# data[].attributes.attachment_link.title
Overcome Workplace Bias | Research & Solutions | Catalyst

# data[].attributes.attachment_link.description
Discover how to identify and address unconscious bias in your workplace. Get tools and strategies to build more equitable practices.

# data[].attributes.attachment_link.description
News about Women's Suffrage, including commentary and archival articles published in The New York Times.

# data[].attributes.attachment_link.readable_text
EDUCATIONAL RESOURCES FOR WOMEN'S EQUALITY DAY
These resources, compiled by the National Education Association, are intended to help students in grades K-12 learn about the suffrage movement in general and the 19th Amendment in particular.

Women Win the Vote, women's history archive from Maryland Institute for Technology in the Humanities. An overview of the suffrage movement, including brief biographies of 75 Suffragists (Grades 5-8).

Education & Resources archive from National Women's History Museum (NWHM). Features videos, activities, interactive lessons, and quizzes highlighting the contributions of women to the social, cultural, economic, and political life of the U.S. (Grades 6-12).

Women's Suffrage: Manuscript Division from the Library of Congress. Includes papers of the movement's early pioneers, the daughters of that first generation, the women who made the successful push to victory, and records of leading national suffrage organization (Grades 9-12).

Women's Suffrage archive from the Gilder Lehrman Institute of American History. Six historians examine aspects of women's efforts to gain the right to vote (Grades 9-12).

# data[].attributes.attachment_link.title
Women's Equality Day Resources - National Women's History Alliance

# data[].attributes.attachment_link.description
EDUCATIONAL RESOURCES FOR WOMEN'S EQUALITY DAY These resources, compiled by the National Education Association, are intended to help students in grades K-12 learn about the suffrage movement in general and the 19th Amendment in particular. Women Win the Vote, women's history archive from Maryland Institute for Technology in the Humanities.

# data[].attributes.headline
Leaders, Stop Denying the Gender Inequity in Your Organization

# data[].attributes.subject
Leaders, Stop Denying the Gender Inequity in Your Organization

# data[].attributes.attachment_link.readable_text
Executive Summary

There are more inclusion initiatives than ever before, from gender diversity targets to focused recruitment efforts, unconscious bias training, and individual development programs for women, which often include mentoring, sponsorship, and coaching. With all this activity, it's easy to assume progress is being made. But none of these efforts will guarantee that women reach management positions or that, when they do, they'll be valued in the same way as men. That's where leaders come in. It's on the most powerful people in the organization to set the standard for the types of behaviors they want employees to adopt and to give them the skills and feedback they need to practice equality as part of their day-to-day job so that it becomes a fundamental way of working. That's the only way organizations will become truly equal.

Vitezslav Vylicil/Getty Images

The lack of women in leadership is not simply a representational issue. Focusing on getting more women in leadership positions not only treats women as token hires, it excludes men who are made to feel as though engaging in diversity and inclusion is a win-lose fight for a seat on the leadership table. And improving representation will not fix the culture and environment that excluded women in the first place.

Rather, the real aim should be for leaders to create a culture that values, rewards, and supports individual differences. In a work environment where differences are valued, everyone has an opportunity to advance, which is why both women and men are more likely to rise to senior leadership positions in cultures that value equality.

So why aren't leaders creating these environments? In a word, denial. While most people know that women have different experiences than men at work, I found in my research that a majority of leaders are in denial about that fact. I interviewed 72 men and women from two different organizations and these senior executives consistently upheld the belief that workplaces are meritocracies and that all employees are treated in the same way. Almost every one of my interviewees said that they believed men and women have identical opportunities, workplace experiences, and career paths. Consequently, they believed that women do not succeed because of their individual choices or capabilities and not because of unwelcoming and even hostile work environments.

Most workplaces were created by men and for men, which in turn has created numerous challenges for women to overcome. The situation is only made worse when leaders make public commitments to increase the number of women in leadership roles and then continue to rely on ineffective solutions as the means to achieving this. Leaders might be aware there is a gender equality problem, but very few understand how inequality works.

And yet leaders set the standards for behaviors in organizations. They decide what gets endorsed, accepted, supported, overlooked, and rewarded. They decide how many women will be on a team, and more importantly if they will be treated in a way that enables them to thrive in the organization. A "policy" or "training program" can't compensate for leaders who consistently ignore or even endorse behaviors, such as comments or jokes, that discriminate, marginalize, and exclude women.

Inclusion does or doesn't happen in millions of moments each day and leaders need to stop denying the reality for women and become aware of all the ways they enable inequality to unfold in their teams.

The call for leaders to advance gender equality at work, regardless of whether they lead a startup, multinational, or public-sector organization, is in reality an invitation for them to lead. Here's how they can do that.

Disrupt Denial

The first step is for leaders to get out of denial and become aware of how inequality shows up in their team, department, and organization. Even if they are aware of the barriers, they can help others do the same. To do so, they must create opportunities for employees to talk about their experiences of marginalization and discrimination. One leader at a large multinational organization that I spoke with as part of my research held a one-hour weekly meeting with their teams to openly discuss topics like the pay gap, motherhood penalty, and microaggressions to raise awareness of the barriers women face and the impact each has and what needs to be done to tackle these issues. While discussing these topics might make some leaders uncomfortable at first, it is important to lean into this discomfort as this is how we make invisible experiences of inequality visible.

Get to Know the Barriers

How many leaders understand the barriers women face at work? There's the fact that women must perform at a higher standard than men to achieve the same level of success. This perfor mance tax limits women's pay and promotion opportunities. There's also the role c onflict that many women encounter as they try to manage the often incompatible roles of worker, wife, and mother. And many women experience identity conflict, trying to lead in workplaces where only masculine management styles are recognized and rewarded. It's important for leaders to know that every one of these challenges is made harder still when women have multiple intersecting identities like race, ethnicity, sexual orientation, physical or mental ability, religion, and age.

It's not enough to be aware there is a problem, and it's certainly not enough to throw a quota in place, or another training initiative, which requires no real effort from leaders. To solve inequality, we need leaders to educate themselves, by reading, researching, and understanding why these challenges exist and how, as leaders, they might be unknowingly creating or upholding such barriers.

Manage the Moments

Inequality is a practice - it's something employees do, which is why leaders need to continuously manage behaviors that cause inequality in the same way that they manage safety, costs, and productivity. It doesn't matter how many policies or diversity and inclusion initiatives companies have in place if leaders and employees cannot translate equality into a set of behaviors, norms, and routines.

In practice, this means leaders call out inappropriate or exclusionary behaviors, especially when they happen in informal interactions; give employees direct one-on-one feedback outlining how their behavior marginalizes other employees - whether intentional or not; and explain the impact these moments have on the team. They should not, as too many leaders do, ignore the incident or downplay its impact in the hope that it goes away. The most committed leaders can also use these experiences as opportunities for collective learning with their teams by sharing what happened and what will change as a result. When leaders do this on a regular basis, they raise employee's awareness of the problem and encourage everyone to solve the issue by changing their behavior.

Even though managing discrimination can be challenging for leaders, it's a lot harder for employees to work in an environment where their identity is devalued. Being in a position to tackle inequality that you yourself may never have to experience is the ultimate privilege.

There are more inclusion initiatives than ever before, from diversity targets to focused recruitment efforts, unconscious bias training, and individual development programs for women, which often include mentoring, sponsorship, and coaching. With all this activity, it's easy to assume progress is being made. But none of these efforts will guarantee that women reach management positions or that, when they do, they'll be valued in the same way as men. That's where leaders come in. It's on the most powerful people in the organization to set the standard for the types of behaviors they want employees to adopt and to give them the skills and feedback they need to practice equality as part of their day-to-day job so that it becomes a fundamental way of working. That's the only way organizations will become truly equal.

# data[].attributes.attachment_link.title
Leaders, Stop Denying the Gender Inequity in Your Organization

# data[].attributes.attachment_link.description
Executive Summary There are more inclusion initiatives than ever before, from gender diversity targets to focused recruitment efforts, unconscious bias training, and individual development programs for women, which often include mentoring, sponsorship, and coaching. With all this activity, it's easy to assume progress is being made.

# data[].attributes.attachment_link.readable_text
These individuals fought for women's suffrage. They lived across the United States, and came from around the world. Some were active in the battle for women's right to vote in the early 1800s; others worked to educate and enroll voters and for voting rights into the late 1900s and beyond. Men and women, young and old, you may know some of them for other parts of their histories. Some you may never have heard of before.

We invite you to explore the stories of women's access to the vote across America, through the histories of these 20 people who were among those who made it possible. Looking for more histories of suffragists? Scroll to the bottom of the page!

# data[].attributes.attachment_link.title
20 Suffragists To Know for 2020 - Women's History (U.S. National Park Service)

# data[].attributes.attachment_link.description
These individuals fought for women's suffrage. They lived across the United States, and came from around the world. Some were active in the battle for women's right to vote in the early 1800s; others worked to educate and enroll voters and for voting rights into the late 1900s and beyond.

# data[].attributes.headline
The Suffragists Fought to Redefine Femininity

# data[].attributes.subject
The Suffragists Fought to Redefine Femininity

# data[].attributes.attachment_link.readable_text
The campaign for the right to vote crystallized notions of femininity and motherhood that women are still expected to navigate.

Credit... Photo illustration by Chloe Cushman for The New York Times

When Kamala Harris stepped onto the stage in a high school gym in Delaware earlier this month, after Joseph R. Biden Jr. announced that he had chosen her as his running mate, she sought to define herself as many things - a senator, a Black woman, an Indian woman, a prosecutor.

But her most important role, the "one that means the most," she said, is " momala " - stepmother to her husband's two children, Cole and Ella.

In choosing to wear the mother badge, at the highest point in her career, Ms. Harris was inserting herself into a persistent mold that powerful women have long been expected to fit: the warm, maternal, likable figure who, as Joan Williams, professor of law and director of the Center for WorkLife Law, wrote in a The New York Times op-ed, is "focused on her family and community, rather than working in her own self-interest."

In the late 19th and early 20th centuries, both pro- and anti-suffrage leaders used ideas about what women "should" be to make their case for and against the right to vote. Both sides leveraged emerging printing technology and photography to engage in what historians describe as one of the first coordinated visual political campaigns in American history.

And the suffragists "were as savvy about the tools that they had at the time as protesters and activists are now," using visuals to hone their message and create instantly recognizable branding, said Susan Ware, historian and author of "Why They Marched: Untold Stories of the Women Who Fought For the Right to Vote."

The result was vibrant propaganda from both sides that helped give rise to characters and tropes - from the power-hungry "man eater" to the modern, working woman who could juggle it all - that have been passed down through the decades and remain deeply ingrained in American culture today.

One recurring theme for the anti-suffragists - some of them women - was that women were supposed to be virtuous caregivers and that giving women the right to vote would detract from household responsibilities like caring for children, managing the household and "looking pretty," Ms. Lange said in a phone interview.

There was an idea that these women, by advocating for their political rights, were "rejecting family life and their homes, the things that American women are - quote unquote - supposed to be focusing on," she added.

Almost as soon as the demand for the vote was raised, opponents of women's suffrage began arguing against it, often with visual media. They used prints that would be sold as décor to present their ideals of "motherhood" and "femininity" as diametrically opposed to the dirty world of politics and the aggressive pursuit of success in public life.

Imagery like this illustration created in 1869 by one of the era's most prominent printmakers, Currier & Ives, often painted the women who were seeking the vote as "ugly, shameless monsters," who threatened to upend the status quo, said Ms. Lange. They were often dressed in attire deemed scandalous - skirts that exposed ankles, short pantaloons or bloomers - and indulging in what would have been widely considered immoral behavior, like smoking, drinking or ignoring a crying baby.

Image

"They were trying to attack women's femininity, their sense of decorum and their respectability," said Kate Clarke Lemay, a historian and curator at the National Portrait Gallery. "They were always being called things like 'man eaters.'"

Some images, like this print below published slightly earlier in 1851 in the satirical publication "Humbug's American Museum Series," which showed a white and a Black woman demanding relief from domestic responsibilities, alluded to another concern raised by those who opposed expanding women's rights - that it would disrupt social and racial hierarchies in the United States.

To counter their opponents' attacks, in the 1870s the suffragists started sitting for portraits, which were sold to consumers to raise money for their cause. They hoped these images would help paint their movement in a more elegant light - a far cry from the cartoonish caricatures in circulation. Everything from their poses to their clothing was carefully considered to help propagate an image of intelligence, morality and refinement.

Many of the portraits - some of which were eventually published in the "History of Woman Suffrage" compiled by Elizabeth Cady Stanton, Susan B. Anthony, Matilda Joslyn Gage and others - were aimed at showing the world that the suffrage leaders were "lovely women" and not "unattractive and unfeminine," said Ellen Carol DuBois, historian and author of "Suffrage: Women's Long Battle For the Vote."

"It was all part of building a visual identity of the movement," she added.

Black suffragists, who were often marginalized in white suffrage groups, also created their own portraits, which they hoped would counter racist and sexist stereotypes. In the mid-19th century, the abolitionist and suffragist Sojourner Truth sold "cartes de visite" with her portrait when she went on lecture tours, as a way of establishing her respectability and ownership over her work. When later Black suffragist leaders such as Ida B. Wells-Barnett and Mary McLeod Bethune sat for their own portraits, they, like Stanton and Anthony, dressed in elegant clothing and wore jewelry to project wealth and refinement.

In the 1910s, as the movement shifted its focus toward a federal suffrage amendment and leveraged the national press to garner support for this campaign, the suffragists leaned into imagery of women as pure, heroic figures, Dr. Lemay said. Many illustrations from this period - like this image from 1915, published in a special edition of the humor magazine Puck, guest-edited by suffragists - were rich with ancient Roman symbols of equality and unity, or women modeled after Joan of Arc or Lady Liberty.

Suffragists such as Alice Paul - a member of the National American Woman Suffrage Association (NAWSA) and founder of the National Woman's Party - realized that by staging public spectacles like picketing the White House or leading a parade, and inviting photographers to document them, they could attract more attention to their cause in national daily papers (and eventually newsreels) that reached wide audiences.

In March 1913, Paul and NAWSA organized a massive suffrage parade in Washington, on the day before President Woodrow Wilson's inauguration. Thousands of women all dressed in white gowns (denoting purity) and some even riding horses - like Inez Milholland, pictured above - marched through the capital.

News of the parade took up a large chunk of the front page of The Washington Post the next morning. The headline read: "Woman's Beauty, Grace, and Art Bewilder the Capital - Miles of Fluttering Femininity Present Entrancing Suffrage Appeal." The early caricatures of the suffragists as "ugly" had, it would seem, been successfully refuted.

At the same time, NAWSA was also working to flip the anti-suffrage depiction of motherhood on its head, making the case through posters and prints that suffrage wouldn't detract from motherhood. In fact, they argued, not only was voting in the best interest of mothers, enabling them to advocate politically for issues they cared about, but being mothers would also make women better voters.

In 1906, the social reformer Jane Addams, a pioneer of the settlement house movement and a NAWSA board member, articulated this line of thought at the group's annual convention.

"City housekeeping has failed partly because women, the traditional housekeepers, have not been consulted," she said, and governments "demand the help of minds accustomed to detail and variety of work, to a sense of obligation for the health and welfare of young children and to a responsibility for the cleanliness and comfort of other people."

This idealized vision of the suffragists as smart, beautiful, caring and motherly gave rise, Ms. Lange added, to the notion that a woman's involvement in politics wouldn't destroy domestic life. That the two things aren't - and shouldn't be - mutually exclusive, and that one feeds the other.

In the century that followed the ratification of the 19th Amendment - which banned discrimination at the ballot box on the basis of sex - these debates over femininity and motherhood have persisted. And the question of how women in the public eye navigate them has crept up again and again, compelling the growing number of women running for office "to negotiate their public images in terms of their statuses as mothers, wives, daughters and potential mothers," Ms. Lange writes in her book.

We saw it this year at that Delaware high school gym, when Ms. Harris alluded to her Sunday night family dinners, which - she clarified - she cooked.

We saw it 2008, when Sarah Palin, the former governor of Alaska who ran for vice president alongside Sen. John McCain, consistently cast herself as a " hockey mom."

And we saw it in 1984, when Geraldine Ferraro, who had just made history as the first woman to join a major party's presidential ticket, was asked on a campaign stop in Mississippi by the state's Commissioner of Agriculture whether she could bake blueberry muffins.

"I sure can," Ms. Ferraro responded. "Can you?"

# data[].attributes.attachment_link.title
The Suffragists Fought to Redefine Femininity. The Debate Isn't Over.

# data[].attributes.attachment_link.description
The campaign for the right to vote crystallized notions of femininity and motherhood that women are still expected to navigate. When Kamala Harris stepped onto the stage in a high school gym in Delaware earlier this month, after Joseph R. Biden Jr.

# data[].attributes.attachment_link.readable_text
A CEO called one of us (Robert) for help. The company she was leading was on the cusp of a huge opportunity related to a new technology. But she was stymied and stuck.

One of the representatives for an investor in the project was extremely assertive and self-interested. They had intimidated several of her company's strong board members, who were now withdrawing the financial support they had already committed. The entire endeavor was at risk.

It took 20 minutes for the CEO to describe all the complexities. As she did, Robert felt a knot in his stomach. She expected him to add value and yet he was struggling to even comprehend the issues. He worried that he wouldn't be able to help and a part of him just wanted to end the call and distance himself from this mess. Rather than doing that, he understood that his anxiety was a signal to slow down. He began to self-regulate.

Recent research in the field of neuroscience, specifically polyvagal theory, offers insights into this process of self-regulation and how you can move from a "fight or flight" response to a higher state of openness that invites collaboration, creativity, and thriving. Studies have shown that specific tactics, which we'll explain more below, can help us navigate our natural tendency to be defensive when confronted.

Another one of us (Stephen) developed polyvagal theory, which explains how our nervous system regulates our behavior, both collaborative and defensive, using the vagus nerve, the major parasympathetic nerve in the autonomic nervous system. This nerve provides bi-directional connections between the brain and the heart, gut, and other organs in our body, and is part of a predictable response sequence that is activated when we are threatened. There are three levels to this response.

The first is immobilization, or what we call level one. Under dire threat, a reptile, mammal, or human may collapse and mimic death. This is a natural and adaptive reaction. For example, when a mouse is trapped by a cat, the mouse may reflexively shut down and appear to be dead. Consequently, the cat loses interest in the mouse and the mouse is able to escape. This is a rare reaction in humans but it does happen.

Level two is mobilization. Under threat, the heart begins to beat faster. The sympathetic nervous system is activated, the body produces cortisol and adrenaline and prepares for action. This is the fight-or-flight response. We become aggressive, or we flee.

The third level of response is engagement and connection. When we feel safe again, we begin to function differently. It is at this level that a uniquely mammalian vagal pathway becomes functional and quiets the defensive features of both the fight/flight and shutdown pathways. The body releases oxytocin. In this state, we are more open to others and experience a sense of connectedness that can lead to collaboration and learning.

Theodosius Dobzhansky, a prominent evolutionary biologist, has refined Charles Darwin's famous quote about evolution being a "survival of the fittest," to add that: "The fittest may also be the gentlest because survival often requires mutual help and cooperation." In Dobzhansky's view, it is connectedness and collaboration that has enabled the evolutionary success of mammals and humans.

When we're able to reach level three, our vision, hearing, voice, and mind begin to work in concert with our heart. We are able to feel our bodies, as opposed to the numbness we may feel at levels one and two during a confrontation. We are not in the "tunnel vision" of fight or flight so we can more accurately read the faces and the nonverbal signals of others. We see the bigger picture and connect with others around shared goals. In short, our relational and learning capacity increases.

As a leader, the more effectively you can self-regulate - particularly moving from the frequently occurring level two to level three - the better you can lead and help others. Based on our experiencing applying polyvagal theory to situations like the one Bob was in with the CEO, we've developed a five-step framework to help people make this shift.

Step 1- Understanding: The first step is knowing the biology behind these reactions and accepting that being at level one, two, or three is normal. Knowing where you are on the hierarchy gives you choice and the power to shift.

Step 2- Awareness: When you feel challenged, notice the physical and emotional cues that signal you're experiencing anxiety. Do you feel a knot in your stomach? Or your heart racing? See these as signs of where you are in your reaction: likely level two.

Step 3 - Recall: Bring to mind previous experiences where you've successfully moved through uncertainty in the past. You might even write down what you did to navigate a difficult situation and use your own success to give yourself hope that you can get through this one too.

Step 4 - Intention: With hope in mind, let go of the need to serve your ego by clarifying your highest purpose. Focusing on your intention will release oxytocin and help you shift to level three.

Step 5 - Trust the process: When you're at level three, it's much easier to explore and develop ideas with the other person. The interaction is an emergent learning process - it will be challenging, but as long as you stay connected and don't move back to level one or two, you can get through it together. In fact, you can become skilled at making others safe and keep inviting them back into mutually beneficial conversations.

Robert used this framework when he was talking to the CEO and he noticed himself going into fight or flight, wanting to flee the conversation. To make sure he was in a state where he could think clearly, he consciously drew on his memory of past challenges and successes. He thought about prior experiences when he had felt uncertain and vulnerable yet managed to move forward. These memories increased his confidence in his ability to navigate this situation. He also thought about what he could bring to the conversation with the CEO - his higher purpose - which allowed him to consciously shift from fear to hope.

Energized by this purpose, he invited the CEO to continue speaking, rather than trying to end the call. He used verbal signals of inclusion to support safety and trust. These included statements of authentic vulnerability and the use of genuine inquiry. When she finished, for example, he said, "Your challenge is very difficult. I can barely understand it. So, let me repeat to you my flawed comprehension so you can correct me."

It was a vulnerable act to admit that he didn't fully comprehend what she was saying but being authentic signaled that he trusted the CEO, and his openness signaled she could trust him. She spent another seven minutes further clarifying and as she did, she and Robert entered into a state of co-regulation where ideas, emotions, and possibilities could be exchanged without hesitation, embarrassment, or fear.

Once Robert felt safe, and deeply listened to her clarifications, oxytocin was flowing and he felt more mentally open. Instead of orienting to the problem, he focused on possibility and called her attention to a larger vision. Instead of seeking to get the already promised resources, could she take a new approach? Could she explore the original intentions of each actor? Why did they care enough to sign up and invest? Were they committed enough to become more engaged? Could she boldly ask for funding that would take the company, not a few months into the future, but years into the future? Could she invite them to make a greater commitment? Could she lead them in co-regulating their way to higher collaboration?

The CEO, intrigued, said she could try it out. A month later, she called Robert to report that the strategy, with further modifications, had brought success. The board members were more committed and optimism was up.

Self-regulation opens the way to collaboration and change. Understanding our biological reactions in high-stress situations gives us a path to follow; it is then our choice if we walk this path or fight it. And the choice we make is often the difference between our success and failure.

# data[].attributes.attachment_link.title
How to Keep Your Cool in High-Stress Situations

# data[].attributes.attachment_link.description
A CEO called one of us (Robert) for help. The company she was leading was on the cusp of a huge opportunity related to a new technology. But she was stymied and stuck. One of the representatives for an investor in the project was extremely assertive and self-interested.

# data[].attributes.attachment_link.readable_text
This is an excerpt from my book, How to Be Successful Without Hurting Men's Feelings .
In this fast-paced business world, female leaders need to make sure they're not perceived as pushy, aggressive or competent. One way to do that is to alter your leadership style to account for the (sometimes) fragile male ego.

Should men accept powerful women and not feel threatened by them? Yes. Is that asking too much? IS IT? Sorry I didn't mean to get aggressive there. Anyhoo, here are 9 non-threatening leadership strategies for women.

#1

When setting a deadline, ask your coworker what he thinks of doing something, instead of just asking him to get it done. This makes him feel less like you're telling them what to do and more like you care about his opinions.

#2

When sharing your ideas, overconfidence is a killer. You don't want your male coworkers to think you're getting all uppity. Instead, downplay your ideas as just "thinking out loud," "throwing something out there," or sharing something "dumb," "random," or "crazy."

#3

Pepper your emails with exclamation marks and emojis so you don't come across as too clear or direct. Your lack of efficient communication will make you seem more approachable.

#4

If a male coworker steals your idea in a meeting, thank him for it. Give him kudos for how he explained your idea so clearly. And let's face it, no one might've ever heard it if he hadn't repeated it.

#5

When you hear a sexist comment, the awkward laugh is key. Practice your awkward laugh at home, with your friends and family, and in the mirror. Make sure you sound truly delighted even as your soul is dying inside.

#6

Men love explaining things. But when he's explaining something and you already know that, it might be tempting to say "I already know that." Instead, have him explain it to you over and over again. It will make him feel useful and will give you some time to think about out how to avoid him in the future.

#7

Pointing out a mistake is always risky so it's important to always apologize for noticing the mistake and then make sure that no one thinks you're too sure about it. People will appreciate your "hey what do I know?!" sensibilities.

#8

When collaborating with a man, type using only one finger. Skill and speed are very off-putting.

#9

When all else fails, wear a mustache so everyone sees you as more man-like. This will cancel out any need to change your leadership style. In fact, you may even get a quick promotion!
Order my book based on this post: How to Be Successful Without Hurting Men's Feelings: Non-threatening Leadership Strategies for Women

# data[].attributes.attachment_link.title
9 Non-Threatening Leadership Strategies for Women

# data[].attributes.attachment_link.description
This is an excerpt from my book, How to Be Successful Without Hurting Men's Feelings  . In this fast-paced business world, female leaders need to make sure they're not perceived as pushy, aggressive or competent. One way to do that is to alter your leadership style to account for the (sometimes) fragile male ego.

# data[].attributes.headline
I will be a hummingbird - Wangari Maathai

# data[].attributes.subject
I will be a hummingbird - Wangari Maathai

# data[].attributes.attachment_link.title
I will be a hummingbird - Wangari Maathai (English)

# data[].attributes.attachment_link.readable_text
HIGHLIGHTS FROM THE WOMEN'S SYMPOSIUM

The 22nd ISS Mary Anne Haas Women's Symposium took place on June 22, 2024, bringing together a dynamic group of women educational leaders from around the world. This year's theme, "Creative Leadership and the Power of Connections", explored the importance of mentorship, building networks, and leading with creativity in the evolving landscape of international education

We extend our heartfelt thanks to our inspiring speakers and panelists, who shared their invaluable insights and expertise, fostering rich discussions and collaborations. As we look ahead, we are excited to continue the conversations through our virtual community, offering free webinars to all Women's Symposium members, ensuring year-round connection and professional development opportunities.

VIEW THE FOLLOWING FREE PRESENTATIONS FROM THE 2023-2024 SCHOOL YEAR

The Power of Connections: Tools to Leverage Networks, Mentors & Sponsors

Breaking the Glass Ceiling: Exploring Trends & Patterns in Women's Leadership (Part 1)

Breaking the Glass Ceiling: Exploring Trends & Patterns in Women's Leadership (Part 2)

CELEBRATING DECADES OF SUPPORTING WOMEN LEADERS

In honor of the 20th anniversary of the Mary Anne Haas Women's Symposium and Mary Anne's 96th Birthday, we hosted a special event: Hope and Women's Leadership with Jane Goodall.

Dr. Jane Goodall, DBA, Founder of the Jane Goodall Institute (JGI) and UN Messenger of Peace, is a world-renowned ethologist and activist inspiring greater understanding and action on behalf of the natural world. Jane is a global icon, spreading hope and turning it into a meaningful, positive impact to create a better world for people, other animals, and the planet we share.

Since 2002, this annual symposium has helped to advance women educators in leadership in international schools - as well as provide important role models to future generations of women leaders.

Each year, over two dozen leaders from international schools around the world assemble for the annual ISS Mary Anne Haas Women's Symposium to discuss the context for women leadership in international schools, network, and further their own professional development in a stimulating series of workshops and conversations. In recent years, symposium alumni have organized workshops at regional conferences for both male and female leaders.

MAKING AN IMPACT IN WOMEN'S LEADERSHIP

According to data from the Academy of International School Heads (AISH), over the past decade, the percentage of women heads at international schools has increased from 27% to 33%. That growth is attributable to the early female pioneers as well as to many male and female champions who encouraged women to seek leadership roles in international schools.

There is still more progress to be made! If you are an aspiring woman head or an established head interested in championing women in leadership, please let us know.

ISS Mary Anne Haas Women's Symposium Virtual Gatherings

When unable to gather in-person, we have found ways to continue to build and strengthen positive connections amidst the shared experience of educating and leading. The goal is to continue to host meaningful activities and discussions that will build up this community of women leaders in international schools.

ISS MARY ANNE HAAS WOMEN'S SYMPOSIUM PADLET

From articles about leadership, to reflective prompts from facilitators, this padlet collects the great resources shared during previous Womenars. Anyone is welcome to access for free!

ISS WOMEN LEAD FACEBOOK GROUP

Stay connected with us on social media using #ISSWomenLead and by joining our Facebook group. We always encourage you to spread your experiences, photos, and support with other women throughout the educational community.

"A leader sees greatness in other people. You can't be much of a leader if all you see is yourself. Only equals make friends. A man or woman who sees other people as whole and prepared and accords them respect and the same rights has arranged his or her own allies."

Maya Angelou

2013, Harvard Business Review interview

The ISS Mary Anne Haas Women's Symposium is made possible through key sponsors.

Womenar Series Spotlight: #LiftEachOtherUp through Creative Leadership

Where do we fall? What do we do as women leaders to bring sense of all the things that make us... us? How do we #lifteachotherup? How do we lead? How do we create our own voices? Let's come together to work it out. To move together in our Leadership with heart. Come with curiosity to find the audacity and courage to breathe authenticity and creativity into your own leadership.

Presented by Liz Cho, Principal of Teaching and Learning at Korea International School

# data[].attributes.attachment_link.description
ISS is devoted to improving the percentage of school leaders that are women. While progress has been made, learn more about what we can do!

# data[].attributes.headline
Self-Compassion: The Proven Power of Being Kind to Yourself

# data[].attributes.subject
Self-Compassion: The Proven Power of Being Kind to Yourself

# data[].attributes.attachment_link.description
Self-Compassion: The Proven Power of Being Kind to Yourself [Neff, Dr. Kristin] on Amazon.com. *FREE* shipping on qualifying offers. Self-Compassion: The Proven Power of Being Kind to Yourself

# data[].attributes.headline
The Mindful Woman: Gentle Practices for Restoring Calm, Finding Hope, & Opening Your Heart

# data[].attributes.subject
The Mindful Woman: Gentle Practices for Restoring Calm, Finding Hope, & Opening Your Heart

# data[].attributes.attachment_link.description
The Mindful Woman: Gentle Practices for Restoring Calm, Finding Hope, & Opening Your Heart - Kindle edition by Thoele, Sue Patton. Download it once and read it on your Kindle device, PC, phones or tablets. Use features like bookmarks, note taking and highlighting while reading The Mindful Woman: Gentle Practices for Restoring Calm, Finding Hope, & Opening Your Heart.