Feb. 18, 2017 "Navigating through the Trump era": Today I found this article by Leah Eichler in the Globe and Mail:
In a time when women may come face-to-face with leadership styles similar to the U.S. President’s, preparation is key
It was a landmark week in Canadian-U.S. relations as U.S. President Donald Trump and Prime Minister Justin Trudeau met for the first time. Pundits seemed to agree that Mr. Trudeau managed the meeting with the occasionally erratic world leader well, evidenced by the fact that it remained boring and devoid of a bizarre handshake.
Mr. Trudeau’s performance should act as a lesson to many women navigating the workforce in the Trump era. While arguably the effects of Mr. Trump’s style of leadership may not have penetrated the ethos of the work force so quickly, there are valid concerns that his personality traits will have a trickle-down impact on male leaders over time, particularly those nostalgic for the days of old, when men were men and women “dressed like women.”
So how does one negotiate with a Trump-like figure at work, who might be pliable with facts and quick to make a decision?
Get things in writing and come prepared, advised Carrie Gallant, a negotiation and leadership coach and strategist in Vancouver.
“Preparation is No. 1 in any negotiation and arguably even more critical when it comes to negotiating with someone like [Mr.] Trump,” she said.
“It may seem as though Mr. Trump himself is totally unpredictable when it comes to the facts and what he will base his decisions on. However, that is what is predictable about negotiators like him. [They are] predictably unpredictable and so you prepare accordingly,” Ms. Gallant added.
Another suggestion when managing a personality type that includes a big ego, especially about his negotiation skills, is to not buy into the hype. Mr. Trump, observed Ms. Gallant, created a mythology that his superior negotiating skills could “make America great again.”
She disagrees with the theory that he’s a great negotiator and warns women when they are negotiating to avoid being intimidated into giving into the demands of your opponent.
She disagrees with the theory that he’s a great negotiator and warns women when they are negotiating to avoid being intimidated into giving into the demands of your opponent.
Another way to manage someone’s ego is to come prepared with many questions, explained Fotini Iconomopoulos, co-chair of sponsorship for the Network of Executive Women (NEW) Toronto Chapter and a negotiation consultant based in Toronto.
“People with huge egos don’t like to be told they’re wrong, so asking questions is a less combative way to point out the facts,” said Ms. Iconomopoulos, who on March 8, International Women’s Day, will be speaking to NEW in Toronto on “Breaking through the Glass Ceiling with Effective Negotiation.”
“Egomaniacs love to hear the sound of their own voices and they want to look like they know everything, so they’re more likely to start talking.
But if you’re asking the questions, you’re the one directing the conversation and getting all the information you need,” she added.
But if you’re asking the questions, you’re the one directing the conversation and getting all the information you need,” she added.
Additionally, Ms. Iconomopoulos suggested that women not be afraid to “set a trap” by asking a question they know the answer to. This tactic gives the person directing the questions the space to think.
At the same time, it offers their opponent the time to dig himself or herself into a hole. If they respond with a statement you don’t like, be sure to maintain your composure and probe with another question.
At the same time, it offers their opponent the time to dig himself or herself into a hole. If they respond with a statement you don’t like, be sure to maintain your composure and probe with another question.
“These people are predictable, and that knowledge is power, so use that your advantage and prepare for a cerebral battle,” Ms. Iconomopoulos said.
Perhaps a more challenging trait in terms of negotiating with someone such as Mr. Trump is the underlying fear that he doesn’t respect women. Overcoming that presents a sizable challenge.
Ms. Iconomopoulos, who has worked in male-dominated industries such as energy and alcohol, and in very patriarchal countries, said the easiest way to get a boost when dealing with men who would prefer to deal with men is to have someone else set the stage.
“Whether it was someone in their own group giving me some praise before my arrival, or even someone from my own team telling them that I was the best person for the
assignment, it had a notable effect on piquing their curiosity. If you can get an advocate who they like better [meaning any male] to say a quick word about you, it opens a door,” she said.
assignment, it had a notable effect on piquing their curiosity. If you can get an advocate who they like better [meaning any male] to say a quick word about you, it opens a door,” she said.
While this advice should come in handy with the one-off Trump emulators you are bound to meet, there is no imminent fear that the progress women have made in the work force will be rolled back overnight.
Citing the record number of women who showed up to march after Mr. Trump’s inauguration, Ms. Gallant observed that the tendency to connect with allies and build communities in response to negative behaviour is increasingly ingrained in our culture.
“If male leadership reverts to older views and treatment of women, women will react differently than in the eighties and nineties,” Ms. Gallant insisted.
It may seem as though Mr. Trump himself is totally unpredictable when it comes to the facts and what he will base his decisions on. However, that is what is predictable about
negotiators like him. [They are] predictably unpredictable and so you prepare accordingly. Carrie Gallant Negotiation and leadership coach
negotiators like him. [They are] predictably unpredictable and so you prepare accordingly. Carrie Gallant Negotiation and leadership coach
Mar. 13, 2017 "Championing gender equality in the workplace starts at grassroots level": Today I found this article by Heather Caltagirone, Erin Davis and Tyler Waye in the Globe and Mail:
At the inaugural meeting of Prime Minister Trudeau and President Trump, a new council for the advancement of women entrepreneurs and business leaders was announced.
Really?
While Trump may have been attempting to capitalize on foreign goodwill (after the mass criticism he has received on issues related to women) the question must be asked:
Is another top-down, bureaucratic committee what we need right now?
Or, to drive the next wave of feminist social justice, is it time to fuel the powerful grassroots movement of women across North America?
Is another top-down, bureaucratic committee what we need right now?
Or, to drive the next wave of feminist social justice, is it time to fuel the powerful grassroots movement of women across North America?
The council is a joint initiative aimed to remove barriers for women entrepreneurs, as well as tackle issues affecting women in the workforce. No question, an important focus.
Yet, is it the right focus and will it be enough?
Research shows there are numerous systemic issues that prevent gender equality change from taking place. The result is a disproportionately low number of women at top levels of businesses.
Gender balance around boardrooms and executive tables is simply not shifting to the extent it must. Data uncovered by Catalyst, identify that women currently hold only 29, or 5.8 per cent of CEO positions at S&P 500 companies. On its own, cause for concern.
Gender balance around boardrooms and executive tables is simply not shifting to the extent it must. Data uncovered by Catalyst, identify that women currently hold only 29, or 5.8 per cent of CEO positions at S&P 500 companies. On its own, cause for concern.
Yet when compounded with the proven reality that gender equality in our workplaces produces better results, higher quality decisions, stronger financial indicators and better outcomes for society, the full impact of this issue is brought to light.
Having more women at the table is not simply the “right thing to do.” Effective strategies are needed to drive true change, requiring more than good will and surface-level agreements.
Time is no longer the answer to shift our corporate demographics.
Having more women at the table is not simply the “right thing to do.” Effective strategies are needed to drive true change, requiring more than good will and surface-level agreements.
Time is no longer the answer to shift our corporate demographics.
So, how should we champion change? Recent events hold a key. It is time to unleash the seemingly pent up ground swell of a gender-focused social movement.
Debra Guckenheimer’s research on social movements in organizations from the Oxford Handbook of Positive Organizational Scholarship, highlights how changes in a societal context and can cause pressure within organizations to actually make change. Important findings, indeed.
History has shown that social change creates legitimacy for organizational change. Which is good news, because momentum is building.
History has shown that social change creates legitimacy for organizational change. Which is good news, because momentum is building.
With the Women’s marches that took place a number of weeks ago across North America, it is safe to say the motivation is present.
So too is a strong collective identity. Opportunity has clearly arrived. Gender equality within organizations, can be boosted by the incredible energy and movement occurring outside of corporate walls.
So too is a strong collective identity. Opportunity has clearly arrived. Gender equality within organizations, can be boosted by the incredible energy and movement occurring outside of corporate walls.
The easy changes have been implemented. Small operational changes are not the answer– rather we need to understand that effective strategies are multidimensional, multilayered and action oriented. To accelerate this paradigm shift to gender equity, we need to approach the solution with the mindset that the answer will not be one-dimensional. Wide angle lenses are needed.
Of course the ultimate strategy includes a myriad of organizational practices still requiring improvement. Workplaces must hold up the mirror, asking key questions of themselves:
- What do our organization’s mentoring and sponsorship programs look like? Are they effective on paper, but not in practice?
- What are the unconscious biases held by each of us (in particular those in positions of influence)? In what ways has bias filtered its way into our corporate culture and organizational systems?
- Have we created a language that is accessible and inclusive to women?
- Equal pay – are there gaps?
- What kinds of deliberate investments are in place to help women in our workplace?
- Who are the organizational change champions at all levels?
Organizational changes are still needed. Yes. But, we have known that for decades. Driving new hope today is the tremendous ground-level push. Not often has the united force been so strong.
So, let’s get on with this change – it just makes good business sense. Let’s stand with the five Canadian business leaders (who happen to be women) on this joint council and let them know there are hundreds of thousands of women and men, looking to help.
Let’s remember that some of the largest social change movements were not driven from the top but come from the grassroots. Let’s not sit back and wait. Solutions are already there. It is time to enable for action.
Let’s remember that some of the largest social change movements were not driven from the top but come from the grassroots. Let’s not sit back and wait. Solutions are already there. It is time to enable for action.
Heather Caltagirone is a founding member of worksforwomen.org. Erin Davis is the strategic planning manager at Stantec, a professional design firm, and a founding member of worksforwomen.org. Tyler Waye is president of IN.FORM and co-founder of YoungLeaders.World
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