MBA equals to Male Business Administration?

I read the following from a newsletter of Catalyst  and I am sure you will find it a good sunday morning  food for thought.  After all monday 8th is approaching

Does MBA stand for Male Business Administration?

Apparently even an MBA doesn’t level the gender playing field. Pipeline’s Broken Promise, the second report in the series, The Promise of Future Leadership: Highly Talented Employees in the Pipeline, set out to explore how the «best and the brightest» have fared post-MBA. The surprising and unsettling results highlighted that the pipeline is in peril. Women lag men in advancement and compensation from their very first professional jobs and are less satisfied with their careers overall.

In a world where women comprise 40% of the global workforce and graduate with advanced professional degrees in record numbers-in some cases, surpassing men-gender fatigue or reduced attention to bias has no place. So what accounts for these career outcome differences and what are the implications for companies failing to level the playing field? The bottom line is that companies cannot remain competitive and sustain success without women in their leadership.
Here are just a few of the findings:

  • On average women are being paid $4,600 less in their first job than men.
  • Men were more likely to start their first post-MBA job in higher positions than women.
  • Men were twice as likely as women to be at the CEO/senior executive level.

In addition to these and other findings, the report hopes to aid companies by offering useful tips and advice from corporate leaders on how to correct these inequities. We encourage you to read the full report.  

The study was conducted with the support of our sponsors. American Express Company is a President’s Circle Sponsor of Pipeline’s Broken Promise. Barclays Capital is an Executive Circle Sponsor, and Chevron Corporation, Credit Suisse Group, General Motors Corporation, Procter & Gamble Company, and Scotiabank are Mentor Circle Sponsors.

Χειροτέχνες όλου του κόσμου Ενωθείτε και Προβληθείτε!

Ξεφυλλίζοντας το Gourmet της Ελευθεροτυπίας του Δεκεμβρίου 2009 μου τράβηξαν την προσοχή τα πάνινα καλάθια της Ελένης Πατηνιώτη, μία από τις συνήθως ωραίες και πρωτότυπες προτάσεις της Αγλαϊας Κρεμέζη.

Το ETSY  ένας δικτυακός τόπος όπου εκθέτουν και πωλούν καλλιτέχνες απ’ολο τον κόσμο αντίκες, παλαιά κομμάτια, χειροποίητα δικά τους σύγχρονα σε πολύ καλές τιμές, και δεδομένου ότι είναι σε δολλάρια μου φάνηκαν ακόμη καλύτερες.

Μόνη παραφωνία ήταν κάτι μεταλλικά κουτιά – όμοια έχει το ΙΚΕΑ – που ένας Καναδός τα πουλούσε απίστευτα ακριβά.

Εννοείται ότι έφτιαξα λογαριασμό myetsy για να μπορώ να αγοράζω, να αποθηκεύω τα αγαπημένα μου προϊόντα και τους αγαπημένους μου προμηθευτές.

Χάρηκα που 100 Ελληνες – απ’ολη την ΕΛλαδα- συμμετέχουν σ’αυτόν τον τόπο, ο οποίος φιλοξενεί συνολικά 170.000 προμηθευτές!

Μερικά από αυτά που μου άρεσαν θα δείτε παρακάτω

1960s 18k Gold and Tourmaline Ring by H. Fred Skaggs
1960s John Prip for Reed and Barton Dimension Silver Plate Coffee Set
Falling in Love Earrings  AAA citrine briolette oxidized fine silver

Firing Non Performers…

Several months ago I was faced with a problem that urgently needed to be solved: I had a team with many C-Players and to become a champion the team needs to have A-Players. What do I need to do? Fire all C-Players and leave only the A? Can I afford to continue losing any A-players because the C-players were nice people, loyal to the company for a number of years, etc etc??

Finally I took the decision and then I felt relieved and of course exausted in an effort to «re-establish» the team simultaneously with good production and encouraging the survivors.

I felt very relieved when a friend suggested me an article with ten tips on firing non-performers at New York Times.

1. Do it fast – I was late

2. Be authentic – Only when I really understood what made me delaying the decision I was able to make it.

3. Cover your legal bases, and be financially fair and reasonable. –We always need to do that.

4. Be binary – The moment you feel  that any support to them would not produce any dramatic change then you should know that the end has already approached.

5. Understand why your A-Team managers need you to do this – It’s part of the game to have to fire at a point of time; it is not the easiest neither the happiest part but it is absolutely necessary…

6. Understand that the person you are firing could be an A-Team player somewhere else – This is the role that a good consultant could play with an outplacement programme; I think it is very difficult for the firing manager to advise the person who is fired for a career transition or generally for the next step. Unfortunately not all companies offer this benefit.

7. Understand why the person under-performed, and make changes to ensure this type of person doesn’t make it on to your A-Team again. – Many times it is easy to know what it did not work but it is very difficult to identfy what it is going to work. Who said that life is easy?

8. Over-communicate to the rest of your team and other stakeholders – Honest, immediate and clear communication is always a key component to retain trustworthy relationships; especially in today’s conditions.

9. Have a transition plan- Always have plan A and plan B and in some cases you will need a plan C, but in my opinion above all be ready to work hard.

10. Use this transition to make other critical changes – Firing and especially firing top management in a company is not the best thing to happen – for anyone; at lest when it happens we need to use it as an opportunity to build a sounder and more robust environment. In other words, do not repeat the same hiring mistakes during replacement.

The Challenge of Hiring and Retaining Women

According to many economists in many OECD countries there is an increasing socio-economic crisis that affects heavily the middle class; in other words  we face the end of the «American dream» . However, this dream still holds for most emerging markets. Amid this stagnation women’s full entry into the workforce has rescued family incomes. 

In this era of keen competition for talent, companies that can have strategies to attract and retain a diverse workforce  (eg older work force, women, etc) are more likely to succeed. of course, it is not easy for companies to define how diversity links to their business results.

As far as women are concerned definitely more (in numbers) are in the world of work.  However, the glass ceiling founded as a term about 20 years ago still exists, because companies need to find a way to create more successful women leaders. But is the glass which prevents them or is it a sticky floor ?

There are difficulties in attracting and retaining women;  however, there are successful strategies and HR can become a strategic partner with businesses (in condition that it will attract business-minded professionals).

Mentoring to face 21st century challenges

Mentoring is a relationship that is created to share knowledge and experience for learning in a purposeful way.

To share knowledge and experience you do not need any more to be old and with hundreds of years of experience. The traditional form of mentoring has given way to more «egalitarian» forms.

The fact that the first mentor in the global history was Mentor (Μέντωρ in Greek) Ulissys best friend clearly shows that the relationship needs to be based on confidentiality, trust and mutual respect.