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Communication and negotiating skills for leadership in women

Equal Work for Equal Pay . Mary Hooks, MD Vanderbilt University Danielle S. Walsh, MD East Carolina University United States of America. Communication and negotiating skills for leadership in women. Pay Equity. WARNING: What you are about to see may make you very angry

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Communication and negotiating skills for leadership in women

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  1. Equal Work for Equal Pay Mary Hooks, MD Vanderbilt University Danielle S. Walsh, MD East Carolina University United States of America Communication and negotiating skills for leadership in women

  2. Pay Equity WARNING: What you are about to see may make you very angry Hopefully just enough to do something and not enough to make you want to give up…

  3. Stating the Problem: Two Key Issues • The Pay Gap • Equal pay for equal work – Not yet • The Leadership Dilemma • Some attribute the pay gap to differences in positions of authority or leadership • BOTH are problems

  4. Related Global & Domestic Issues • Health and survival: 96% of gap closed • Education attainment: As above • Political empowerment: Very large gap • Child care • Distribution of labor at home

  5. Global Gender Gap Index 2010 Top 20Four pillars: Economic participation & opportunity; Educational attainment; Health & survival; Political empowerment • Iceland: 0.86 • Finland: 0.85 • Norway: 0.84 • Sweden: 0.84 • Ireland: 0.78 • New Zealand: 0.78 • Denmark: 0.78 • Philippines: 0.78 • Nicaragua: 0.77 • Switzerland: 0.77 • Netherlands: 0.77 • Belgium: 0.77 • Germany: 0.76 • Lesotho: 0.76 • Latvia: 0.76 • S. Africa: 0.75 • Luxembourg: 0.74 • UK: 0.74 • Cuba: 0.74 • Austria: 0.74 • **Canada # 21; US #22

  6. Trends & Outliers The Bottom Ten: Overall Economic Participation Mali 0.58 0.57 Morocco 0.58 0.41 Cote d’Ivoire 0.58 0.55 Saudi Arabia 0.57 0.34 Syria 0.56 0.27 Chad 0.56 0.68 Pakistan 0.54 0.31 Yemen 0.50 0.34

  7. Trends & Outliers • “Top Ten”: • Four Nordic countries have consistently held the top positions • Iceland, Finland, Norway & Sweden • From 2006-2012 • Gap decreasing in 88% • Gap INCREASING in 12%

  8. Consistent Patterns of “Narrow Gap” Countries • High literacy • High labor force participation • Low salary gaps • Opportunities for leadership • More shared participation in childcare • More equitable distribution of labor at home • Mandatory maternal AND paternal leave

  9. Organization of Economic Cooperation & Development Special Report: Women and Work, Economist, Nov. 26, 2011 In many emerging markets women remain second-class

  10. Special Report: Women and Work, Economist, Nov. 26, 2011 In many emerging markets women remain second-class

  11. Leadership Gap Special Report: Women and Work, Economist, Nov. 26, 2011 In many emerging markets women remain second-class

  12. Equal Pay for Equal Work • In U.S.: • Women are still paid only 0.75-0.80/$1 of male colleagues • Minority women: • African American: 0.64-0.71/$1 • Latina: 0.55-0.62/$1

  13. Average monthly salaries in medicine for men and women Male Female Pay Gap UK Surgery £7686 £6123 20% Finland MD 5,107e 4347e 15% Thailand MD 41,358b 25,130b 39% US Surgery $290,000 $225,000 22% Repeatedly, differences persist even when correcting for hours work, years of experience, and specialty choice. WorldSalaries.org, Medscape.com

  14. Academic Medicine:Faculty Rank & Per Cent Women 21% of all surgery faculty are women AAMC 2012

  15. AAMC 2012

  16. Factors Attributed to Differences • Family responsibilities • Fewer hours worked/part-time status • Specialty selection based on family • Geographical limitations due to family • Hostile work cultures • Failure to negotiate compensation Connally & Holdcraft 2009

  17. What To Do • We could all stay in Finland or another Nordic country • Go home and work to close the gap • Holding institutions and governments responsible for reviewing salaries and closing the gaps by policy • Childcare programs, Maternity AND Paternity leave

  18. What To Do • Build programs that support women’s career success • Individually, institutionally, and professionally • Negotiate for the • Opportunities/Positions • Pay • Resources • Support & Information • Negotiate at home

  19. It Starts with You… • Did you negotiate when you took your current job, or were you just grateful/excited to get it? • Did you take the salary/benefits as offered or negotiate for something higher?

  20. Her Place at the Table • Ruling out differences in age, education level, and work experience, men use negotiation to promote their own interests far more often than women do. • Left unchecked, disparities in negotiation quickly transform into pay and promotion inequalities Kolb. Et al, 2010

  21. Why don’t we ask? • We are “trained” not to from an early age • Taught to be “communal,” make relationships a priority, and focus on the needs of others, not themselves. • Chores - babysitting • Toys - baby dolls and play kitchens • Avoid conflict – keep fair/even • Mimic behavior of older children and adults

  22. These internalized traits lead us to • Put needs of others above advancing career • Fail to recognize opportunities for advancement • Perceive negotiation as “conflict” – something to be avoided and producing anxiety. • Trained to placate rather than antagonize • Prize interpersonal peace over personal gain

  23. Not just the money • Man negotiates for a high priority project in the organization. • Direct contact with leaders and key personnel • Advantage to him next time a project or promotion comes around • Over time, the gap in advancement grows

  24. In the employer’s best interest… • Woman fails to advance - doesn’t ask • Job is no longer challenging/satisfying • She leaves • Cost of replacement is significant – 150% of annual pay for professionals • It is in the company’s best interest to develop and promote women

  25. Ideal Worker • Person willing to put work before all else • Ability to manage crisis • Time to spend at work is unlimited • Unbounded meeting times and places • Demands of family, community, and personal life are secondary or at least rendered invisible in the workplace 1990 – Joan Acker

  26. Two Generations of Discrimination First Generation • Clear-cut acts of bias • Blatant discrimination • Fewer resources • Harassment Second Generation • Workplace culture • Promotion policies • Lack of networks/mentors • Hyper-scrutiny

  27. How Can I Do It? • Assume that everything about your working life is negotiable. -Salary -Support staff -Schedules -Responsibilities • Point out to the supervisor that your success will be their success • Know in advance what motivates the boss, where his/her needs are, and how you can help ensure you benefit each other

  28. Choosing Projects Wisely • Interest you • Important to the department • In line with your professional goals • Avoid “invisible” work – lots of effort, little credit • Chief of Staff, 2nd in command • Represent diversity on a committee • Counseling too many students/junior faculty • Fixing problems for others before they happen

  29. Choosing Projects - Watch For • Appointments at a time of decline or problems • “Interim or Acting” – might not get credit or compensation • If say no, risk damaging political capital. • Solution – negotiate the role – define it, how rewarded, how assessed, duration, and what follows from it

  30. Inherent Bias • Entrepreneur applying for a job position • Evaluate style, likability and competence • Same resume - ½ “Heidi” and ½ “Howard” • Howard – genuine, likable, and more likely to be hired • Heidi - self-promoting, power hungry, and aggressive

  31. Backlash • Too aggressive – disliked, ostracized, and unable to get what they want anyway. • Women who negotiated for more salary were viewed more negatively than men who did the same. • When women are seen as competent leaders, they are not liked; when they are liked, they are not respected. How do you avoid this? Heilman M, et al. Penalties for Success, 2004.

  32. Avoidance is not the answer… • Think not only of how you look when you negotiate (aggressive), but how you look when you do not negotiate (passive). • Think of negotiation as a conversation leading to agreement!

  33. Make It about collaboration • Appreciate the other side’s interests • Joint problem solving • Influence rather than coerce or demand • Bring data when possible • Use positive terms • Say it with a smile!

  34. Make it About the Institution • Identifying pressing concerns or needs • Lobby for responsibility to fix them • Negotiate the time, resources, and support to succeed • Turn “small wins” in to positive attention • Make it about the good of the organization

  35. The End Goal “At a completely fundamental level, power is the ability to change what it is people should even be thinking about or asking for. That is a level at which, if women actually attain power, then these struggles of getting an extra $10,000 in salary are going to be obsolete.”

  36. JUST DO IT! • Do it for yourself – because you deserve it • Do it for future generations • The more we accomplish now, the easier it will be for them • Do it for your BOTH daughters & sons

  37. Useful References • “Special Report: Women & Work Closing the Gap ”, Economist; Nov. 26, 2011 or http://www.economist.com/node/21539928 • AFL-CIO Dept. of Professional Employees, Fact Sheet 2010, Professional Women Vital Statistics, http://www.pay-equity.org/PDFs/ProfWomen.pdf • Global Gender Gap Index • http://www3.weforum.org/docs/WEF_GenderGap_Report_2012.pdf • AAMC Data Book Tables, https://www.aamc.org/data/databook/tables/

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