This genius strategy for women to be heard in meetings will blow you away

Are you a woman working in a company, sector or industry dominated by males? Do you find it hard to get noticed, to make your opinion heard and to remain owner of your ideas? Well, learn from this interesting read published in The Washington Post. It truly is genius.

Testosterone in the room

Most of the people campainging for Obama were men. When Obama won the presidential elections these men subsequently filled his cabinet. At that time, the White House was not the most female friendly environment. Women found it was a tough circle to break.

They not only had to shoulder their way into important meetings. Once in, they also had to get their opinions noticed. That’s when female staffers started to band together and came up with a genius meeting strategy to make themselves heard.

‘Amplification’ strategy

What did they do differently? Whenever a woman made a key point, another woman would repeat it and pay credits to the author. This forced the men to acknowledge the point made and denied them to claim the idea of their own.

The female staffers called this the ‘amplification’ strategy and purposefully made it an everyday thing. Gradually, Obama began noticing them, calling more on women and junior staffers next to the more senior men.

As a result, things looked brighter for females in Obama’s second term, with now half of the White House departments headed by women.

Small ideas with big impact

The simplest strategies are often the most powerful. I was genuinely blown away by its sheer simplicity. It’s such a small effort to implement this in your own company as of today. So go band with your fellow sisters at work, voice your opinions and amplify each other. I would love to hear how it works out for you!



“I don’t believe in coaching.”

“I don’t believe in coaching.” That’s what a manager of a well-respected and growing organisation once confided me. I was baffled. From my experience I had seen it work on so many levels, but I could not convince him. He had his mind already made up.

Today, the International Coaching Federation backs up the benefits of coaching with hard figures in a 2016 study, conducted independently by PricewaterhouseCoopers.

Study reveals clear benefits of business coaching

The benefits of using a professional coach are manifold: respondents claim it improves their performance at work (70%), business management (67%) and time management (57%). And there is more.

Those who undertake coaching can also expect increased self-confidence (80%), improved relationships on the work floor (73%), enhanced communication skills (72%) and a better work-life balance (67%).

96% would repeat the coaching process eyes closed

Overall, the learning and new insights offered by individual coaching returns the investment to the entire business (86%). The satisfaction rate of coaching is extraordinarily high (99% ‘somewhat or ‘very satisfied’). No wonder 96% would repeat the process eyes closed.

I witnessed coachees grow in self-confidence, undertaking steps after coaching they would not have before. One coachee decided to leave her father’s company, another started her own business. One extraverted manager was surprised how much his relationship with an introverted employee in his team improved after learning about MBTI. And a top executive who had accomplished almost everything in his career found peace and decided to take up a final challenge as mentor in his company.

So, what will be your story?


4 Things That Sink New Executives, and How to Overcome Them

When moving up the career ladder, 50-70% of executives fail within 1,5 years of their new assignment. Despite that, these executives were high-potentials, though. So it couldn’t have been because they weren’t capable. So what made them slip? Intensive research has uncovered four ‘derailers’ and how to overcome them.


1. Avoid a larger-than-life persona by defining your image Perception is everything.

When you become a leader, people suddenly start seeing your differently. Some leaders are attributed celebrity status, others become fearful dictators in the eyes of their beholders. To overcome this misinterpretation, leaders must have the courage to confront these misconceptions and try to anticipate the reactions of others before others broadcast them incorrectly to a wider audience.


2. Neutralize the megaphone effect by crafting purposeful messages

New executives are not only perceived differently, the way they communicate is also amplified by the looking glass. Words, pauses, small talk, impactful words, … they are all attributed more meaning than the executive intends. Remain mindful in how to formulate organisation’s views. There is no ‘small talk’ at the top of organisations. Take extra time to consider the impact of thoughts and views. Do it genuinely and precisely.


3. Don’t resent sifted data, learn to work with it

When leaders are elevated in their new roles, they notice they don’t have access to data they used to have. Information is filtered now. Knowledge means power. Suddenly, they found themselves out of access to information they could previously freely rely on. No leader will get access to the data he used to have before. But, if he can be up front with information needs, mindful on people’s concerns, and above all, consistent in style to handle hard truths with grace and honesty, he will get increasingly complete data.


4. Embrace the aliens next door

Former peers become direct reports, former superiors a new set of peers. Relationships once characterized as familiar will never be the same. Politics at top level make it hard to trust the new peers. And even though executives still feel like the same person, everything else will never be the same. Successful leaders redefine relationships and reset boundaries to send a clear signal for desiring trusting relationships. They deliberately discuss priorities, accessibility, information flow, and mutual expectations of influence and confidentiality. So, even though distortions are unavoidable for leaders in a transition, a lot will depend on how they respond. If they remain in control, they can accelerate early wins to become a successful leader.


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