Key Takeaways of a Workshop on Personal Branding for Women by Soaring Eagles
We recently conducted an immersive workshop with a select group of women executives on the topic of Personal Branding for Women. The workshop was led by our CEO, Sonali Sinha.
Women, across companies and industries, thrashing through intense personal and professional issues resulted in a very productive 4-hour session! We discussed some unique challenges women professionals face and how they can overcome some of these through cultivating and projecting a strong personal brand.
After a fun icebreaker, Sonali introduced the concept of Personal Branding and the myths about it. Unlike what most people misunderstand it for in terms of external appearance and how one speaks and carries herself, Sonali clarified that real personal branding starts from inside. She highlighted the fact that as one moves up the corporate ladder, it becomes more and more important to be visible and be seen as a capable leader.
“Your brand is a perception or emotion, maintained by somebody other than you, that describes the total experience of having a relationship with you.” – David McNally and Karl Speak, authors of ‘Be Your Own Brand’
For all professionals – and most especially for women – it is critical to start projecting themselves in a specific, well thought out manner. As careers advance beyond middle management, the challenges of the work are compounded by the cutthroat competition to advance up the ladder. This is when your personal brand could be the differentiator that keeps you moving up.
The workshop covered the 4 main aspects of building a personal brand – self-concept, communication style, visibility and networking.
Self-concept is our knowledge about ourselves, including our beliefs about our personality traits, physical characteristics, abilities, values, goals, and roles. As we grow up our self-concept becomes more abstract and complex.
Our self-concept very strongly affects the way that we process information relating to ourselves. The participants went through an assessment and came to understand their own self-concepts and how it is impacting their behaviour and choices. This whole exercise actually set the mood for the workshop and made the participants think deeply about themselves.
The discussion then turned to self-talk and core beliefs. Our core beliefs are the very essence of how we see ourselves, how we see others, the world and the future. These are rules that we take as a given. They colour our way of thinking in any given situation. If we believe that the world is not fair, we will look for signs that confirm this belief and we will question everyone’s agendas and actions. Similarly, if we believe that we are not smart (because we have been constantly told so), then we will not even try to make an effort to do better.
The discussion on the core beliefs gave immense insights to participants when they shared how being a perfectionist is taking a toll on them. Delegating work to others is hindered by their own ‘Must’ and ‘Should.’ One of the participants also shared her experience of when she was micromanaging a family picnic to the point that after the outing she was totally exhausted.
The participants also realised how their core beliefs were shaped during their childhood and how important it is as a parent to be careful about what messages we give our children all the time. Someone who is constantly held up to a higher standard of performance may actually develop a belief that they are not good enough in any situation. This can be debilitating, especially in the work environment.
The discussion then veered to the fact that a lot of women do not aspire for leadership roles as their belief is that a leader needs to authoritative and aggressive and that they do not want to be that kind of a person. Sonali highlighted that the traits of successful leaders in the current age are very different from this age-old image of a dominating and aggressive leader. She urged the women to take on leadership roles as they have the capability to thrive in such roles.
Our communication style also plays a huge role in how people perceive us. This point was driven through roles plays. Given our socialisation, women tend to be more passive or passive-aggressive. Sonali underlined the need to be assertive, especially in the work environment and while dealing with demanding and aggressive colleagues.
Women tend to feel embarrassed to say NO in many situations because of their conditioning. This self-effacing behaviour is especially obvious when personal issues crop up. They frequently feel – and are told so by colleagues and bosses – that the right to prioritise a personal life is not something career women have. This makes them feel very guilty and pressurised.
Participants were asked to reflect and identify which areas in their lives they needed to be more assertive in. They then discussed their rights and correlated them with the situations in which they need to be more assertive. Participants share that this is one area where they really need to improve as not being assertive can take a big toll on their health and personal life.
Sonali highlighted that to get ahead in the workplace, you have to be seen. Being visible at work allows employees to demonstrate their skills, land prominent assignments, and build strategic relationships.
Studies have shown that women’s contributions are systematically overlooked at work, especially if they are not visible and assertive. This limits their professional advancement and explains why the senior levels of organizations remain overwhelmingly male-dominated. Yet when women try to make themselves more visible, they tend to face backlash for violating expectations about how women should behave. This fear of backlash leads women to believe that if they try to be more visible they may even risk losing their hard-won career gains.
Many women shared how they struggle in their own organisation; they routinely deal with comments on their leaving on time, not being available late at night or for extra projects. They constantly tried to fit in and keep their heads down so as to fit in better and not create a stir. In fact, many even distanced themselves from other women who were perceived as aggressive!
Sonali shared the concept of Intentional Invisibility – how women tend to intentionally become invisible. This was something that almost all participants could relate to their behaviour. Women leaders also realised the important role they can play in support other women in the organisation by giving them the opportunity to speak up and share their ideas and in general be more supportive.
Sonali outlined several ways in which the women leaders can improve their visibility at work without feeling like there are being too aggressive or a show-off.
Networking touched off a debate where women opened up about the challenges they face on the ground trying to create work relationships. Many felt that networking was either unnecessary or sometimes sleazy (this was an important issue in a male-dominated workplace). They also felt that the whole process of networking is inauthentic in some way. It tends to also make demands on their personal time and hence women tend to avoid networking.
Sonali introduced the core concept of networking and clarified the myths the participants had about networking. She showed them how they can do networking without feeling inauthentic and pushy. She also shared how anyone can become a great conversationalist and leverage that ability to get better at networking.
The participants understood that lack of networking was keeping them stuck in their current roles. They needed to build relationships outside their department and organisations to establish themselves as thought leaders and get more opportunities to work on exciting projects.
The whole workshop was intense and made the participants realise how their own thoughts and beliefs may be holding them back. Generational conditioning is a big part of this internal roadblock which promotes a workaholic, aggressive image of a leader that most women can’t seem to align with. Now, of course, the millennial workforce requires a softer touch and organisations are rapidly reassessing the role of a leader – AND women with their heightened emotional intelligence and social skills are perfectly placed to approach leadership roles, which makes this a great time to be women at work!
The participants also realised that the power is within them to make a name and space for themselves and also help other women in their journey. All of them went away greatly motivated to start implementing the learnings of the workshop, and we wish them all the very best!
If you would like to know more about building your personal brand or if your organisation would like to encourage women leaders to grow, then do get in touch.
By admin
We've all been there: you invest in a leadership training program and hope to see the promised results. But, months later, nothing has changed. Meanwhile, your team is still struggling with communication and collaboration issues.
Did you know that only 50% of leadership training programs yield the desired results? That's a pretty startling statistic, and one that should serve as a wake-up call to any company looking for increased productivity, better employee engagement, and reduced turnover. The reason is simple: Leadership development programs don't always deliver the ROI they promise because they're often designed in isolation from your organization's specific needs.
We all know that leadership training programs are not a one-and-done deal. They require continual reinforcement and upkeep to be effective. But why do they fail in the first place?
It's not just you, it's pretty much everyone else too. Leadership training programs have traditionally failed because of a few key factors. In this blog post, we will share all that can go wrong so that you can create more effective leadership programs by focusing on what matters most to your business. This way, when it comes time for evaluation at the end of your program, you'll know whether or not it was worth investing in.
Factors that contribute to the failure of leadership development programs
If the system does not change, it will set people up to fail. Research in the 1950s found that most supervisors regressed to their pre-training views after a while. The only exceptions were those whose bosses practised and believed in the new leadership style the program was designed to teach.
Training programs do not facilitate organizational change. Even well-trained and motivated employees are unable to apply their new knowledge and skills when they return to their units which are entrenched in established ways of doing things. In short, individuals have less power to change the system surrounding them than that system has to shape them. Organizations need “fertile soil” in place before the “seeds” of training interventions can grow.
When organizational change and development efforts are championed by senior leaders then training gains the most traction. That’s because such efforts motivate people to learn and change; create the conditions for them to apply what they’ve learned; foster immediate improvements in individual and organizational effectiveness; and put in place systems that help sustain the learning.
Organizations are systems of interacting elements: Roles, responsibilities, and relationships are defined by organizational structure, processes, leadership styles, people’s professional and cultural backgrounds, and HR policies and practices. All those elements together drive organizational behaviour and performance. If the system does not change, it will not support and sustain individual behaviour change—indeed, it will set people up to fail.
The effectiveness of any manager depends on the clear strategic direction that they have from the top management. Many companies consistently struggle with unclear direction on strategy and values, which often leads to conflicting priorities. This creates confusion and dissipation of valuable resources. When senior executives themselves don’t work as a team and are not fully committed to a new direction or acknowledged necessary changes in their behaviour, it is quite difficult to expect the rest of the managerial team to be able to deliver effectively. The problem then is more about the incongruence between what they learn in the training program and what they see on the ground in their organisation.
Sometimes a top-down or laissez-faire style by the leader prevents honest conversation about problems. Employees hesitate to tell the senior team about obstacles to the organization’s effectiveness. This, coupled with a lack of coordination across businesses, functions, or regions due to poor organizational design and inadequate leadership time and attention to talent issues can create an environment where performance will be hindered, no matter how good the training program is.
Hence while developing leadership programs, it is important to start at the top, ideally through a coaching intervention. Coaching of the senior executives will help bring clarity on the strategic direction and values. This can then be cascaded down to the next few layers through group coaching and training.
By addressing management practices and leadership behaviour that shape the system before training individual employees, leaders create a favourable context for applying the learning. The systemic changes encourage—even require—the desired behaviours.
Too many training initiatives rest on the assumption that one size fits all and that the same group of skills or style of leadership is appropriate regardless of strategy, organizational culture, or CEO mandate.
Context is key. One size does not fit all. Many organizations invest in off-the-shelf programs or send their managers to academic leadership courses offered by well-respected universities without considering the real impact and results they are looking for. While these can be great for the individuals in terms of their personal brand building, it does not serve the purpose for the organization. Companies need to ask themselves what the desired outcome is and how a program will relate to specific organizational goals.
Often, leadership training programs are offered as a one-and-done approach. In other words, you attend a 2-day training and that is the last you hear of it. But while a one-and-done approach satisfies the need to do something, it ignores a critical fact: leadership behaviours and new habits are developed over time. Leadership development is all about creating good leadership habits. As we know habits cannot be changed just from attending a 2-day class.
Effective leadership development needs to be constructed as a learning journey that unfolds over time. But not only this—it should incorporate continuous coaching to help observe and reinforce good habits. It should also provide opportunities for skill practice and application. Nothing can replace on-the-job training and giving real-time feedback.
To ensure success for your team, combine professional development with coaching or mentoring sessions focused on practical application.
So, there you have it – some of the key reasons why your leadership training program may not be delivering the results you are hoping for.
Becoming a more effective leader often requires changing behaviour which also means adjusting underlying mindsets. Identifying some of the deepest, “below the surface” thoughts, feelings, assumptions, and beliefs is usually a precondition of behavioural change—something that’s often missing in leadership courses.
Companies can avoid the most common mistakes in leadership training and increase the odds of success by first doing the groundwork of creating fertile soil for desired change, establishing clarity about strategic direction and values, matching specific leadership skills and traits to the context at hand; embedding leadership development in real work through coaching and mentoring interventions that investigate the mind-sets that underpin behaviour.
For designing effective leadership development programs in Singapore and India, reach out to us at contact@soaringeagles.co.
2020 is coming to an end and what a year it’s been! The global pandemic has really challenged us in so many ways and it’s been hard for many of us to feel in control as the crisis just drags on. Our businesses have taken a hit but we know that there are many around us who have been hit even harder.
It’s natural then for many business leaders to feel guilty about the hard decisions they’ve had to take in terms of layoffs, closures and disruptions in service. A client of mine had to let go of a senior employee in the US and he knew this meant that the employee had to go back to his home country and his entire life would get disrupted. He was also worried that the employee would no longer have health cover to take care of the special needs of his child. A friend who is the CHRO of a large organisation was distraught when a young employee passed away due to COVID and he felt he couldn’t do anything to save her.
Guilt is an unsettling emotion to deal with. But it’s also a sign that you’re a conscientious leader. While there are many things that are out of your control, one way of dealing with this guilt when it hits you is to re-evaluate and improve the way you approach your employees and company, and demonstrate compassionate leadership in difficult circumstances.
Here are 5 ways in which you can do this:
If you have a small team, it’s possible for you to do so yourself. If you have a large employees base, put together small cross-functional teams to spread out and listen to the wider group. This will help you plan your initiatives better.
When you have no choice but to implement furloughs, reduced hours, or pay cuts, don’t delegate sharing the news to HR - it feels demoralizing, disrespectful, and lacks empathy. If you are responsible for the decision, it is you who should be sharing it. This sends a clear message to not just the people who are impacted but also the others around them and support the morale of the team.
If some of your decisions have gone wrong and negatively affected others, take remedial action as soon as you know or can and do it as publicly as possible. Acknowledge your mistake and then communicate new developments frequently and consistently. Decisions can go either r way based on the limited information that we operate on – you are not expected to be right all the time. But how you own up and make amends is what your team and customers are looking at.
Try and see what benefits can be retained even when someone goes on a furlough or pay cut. Help the ones who’ve been laid off to find new jobs. Provide career transition support wherever possible.
People respond to that. They connect with you and they trust you when you’re being the best version of you. Talk about how you balance your own personal and work commitments. Talk about your own challenges and encourage sharing of tips and resources for managing workload, scheduling and so on. You don’t have to have a stoic mask all the time. Let people know that you also struggle sometimes and that’s okay. That’s being human.
So, to sum it up, it’s understandable if you as a leader are struggling with guilty feelings as you see the disruptions and struggles that the Covid-19 crisis is causing your employees and colleagues, sometimes specifically as a result of your own actions. But if you reframe your feelings of guilt as an opportunity to consciously and thoughtfully make the best decisions possible, communicate clearly, and behave with compassion and concern for both your employees and yourself, then you can help steer their teams and organizations toward better times.
If you want to talk about this, just click on Request Consultation and pick a convenient time for discussion or send me a WhatsApp message using the button above.
Many times, when I bring up coaching with business leaders and owners, they react by saying that I’m doing well. I don’t think I need a coach.
To my mind, there are two possible reasons for this reaction – one, they are not aware about what real coaching is and its benefits, and two, they are not ready to have a hard look at themselves and see what’s not working. They may be afraid of what they might uncover and are happier just coasting along till they are forced to confront these issues.
I always make an effort to explain what real coaching is and how it’s different from having a mentor or guide or just reading self-help books. I also make it a point to share that coaching is not about solving problems. It is about unblocking the realisation of your potential. You can do and achieve much more than what you are doing currently just by getting out of your own way. A coach helps you get out of your own way and go after those big hairy audacious goals.
Ask yourself this
Having a coach is not a sign of weakness – it’s a sign of ambition, it’s a sign of hunger for bigger impact, it’s a sign of courage to work on oneself.
Go ahead, tell me you don’t need a coach…
Let’s talk!
Click on the Request Consultation button above for a discovery call.
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