Global Perceptions of Sexual Harassment [Survey Results]

The following infographics depict attitudes and opinions of seven European countries and the U.S. as they pertain to what is considered sexual harassment—and what is not. The first combines the results from a survey conducted in Europe with the results of the same survey conducted in the United States. It is interesting to see that the U.S. dissents more radically than Europe in answers to the question “offers a woman sexual favors.”

I wonder, does that mean the U.S. survey participants don’t see offering sexual favors as necessarily unwanted, or do they perhaps understand the word “offer” as a negotiation point and not force?

Also, I found it fascinating to see the dramatic variation of responses from France, Denmark, and Finland to the questions around jokes, looking at a woman’s body, and whistling. Moreover, how much difference in opinion is expressed, across all countries, when it comes to jokes with sexual content.

Finally, given the publicity around a letter that was co-signed and published by 100 prominent French women in January 2018 that branded anti-sexual harassment campaigners “puritanical,” I was struck by how France seems to consider all of the questions, more than other countries, possibly examples of sexual harassment.

The chart below provides additional detail on the survey responses from men and women in the United States.

image-of-US-perceptions-of-sexual-harassment

After you have looked at the surveys’ responses, what are your thoughts or interpretations?

The Real Reason Women Are Leaving Your Company

Let’s get this out of the way: The real reason women are leaving your company (and a myriad of others around the world) is not just because they are moms having babies.

Or lack ambition.

In fact, research from the Pew Research Center shows that 57 percent of women surveyed consider ambition to be an essential trait for a leader; while a fully 63 percent of Millennial women and 61 percent of Gen X have the same opinion.

And yet, they are leaving.

As documented in LeanIn’s Women in the Workplace 2017, 17 percent of women are leaving their jobs in mid-career, which, for a company of 500, represent a loss of 85 employees. Those numbers should concern us all.

As I wrote in my book, #WomenAdvance, women hold 85% of the buying power globally, make up over 50 percent of the workforce, and there are three times as many female-owned start-ups as male-owned. Yet, there are still barriers to women who want to rise to the top of today’s most successful corporations.

So, what’s going on?

A survey published by ICEDR finds that women around age 30 cite pay, lack of learning and development, and a shortage of meaningful work as the primary reasons they leave organizations. Not motherhood.

I hear other reasons too, in my women advancement coaching programs. The participants describe having to work harder to get promoted–and fear having to work harder at their job once promoted.

But what they need to do is to work smarter not harder.

And, it’s not that they are less ambitious than men are. In fact, according to a survey from Accenture, “…moms who return to work after having a child are just as ambitious as women without kids–or, in some cases, even more ambitious,” states Maricar Santos, writing for Working Mother.

Women are leaving your company mid-career because they are being paid less, they are not being offered development opportunities to help them move ahead, and they don’t find the work meaningful enough to sustain them. They leave, looking for something better.

Here’s what I would tell you

Understand that, while women may express more comfort in an individual contributor role, they may also be interested in a management or leadership role. Make sure your company offers the right tools for new managers, so it’s not so daunting. And make sure their managers know how to coach them on learning new skills and find the right career path.

Understand that the atmosphere at work might not feel good. If your leadership team is male-dominated, and those males aren’t used to including women, a woman simply may not feel comfortable in the organization as she progresses up the ladder. You may need to consciously develop a strategy to help create more diverse management and leadership teams.

There are companies out there who are doing precisely that. The Miller Heiman Group, for example, has made a significant investment in gender diversity and equality by recently promoting/hiring three executives to the C-Suite. Why is it so significant? Because promoting these women supports diversity and inclusion at the top and sets the example for the whole company.

And finally, you may not necessarily have a hostile environment or an overt discrimination problem, but you may have differences in communications styles. Men and women communicate differently, and this can cause misunderstanding, downtime, and hurt productivity.

You may be able to help by mentoring the men in your organization and showing them how to communicate with women more effectively. If men can start understanding women and move in their direction, too, it’s not such an energy suck.

Women are excited to contribute to your workforce, they work hard, and will be excellent advocates if your company gets it right. Promote diversity. Support inclusion. Win!

A version of this post was first published on Inc.com 

Photo: rawpixel.com from Pexels

Best Practices for Managing Dispersed Teams

dispersed teams

You manage a team of people who are working from multiple locations and time zones. Initially, everything looked really good. You developed the project plan, created timelines, task lists and met with the team to kick the project off.

And it was a really strong start–at first.

But after awhile your team members lost energy, stopped hitting it out of the park and began to miss meetings. And now you’re concerned. You’re looking for solutions, for tips or ideas on how to get the project back on track and manage your dispersed teams successfully.

For someone who is managing a virtual team, this is a familiar story.

Leading a virtual group can present real challenges. Maintaining clear communication, engagement, and focus can be tough. And, for more and more managers this is a daily reality as the number of companies with remote workers continues to grow. “Despite occasional stories of a company ending its remote work program, the long-term trends all show steady growth in the number of people working remotely,” writes Sara Sutton Fell, founder, and CEO of FlexJobs.

According to a recent study published by Upwork.com; globalization, skill specialization, and agile team models will change the workforce in the next ten years. The second annual Future Workforce Report found that 63 percent of companies have remote workers but more than half – 57 percent – lack the policies to support them.

But, as I’ve said before, leaders are discovering innovative ways to rally and connect teams no matter how far away they are from each other. Whether or not actual policies exist, there are best practices for leading a team of remote workers successfully and building a sense of trust, belonging, and commitment to the team, the project, and the organization.

In my workshops about building and leading effective virtual teams, one of our first activities is designed to increase awareness of virtual team characteristics and complexities. We talk about what works well and what must be done to achieve positive results. Over the years I have learned some of the best practices for managing dispersed teams. Let’s a take a look at three of them.

Create Context

As the leader, it’s your job to provide the context for the team. In addition to sharing the project specifications and requirements, you need to paint the big picture for them and bring the importance of their roles to the forefront. Help your employees understand, not only what their roles are, but why they matter–and why each of them benefits individually from being truly engaged in the team goal overall.

While this may sound like Leadership 101, a dispersed team needs help understanding the company’s vision, the purpose of the project, and behind-the-scenes information they miss by working at a distance from the home office. Teams need to know exactly how they are expected to collaborate. Remember, working remotely, while offering fantastic benefits to both employees and organizations, can provoke feelings of isolation and disconnection.

As part of creating context, set clear and measurable performance goals and make sure your team understands how those goals figure into the project and the organization’s plans as a whole.

It’s on you, as their leader, to help the members of the group connect the dots, get to know you and each other and feel like part of a team, working together toward a common purpose.

Communicate, Maybe Even Over-Communicate

Communication is one of the first things to go in a virtual team setting. The inability to read non-verbal clues presents hurdles to dispersed team members that don’t exist for in-person teams. It’s all too easy to misunderstand a text or email because virtual communication lacks the non-verbal clues we get from face-to-face interaction. It’s better when communication is through video chatting tools like Skype or Slack.

Since 55 percent of communication is non-verbal, 38 percent is para-verbal (how you sound), and 7 percent is verbal, removing 93 percent of the context of communication forces a disproportionate dependence onto the verbal spoken word. Also, physical distance can contribute to avoidance of conflict, and it’s easier to default to “dealing with it later” if an exchange was tense or unclear. If you don’t handle a conflict proactively, unresolved negativity can fester.

So set up the ground rules with regular check-ins using a video conferencing tool. And make a point of meeting face-to-face at least once during the project–that contact will increase your team’s productivity by as much as 50 percent. Remember this guideline: Make a point of intentionally connecting with the people on your team three times as often as you do with the people you see spontaneously in the office. This effort will pay off for you in increased engagement and strong connections with each of your team members.

I like to remind people of the ten times rule: phone calls are ten times more effective than email (or text), and face-to-face communication is ten times more effective than a phone call. So just remember, “ten times, ten times, ten times” on the communication front.

Cultivate Community and Respect

We all work better when we feel like we are part of something larger. In addition to creating context, cultivate a feeling of community for your team. Develop a strategy to pull each of the team members into the group and then cement that feeling of community by acknowledging the team’s efforts and celebrating its successes. Work to develop a feeling of trust between you and your team and between the team members themselves. Building trust in virtual teams involves two different types of trust: cognitive (in team members’ heads) and affective (in team members’ hearts.)

Take the time to nurture these new relationships and try to understand what motivates each of your employees to perform well. Ask them what they consider appropriate incentives, and what aspects of the project they find compelling.

Make a point of being accessible to the team, and allow one-on-one time for each of your employees. Be considerate of their obligations, work commitments, and especially the time zones they are working in. Set meetings and calls as thoughtfully as your own schedule allows, and include group meetings on a regular basis as a way of touching base and offering encouragement.

Ask your team for feedback. What works for them? What isn’t working? What can you improve or create differently? If you encourage feedback and listen thoughtfully, not only will you learn important information about your employees and the project, but you may also find new leaders within the group; people you can work with and those you may promote for future leadership roles.

Be respectful of the individual group members and the team as a whole. This feeling of respect and community will go a long way toward building trust, and engagement, from a team that takes pride in delivering top-notch performances.

A version of this post was first published on Inc.com

Photo: Thought Catalog on Unsplash

Selecting Leadership Trainers

Leadership Trainers

In April I wrote an article for Training Industry discussing the importance of L&D programming to ensure you have the best and the brightest talent in-house. As we learned from LinkedIn’s 2018 Workplace Learning Report, the most critical skills employees need to learn are leadership abilities—and, according to the research, training in soft skills is currently the most crucial area for talent development today.

You can develop your programming in-house, or you can outsource it. The decision on whether or not to outsource may depend on your organization’s resources. However, finding the best facilitators for your program is essential, and finding the right leadership trainers can be a daunting task.

However, I can help. In my more than 20 years of experience training, teaching and facilitating for some of the top companies in the world, I’ve selected leadership trainers for large-scale projects, and have learned some valuable lessons.  Click here to read my article on Training Industry with valuable guiding principles for choosing the best of the best.

Photo: rawpixel on Unsplash.

5 Tips for Rocking Entrepreneurial Work-Life Balance

work life balance

Many of us wonder about work-life balance and how to achieve it. And, even imagine rocking entrepreneurial work-life balance. I did a study on work-life balance with women and men. Equally, they wanted more work-life balance, but the differences were striking: Men who had partners and families were more satisfied in their career. Women who had partners and families were less satisfied. Single men, less satisfied in their career, single women were more satisfied.

This data makes sense to me and is backed up by a statistic Sheryl Sandberg cited in a speech given recently at Salesforce: Women still do two times the amount of housework men do, and three times the amount of childcare. If women have families and a job, they are working much more. For men, it seems it’s almost the opposite.

So what happens when women want it all?

I was chatting informally with one of my favorite people, and superstar entrepreneurs, Courtney Klein, recently. Courtney is Co-Founder and CEO of SEED SPOT, an organization designed to educate, accelerate, and invest in entrepreneurs who are creating solutions to social problems.

SEED SPOT ranks as one of the “Top 20 Accelerators in the World” by Gust and one of the “Top 3 social impact incubators in the United States” by UBI Global and Cisco. SEED SPOT also holds an Emmy for their partnership with Univision serving Latino entrepreneurs.

Courtney is incredibly professionally successful; she has a growing family–and is well-known nationally. I thought you’d find her take on the question of balancing it all as an entrepreneur helpful.

Melissa: “Courtney, you’ve said that women ask you regularly about running a company and having a family at the same time. What’s your answer?”

Courtney: “When I was pregnant with my first child, a mentor said, ‘The best thing you can do for your daughter is to be the best version of yourself.’

And, as a small human was kicking inside of me, I realized that being the best version of myself meant uniting my identities as a mom–and CEO. After 200 flights with my daughter before she turned two, while still learning, I have learned a lot.

I often traveled with a relative and had nannies able to be on-call in seven cities. My daughter sat on stages with me at big conferences, played on my lap while I was on calls, and attended board meetings in her stroller with her favorite toy in hand. The benefit to the daily juggling act was that we never spent a day apart.

The gift of being an entrepreneur is that you get to make your own rules. The challenge is that you often have to create a new norm – really, a new normal. 

Walking into a donor meeting with unrecognizable baby gunk on my sleeve was a common occurrence, but if I didn’t react, neither did they. If folks were shocked that my morning coffee was transported by stroller, I didn’t let it bother me, and they soon forgot about it as well. If my daughter cried and I walked out to nurse her, I simply explained that her hunger was of higher priority than anything else in the room.

This was the way it was; this was the way it was going to be. People accepted it.

There is no one-size-fits-all model. There is no scoring system for how to be a good mom, or a good entrepreneur, or both. But the opportunity we have is to carve our own path for what our identities look like together, not separate.”

Tip: Unite your identities instead of separating them 

Melissa: “There is so much we could learn from you about social entrepreneurship, founding a company, growing a business, but is there something specific female founders need to consider?”

Courtney: “The startup culture is still super patriarchal – if one statistic alone tells the story it is that less than 3 percent of venture capital goes to women. It’s even less for founders of color.

If entrepreneurs play into a patriarchal startup culture system – it will never change. At SEED SPOT we have a huge focus on diversity and inclusion, 49% of our alumni are female founders.

We owe it to our children, the next generation of innovators, to set a new narrative for what an equitable startup culture looks like.

And the new narrative of equitable startup culture must be led by entrepreneurs who don’t take the passing sexual comment as casual, slam those who ask for integrity in exchange for capital, and demand equal pay for themselves and those on their team.”

Tip: Make the new rules for what an equitable startup culture looks like 

Melissa: “My research has shown that men want work-life balance just as much as women but they don’t discuss it as openly. What’s your take on why men don’t seem to worry about ‘balancing it all’?”

Courtney: “I think that’s the predominant cultural narrative in America, but I don’t think it’s actually true. The desire to balance it all has nothing to do with gender; it has everything to do with choice.

If bucking norms makes you uncomfortable, you are going to have an impossible time as an entrepreneur. And if you conform to norms and succeed, it only perpetuates the problem and digs a deeper trench for future generations to climb out of.”

Tip: Get comfortable bucking the norms, the next generation needs to witness a new model

Melissa: “What are some of the unspoken issues that women don’t talk about openly when it comes to balancing personal and business life?” 

Courtney: “It saddens me how many women that want to have a family don’t for fear they can’t do it or will lose their identity if they do. As entrepreneurs, we have the unique advantage of sculpting our own identities. And that can make a difference not only in our own lives but in the lives of women everywhere.

Tip: Social modeling matters – share your tips, tricks and lessons learned.

And, as Courtney pointed out in our conversation, “Sometimes it’s about rocking the compression socks at 30,000 feet, or discreetly muting a conference call button while nursing, or juggling a network of nannies in cities across the country. And, other times it’s about dealing with someone who isn’t quite there in terms of understanding your identity as a female entrepreneur, or an entrepreneur/mom. Sometimes it’s about sharing a resource, or a network, or a hug.”

Tip: Don’t let fear defeat you. Reach out to those doing it for support. 

A version of this post was first published on Inc.com.

Photo: Austin Neill on Unsplash.

The Role of AI in Learning and Development

Role-of-AI-in-learning-and-development

We have entered the Age of Artificial Intelligence. And, while many of us have heard how AI will impact market segments like manufacturing or R&D, I find myself wondering: What about other areas of business–like L&D? How will AI affect learning and development?

As James Paine points out, “It wasn’t so long ago that artificial intelligence was reserved to the realm of science fiction according to the public.”  AI grew exponentially in 2017 and is projected to be even bigger in 2018.

So, what will we need to know to make the best use of AI in Learning and Development?

It’s a bit challenging. Most of us are not yet even consciously aware of the AI we’re already using. From online shopping’s search and recommendation functions to voice-to-text in mobile usage, or AI-powered personal assistants like Alexa or Siri, our personal and work lives are already impacted by these new technologies.

Leading research and advisory company, Gartner, projects that AI bots will power 85 percent of customer service interactions by 2020 and will drive up to $33 trillion of annual economic growth.

What role will AI play in Learning and Development?

Given the fast pace of technological and societal changes, L&D has to stay abreast of the latest approaches and methodologies as they develop their learning strategies. Gone are the days of one size fits all. AI will provide insights based on the enormous amount of data it has collected and analyzed, which will facilitate the creation of customized learning programs–faster than before.

Access to these insights and data will allow us to develop a better understanding of learner behaviors and to predict needs by recommending and positioning content based on past behavior, according to Doug Harward, and Ken Taylor, in their article for Training Industry.

Adaptive learning that is personalized to the individual is a powerful way to engage today’s workforce, but Harward and Taylor point out that the challenge facing L&D is to be able to make sense of the data and to leverage those insights to drive business value.

As with AI in all its applications across diverse industries, there will be many positives, negatives, and…unknowns,” says Massimo Canonico, head of solutions engineering for Docebo. He sees a potential for reduction in the time spent in program development. But Canonico raises some concerns: Legacy L&D teams may feel they are relinquishing vital aspects of their jobs to automation, while the reality is that AI is an algorithm, not a magic wand, and will not be able to fix everything. “It will not fix garbage content,” he writes.

What do we need to consider in developing, using and promoting the use of AI products?

Today learning is about ‘flow’ not “instruction,” and helping bring learning to people throughout their digital experience,” says Josh Bersin. He believes it’s imperative that L&D focus on “experience design,” “design thinking,” the development of “employee journey maps,” and much more experimental, data-driven, solutions in the flow of work.

Bersin believes the job of L&D and HR is to understand what employee’s jobs are, learn about the latest tools and techniques to drive learning and performance, and then apply them to work in a modern, relevant, and cost-effective way. “We’ve been doing this for decades, and now we just have to learn to do it again – albeit with a vastly new set of technologies and experiences,” he states.

Practical considerations for the evaluation and assessment of AI solutions will include those which have been developed as mobile-first, designed for use on mobile devices, so content is displayed for easy mobile consumption.

One of the most important considerations in choosing an AI solution will be the level of analytics the solution can deliver. “If we are going to succeed when it comes to personalized learning, we have to understand how we learn, and when we learn most effectively,” says Rob May, in a post for Training Journal. However, he cautions, leaders in L&D and HR must remember that technology should never replace human interaction.

May’s comment resonates with me. I taught in a German program for five years, one that selected the best Ph.D. candidates from the country’s top schools in AI and robotics. The students traveled from company to company around Germany to attend courses, and my class on Intercultural Communication got the best scores on evaluations.

While the students were absolute wizards on the technological front, I was teaching them soft skills: Like how to sell their ideas at conferences, position their products or projects internationally, and develop partnerships abroad. The inclusion of the human touch made the course both popular and useful.

How is bias eliminated in AI?

One of the fascinating and challenging issues related to AI in L&D relates to bias. How can we eliminate bias in the development of these tools? AI can be taught to provide the best interpretation of the data sets, the right course for an individual or the perfect candidate for an open position. But it needs to be programmed to do so. And the human beings that create the AI solutions come to their work complete with conscious and unconscious biases.

So, it becomes increasingly clear that the developers of the AI and machine learning solutions must come from a diverse pool, and that the data used to train the algorithms in the tools is free of bias. “Even though AI learns–and maybe because it learns–it can never be considered ‘set it and forget it’ technology. To remain both accurate and relevant, it has to be continually trained to account for changes in the market, your company’s needs, and the data itself,” state the authors of How AI Can End BiasYvonne Baur, Brenda Reid, Steve Hunt, and Fawn Fitter.

The benefits of AI are many, and the concerns valid. In the final analysis, however, we will need to remember to deal with AI solutions in the same way we build learning and development programs: Identify the problem we’re trying to solve or topic on which we are training, and then find the best technological solution to help facilitate the end result.

A version of this post was first published on Inc.com

Photo by Alex Knight on Unsplash