In recent years, women have made incredible strides in leadership in the workforce. Yet, as CEOs of the top companies in the world, we are still woefully underrepresented. According to Forbes, while this discrepancy between the sexes is clear in the C-Suite, it hasn’t existed at mid- and low-level management between men and women for nearly the last decade.
As mid-level managers, women have outnumbered men in fields such as finance, human resources, medical and health services, real estate, educational administrators, and a number of other sectors since at least 2006, according to a U.S. Department of Labor Survey. Another survey from 2009 states that of business leadership management positions, women held 50% of all positions.
Yet, only 6% of Fortune 500 companies in 2020 can claim a female CEO. The most critical leadership positions are there for the taking, yet remain elusive to women. Why is it that we can dominate at middle management but can’t seem to make it to the top?
The missing management piece of many females’ toolboxes…
Korn Ferry (known as the Hay Group) surveyed the top positioned women in a handful of Fortune 500 and at large, global organizations. These women held mostly C-suite level titles and were found, like their male counterparts, to have a strong drive toward achievement.
What was not the same, however, was how these women developed this drive. The study showed that women had a lifelong focus on continuous learning and believed it to prepare them for future roles. Men, on the other hand, were found to be more zeroed-in on specific career goals and planning the next immediate step.
The result of these differing mindsets is that many of these female leaders felt that their careers more “happened” to them instead of being the result of good planning. Ericka Spradley, founder of consulting firm Confident Career Woman, told Forbes that 80% of her surveyed clients lack a career strategy. Instead, they hold the belief that their professional trajectory is an ongoing process, with continually changing parts that create impediments to planning and managing their careers. And Korn Ferry’s Ruth Malloy, in a Harvard Business Review article, observed this:
“Women – even high-performing women – still have a way to go to become intentional and specific in their efforts to drive their careers up a particular ladder. This mindset can drive advancement to a point, but we found that without specific career plans, women often weren’t the ones behind the wheel.”.
Ladies, it doesn’t have to be this way. When we get clear about what we want and become long-term about our personal and professional goals, we can become intentional about progress and develop the kind of influence that changes the game. For real.
Managing the stages of your career
There are four stages to a career and each demands planning and active management to get to the next rung of the ladder.
Apprenticeship – This entry-level spot is really about learning, receiving guidance, and developing abilities. One strategy to capitalize on your experience at this level is to ask for additional assignments. Keep in mind, you must be proactive, expand your internal network and look for gaps in your skillset and address them.
Individual Contributor – At this stage, you’re given responsibility and autonomy for the first time. This is the point where you must assess how to best expand your expertise. It may or may not be with additional projects. In this stage, consider thinking about new challenges as a form of leadership training, your best tool to develop and show off your managerial abilities
Entry and Mid Level Leadership – The challenge of a leader is to get results from others by managing instead of doing things independently. Become proficient in delegation and finding efficiencies. The key to success at this level has to do with well-developed communication, negotiation and project management skills. (Hint: you develop those in your Individual Contributor phase.)
Executive (High Level Leaders) – Once at this level, your role is less about day-to-day operations and more about strategy. You are now contributing to the vision of the company’s future. Own the power your position offers. Own your level and use it to identify and inspire positive change, creativity and innovation. High level leaders provide direction and guidance by proactive — not reactive– moves.
I want every woman leader to help close the gender gap. To do that we must turn our attention to owning the trajectory of our careers. If your goal is to get the top level at any organization, don’t be shy! Be clear, stay focused, and think long-term. Intentionally plan your moves at every level and confidently ask (and negotiate) for what you need.
Ladies, it’s time to start owning our trajectory. Let’s start climbing.
With love,
Mari Carmen
P.S. For more tools and strategies for elevating your leadership skills, join one of our upcoming events. These events are designed for women who want to elevate their influence, command respect in any room
The International Women’s Leadership Academy
A deep dive into the art and science of High Performance, May 11-12
www.MariCarmenPizarro.com/Philadelphia
The Amplify Your VOICE Challenge Live
A 5-day Challenge for women who want to elevate their influence and command respect in any room. Begins on May 17th
