Carol Kinsey Goman* speaks with successful women leaders to gain a deeper understanding of what it takes for women to step into a senior executive position.
My special project when coaching female leaders is to improve their influence and impact skills — in short, their leadership presence.
You might be surprised to find that leadership presence is not an attribute automatically assigned to you because of your work results.
Nor is it necessarily reflective of your true qualities and potential.
Instead, it depends almost entirely on how others perceive you.
And that, in turn, depends primarily on how favourably you impress people and how convincingly you deliver your messages, both verbally and nonverbally.
To gain a deeper understanding of what it takes to step into a senior executive position, I talked with several successful women leaders.
Here are five tips they came up with to help you navigate your way to the top:
1) Assess the current reality
Nat Sutton, Partner at Buffkin/Baker, an executive recruiting agency, said: “There are no easy answers for women who aspire to the highest levels — because the culture of business has been very slow to fully embrace female executives.”
“Research shows that while female executives are much less likely than male executives to become the ultimate boss, they are more likely than men to do so if they stay on the management path for many years.”
“Currently, however, women are pushed out or leave at every stage along the way.”
Staying with an organisation, while building your reputation and skills is an important key to the executive suite.
Listen, learn and be continually curious about what goes on not just in your area, but in operations outside your department and/or division.
Actively investigate possibilities for advancement or change to other disciplines that appeal to you.
Then, when you are ready, apply to move to the next level or, perhaps, to a different area of the organisation.
2) Take more risks
Kathryn Raethel, President and CEO of Adventist Health Castle, said: “Women have a tendency to be self-limiting — we think we can’t do something because we fail to appreciate our abilities.”
“Because of that, we’re sometimes less willing to take risks, step outside of the box, and pursue an opportunity that presents itself.”
“Whenever a door opens, walk through it if you can — take the risk, don’t grow too comfortable where you are.”
“The first step to the C-Suite is not aspiring to become an executive.”
“People often aspire to the title, rather than to the journey.”
“It is more valuable to ask yourself, ‘What job am I going to progress to next? In what ways will I excel?’”
3) Speak up
N.J. Goldston (pictured), Editor-in-Chief of The Blonde and The Brunette and a venture capitalist, said: “Women can fall into the trap of waiting their turn or holding back at meetings.”
“Not only should you speak up, but be direct in your speech.”
“Don’t add qualifiers that make you seem insecure or powerless.”
“Don’t apologise. Period.”
“You’re there for a good reason.”
“Own that.”
Most importantly, be brief and get right to the point.
Suzy Monford, CEO and Founder of Food Sport International, said: “My greatest leadership skill is my ability to communicate, to tailor and craft messages that resonate with audiences, whether I’m in the backroom talking with truck drivers or in a meeting with the executive board.”
And, by the way, the boardroom is where you need to be the most courageous and forthright — and always speak truth to power.
4) Be your best authentic self
Raethel says: “I have come to really value the word authentic — people need to see the real you.”
“I believe that when people know you, like you and respect you, they will come with you on the journey.”
“Take a deep breath, trust your instincts, and don’t over think it,” Monford says.
“When you trust your instincts, your true self bubbles up in the most authentic way.”
5) Increase your visibility
Dana Simberkoff, Chief Risk, Security and Information Officer at AvePoint, says: “If you want to be evaluated positively for top leadership positions, being a legend in your own mind is not enough.”
“You need to increase your visibility.”
She said find ways to ensure that executives in your organisation are aware of your work and accomplishments.
“Promote yourself by volunteering for projects, giving speeches, writing blogs, and taking an active part in professional organisations.”
“Network within and outside your industry.”
“Who you know within your industry and area of expertise can be a major advantage in moving your agenda forward, and some of the best connections are made outside the office,” Goldston says.
“Use informal gatherings and industry events to make connections that may prove invaluable to projects and your career.”
6) Defeat the double-bind paradox
As males rise in rank and status at work, they retain (and often increase) their perceived likeability — so they can be both powerful and likeable.
The “Double-Bind Paradox” states that while women must project authority to advance, the more powerful they appear, the less they are liked.
Catalyst calls this the “dammed if you do, doomed if don’t” dilemma.
Their research shows that women in power can be seen as capable or likeable — but rarely both.
Blame it on the stereotypes of women as nurturing, sensitive, and collaborative.
When their behaviour is congruent with these traits, women are liked, although not seen as especially powerful.
When their behaviour runs counter to the stereotype, they are perceived more negatively.
One encouraging possibility that addresses this bias comes from a study at Stanford University that found businesswomen who are assertive and confident, but who can turn these traits on and off depending on the social circumstances, get more promotions than either men or other women.
The most successful women leaders have developed a strategic ability to read a situation and alter their behaviour accordingly.
Like them, you can take this potent combination of softness and toughness all the way to the executive suite.
* Carol Kinsey Goman is a leadership presence coach, author and contributor for Forbes.com. Her website is CarolKinseyGoman.com.
This article first appeared at www.bbntimes.com.
