A.

A woman doesn’t need to be a man to succeed at

work

There are gaps in leadership between men and women, which allow for organizational gender di
versity. Females make up nearly half the workforce. Yet fewer than 20 percent of Csuite executi
ves are women and only 5 percent of Csuite executives are male. A DDI research discusses three
variations in temperament between the two sexes —
inquisitivity, openness and impulsiveness. Could this say, in order to be more effective a woma
n would behave more like a man at work? "The simple response is no —
except in terms of confidence," says Tacy M. Byham, CEO, DDI. “Women need to do a better
job of declaring themselves and becoming their own advocates—speaking and acting confidently
and mentally promoting themselves to a future-focused role. With this mindset, their own
behaviors change. This strengthens a woman’s impact and improves her ability to get that seat at
the table,” she adds. DDI's research indicates that women are less optimistic than men, and less
likely to identify themselves as highly successful leaders. On the opposite, people strongly self-
rate their own leadership qualities and willingness to overcome business and management
problems. According to the report, only 30% of women rate in the top 10% of leaders compared
to 37% of males. At the senior stage, 63% of men are ranking themselves as highly successful
leaders, compared to just 49% of women. Women were less likely to have completed
international assignments, or to have held leadership positions around continents, or
geographically scattered teams, both of which reflect major opportunities for growth. Members
with exposure to globalized and more recognizable perspectives are more likely to move on.
Normally we seem to concentrate too much on disparities that are, in fact, small and far away
between. The truth is, there is no difference between the two genders in the levels of competence.
Creating high-performance cultures; empowering employees; fostering a customer-focused
culture; establishing cohesion and accountability; developing corporate talent; creating strategic
alliances and connections, pushing creativity in systems and improving productivity are all
practices successfully conducted by men and women alike. Data reveals that men are 16 percent
more inquisitive than women, likely because of their tendency to gravitate towards careers in
STEM (Science, Technology, Engineering and Mathematics) inquiry. Females are more reactive
than men interpersonally (13 percent more), which can be a benefit in societies where members
are praised for attitude and contact with others. Men are often more impulsive than women (11%
more), which could stem from the reinforcing mentality of 'just do it,' where women are nurtured
with the mindset of 'do not do it until you can do it right.' The report shows that in the consumer
goods, retail services, electronic applications, telecommunications, plastics, electricity and
infrastructure, housing, heavy manufacturing, automobile and retail sectors the lowest percentage
of women in leadership roles—15 to 30 per cent. And other sectors like healthcare, education
and retail industries, where women leaders are in large numbers (43-47 per cent) have more
female-dominated workforces. Industries where women executives are adequately represented
include: food, finance, and telecommunications services. The percentage of women in an
industry who are working and lead affects women's chances to progress and grow, which also
has consequences for the future. Industries with a lack of women in leadership are suffering from
fewer role models and mentors to inspire and direct younger generations into leadership
positions. Industries where women executives are adequately represented include: food, finance,
and telecommunications services. The percentage of women in an industry who are working and
lead affects women's chances to progress and grow, which also has consequences for the future.
Industries with a lack of women in leadership are suffering from fewer role models and mentors
to inspire and direct younger generations into leadership positions. A third of the people
surveyed acknowledged having done something at work in the past year that would constitute as
inappropriate activity or sexual assault, in a new survey commissioned by The New York Times
and Morning Consult; in countries around the world, and in nearly every business and market,
we see the need for reform. Good as it is that there are so many stories coming to light that
affirm women's perspective, this is just the first step. They don't just need to make # me too a
hash tag but a call to action. Trying to get more women into leadership is a vital part of pushing
about the systemic transformation that we need. That includes recognizing and mentoring
potential leaders in the often difficult early years of their leadership development. It's also true
that the strongest, most permanent change occurs internally, and as we move on culture change
we also need to focus on transforming ourselves — the one thing we have full control over. We
get to own more of who we are, and what we have to bring. When we do that we are reclaiming
our own strength. Here are few things that you can do— right now, where you are — to get it
done:

1. Become a value person.

When you're waiting for others to understand the importance that you're taking with you, you
may well wait forever. Acknowledge your own worth. If you're looking to collaborate on a
project, speak up. If you want to head a squad, tell them that. No one will appreciate your efforts
before you have your own understanding of them. Focus on being known as someone you can
count on.

2. Let them hear your voice.

Studies suggest that women are much less likely to speak up in meetings than men — even when
they do speak up, they often apologize even cause themselves to be distracted. If you don't
believe you've been worth sharing, then can people trust you? Recognize the importance of your
thoughts, and feel it is worth listening to what you have to say.
3. Speak definitely.

When your form of speech appears a little slow, then practice being assertive. That's not to
suggest you will be disrespectful or offensive. If you speak and others will see you as more
trustworthy and assured, simply drop the excuses and qualifications. Know what you're doing,
and do it clearly.

4. From striving to be a favorite.

During an effort to get heard, women sometimes take on the role of the pleaser. If having some
coffee isn't part of your work, let someone do it in a proper way. Being polite is great but trying
to impress someone does not get you anywhere. It belittles you rather than supporting or
encouraging you, and gives the illusion that you are unaware of yourself.

5. Know your things, and then some.

Play according to your abilities. When you can recognize what's special about your experience,
use those qualities to move on. And if you don't have all the abilities you need to be good, go out
and learn. Take a seminar, read a book — do whatever you can to separate yourself and develop
professionally.

6. Know how to return to confrontation.

Instead of intervening in or preventing confrontation, learn to move together by accepting the

confrontation and saying, "So how are we getting beyond this?" Do not make or encourage
personal attacks; keep it civil. If you're frustrated, don't communicate and don't read feelings or
sounds into messages, emails or directives. Don't keep a grudge; lock hands, hold your head up
and get back to work until the confrontation is over.

7. Taking on a lead role.

You needn't have a leadership tag in your workplace to be considered a leader. In your place,
consider a leadership capacity in which you can excel — whether you are leading a crucial
project, settling disputes and managing disagreements, or facilitating decision-making in a
crisis — and challenging yourself to be the go-to-person for those circumstances.

8. Don't be afraid to seek a promotion or a bonus.

Chances are you'll be telling a male manager when you're up for a raise or promotion, so it can
be daunting. Even if you've been with a company for a while, and you're obviously seen as a
rising champion, don't be nervous. Make the standards plain, and state why they should be met in
basic terms. Most bosses won't give you a raise or the job you want, unless you have the right to
order it. The truth of your success and leadership can't be disputed by your manager, so take the
time to work out the talking points for those fields. The more data you have, the greater the
chance you get to win the war. 9. Seeking a partner. In the office pursue support by establishing
good partnerships with your manager and other senior members. Pay special attention to
establishing partnerships with people who believe in you and who support you publicly — they
will be your greatest champions and your largest supporters.

10. Lead by example for example.

If every person was who they wanted to see in the world, they would cross many chasms and fill
many holes in their leadership. Individuals have too much room to step out and forth and
demonstrate what real successful leadership is — and that happens when leading by example.
Attract your desires, show what you desire, become what you value and represent what you
appreciate.

Let's not look back but instead think of a new future by improving the current. It's time for a
change, and change will only happen when we as women own our own strength, opinions, and
trust, trusting that others will follow our lead.
References and Links:

https://www.hrkatha.com/research/a-woman-doesn-t-need-to-be-a-man-to-succeed-at-work/

https://www.inc.com/lolly-daskal/how-to-succeed-as-a-woman-in-a-male-dominated-world.html