Gail was leaning in

Gail Rebuck (Photo credit: Random House)

I haven't read the book yet, but when the publicity first began around Sheryl Sandberg's new book, Lean In, I immediately signed up to the website. Similarly, as soon as the Guardian announced their new Women in Leadership network, I signed up straight away. Both set out to inspire, embolden, and fire up women to step up and take a seat at the top table.

I've blogged in the past about what I believe stop women from doing this (stepping up/leaning in). I write this blog just after two of the publishing industry's top female executives leave their posts: it's almost shocking that this news in itself is shocking; would it have been such a big story if they were not female? It's the fact that there are so few women at the top table that makes it such a big deal, and that is incredibly...well, shocking!

I wouldn't say I'm an all-out feminist. But I would say I want to know I've got just as much chance of reaching my potential as any male colleague would. There was a fantastic article with Gail Rebuck in the Times at the weekend, which is now pinned up on my fridge and will stay there for the foreseeable future. At just 38, she was made CEO at Random House. Whilst I can say with complete honesty that I don't see a CEO position in my future, I do see a long and exciting career ahead, and this article was a good reminder of what is possible for a woman in publishing. Gail managed to balance a home life and a successful career. It doesn't have to be one or the other. It's a shame there are not many more examples of successes like this within publishing; there just aren't enough role models.

Where are all the women in leadership?

screen grab: BBC 'Women at the Top'

Hilary Devey's recent two part investigation for the BBC has given me some food for thought. I'm a thirty year old who knows that she wants a family, but equally hasn't yet reached full career potential. In the documentary this is the point many young women like myself are leaving the career ladder in droves. I want a career AND a family. But can I have both?
When I was born, my mum made the decision to make sacrifices in her career for her family. A consultant radiologist since her early thirties, she was what Hilary's programme would have set out as a future star for senior management. In the long run, deciding to work part time did affect what she achieved, but she feels it was the right choice. Work life balance in the 80's is not what it is now, and would the decisions my mum made be the same if she was in the same situation today?
For me, I know that my current employer offers excellent maternity benefits and flexible working for parents. That is a huge plus. But equally I also know that my current employer doesn't have a strong career pathway for me. It's a dilemma as a thirty year old to decide whether to risk staying on but hurting my career versus leaving for another company that offers better opportunities but less security. There's a huge sensation of guilt hanging over me as I flim-flam between prioritising career over family then back again.
I came away from both episodes of Hilary's programme feeling inspired. I want it all, and I came away feeling more confident that that is possible to achieve. There needs to be better representation of women in senior management positions, and there needs to be better gender balance throughout companies. The research suggests how much more productive, cooperative and happy gender balanced teams are. And that more revenue is generated as a result. It also looked at the psychology of recruitment, and made me realise I myself don't rate myself highly enough when it comes to looking at my skillset. It has renewed my self belief and equally my motivation to go for what I want, which is the best of both worlds.
Gender balance in the workplace is not going to be achieved overnight, but women need to be confident in their abilities and to work with their employers to see the benefits of providing good work life balance.
I know when my husband and I do get around to having kids I will be more driven to find a way to continue my career path, as I confidently believe that I have it in me!

Inspiring a generation

Screen shot: BBC coverage of the closing ceremony, 2012

Well, after seventeen days of a certain sporting event that we are not supposed to name (for some great background on censorship of the Games, see the latest issue of Index on Censorship), London is awakening from its post-party hangover and is feeling pretty good.

There were several times that the Games brought me close to tears. Oh, who am I kidding, I cried like a baby. From the opening ceremony, Seb Coe told us these games would inspire a generation. His words played out in symbolism, with a relay of young athletes carrying the torches to light a spiral of petals, each catching the fire from its neighbour, spreading out just like that spark of inspiration.

Equally we were humbled by the awe-inspiring athletes, with their dedication, skill and commitment. In the face of defeat, they were good humoured, mature, positive, looking to the future.

There is lot of talk right now on the legacy of the games, and what London needs to do. But the chief inspiration I want to share is what Seb Coe's own contribution has made.

An Olympian himself, Seb Coe has cut a respectable, likeable, knowledgeable figure during the past seven years leading up to the Games. His media appearances have been well orchestrated, yet at no point did his performances feel controlled. Rather, his communication comes across as incredibly genuine.

His speeches at the opening and closing ceremonies are strong examples. In a spectacle where a speech could, and in the past has, come across as boring and irrelevant, Coe spoke in a manner that was simple, yet powerful. I'm tempted, in fact, to do a little linguistic analysis to review what lexicon was chosen: his turn of phrase felt aimed at the common man, but also rang true to the international audience, and all praise to his speech writer for the masterful rhetoric.

So what next for Coe? The media are clamouring for everything from government to king - with the ability to win hearts with simple words you can see how running for mayor might not be a bad move. Even without knowing his policies you can see he has inspired a generation of Londoners.

So what does this, as a communicator teach me? That there is a huge opportunity here for those seeking prominence/profile to work on their public speaking. Obviously having a great speechwriter helps too, but it's delivery - honesty and pace, which comes across in those words chosen that really matters. Even without knowing anything else about that speaker, you take away a perception of their  abilities. Something for any potential leader to think about if they're seeking to inspire.

Empowering employees

It's a year since I returned from an amazing one-week management retreat at Ashridge Business School. As a second group of colleagues also returned just a week or two ago, several of us have been reflecting on what we've achieved a year on.

The week I spent at Ashridge was intense, on many levels. One aspect was the challenging hours - straight into work from 8 in the morning or earlier through to 10.30 or 11 at night (working, not socialising, which is rare in my industry!). 

Another was the sheer level of immersion in business theory, from considering the global business environment and challenging assumptions we held about our industry, to change management and finance. 

Then there were the real hands on exercises, including a full business simulation, running a pretend company over a period of seven years (where each year lasted only a few hours). Having no experience previously outside my own area, this was thrilling, and fully absorbing.

Lastly there was the personal journey that we all experienced. From watching ourselves on camera, to engaging in detailed feedback from our colleagues, and a self assessment scoring, I came away with a much clearer understanding of my work style, how I am perceived by colleagues, and how to be more effective both with my team and within my organisation more broadly. I came back brimming with confidence in my abilities, with drive and motivation to be a better manager, leader, colleague.

It was timely that econsultancy posted this article a few days ago, looking at employee motivation. Amongst the great suggestions were having a clear career path, having flexible working, having time to pursue personal projects, and ensuring people found their work meaningful. I wonder why some of the following didn't come up:

- Fostering a keen sense of self
One key takeaway from Business school was how much more effectively we work when we understand our colleagues better. Investment in culture is important. Find out how each team member likes to work- either through psychological profiling or other means. Having this knowledge empowers individuals to communicate better - for example as an introvert I am most effective if I have had time to digest information ahead of a meeting).  Knowing how my peers like to work enables me to respond appropriately to their needs, building a stronger relationship and better work. Inevitably, that makes me happier!

- Building strong teams
Motivation,  I'd say, is closely tied to how able a team is to rely on each other. 
The stronger the bonds between a team, and the more honest they can be with each other, the more effective the workplace. 

- Training and development
While the article pointed to career paths, what can often be missing is the tools and guidance to navigate the route. Investment in training, as I've been fortunate to have in both my current and previous workplace, can be hugely motivating.