Archive for Women in Leadership

I Know How it Feels

Council of the Baltic Sea States Summit 2012…when the handshake isn’t returned…when the answers to your questions are directed to the man in the room…when the good point you make is ignored until it is restated by your male peer…when eye contact is not made, invitations are not extended, emails are not returned, smiles are for the wrong reasons, hard work is not rewarded, …

As a woman executive in a technology field I’ve often been asked if it was harder for me to progress through my career as a woman. When I try to think of the big stories, I come up empty-handed. I was not blatantly discriminated against. No boss ever hit on me. I wasn’t asked to get the coffee or clean up the dishes in the break room. I have done well in my career. I started as an engineer and have been at the VP level at several exciting companies. Based on outward signs I’ve “made it”. But there is something not quite right about the journey that I only now am able to articulate and even now it is blurry and inconclusive.

The challenges faced by a woman in business are usually very subtle and thus are often dismissed or minimized. As a 30-year-old manager working with a Korean supplier I was surprised to find that the leaders would only talk with the men on my team. They would not shake hands with me. I had to convey my messages through the guys to get action. It was appalling and disheartening. But hey, this was another country with cultural hang-ups. It wouldn’t happen in the US…. But it did. As I rose through the ranks and engaged with other companies I realized that some men across the table did not make eye contact with me. Perhaps they answered my questions, but the answer was directed at the man in the room. At the end of the meeting there were awkward moments when I stuck my hand out with no response from the other. It was subtle. Maybe no one else saw. But I saw it and felt the impact.

The first reaction to a discriminatory snub is disbelief. That didn’t really happen, did it? I must be imagining. And then you try to write it off. It wasn’t personal. I don’t need to be bitchy about it. And then anger creeps in. What the heck. I was just dissed. Finally, you try to fix it. I’ll be more direct. I’ll call the guy on the phone.  A happy ending to this kind of cycle is when I pull the offender to my side. I show him my capabilities and he comes around. He listens and I’m given respect. Ah, but the energy expended takes a toll.

Next time I’m asked if it was harder for me as a woman I plan to say yes. But the stories aren’t grand and there is nothing obvious about the slightly steeper slope that I had to climb, but it was steeper for many subtle reasons.

I hope you will find some way to break the rules and make a little trouble out there. And I also hope that you will choose to make some of that trouble on behalf of women.”                              Nora Ephron, screenwriter

A Wolf Tone in the Workplace

cello1Is a dissonance good or bad? Does it add a richness to the output or does it detract? If you play a stringed instrument you are familiar with the “wolf“. This is an overtone produced when a note is played that matches the natural frequency of the instrument. The wolf is an oscillation that sounds like an animal noise. It is annoying for a cellist or violinist and it is often dealt with using a “wolf eliminator”. If a cello is properly proportioned it will have this problem. It seems that the very best instruments have this characteristic. Many musicians buy eliminators to dampen this noise. But some cellists choose to embrace this flaw and actually write music with the wolf in mind. Naldjorlak I is a piece that capitalizes on the wolf tone. Some cellists work around and with their cello’s wolf tone rather than putting an eliminator on the instrument for fear of dampening the richness of the other tones. Perhaps they have discovered that a little dissonance can be used to advantage.

In our workplaces we often find annoying “characters”. They find a way to stir things up and call to attention all that is wrong. Often they are different from the rest and don’t blend in with the gang. There are several ways to deal with this kind of person and each way has its consequences.

  • Kick ’em to the curb: There is no time for people problems. Teamwork is the highest priority to get the job done. If this is your situation then eliminating the annoyance will optimize the team’s output. You can try to coach and cajole but you will likely not get to a place where this “wolf” is tamed. Dissonance will persist. However, if you eliminate the problem it is likely that you will also eliminate a skill or set of experiences that created some synergy for the team.
  • Ignore and let the organization work it out: Usually the people with the annoying habits or ideas have something to bring to the table or they wouldn’t have been hired. They have deep experiences or unique skills. Perhaps they are jaded and maybe they have some quirks based on that experience but they are tolerated based on what they bring to the team. Letting the organization work it out is a typical management response. The logic is that there is more benefit than harm and everyone is a grown-up. The organization should work out their differences and move on. This response usually results in inefficiency and frustration. In the extreme the result is the loss of good people.
  • Harness the wolf and find synergy: This third alternative creates the most organizational value.  Different styles and personalities will usually bring the best results. Dissonance and disagreement will help deliver a stronger product. However, there is a technique to optimizing the result and the best organizations work to maximize teamwork while maintaining differences.
    • Teach the team about their own and other’s personalities. Techniques such as Meyers Briggs and Strength Based Leadership are often used to help a team figure out how to optimize their own strengths and quirks while working with others.
    • Allow for disagreement, but then insist on a “commit”. While at Sun I worked with a leader who used the phrase, “disagree but commit”. He was tolerant of discussion and disagreement up to a point. Once the decision was made, he insisted on commitment to the decision with no back-channel negatives.
    • Lead through the dissonance. Purposefully designing an organization that has differing views is a way to enhance results but leadership is needed to guide discussions and allow for a reasonable tension without too much delay. A leader who is self-confident and knows how to bring out the best in a group of people is hard to find but once in place this type of person will be a star.

Here’s to the crazy ones. The misfits. The rebels. The troublemakers. The round pegs in the square holes. The ones who see things differently. They’re not fond of rules. And they have no respect for the status quo. You can quote them, disagree with them, glorify or vilify them. About the only thing you can’t do is ignore them. Because they change things. They push the human race forward. And while some may see them as the crazy ones, we see genius. Because the people who are crazy enough to think they can change the world, are the ones who do.
― Rob Siltanen

Step It Up

Image result for international women's dayOn March 8, 1917 women in the city of St. Petersburg marched in the streets to end WWI, food shortages and the rule of czars. This International Women’s Day event was called a march for “bread and peace” and it kicked off a revolution. In 1965, March 8th was declared a national holiday in the Soviet Union, meant to recognize the heroism and selflessness of women and to celebrate the contribution made by women toward the establishment of peace and freedom. Since then the holiday has been adopted across the world and is now a day to reflect on progress made by courageous and inspiring women in all walks of life. Google’s doodle  today is a montage of the many roles and the many possibilities for women. And what wonderful possibilities there are!

This year the United Nations called for Gender Equality by 2030. At the rate we are currently going we will not achieve parity across the world until 2095. We need to step it up.

Some key targets of the 2030 UN Agenda:

  • By 2030, ensure that all girls and boys complete free, equitable and quality primary and secondary education leading to relevant and Goal-4 effective learning outcomes.
  • By 2030, ensure that all girls and boys have access to quality early childhood development, care and pre-primary education so that they are ready for primary education.
  • End all forms of discrimination against all women and girls everywhere.
  • Eliminate all forms of violence against all women and girls in the public and private spheres, including trafficking and sexual and other types of exploitation.
  • Eliminate all harmful practices, such as child, early and forced marriage and female genital mutilation.

Let’s join in to support these goals and step it up to achieve gender equality. You can pledge your support here: PLEDGE SUPPORT. You don’t need to pay anything, leave an email address, sign your name. You just have to say you will participate in change.

Let us devote solid funding, courageous advocacy and unbending political will to achieving gender equality around the world. There is no greater investment in our common future.  UN Secretary-General, Ban Ki-moon



Start a Business Face First

Previews - Winter Olympics Day -2

Ride face first down a slippery track at uncomfortably high speeds. If you make it down successfully, do it again. Fast. Scary. No, not the skeleton luge. I’m talking about starting a company.

OK, perhaps this comparison is a bit far-fetched.  The sport’s first organized competition took place in the late 1800’s in Switzerland. People have been starting enterprises since civilization began. Back in Switzerland riders raced down the frozen road and the winner received a bottle of champagne. If you win with a company you can afford champagne for life. When you race down the chute in your skeleton sled, the path is cleared for you. You get to practice out of the public eye. You are protected with a helmet and a cool, slick suit. When you start a company, obstacles are thrown in your path by the competition. Everyone is watching. Cool, slick suits are frowned upon. It is, however, a good idea to wear a helmet.

I am not an expert at starting companies. But I have a story to tell. I am working in a start-up company now called Grabit, Inc. and have been on a steep learning curve. And I’ve lived in Silicon Valley for most of my adult life. Here, one can easily observe that starting a company takes guts, perseverance and a willingness to plunge without all of the information. Oh, and it is good to have a brilliant idea.

Summing up some advice based on my early experiences and observations:

  1. Learn fast. There isn’t time to study all of the options. Thank goodness for the internet. Learn from others. Gather information quickly. Make decisions fast based on what you can learn fast. Recently, I’ve had to make a call on a Product Life cycle Management (PDM) system for my new company. This decision could have taken months and could have been complicated. Instead, we relied on recommendations, best practices and low entry cost. If the decision is not a good one it can be undone and we can go on quickly. If it is the right decision we will be well on our way.
  2. Pick the right team. Synergy is your goal. The group that is put together should be greater than the sum of the parts. The skills are important but the ability to work together is more important. At Grabit we have formed a team that works together well. Egos are in check and everyone pitches in.
  3. Consider culture and pace. In the first few months of a company the culture and pace is established. Will the office be casual or formal? Will meetings start on time? What is acceptable dress code? Will people work on the weekends? Is work done in the evenings or on weekends? How does the group celebrate together? The imprint made at the beginning is hard to change. Purposefully driving values and norms will give you what you want in the longer term. We are “pot-lucking” monthly before our lunchtime staff meeting. This breaking of bread brings people together to share something personal. It is building community.
  4. Don’t spend too much money. Don’t overdo the stuff. Grabit’s used furniture isn’t elegant but it is perfectly functional. Shop for deals. Pay as you go for services to keep the risk down. Set an example as leaders in a new company. Fly coach and keep the frill factor low. It is all about cash. Start with careful investment, grow the value and options will open for later stages.
  5. Spend enough money. There is a time when it does makes sense to spend money and that is when it will accelerate your time to volume (TTV) or greatly lower your risk.  The decision can be made by calculating net present value (NPV) but the calculation is an estimate so can be jiggered to give you the answer you are looking for. Use you gut to balance cheap with reasonable. At Grabit we are trying multiple materials paths simultaneously in order to optimize the product while minimizing the time.
  6. Don’t confuse a brilliant idea with a product to sell. Designing something isn’t equivalent to building something and building one isn’t the same is as manufacturing in volume. Launching a product involves creating a controlled, documented design, picking parts and suppliers, developing a process, controlling costs and then marketing to, selling to and satisfying customers. Back to point #2, the team dynamic is critical. It takes a cross-functional team to ship a product. The CEO of Grabit understands this need and has brought in a cross-functional team to drive functional threads simultaneously. I am working on the supply chain design now so that we will ramp efficiently later.
  7. Eschew obfuscation. Or in other words, keep it simple. The most successful companies focus on a few things and knock them out of the park. Grabit’s technology can be used in multiple ways. We are focusing on a narrow set of applications in order to thoroughly solve those problems before moving to a broader set. It is tempting to answer all inquiries but deciding what NOT to do is as important as deciding what we WILL do.
  8. Enjoy the ride. Given that you will work hard to start a business it should be enjoyed. Find the joy in creating something that wasn’t there before. Make your mark. Stick your face out front and sail down the track.

Lizzy Yarnold of Great Britain won the gold medal during the women’s skeleton at the 2014 Sochi Winter Olympics.  She trained hard and competed well. Like Lizzy, if you are fortunate enough to be part of a start-up team, face into the challenge and enjoy the ride.

Leap and the net will appear         Zen Saying

Purposeful Detachment

Kid on bikeWhen my son was four years old my husband put him on a bicycle. He was a tall kid with two older siblings. Thus, he was confident that he could ride a two-wheeler. David jumped on that bike and took off like a shot. “Look Dad, I’m riding by myself!”.  Within seconds my husband cried out frantically for him to stop. David turned his head around to see what Dad was yelling about…and ran into a parked car.

The helmet was on. He wasn’t hurt and it didn’t deter him from getting back on the bike. David mastered the bike but this also could have been a learning experience for us parents. Give instructions and then let the kid control his own destiny. But we weren’t ready to learn that at the time. Actually we are only now starting to get the hang of it and the kids are no longer living at home. We are slow learners in the parenting department.

As managers in the corporate world we have a similar tendency to over control our employees. We know better. We’ve done the job. We know the pitfalls. It is tempting to coach from the sidelines with sage advice and direction. The consequences of over control are similar to what happened to David. Listening and depending on someone else to call the shots distracts our employees from the task at hand and keeps them from developing their own skills. Failure, as long as it is recoverable, is an effective way to learn.

There is also good reason to purposefully detach from our own work. In my experience as work intensifies, my focus and time commitment goes up and to the right. I don’t take time away because there is just too much to do. Working hard and getting the tasks done is what fuels me. I am a list-maker and I get my kicks crossing off the items as I go. When I’m in the middle of learning something hard, ramping up on a new job or tackling a supply chain crisis I have to do an unnatural act to get the job done well. I have to step away. What I’ve learned over time is that my brain needs a break to clear the registers and to go through a virus check. The reboot doesn’t take days and sometimes can be done in minutes. But, when I come back to the task I stumble less, am more efficient and actually, I think I’m smarter.

Purposefully detaching from employees or from one’s own toxic type A behavior is a skill that can be practiced and perfected. Here are some of my practical ideas:

  • Wait 5 seconds – Before responding to an employee with a problem let seconds tick by. You will be surprised how long 5 seconds actually is. Often the employee will start to solve his or her own problem. Often you will stop yourself from giving the answer.
  • Ask questions – Instead of making declarative statements about a problem, (e.g. That will require a meeting. Call Joe. Reject that ECO.) ask a question (e.g. What is the best way to get input on that? What do you suggest? What are our options?)
  • Ask for a summary write-up – This creates a coaching moment. If the employee sends you a problem with no solutions, you can coach them on what you would like to see. Typically employees will have ideas that they are anxious to share. It is now your job to honor their ideas with a positive response.
  • Take a walk – If you are working with an employee and need give the person some space to talk through a solution, take a walk together. There is less hierarchy as you walk side by side. There is no opportunity for simple dismissal. You can breathe more deeply and can look at the trees or birds or traffic depending on where you are. That momentary distraction can prevent a quick, dismissive answer. Walking is a good tool to keep perspective on your own work as well. Even if the walk is to the coffee maker, it is a way to pull back.
  • Take time to broaden your view – When I first landed an executive level position, a wise mentor of mine told me that the best thing I could do for the organization was to pace myself and to get away. He said that I should take vacation days; I should read; I should network. What I brought to the table at that level was perspective and vision. Yes, I managed a function. But I also needed to be a leader. If my contribution was simply task oriented, then I wasn’t working at the executive level.
  • Embrace serendipity – Serendipity is defined as “the faculty of making desirable discoveries by accident”. This is all about living with your eyes open at all times. It is about finding ways to connect the dots in the world around you. In some ways this is the opposite of detaching but ironically this discovery of the connections allows you to release the grip on the immediate crisis. It creates perspective.

I’ve been advised that the best thing I can do for my kids is to not control them. Contrary to a mother’s instincts, my “20 something” kiddos are ok now without my advice, however wonderful and sage it is. The act of stepping back takes practice as a parent and as a manager. Purposefully detaching is a way to free our employees and our loved ones to discover their full potential.

In racing, they say that your car goes where your eyes go.  The driver who cannot tear his eyes away from the wall as he spins out of control will meet that wall; the driver who looks down the track as he feels his tires break free will regain control of his vehicle.”
Garth Stein, The Art of Racing in the Rain

Leaders Communicate via Story

On a TV interview last night a rather boring sounding older gentleman began his answer to a question with the phrase, “let me tell you a story.” He had my attention. Stories are like magnets. We all are interested in a story.  Humans have told stories forever. In recent decades we have gathered around radios and then TV’s to listen to stories. Now we watch reality TV to see and hear the semi-real stories of others. Somehow stories stick to us. They make more sense to us than lists of facts or even an interesting lecture. We want to know what happens and we dive in with our imaginations and our full selves. It isn’t academic. It is human.

A story’s job is to simulate potential realities. Our brains can then think through the situation without taking risk or really much time. It is a learning tool that is efficient and effective. No wonder stories are so powerful as a way to communicate. Advertisers know this of course. Hallmark commercials are all about the narrative. Even short beer commercials tell a story about what could be if only a certain beer is purchased. Drug commercials try hard to stick to the story even when in the background the poor narrator is listing all of the awful side effects that are possible with the drug. Lucky for drug companies we pay more attention to the pictures of the story than to the list of all of the ways you will potentially suffer.

Leaders need to use the power of the story to move organizations forward. Creating a vision and motivating people to join on the mission toward that future state is part of what we as leaders do. Consider the following ways to incorporate this into your leadership toolkit:

  • Share something of yourself – This does two things at once. It hooks people in via the motif of story and it connects them to you as a person.
  • Think in simile – What are you trying to accomplish and how is this like other things in life. Is there a way to compare? Finishing this task will be like completing a marathon. Simplifying this product line will be like cleaning up your garage.
  • Bring in the stories of others – Consider what is going on in the news or in the lives of your team. Perhaps someone just had a new baby. Maybe a space shuttle is being launched or is landing. Connect what you are doing to what is happening in the rest of the world.
  • Create a narrative about the task at hand – If there is a beginning, middle and end to the path you are on with your team, paint that picture. Use your imagination. As the real story unfolds, reflect back on what you visualized with the group.
  • Read and Listen – If you are connected to the rest of the world via books, newspapers, TV, radio you will see the connections between what you do and what is happening elsewhere. You can create context and back story to what is going on in your business. You can paint a picture of how your work fits in and connects.

We all want to be part of a bigger narrative. We want to hear how our stories connect. If you use this kind of language while leading you will tap into a very basic need in all of us. Your organization will not only listen more closely, they will remember more completely.  And most important, they will identify with the journey and join in.

“Great stories happen to those who can tell them.”

Ira Glass  (a wonderful NPR storyteller)

Transforming Organizations: Hit the Heart

When I was ten we moved across town. I spent the first lunch hour locked in the bathroom of my house. I hated my teacher, Mrs. Hansen. She gave me detention for looking out of the window. I had no friends. I was in a new neighborhood, new house, new room and now new school. I had made the change but I had not transformed. I hated this new life and simply was not going back to school.

We are all faced with change. Companies change regularly and leaders are judged by their ability to visualize change, outline the steps to get there and then execute. The measure of success is numeric: cost reduction, headcount reduction, revenue increase, deadlines met. But how do you measure whether the change is embedded? Will the organization resist the new processes and thus limit the benefits?

Changing requires both doing something different and thinking differently about things. A good leader must bring the heart around.

  • Listen to the organization – Create working teams, feedback sessions, training opportunities and design sessions to make sure that the organization is on-board and has skin in the game.
  • Incorporate input – The listening is not just for show. If you want to get to the best solution for change you need to take input onboard. The best ideas come from a diverse organization. The best performing organizations are diverse.
  • Communicate progress – Do this in more than one way. Write newsletters. Send emails. Have coffee or tea meetings and open it up to questions. Show up in person wherever possible and let people vent, contribute and question.
  • Celebrate success – Often when moving fast it is easy to forget to recognizing the good stuff along the way. It is tempting to wait until the end even if you do remember. Not wise. The heart needs to be moved along with the process and organization changes. You will actually accelerate change by stopping to recognize the good stuff.

My first day of 5th grade was not a disaster after all. I did stay after school but in doing so met my best friend. Mrs. Hansen was very strict but ended up being my favorite elementary teacher. My friends and I bike-hiked to her house the following summer to meet her new baby daughter. Mrs. Hansen became a mentor.  I was not a fan of the move across town but ended up loving our house, neighborhood and school after going through my change of heart. What changed my heart was relationships and experience over time. Putting that language into work terms this looks like engaging people in the change with honest interest in what they contribute to the process.

Things do not change, We do
~ Henry David Thoreau

Vulnerability: weakness or strength?

At the age of 8 Dawn Hanson and I rode our bikes down to VanDriel’s, our local drugstore, bought penny candy, made kool-aid and set up the best refreshment stand in Mount Prospect. Of course we marked that candy up and ended up with quite a profit between the candy and the high margin kool-aid. This worked well until a couple of bullies dropped dry ice in our kool-aid and ran off with our candy. At least they didn’t get our money but all in all the day was a bust. The entrepreneurial experiment was not. We went back at it on future days with our kool-aid covered and our bulk candy safely hidden. I don’t remember if we told on those boys (yes, they were boys) but I also don’t remember them returning. Success? All in all, I think so.

Given my story you can see where I land in answer to the title question. In business it is important to step out and take risks even though that makes you vulnerable and likely you will get pounded at one point or another. However, without that vulnerability you will not grow in understanding of yourself or your business. Let’s take this one step further. How do this impact us in the realm of career management and personal growth?

While I might be one of the first to celebrate the value of predictability, analytical approaches and execution to commitments, there is room and critical value to ambiguity, risk taking and vulnerability. How do you stuff those opposing characteristics into one being? Practice and mindful development is the answer I have found.

The word courage is from the latin root word “cor” which means heart. That is why this whole process gets personal. There is a need in leadership and in business to be self-aware of your heart and what you are feeling. You need to be willing to open that heart up to failure and to criticism. Practicing is all about stepping forward into areas of discomfort in order to exercise that vulnerability. We can’t protect ourselves from scrutiny if we are to be open-hearted, vulnerable leaders.

The base on which to build is one of self-awareness and a sense of worthiness. I am enough. I am capable. I have something to offer to the world. Yes, I have weaknesses and I make mistakes but those do not stop me. Here is what I need to ask myself regularly:

1. What would I do here if I wasn’t afraid?

2. What is the very worst that could happen and can I handle that downside? (I would not say that risk should be taken without weighing the consequences and mitigating within reason.)

3. How am I influencing others through this action? Do I really need to step out and be seen in order to set the right example?

4. Am I holding back based on shame or based on what others might think? What is driving that?

This idea of being vulnerable and allowing oneself to take bold risks is important to the success of people in general but I submit that this is a key challenge and sticking point for women in business. I will come back to this in later posts but for now I would like to say that I, like many of my peers are inhibited by fear. Some fear is helpful so that we avoid picking fights with wild animals and walking alone down dark alleys. But fear to expose all of who we are and let others see our warts and vulnerabilities is fear to eliminate in order to become all that we can be. Easy to say and hard to do. Let us begin!

Partnering Eastern Style – Part One

When I was a young manager at HP my team partnered with Samsung to develop a workstation to offer to the global market. The idea at the time was that the two companies could come up with better design than either company could alone. The key engineer on the project was an older gentleman who had developed a good repore with the Korean team. Hugh was big, tall, older, and he commanded attention. But I was his boss. So, when we met with the Korean team I had to establish my position in order to get my job done. High heels and shoulder pads on my dark-colored jacket would not suffice. We put a little play act together for the first meeting. Hugh deferred to me on just about everything. He only spoke when I asked him a question. He let me enter the room first and carefully introduced me to the participants. I even think he slumped his shoulders a little to appear smaller. That still didn’t prevent the awkward situation of having a couple of the engineers refuse to shake my hand. I was just a woman and it was not comfortable for them.

I’ve traveled extensively in asia since those days and have spent countless hours on airplanes crossing the ocean. During those long flights I’ve reflected on the differences between the western cultures and the asian cultures. Yes, there are multiple cultures in each part of the world but there are some common themes that seem consistent. The topic of working successfully in the far east is not new. Many books have been written. My perspective is from a woman’s point of view. Different? You decide.

1. Value the presentation – In Japan, food is usually presented with great artistic flare. The small portions are positioned carefully on a beautiful small plate with touches of color and spice. Even in countries where sameness is part of the corporate drill, artistic flair is appreciated. Perhaps this is an advantage for a woman. Color and style are valued. Bring that Gucci handbag. Wear the red pumps. Remember the operative words: touches, tasteful, flair

2. Time is relationship – Time is not money if it sacrifices the relationship. This is where a female has an edge if approached correctly. The skill of getting to know someone beyond the job title and work tasks helps get the eventual job done. Ask questions. Listen. Be curious. Open up about your own life. Do this over drinks if possible but watch what you drink. Whisper to the waiter that you would like water in your sake glass. Pour quickly for others…drink slowly yourself.

3. Failure is not ok – When a young person takes their university exam in Japan they have one chance on one day at one time. Sickness doesn’t get them out of it. If they fail, they fail. There are no “re-dos”. Surely that scars a person. Even if you do well, you are trained to really be ready for something and iterations are not the norm. This translates into a “Yes, and” mode of communication. Yes, I agree with what you are saying AND I would like to add my points in addition. Save face. Confirm and build. Agree with as much as you can and if you can’t agree at least acknowledge.

4. Women are an underutilized HUGE asset to tap – If you find an asian woman in business make the connection. Because they are not as common in high places, when they get to higher levels they are very special. If you are a woman, they will want to make a connection because it is unusual for them to find a peer. Much can be learned and shared.

5. Play your position – Be a leader. Be someone to look up to. Be confident in your expertise and direct as appropriate. If you step up you will be followed. Title is taken seriously but if you don’t act the part you will be ignored.