Developing a winning strategy

Indonesian woman playing chess setting figure

When I recently registered a new coaching client she told me she knew she was holding herself back. Her bosses think highly of her and she’s been encouraged to go for promotion. But she was reluctant – because she couldn’t see how to retain any semblance of work-life balance if she progressed into middle management.

After three sessions with me – and only seven weeks later – she’s a changed woman. She’s now firmly committed to renegotiating her current role for more flexibility. And to progressing her career on a more flexible basis. Naturally I’m delighted to have provided her with tools and strategies that opened more options than she’d previously imagined.

I’d like to say: “result, job done” but she and I both know that’s not the case. We know she’s at the start of her journey. She’s joined the army of female pioneers setting a new workplace agenda. And she’s consciously undertaking that role in what is an aggressively traditional workplace culture. She understands that she’s laying herself open to scrutiny and criticism. However, we’re both confident she’s not opening herself to failure.

Together we’re developing a winning strategy:

  • Before she begins renegotiating her working arrangements we’ve spent time identifying her value to her employer; and the high potential cost of losing her.
  • We’ve identified the key stakeholders she needs to influence. And as she comes from a project management background managing stakeholders is a key strength for her.
  • We’ve evaluated various flexible working options – including reduced hours, job-share and job-split – and considered both the benefits and downsides of each.
  • We’ve pinpointed her key strengths and identified areas where she needs to upskill.

So far we’ve already spent six hours talking about how she might craft a Quality Flexible Job for herself. One that supports balance while making the best use of her skills on her employer’s behalf. It’s a considerable investment in time given the busy pace at which many of us work these days. We’re certain it’s time well spent.

We’re not finished yet. When we meet again we’ll be planning how to mitigate any potential risks. Identifying small gradual steps that make up the journey to Balanced Leadership. As they say: “forewarned is forearmed”.

I mentioned last year that one of my favourite maxims is “the unit within the system with the most responses controls the system”. With my support she’s developing a range of responses, identifying small changes and making course corrections as she goes along. And that’s our winning strategy.

The “genius, power and magic” of boldness

IWD 17 Twitter

It’s International Women’s Day and this year’s theme is #BeBoldForChange.

My dictionary defines bold as meaning both (1) confident and courageous; and (2) without feelings of shame, impudent. I suspect I’m not alone believing that bold actions in women are more often seen as the latter than the former.

For example: in their book “Why Women Don’t Ask” Linda Babcock and Sara Laschever point out that women are much less likely to use negotiation to get what they want than are men. They tend to view it as a masculine and competitive strategy. They prefer not to rock the boat. And in my experience, when faced with the work-life balance challenges of being a working mother they prefer to simply “fix” the problem by moving themselves onto the “mommy track”. They don’t want to be seen as asking for concessions because they’re not coping.

The thing is – as I’ve pointed out in previous blog posts – if we don’t ask nothing will change. Our mothers and grandmothers asked. For part-time and term-time work. And women made progress in the corporate world. Then things stalled.

By not asking we become complicit in covering up the fact that existing corporate cultures clash with women’s lives. We give our employers a “get out of jail free” card that allows them to suggest it’s something lacking in women. And the consequence – as revealed by recent Chartered Management Institute research – is half a million women missing from management.

Coaching a junior manager recently she concluded that she lacked the confidence to apply for a middle manager role. It’s a widely held assumption that poor confidence holds women back. But in her case she had a very real concern about being able to spend time with her family if she took on any more work responsibilities. And that’s what’s really holding her back.

With the right tools we’re crafting a job she feels confident she can do: and that makes best use of her skills while enabling a balanced life. It has required her to #BeBoldForChange and in her case this has paid off. Her manager is supportive – recognising and valuing her talents.

Most of us are willing to be bold on behalf of others – particularly family members. But when it comes to working practices we often shy away from asking for what we want. Because it’s not been done before. Because we’re worried about being seen in a negative light; our commitment being questioned. And we worry we’ll be seen as impudent rather than courageous.

So this International Women’s Day consider being bold not just for yourself – but also on behalf of the people around you. In negotiating better balanced working arrangements you’ll be opening up new possibilities for them as well.

I recently heard a working mother say: “I hope things are better for my daughter when she goes out to work”. But hope alone will not change anything.

We must #BeBoldForChange. In the words of Goethe:

Boldness has genius, power and magic in it