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Jolynn Shoemaker

Jolynn Shoemaker. Non-Residential Fellow SIPRI North America & Former Director Women in International Security (WIIS). BIG PICTURE— THE TIME IS NOW. 3 Trends for Change in Women ’ s Leadership Growing Interest in the Issue Responding to Critical Needs New Mandates & Recommendations.

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Jolynn Shoemaker

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  1. Jolynn Shoemaker Non-Residential FellowSIPRI North America & Former DirectorWomen in International Security (WIIS)

  2. BIG PICTURE—THE TIME IS NOW 3 Trends for Change in Women’s Leadership • Growing Interest in the Issue • Responding to Critical Needs • New Mandates & Recommendations

  3. WHY WOMEN? -THE TALENT ARGUMENTWHERE ARE THE WOMEN? -PROGRESS HAS BEEN MADE... YET GAPS REMAINTHE GENDER CLIFF -THE MID-SENIOR LEVEL DROP & THE 30 PERCENT RULE

  4. WOMEN IN LEADERSHIP—THE NUMBERS • 18% of U.S. Congress Members • 24% Average U.S. State Legislators • 20% Average Women in Parliaments Worldwide • 6% of Top Military Ranks (14% of all active duty) • 4% of Fortune 500 CEO’s; 14% of executives • < 16% of Corporate Boards • 15% of Equity Partners in Law Firms

  5. Snapshot of u.s. NATIONAL SECURITY FIELD Total Workforce • NGA: 31% total • DIA: 35% total; 26% intelligence officers • CIA: 46% total workforce SENIOR LEVELS • CIA SIS: 31% • 19% of promotions to SIS in 2012 • DOD GS13-15 & SES (civilians): 29% • State Dept. Senior FS: 31%

  6. Understanding the gender gapsCommon problems according to hundreds of interviews with women in national security field • Gender Bias • Credibility Challenges • (In)Visibility • Self-Elimination • Work-Life Considerations • Sponsorship Needs

  7. Leadership is the Epicenter of a positive working environment

  8. The leadership deficit • 2012—Biggest drop in satisfaction among federal employees with leaders since 2003 • Correlation between those ranking leadership low & plans to leave retention problems • Major challenges: • Negative views of senior leaders • Negative perspectives on employee empowerment in their jobs • We can change this picture.

  9. Women & leadership • Women say leadership is the most important but least cultivated skill set • Good leadership not rewarded in policy arena & lack of emphasis on leadership development • Struggle in balancing “feminine” &“masculine” qualities, inclusiveness & decisiveness, & likability with respect • What kinds of leadership are needed for 21st Century security challenges? Consensus, collaboration, inclusiveness & team-based approaches & building strong relationships—areas where women excel.

  10. summary • Important to understand the root causes of underrepresentation & the continuing challenges we face as women leaders. • Leaders are change agents. We have the power to improve opportunities & success as leaders—by addressing individual professional development needs & by tackling institutional/ workplace culture challenges. • By deriving support & best practices from one another we can achieve our organizational missions AND create positive, diverse working environments.

  11. conclusion “You do not have to be born with specific characteristics or traits of a leader. You do not have to wait for a tap on the shoulder. You do not have to be at the top of your organization. Instead, you can discover your potential right now.” Harvard Business Review—2007 study on authentic leadership • Let’s talk about what each of us can do within the national security field as change leaders.

  12. THINK TANK DISCUSSIONS: How to Develop Change Leadership Capabilities I. Identifying practices to motivate myself and my team to work through resistance and fear of risk taking to make change happen Group Leader: Mary Thompson Deputy Director for Operations, Export Enforcement Coordination Center / Federal Bureau of Investigation

  13. THINK TANK DISCUSSIONS: How to Develop Change Leadership Capabilities II. Assessing my organization’s capacity for change and creating the environment for successful change with outstanding results Group Leaders: Julie Gravallese Technical Director, Geospatial & Space Intelligence Programs / The MITRE Corporation Catherine J. PenningtonNGA Portfolio Director / The MITRE Corporation

  14. THINK TANK DISCUSSIONS: How to Develop Change Leadership Capabilities III. Best practices of organizations that have overcome barriers and challenges for women leaders Group Leader: Sharon Schwarz Chief, Recruitment Division / National Security Agency

  15. THINK TANK DISCUSSIONS: How to Develop Change Leadership Capabilities IV. Identifying the professional skills that I need to be agile, assertive and resilient as a change leader and ways to play a leadership role in my organization Group Leaders: Patty Brandmaier Senior Executive / Central Intelligence Agency Jill SingerCEO / Tummler Singer Associates, LLC & Federal CIO Emeritus

  16. Think tank: Report Back/Action Plans • I. Identifying Practices to Motivate Myself and My Team to Work Through Resistance and Fear of Risk Taking to Make Change HappenGroup Leader:Mary Thompson /Deputy Director for Operations, Export Enforcement Coordination Center / Federal Bureau of Investigation • II. Assessing My Organization’s Capacity for Change and Creating the Environment for Successful Change with Outstanding Results Group Leaders: Julie Gravallese / Technical Director, Geospatial & Space Intelligence Programs / The MITRE CorporationCatherine J. Pennington / NGA Portfolio Director / The MITRE Corporation • III. Best Practices of Organizations that Have Overcome Barriers andChallenges for Women Leaders Group Leader: Sharon Schwarz / Chief, Recruitment Division / National Security Agency • IV. Identifying the Professional Skills that I Need to be Agile, Assertive and Resilient as a Change Leader and Ways to Play a Leadership Role in my Organization Group Leaders:Patty Brandmaier /Senior Executive / Central Intelligence AgencyJill Singer CEO / Tummler Singer Associates, LLC & Federal CIO Emeritus

  17. Think tank: Report Back/Action Plans I. Identifying Practices to Motivate Myself and My Team to Work Through Resistance and Fear off Risk Taking to Make Change Happen • Challenges: • Bring new life to exiting program • Motivating in Challenging environment • Work Life Balance • Owing personnel priorities without reducing professional reputation • Working thru tension of organization’s policy versus practice • Being youthful and credible in front of management • Identifying growth opportunities in my organizational landscape at junior levels and above • How to lead a team when target keeps changing • Fostering a culture of accountability during times of transition

  18. Think tank: Report Back/Action Plans I. Identifying Practices to Motivate Myself and My Team to Work Through Resistance and Fear off Risk Taking to Make Change Happen • Strategies: • Branding yourself • Create knowledge base • Own your confidence • Know motivators and passion • Take initiative and personal responsibility • Communications • Use organization’s language and currency when communicating up • Frequent, 2-way and at all levels • Establish feedback loops and facetime • Know audience • Practice • As a Leader of a Team • Identify champion and mentors • Know and use team to define what’s possible in uncertain environment • Manage and communicate up using their language and currency to get buy-in • Delegate and trust team • Set achievable milestones and celebrate (pilot) • Create motivational environment • Don’t fear failure

  19. Think tank: Report Back/Action Plans II. Assessing My Organization’s Capacity for Change and Creating the Environment for Successful Change with Outstanding Results • Where We Are Organizationally: • All in some state of change • Assuming role as change agents • Dealing with resistance • Success Stories (some examples): • Executive Women @ State • Multi-level (3) • Develop women as leaders • SIS Women’s Council • Grass roots • Women as manages • Women’s Agenda • Senior leadership • Sponsored events • Challenge to promote leadership at all levels

  20. Think tank: Report Back/Action Plans II. Assessing My Organization’s Capacity for Change and Creating the Environment for Successful Change with Outstanding Results • Techniques for Getting Buy In & Overcoming Barriers • Make the connection! • Mission, Bottom-line, Recruiting Top Talent • Focus on the Data • Be ready with Goals, Recommendations and Messages • Getting Started • Lunchtime Sessions • Affinity Groups (formal and informal) • Anonymous Suggestion Box • Share! Issues, Tips and Kudoes • Assessing Organizational Readiness • Recognize and work within cultural norms • Understand the tolerance of leadership for change • Know the needs and commitment of the constituency • Patience and persistence

  21. Think tank: Report Back/Action Plans III. Best Practices of Organizations that have Overcome Barriers and Challenges for Women Leaders • Equity assurance rep on boards • Self-nomination process for elevation/promotion • Executive coaching / leadership development • Role modeling (work life balance) • Special focused training for women (behaviors) • Active / open support of other women • Informal networking for women • Using data to address, monitor • Sponsorship (bringing someone along) • Flexible work schedules

  22. Think tank: Report Back/Action Plans IV. Identifying the Professional Skills that I Need to be Agile, Assertive and Resilient as a Change Leader and Ways to Play a Leadership Role in My Organization • Behaviors and Skills : • Behaviors: • How People Act • Emotional Response • Making a Choice, Integrity, Inspiration • Taking a Chance / Fearless • Persistence with Patience • Being Uncomfortable • Negative Event that Spurred Positive Change • Self Assessment • Self Awareness – owning our Role! • Grace / Humble • Motivation / Initiative • Courage / Bold • Adaptable • Setting an Example • Confidence / Determination / Passion

  23. Think tank: Report Back/Action Plans IV. Identifying the Professional Skills that I Need to be Agile, Assertive and Resilient as a Change Leader and Ways to Play a Leadership Role in My Organization • Behaviors and Skills : • Skills: • Staying True to Vision • Inspiring Others to Action / Motivation • Time Management • Risk Taking / Courage • Decision Making • Resilience • Proactive / Assuming Responsibility • Active Listening • Networking and Partnerships / Collaboration • Direct Positive Communicator • Understanding Your Work Force • Building the Right Teams • Willing to Make Unpopular Decisions • Business Acumen • Communication, Communication, Communication

  24. Think tank: Report Back/Action Plans IV. Identifying the Professional Skills that I Need to be Agile, Assertive and Resilient as a Change Leader and Ways to Play a Leadership Role in My Organization • Resistance and Overcoming: • Identifiers of Resistance: • Time on Leaders Agenda • Convincing Leaders Change Needed / Way Forward • People’s Concerns • Passive – Aggressive Behavior • A Million and One Questions • Challenging Boss / Team / Client • Overcoming • Show Leaders What’s in it for Them • Get a Champion • Messaging at all Levels • Know your Audience • Communicate X 3 • Build Support for Others • Allow People to Voice Concerns • Involve the Middle • Assign Accountability • Inclusion

  25. Think tank: Report Back/Action Plans IV. Identifying the Professional Skills that I Need to be Agile, Assertive and Resilient as a Change Leader and Ways to Play a Leadership Role in My Organization • Opportunities: • Training / Learning • Greater Responsibility / Leadership • Change Agent / Mentor to Guide (Safety Net) • Uncomfortable Position • Negative Occurrence • Fill in Gap • Self – Assessment / Awareness • Ineffective Leader • Greater Visibility • Create Opportunity

  26. Think tank: Report Back/Action Plans Available at: www.workingmother.com/NATSEC-2013

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