Women in Leadership

Where there’s a WIL, there is a way!

There is little doubt today we are much more self-conscious about who leads us and how.   For young women today, “everything is possible” - - rewind some 50 years ago and that was not the case, but the good news was women in the 1960’s were breaking the very ground young women stand on today.

The Business Insider reported that in 1996 there was only 1 CEO in the Fortune 500 companies.  Fast forward to 2010, 15 companies on the Fortune 500 list were run by women.  What is disappointing is there are 47 companies, or 9.4% of the S&P 500 that have no women on the board of directors at all! 

Read more: http://articles.businessinsider.com/2011-07-09/strategy/30050996_1_female-ceos-stock-market-companies#ixzz1nxqvVVH7

Let’s stay with looking more at the positive side of the growing trend; here is a small list of Women in Leadership….

Financial Post 500 (28 Companies With Women CEO/Heads) 

·         Shelley Broader, Wal-Mart Canada Corp. (#12)

·         Louise Wendling, Costco Wholesale Canada Ltd. (SVP) (#29)

·         Monique F. Leroux, Mouvement des caisses Desjardins (Desjardins Group). (#30)

·         Karen Kinsley, Canada Mortgage and Housing Corporation (#35)

·         Dianne Craig, Ford Motor Co. of Canada (#38)

·         Laura Formusa, Hydro One Inc. (#72)

·         Monique F. Leroux, Desjardins Financial Security Life Assurance Company (#85)

·         Kathy Bardswick, Co-operators Financial Services Ltd. (#92)

·         Nancy C. Southern, ATCO Ltd. (#104)

·         Dawn Farrell, TransAlta (#119)

·         Linda Hasanfratz, Linamar Corporation (#146)

·         Barbara Bellissimo, State Farm Group (#152)

·         Sophie Brochu, Gaz Métro, Inc. (#161)

·         Karen Gavan, The Economical Insurance Group (#167)

·         Monique F. Leroux, Desjardins General Insurance Group (#189)

·         Katherine (Kathy) Bardswick, Co-operators Life Insurance Company (#235)

·         Mandy Shapansky, Xerox Canada, Inc. (#238)

·         Debra Armstrong, Bank of America MBNA Canada Bank (President) (#269)

·         Heather M. Reisman, Indigo Books & Music Inc. (#283)

·         Marilyn McLaren, The Manitoba Public Insurance Corporation (#289)

·         Christine M. Day, Lululemon Athletica, Inc. (#345)

·         Nancy L. Knowlton, SMART Technologies, Inc. (#350)

·         Tamara Vrooman, Vancouver City Savings Credit Union (#356)

·         Ellen J. Moore, Chubb Insurance Company of Canada (#361)

·         Monique F. Leroux, Caisse centrale Desjardins (#419)

·         Tracy Redies, Coast Capital Savings Credit Union (#429)

·         Marie-Claude Houle, EBC Inc. (#430)

·         Susan L. Riddell Rose, Perpetual Energy (#485)

Research from Becca Lipman purported that large companies with female CEOs are outperforming organizations run by men.

March 8^th is International Women’s Day - - Support one another, email or call a women who inspires you. 

Lastly, for all of those brilliant young women I have had the privilege to teach – take a moment and picture your name on this list.

Why Some Ads Go Viral and Others Don't - Video - Harvard Business Review

Why Some Ads Go Viral and Others Don't - Video - Harvard Business Review

Skipping past the commercials seems to be normal watching behaviour.... Research indicates a change in where the "punch" occurs can retain the viewer.
Have a watch.

Should multiple voices represent the Company?

Over the weekend this question came up a couple of times from clients and that has prompted me to write a short response to all of you.  “Yes”, I believe “voices” can resonate better with the target customer.  Take for example a great Canadian brand WestJet.  You never see one voice but rather you see multiple voices with one message “I’m a WestJetter too”.  What must happen is the communication strategy must be clear so that we are all “on message” and not having conflict arises from differing communiqués.  Now Apple had a single voice in Steve Jobs; will Apple now employ multiple voices to further engage…  Tell me what you think?

Social media can help build and sustain your voices – Use social media tools to engage the customer.  Remember, create the communication strategy first, unify the message and have those voices engaging!

When do you need a Contingency Plan?

Follow this simple 3-Point Rule…..

First things first, let’s look at this from an impact and likelihood standpoint:

High Impact – High Likelihood - - Strategic Plan;

Low Impact – Low Likelihood - - Operations Plan and;

High Impact – Low Likelihood - - Contingency Plan.

Using this 3-point rule you can quickly assess the likelihood of occurrence and the potential impact.  The Contingency Plan is all about the “Who does what when IF “_____“should occur?   Here you should list out what events/triggers can change the business?  Authors Nolan, Goodstein & Goodstein suggest that events stem from either the:   1) External environment and 2) Internal issues.  Most organizations have the Strategic and Operational Plans but they miss out on the Contingency Plan development.   

For example, during an acquisition, the target is identified and you start working away quietly.  You may need a contingency plan to deal with a second bidder, assuming the impact to your business is high if you lose out.  If you do not plan, in this case, for a second bidder and one appears, then emotion can be left unchecked and price escalation is the result.  Or the outright loss deeply affects your competitive position in the future.  Take another....  An organization is planning to have a contract renewed, assuming it will be as management knows that the service levels are good and there have been no supply disruptions - business as usual, right?  Then "Suprise!" 

Management teams today should develop Contingency Plans as potential changes that are of high consequence, albeit a low likelihood of occurrence are out there. "Surprise!" does happen….. 

What to do…

When you bite off more than you can chew?

A famous idiomatic expression that suggests you have taken on more than you are capable of.  So, rise to the challenge!  Here are 3 very simple, straightforward things you can do that will help you tackle what seems to be a gargantuan challenge.

1.      Take one bite at a time.  Often we see the enormity of what we have committed to and fear sets in - - stop, take a step back and break it down.

2.      Prioritize and set expectations.  Often we get ahead of ourselves in promising and delivering.  Prioritize the task with key stakeholders and set expectations.

3.      Recognize that you may need support - - Ask for it.

I cannot recall a leader/executive in the making that did not bite off more than they could chew at one time or another…  Nope, I cannot think of a single one.  Why?  Because the “can-do” courage, the nudge from within says:  “I’m Hungry!”  If you are not hungry, chances are you are complacent – reach a little.  That is how you develop.

RIM!

Too little, Too late…. And here’s why we Do SWOT Analysis

A change in the executive is supposed to reassure the investment community that Research in Motion can ….. Compete in the new smart phone market…. Next Year?

Each year the senior management gets together and reviews the Strategic Plan, and here’s where complacency becomes evident.  The “external analysis”, opportunities & threats are real and the “strengths” need to capitalize on opportunities and mitigate the identified threat. You must not conclude your planning session without scenarios assigned a probability of likelihood and charted.   You cannot wait 4 years, each of which has noted the threat of Apple to your smart-phone business before you do something.  

Next time you are asked to take part in a Strategic Planning session, take the SWOT Analysis seriously.

Respect your competitors’ desire to displace you!  Hear what your customers are saying and innovate – this will help mitigate threats to your business.

Stop the Meeting Rollercoaster with

8 Minute Meetings

If you come from an organization that seems to have a lot of long meetings (1 hour & 2 hour) and most then wonder, “Why?”

·         I’m in a meeting

·         I have back-to-back meetings

Sound familiar?  If you want to increase efficiency and engagement from your team try having an 8 minute meeting, keeping these in mind:

1.      Enable Action - You do not have to play every instrument just be the conductor

a.       Provide guidance– this is your role if you call the meeting

2.      Have frequent check-ins

a.      Smaller numbers – 10 or 12 at a meeting creates loafing.  Over the years meetings and invitees have ballooned; lower the list and… look out for the pout!

3.      Lead and engage with open/honest communication

a.      Specific status updates

b.      Last question before you adjourn – “What do you need me to do?”…  Back to point #1, Enabling Action requires you to “Remove obstacles”.