One of the biggest challenges women face, is the lack of business contacts. Women tend to build contacts around their children’s school and sports activities, whereas men are more likely to network with business contacts. There are exceptions, of course, but that’s how networks typically evolve, which can put women at a disadvantage when it comes to opportunities.

Another issue many employees have, is how to move up within leadership ranks as they age. Employees who have focused on achieving work-life balance when they had children at home may be ready to take on more responsibilities as children grow up. They may also have the wisdom and patience to be excellent leaders but may have missed out on vital opportunities by choosing family over work.

Men and women are equally capable of being great leaders, but whether via socialization or biology, they are likely to approach it in different ways. Women are more likely to network around family activities and approach problems in a collaborative way. There are exceptions to every rule, of course, but it’s clear that women tend to be more interested in listening to different opinions before deciding and more focused on teamwork, whereas men are often decisive and less collaborative.

Both decisiveness and a capacity for collaboration are valuable traits in any leader. Empathy is important too, and leaders of any gender can hone those traits if they don’t come naturally. It’s also crucial for a leader to have the confidence to speak up. Many women struggle with that, especially when they are just starting out in their careers.

IMPOSTOR SYNDROME

Case Study  June 03, 2020  Yasmin Visram

“When people ask why I left private practice I usually blame my husband. I explain that when we married, he was already a partner at the firm where I was an associate. It made sense that I would be the one to leave. We wanted a family, and I wanted a less demanding job. The truth is a bit more complicated. I left because I felt that I was not good enough to stay.

The term “impostor syndrome” was coined in the 1970s by two psychologists, Pauline R. Clance and Suzanne A. Imes. Those who suffer from impostor syndrome have difficulty internalizing accomplishments, rationalizing success as simply a matter of luck. Despite external evidence or positive feedback, they perceive themselves as intellectual imposters.

Research suggests that most people will experience impostor syndrome at one point in their lives. It does not discriminate between males and females. Importantly however, women and minority groups suffer from it more often and with greater impact because the syndrome amplifies the effects of discrimination and unconscious bias. The feeling that you are not good enough is validated by subtle (or not so subtle) cues that you don’t belong in the first place.

The case study continues. Yasmin Visram states

“In my case, if I couldn’t see myself as a successful lawyer, the lack of diversity and “old boys’ network” did nothing to better that clouded view. To be fair, I had the opportunity to work with many accomplished women. They were all wonderful mentors, generous with their time and knowledge. Yet, in none of them could I see the “future me”.

Implicit biases about how a lawyer should look, sound, or act, to seem competent and confident, affect all of us. “It is often difficult for women, or people from historically marginalized groups, to overcome social biases held subconsciously by our clients, colleagues, and even ourselves.”