In a recent taped workshop, an executive at PwC, the professional services firm, shares that she’s uneasy revealing the brand-name organisations she’s advised for fear of “bragging”. Another says she’s hesitant to say the names of chief executives she’s worked with directly, lest it looks like she’s “name-dropping”.
Sheila Wellington was the first woman to become secretary of Yale University in the 1980s, a prestigious role that ranks just below the Yale provost and president. After completing her stint at Yale, she ran Catalyst for 10 years, a nonprofit group that works to improve opportunities for women in business.
In one of the swankiest spot in New York’s Chinatown this week, the Women’s Venture Fund (WVF) held its 14th annual gala, and honoured two highly successful women in business, writes Devon Portney. They are Ida Liu of Citibank, and Alitia Faccone of McCarter & English, the law firm.
It is not easy being a woman on Wall Street. And it’s even harder being a woman of colour. According to new research from Catalyst, the non-profit group that aims to expand opportunities for women in business, those belonging to racial minority groups face greater challenges than white women in developing trusting relationships with their managers in the financial services industry.
Political leaders advocating measures in the short term to ensure a long-term solution to the global debt crisis is a concept with which we have all become familiar. But are business leaders following the mantra of short-term steps for long-term gain when it comes to their own leadership strategy?
In a business environment where competition, employees and teams are becoming more global, and stakeholder groups are more diverse, what are the characteristics of an effective business leader in the 21st century? And where do women fit into this picture?
It is something of a truism to say that men are competitive and women are co-operative in life and work. But a new study from Harvard Business School challenges this received wisdom.
Research examining how men and women respond when competing or co-operating on a given task indicates that male and female performance appears to be strongly linked to the gender of their opponent.
The perception that women must be seen to be “one of the guys” in order to do well in the workplace is a common one.
It is a view partly shared by Michael Treschow, the chairman of Unilever, who told me some time ago that the dynamics of male and female upbringing can determine why women at some companies feel excluded from taking their place at the table.
Bess Truman once famously quipped that her job as first lady entailed little more than sitting “quietly on the podium next to her husband” and making sure “her hat was on straight”.
Times are different, of course, and while the position of first lady comes with no pay and no official responsibilities in most countries, a new fellowship programme developed by the Rand Corporation, the non-for-profit research organisation, is trying to change that. The programme, which is held at Rand’s office in Arlington, Virginia, aims to help African first ladies and their staff develop analysis skills that will enable them to exert a bigger role in health and social policy across the continent.