “When I don’t feel confident, one tactic I’ve learned is that it sometimes helps to .” -Sheryl Sandberg
- 16. Lessons Learned: Sit at the table • Feeling confident- or pretending that you feel confident- is necessary to reach for opportunities; • Opportunities are rarely offered- they’re seized; – Increasingly, opportunities are not well defined but, instead come from jumping in and doing something. • Taking initiative pays off. – It’s hard to visualize someone as a leader if they are always waiting to be told what to do. “There is no perfect fit when you’re looking for the next big thing to do. You have to take opportunities and make an opportunity fit for you, rather than the other way around. The ability to learn is the most important quality a leader can have.” –Sheryl Sandberg
- 17. NAVIGATING THE “JUNGLE GYM”
- 18. Career Advancement Ladder Limiting- up or down; on or off Only one way to get to the top Not a great view to the top Offer more creative exploration Jungle Gym Many ways to get to the top Benefits everyone- new careers; switching careers; reentering workforce Great views all around- not just at the top Presents a better chance for fulfillment Unique path with occasional dips & detours
- 19. “Women only apply for open jobs if they think they meet of the criteria listed. Men apply if they think they meet of the requirements.” -from an internal report at Hewlett-Packard
- 20. Lessons Learned on the Jungle Gym • Have an eighteen-month plan • Have a long-term dream or goal • Choose growth • Don’t focus too much on career levels • Be open to taking risks in your career & challenge yourself • Advocate for yourself when appropriate and ask for promotions (with a smile on your face)
- 21. CLOSING THE GAP
- 22. Lessons Learned: Mentors & Sponsors • Formal mentorship/sponsorship programs can be remarkably successful. • The strongest relationships spring out of a real and often earned connection felt by both sides. • Intuitively, people invest in those who stand out for their talent or who can really benefit from help. • Use your time well and be truly open to feedback.
- 23. “We need to stop telling [young women] ‘Get a mentor and you will excel.’ Instead, we need to tell them, .” - Sheryl Sandberg
- 24. Lessons Learned: Authentic Leadership • The ability to listen is as important as the ability to speak. • Being aware of a problem is the first step to correcting it. • Being open to hearing the truth means taking responsibility for mistakes. • To foster authentic communication, speak openly about your own weaknesses. • Humor can be an amazing tool for delivering an honest message in a good- natured way. • Sharing emotions builds deeper relationships • Bring your whole selves to work. • Strive for authenticity over perfection.
- 25. Lessons Learned: Lean In “The months and years leading up to having children are not the time to lean back, but the critical time to lean in.” - Sheryl Sandberg
- 26. Leadership Gap Statistics 0% 20% 40% 60% 80% 100% Men Women Yale Alumni in Workforce- 40 years old + (by 2000) Men Women
- 27. Leadership Gap Statistics 0% 20% 40% 60% 80% 1975 2006 Princeton survey- Work-Family Conflict Men Women
- 28. “If society the work of caring for children, companies and institutions would find ways to… help parents combine career and family responsibilities.” - Sheryl Sandberg
- 29. Lessons Learned: Supportive Partnerships • “Maternal Gatekeeping” – Wives who engage in gatekeeping behaviors do five more hours of family work per week than wives who take a more collaborative approach. • Share responsibilities • We need to encourage men to lean into their families. – Gender roles are reinforced not just by individuals, but by employment policies as well – Fathers working inside the home face extremely negative social pressure • 4% of parents • Very isolating • Not feeling welcomed in social circles • Distrust • Outside the norm
- 30. “I truly believe that the single most important career decision that a woman makes is whether she will have a and that partner is.” - Sheryl Sandberg
- 31. PROGRESS
- 32. Aspiring to Leadership • Cheer on girls and women who want to sit at the table, seek challenges, and lean in to their careers. • Men of all ages should play an active role and commit to changing the leadership ratios. – Actively seek out qualified female candidates to hire and promote – Invest more in recruiting, mentoring, and sponsoring women to get the necessary experience for positions of leadership “Shared experience forms the basis of empathy and, in turn, can spark the institutional changes we need.” -Sheryl Sandberg
- 33. Resources • Join the Lean In Community at www.facebook.com/leaninorg. • Visit www.leanin.org for practical education and personal experiences to help you reach your goals. • Create and join Lean In Circles, small peer groups that meet in person for ongoing encouragement and development. • Stay actively involved in local, regional, national, and global efforts. Visit http://www.state.gov/s/gwi/index.htm for more information on the Office of Global Women’s Issues. • “Lean In” to NIRSA- get involved in mentorship opportunities, conferences, and more. • Lean In for Graduates, by Sheryl Sandberg
Notes de l'éditeur
- By show of hands, how many of you have heard Sheryl Sandberg before today? How many of you have heard of Facebook?
- Of the 195 independent countries in the world, only 17 are led by women. A meager twenty-one of the Fortune 500 CEOs are women. Progress remains sluggish when it comes to compensation as well. In 1970, American women were paid $.59 for every dollar their male counterparts made. By 2010, that number had only increased to $.77 for every dollar men made.
- The laws of economics and many studies of diversity tell us that if we tapped into the entire pool of human resources and talent, our collective performance would improve.
- Can you think of any other EXTERNAL barriers preventing women from obtaining leadership positions in the professional world?
- Sheryl talks in her book that her generation was naïve and idealistic. Integrating professional and personal aspirations proved far more challenging than they had imagined. During the same years that their careers demand maximum time investment, their biology demanded that they have children. The workplace did not evolve to give them the flexibility women needed to fulfill responsibilities at home.
- While both the external and internal barriers are equally important, Sheryl’s book focuses on the internal barriers that hold women back and focuses on identifying solutions to empower women to be ambitious and to go after their passions with confidence.
- Women are increasingly outperforming boys in the classroom- 57% of undergraduate degrees and earning 60% of master’s degrees. However, a 2012 McKinsey survey of more than 4,000 employees in leading US companies found that only 18% of women aspire to senior level positions, while 36% of men do. However, there seems to be a shift in the leadership ambition gap- a recent survey of Millennials found that women were just as likely to describe themselves as ambitious as men. While an improvement, the leadership ambition gap remains. Since more men aim for leadership roles, it is not surprising that they obtain them. Fear is at the root of so many of these barriers (not being liked, making the wrong choice, drawing negative attention, overreaching, being judged, failure, being a bad mother/wife/daughter. Without fear, women can pursue professional success and personal fulfillment- and freely choose one, or the other, or both. So ask yourself- “What would you do if you weren’t afraid?”
- Multiple studies in multiple industries show that women often judge their own performance as worse than it actually is, while men judge their own performance as better than it actually is. A study of close to 1,000 Harvard law students found that in almost every category of skills relevant to practicing law, women gave themselves lower scores than men. The internalization of failure and the insecurity it breeds hurt future performance, so this pattern has serious long-term consequences.
- Sheryl was an aerobics instructor in the 1980s- influenced by Jane Fonda- this also meant smiling solidly for a full hour. Some days a smile came naturally, other days- she was in a lousy mood and had to fake it. Yet after an hour of forced smiling, she often felt cheerful. Research backs up this “fake it till you feel it” strategy. One study found that when people assumed a high power pose for just two minutes, their dominance hormone levels went up and their stress hormone levels went down. As a result, they felt more powerful and in charge and showed a greater tolerance for risk. A simple change in posture led to a significant change in attitude.
- Men tend to reach for opportunities more quickly than women. Women are more cautious about changing roles and seeking out new challenges. Women are statistically less likely to “sit at the table”. We need institutions and individuals to notice and correct for this behavior by encouraging, promoting, and championing more women. And women have to learn to sit at the table.
- As of 2010, the average American had eleven jobs from the ages of eighteen to forty-six alone. The days of joining an organization and staying there to climb the ladder are long gone. Pattie Sellers, conceived a much better metaphor that “careers are a jungle gym, not a ladder”.
- Women need to shift from thinking “I’m not ready to do that” to thinking “I want to do that- and I’ll learn by doing it.” In Sheryl’s experience, more men look for challenging assignments and take on high-visibility projects, while more women hang back. Women often believe that good job performance will naturally lead to rewards. This is often described as the “Tiara Syndrome” where women “expect that if they keep doing their job well someone will notice them and place a tiara on their head.” Hard work and results should be recognized by others, but when they aren’t, advocating for oneself becomes necessary.
- Set targets for what the team can accomplish; Set personal goals for learning new skills (How can I improve?) Careers do not need to be mapped out from the start, but it helps to have a long-term dream or goal. Even a vague goal can provide direction to move toward. “If you are offered a seat on a rocket ship, you don’t ask what seat. You just get on.” – Eric Schmidt; Look at the potential for growth; divisions or teams that are expanding; Look where there is high demand for the skills you have acquired If a particular path would make you happier and offer a chance to learn new skills, you are actually moving forward. When female managers move up, they are more likely to do so internally instead of switching to a different company. Sometimes staying in the same functional area and in the same organization creates inertia and limits opportunity to expand. Seeking out diverse experiences is useful preparation for leadership. Understandably, though, there are external pressures that force women to play it safe and stay put- (ex. gender stereotypes; accommodating a partner’s career path; job changes that involve changing locations)
- One study showed that women who found mentors through formal programs were 50 percent more likely to be promoted than women who found mentors on their own. Effective formal programs can help educate men about the need to mentor women and establish guidelines for appropriate behavior. They work best when combined with other kinds of development and training.
- A recent study found that “sense of humor” was the phrase most frequently used to describe the most effective leaders. To really care about others, we have to understand them- what they like and dislike, what they feel as well as think. Emotion influences every decision we make. An all-business approach is not always good business. We benefit from expressing truth, talking about personal situations and acknowledging that professional decisions are often emotionally driven. True leadership stems from individuality that is honest and imperfectly expressed.
- Despite modern methods that can minimize the impact of biological imperatives, women still do the vast majority of child care. As a result, becoming a parent decreases workforce participation for women but not men. Forty-three percent of highly qualified women with children are leaving careers, or “off-ramping,” for a period of time. Over the past decade, child care costs have risen twice as fast as the median income of families with children. The cost for two children (an infant and a four-year-old) to go to a day care center is greater than the annual median rent payment in every state of the country.”
- Of Yale alumni who had reached their forties by 2000, only 56 percent of the women remained in the workforce, compared with 90 percent of the men.
- Three decades separate the studies and still nearly twice as many women as men enter the workforce anticipating this stumbling block in their careers. External voices, and often their own internal voice, repeatedly question their decision to keep pursuing their career goals, passions and pursuits. Of those that take time out, only 40 percent will return to full-time jobs. Don’t enter the workforce already looking for the exit. Don’t put on the brakes. Keep a foot on the gas pedal until a decision must be made.
- All too often rigid work schedules, lack of paid family leave, and expensive or undependable child care derail women’s best efforts. Paid personal time off, affordable high-quality child care, and flexible work practices would serve families and society well. This would help to provide a more inclusive work environment and close the gap of leadership inequality.
- According to the most recent analysis, when a husband and wife both are employed full-time, the mother does 40% more child care and about 30% more housework than the father. As women must be more empowered at work, men must be more empowered at home. When fathers provide even just routine child care, children have higher levels of educational and economic achievement and lower delinquency rates. These children tend to be more empathetic and socially competent. These findings hold true for children from all socioeconomic backgrounds, whether or not the mother is highly involved.
- Contrary to popular belief, the majority of the most successful female business leaders have partners. Sheryl states that she does not know of one woman in a leadership position whose life partner is not fully supportive of her career. No exceptions. True partnerships in our homes set the stage for the next generation and the sooner we break the cycle, the faster we will reach greater leadership equality and a more equal division of labor. As more women lean in to their careers, more men need to lean in to their families.
- Research already suggests that companies with more women in leadership roles have better work-life policies, smaller gender gaps in executive compensation, and more women in midlevel management. Wherever your true passions lie, Sheryl teaches us to lean in- all the way.
- Published in April 2014, Lean In for Graduates includes the full text of the original bestseller as well as new chapters on finding your first job, negotiating your salary, listening to your inner voice, and leaning in for women of color and millennial men. It also includes stories from young people around the world who’ve pushed past their fears and achieved their goals.