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The Hammer that Breaks the Glass Ceiling by Alicia M. Rodriguez
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Despite Fortune Magazine’s look at the most powerful women in business, women are still in the minority at the uppermost levels. And what it takes to get there can be daunting to women now entering the workforce as they watch what it has taken the generation before to get there. There is the proverbial “glass ceiling”, a somewhat invisible barrier that becomes brutally apparent when you hit it on your way up. Ok, things are better now than before but considering how bad they were for a woman before, that isn’t saying as much as one would expect. Here are some findings based on a research by Catalyst. (See figure bottom of next page: The Catalyst Pyramid) What is clear is that women have a long way to go!
In 2002, women represented 15.7 percent of the corporate officers among all Fortune 500 companies compared to 12.5 percent in 2000. In addition, women top earners represented 5.2 percent of top earning corporate officers, compared to 4.1 percent of all top earners in 2000 and 1.2 percent in 1995. Women account for 9.9 percent of line officer positions in 2002 up from 7.3 percent in 2000. Line corporate officers have profit-and-loss or direct client responsibility, while those in staff positions provide functional support to the line operations. (Source: 2002 Catalyst Census of Women Corporate Officers and Top Earners – most recent data).
So what are the essential elements for women who are rising to top levels? What are some of the obstacles we can anticipate in developing women for leadership? Can we shift our mindset - from compromising who we are for an antiquated definition of leadership to engaging fully as humans and women as the only viable avenue for empowered leadership? Can we be individuals inclusive of a new leadership paradigm that applies equally to men as to women? Who will take the next step?
Leadership styles are evolving as much out of necessity in this fluid, ever-changing environment as out of the refusal to compromise our humanity for the sake of numbers and profits. What we have discovered is that these elements are not mutually exclusive, but indeed integral elements that are in service of one another. Leadership is becoming more and more holistic and inclusive. Allow me to suggest the four “P’s” of Leadership: Presence, Paradox, Power, and Potential. continued...
The Neuroscience of Happiness An Interview with Rick Hanson, Ph.D. For years, research has shown that, over time, our experiences literally reshape our brains and can change our nervous systems, for better or worse. Now, neuroscientists and psychologists like Hanson are zeroing in on how we can take advantage of this “plasticity” of the brain to cultivate and sustain positive emotions.
In this interview best-selling author Rick Hanson explains how we can rewire our brains for lasting happiness.
Click on GO to read it.
What’s Tom Reading? by Tom Peters Tom Who? Tom Peters. He suggests “Naked in the Boardroom” which he describes as “the best book on strategy and tactics for women aiming to make it big in business”
“Postpartum Depression” by the APA
About one in 10 new mothers experience some degree of postpartum depression. free
“The Yin and Yang of Leadership” by Alicia M. Rodriguez
Collaboration. Emotional Intelligence. Relationship. Having an awareness of one’s own humanity and that of others will create a balance between what may have been considered “feminine” and “masculine” qualities that results in effective and inspirational leadership, regardless of gender. free
“Being Here” by Edward Teach
Making big changes in a business is always difficult. Can managers make it easier by mastering the art of “presence”? free
The Hammer that Breaks the Glass Ceiling 
The Neuroscience of Happiness 
What’s Tom Reading? by Tom Peters 
