Developing Women Leaders in the New Political Era

On the national stage, where the apparent focus is to “make America great again” we see evidence that this suggests not only a return to a seemingly better state of our union, but also to a coercive autocratic leadership. It’s a throwback to the old days when companies worked best with military style, top down leadership. Leaders in those organizations were directive and “cracked the whip” to generate the best results.

Is this what it takes to make America great? Must we go back?

Aggressively “taking the bull by the horns” to make underlings and competitors fall in line behind is often applauded, especially when that method “works.”.. Is our new president making it acceptable, or even desirable, for leaders to have a “take no prisoners” “hardball” style? And, if they don’t, are they being too “soft” and not leaderly? If so, women who are leaders or emerging leaders are put more squarely in a double bind.

Women who wield power in this command and control way are seen as abrasive, pushy, and bossy, earning them the label “bitch.” And leading that way isn’t so good for companies either. While it may yield some positive results in the short term, it’s a leadership style that ultimately stymies innovation, effective teamwork and engagement.

The leadership that companies need in order to continue moving forward in the 21st century, rather than backward, is a collaborative, inclusive one; one that wields the power of influence. Successful women know this, and these qualities often come naturally to them.

Women, more often than men, have a broad focus and a long-term view. This will serve them well as they navigate the impact of a Trump presidency, keep their organizations headed in the right direction and maintain a culture where women leaders can thrive.

So in the face of the bluster, the sexism and the autocratic power displays, I ask professional women to remind themselves of what works for them, and works best for their organizations, and to take these four steps:

  1. Share power – Rather than holding on to control and relying on yourself to come up with the best answers, invite emerging leaders to participate in problem-solving and decision-making. Facilitate conversations to ensure that everyone is encouraged to speak and is heard. Designate different people in the group to take turns facilitating. Give credit where it is due, and publicly tell the story of the group’s process, progress and the result.
  2. Promote self-awareness – Help people learn about how they are viewed and work with them to proactively manage others’ perceptions of them. Talk to them about what they want people to know them for and discuss what they can do to reinforce that.
  3. Facilitate connections – Focus on the interpersonal ties between and among team members. Regularly bring together your group to discuss work- progress, goals and how you can help one another achieve your objectives. This helps everyone feel a sense of ownership over what they’re trying to achieve together, reinforcing collaboration.
  4. Sponsor and support other women – Typically, a sponsor is an advocate at a very senior level of the organization. But whether or not you are at the c-suite level, you can have a positive impact on women’s visibility and credibility. Ensure that women’s voices are heard and not ignored. Amplify points that women make in meetings by repeating them and adding to them. Don’t allow others to interrupt. Talk about women’s achievements that have had a positive impact on the organization and put them into the context of strategic results.

Finally, I urge professional women to stay true to themselves and trust their instincts. Double down on what you do best, and keep moving forward!