Ambition and High-Octane Women
Over the last two months, at women’s leadership events in London (American Express), Los Angeles (Warner Bros.), and Basel (Novartis), I‘ve been tangling with the shape and scope of female ambition. At these gatherings, battle-hardened corporate women talked about passion and commitment—to their companies, their colleagues, the products they create and the goods/services they sell. Dedication bounced off the walls.
All of which serves to underscore deep, on-going differences between men and women.
When it comes to aspirations and goals, men are relatively simple creatures. Power and money is what they crave. According to a 2004 study by International Survey Research, career advancement and financial rewards rank #1 and #2 on men’s wish list.
Women are much more complicated. Compensation packages and titles figure on their priority list, but, as I've noted in Off Ramps and On Ramps: Keeping Talented Women on the Road to Success, six other goals -- high quality colleagues, “bringing myself” to work, flexibility, collaboration and teamwork, recognition, and giving back to society -- trump money and power for women.
Working mothers in particular have a very high bar when it comes to what drives them to want to go to work in the morning. During a London interview, one female executive put it succinctly:
“When I walk out the door in the morning, leaving my two-year-old with the nanny, there’s usually a bit of a scene. Tommy clings and whips up the guilt. Now I know it’s not serious -- most of the time he loves his nanny. But it sure makes me think about why I go to work – and whether or not I want to put in a 10-hour-day. It’s as though every day I do the cost benefit analysis and recalibrate at the margin: Do the satisfactions I derive from my job (recognition, great colleagues, a sense of using my skills and stretching my mind) justify leaving Tommy? Some days it’s close run. One thing I do know. It couldn’t be just the money. I need a whole lot of things to be happening for me at work.”
For employers, there’s an important thread of good news here. Recognition, flexibility, and an opportunity to “give back” are important retentions tools for women. They also are less expensive than the traditional duo: comp package and title.
Does this reflect what you're seeing -- or feeling -- in the workplace nowadays?
Read all of Sylvia Ann Hewlette's Winning the Talent War posts.
MORE ON AMBITION AND WOMEN:
Keeping Your Most Valuable Women in Your Workforce, Best Practice Briefing CD-ROM
Do Women Lack Ambition? (HBR Article)
Required Reading for Executive Women--and the Companies Who Need Them (HBR Article Collection)
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Sylvia Ann Hewlett is
an
economist and the founding president of the Center for Work-Life Policy
where
she directs the “Hidden Brain Drain”—a task force of 35 global
companies
committed to fully realize female and minority talent. She also heads
up the
Gender and Policy Program at the
Comments
Hi,
a year I was offered the position of CEO at my company. Because I would say I am relatively young and inexperienced for thie post, in the end it was a challenge I felt I almost could not refuse.
But the decision was not an easy one.
I had to move from North America to Europe (Czech Republic), and I have no family, no children so technically this was easier on me than on someone who has to consider family disruptions.
However, leaving the environment and people where I grew up (and I take that as "North America" rather than a particular city), I knew I was pretty much giving up a social life or the possibility of starting a family for at least a year or two. (This was hard, because in terms of child-bearing years I feel my time is running a bit thin.) In the new job I knew the learning curve would be steep with little down-time. The position and characteristics of the Czech people, as I have learned, make it even harder than I had imagined, even when I do have the time, to make friends and meet people. So this was one point in my deliberations.
Another decision-point was, however, salary. The company I work for has below-average wage as is, and I took an almost ludicrous pay cut, and no pension benefits (they don't exist here...we they do, but the contribution is a "generous" $15/month). (I do believe I negotiated the best salary under the circumstances - even though I tend to undervalue myself.) I thought I would learn a lot, and frankly I was being given an opportunity I may not have otherwise (a form of "post-hoc" justification since accepting?)
Money did play a part, however, because at one point I told the owner that it was just not enough and was prepared to walk away. He insisted I reconsider...which, obviously I did.
So in the end, money wasn't the primary motivator - issues which I considered and won out were: career progression, learning, development, making a difference in the company, and personal achievment. Even vacation time (five weeks - when will I ever be able to take that?!?).
I must admit, though, not a day goes by when I don't feel like that I make much, much less (my conservative estimate is that I make at least 33% of what I could...if not less) than in a job that would be less demanding, less stressful, and perhaps even more rewarding.
The CEO title: I can't say that I value title for title's sake. Yes, it does mean you meet people you normally might not. Yes, it does open doors. And yes, I am proud of it. It puts me more on top of the food chain - which I equate, rightly or wrongly, with higher security. Tough to say. But it was definitely one of the least important reasons in the decision.
Lastly power - which can go hand in hand with title. I have to admit that this was one of the reason's I took the position, however, not because of "pure power". When I worked in the US for this company, I felt there were so many things holding it back, so many things that could be improved - things that I could not do from my position and distance. This was an opportunity to be able to change that. It would mean I could not only affect marketing in the US, but could get to the heart of issues like product innovation, marketing strategy, production processes, sales strategy and channel distribution, etc. etc. (It was also one of the most frightening aspects -- what did I know about being CEO??)
I don't know if this helps, or is useful.
I could certainly write tons more....I think I could write a book! Female CEO - decisions and deliberations :o) Hmmm....
Then there are observations about the women who work with me in the company. That's a whole issue in an of iteslf because of the way many women here still view employement. There is a real dichotomy between those that take careers seriously, and those that just want income between having children. (The Czech Republic, being socialist historically, and currently trying to implement a policy of population expansion, has a 3-year maternity leave, per child. Unthinkable by NA standards. Within that time the employer is required take the mother back in a similar position and at least at the same wage as when she left. Like I said, a chapter in and of itself).
Well, that's all for now,
Pauline
- Posted by Pauline
December 12, 2007 4:50 AM
Hi,
One of my hats - that of a recruitment agent involves decisions such as do you want a male or a female person for certain jobs. Over the years we can vouch that female business women have a different 'need' and seek a different remuneration package.
Nurturing the female social needs is crucial - give them more time and liberty along with responsability in equal portions - it works magic.
On the other side male needs are more focused on the money pack, future focus and job satisfaction.
And this holds across all cultures. I am based in Malta servicing companies in Malta, Sicily, Tunisia and Libya.
Joe
- Posted by Joe
December 27, 2007 12:34 AM
"High Octane" women derive their ambitious “overdrive” from two conflicting aspects of their psyche: the nurturing part which focuses on giving birth and raising children and the passive aggression on man's dominance in the family, workplace and society or "penis envy."
That is why women often seek or favor careers or projects which allow them to create and nurture ideas, services and products while at the same time passively reduce if not totally neutralize the dominant roles of males in the department, office or corporate network. This is what I call "corporate bobbitization." That is why power struggles among women can be more aggressive than those between women and men, since in the former case, the rivalry for "bobbitization" can be more intense and dangerous.
In short, the best environment for "high octane" career women would be one, which allows them to be creative, and dominating while simultaneously reducing the anxiety brought about by "penis envy" in the organization's network.
Raj Bose
Faculty - University of Phoenix
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January 5, 2008 5:59 PM
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