By Becky Blalock
From a veteran Fortune 500 government, how girls can succeed in and reach most sensible management positions
Though girls carry a majority of the managerial jobs within the crew, they occupy an insignificant 14% of C-suite positions at Fortune 500 businesses. to wreck via this obdurate glass ceiling, girls needs to discover ways to take daring steps while career-defining moments come up. in the course of her 33-year occupation at Southern corporation, a Fortune 500 application corporation, Becky Blalock rose to develop into CIO in a historically male undefined. Now she deals her personal hard-won recommendation, in addition to that of 28 most sensible girl executives, to teach all aspiring ladies the right way to dare to arrive the top tier of management and C-suite positions.
• comprises suggestion and mentoring classes from most sensible girls enterprise leaders corresponding to: Anna Maria Chávez, CEO of the lady Scouts of the united states; Kat Cole, President of Cinnabon; Carol Tomé, CFO of domestic Depot; Dr. Beverly Tatum, president of Spelman university, and Jeanette Horan, CIO of IBM, between many others
• beneficial properties ordinary, sincere suggestion on gaining self assurance, talking up, discovering mentors, studying to fail, development a community of allies, dealing with others, and more
• Written by means of pioneering enterprise chief Becky Blalock, with a Foreword through Anne Mulcahy, former chairperson and CEO of Xerox Corporation
Dare is must-needed consultant for girls all over, at each point, striving to increase the nature, abilities, and relationships that bring larger good fortune within the place of work.
Read Online or Download Dare: Straight Talk on Confidence, Courage, and Career for Women in Charge PDF
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Extra resources for Dare: Straight Talk on Confidence, Courage, and Career for Women in Charge
As your effectiveness increases, so will your conﬁdence. Likewise, as you feel more conﬁdent, you will make more effective decisions. You’ve heard of a vicious circle. Well, this is what is called a virtuous circle. Peter Buckley, the dean of the School of Psychology at the Medical College at Georgia Regents University, told me that “the ability to improve your attitude and conﬁdence is directly tied to self-awareness. ”1 The trouble is that most of us know much more about our strengths than we do about our weaknesses.
If, however, one person tells you something that doesn’t seem to ﬁt with the issues others have raised, weigh that outlying, aberrant message carefully. Chances are it is not productive feedback for you. Also realize that although criticism is valuable—indispensable, actually—there are some people who will criticize you not to help you and your enterprise improve, but actually to undermine your growth. Their motive may be envy or competition for recognition within the organization; it may be that 3GC02 08/12/2013 8:57:54 Page 39 Dare to Know Yourself 39 they just don’t want you to make changes that create more work for them.
After most decisions I make and actions I take, I ask for candid feedback to determine what I can do better next time. People are generally reluctant to give you no-punches-pulled, constructive feedback unless they are certain that it is what you really want. Few of us enjoy hurting someone’s feelings, so you must be perfectly sincere in your request for candor. Open the door to it, and people will tell you the truth. Expect to be surprised by what you hear—and maybe unpleasantly so. Even if you think you’ve done something well, you should ask others speciﬁcally what could be improved.