Jolynn Shoemaker

www.workingmother.com

Jolynn ShoemakerNon-Residential FellowSIPRI North America

& Former DirectorWomen 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


WHY WOMEN? -THE TALENT ARGUMENT

WHERE ARE THE WOMEN? -PROGRESS HAS BEEN MADE... YET

GAPS REMAIN

THE GENDER CLIFF-THE MID-SENIOR LEVEL DROP& THE 30 PERCENT RULE


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


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%


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


Leadership is the Epicenter of a positive working environment


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.


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.


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.


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.


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

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



Group Leader: Sharon SchwarzChief, Recruitment Division / National Security Agency

III. Best practices of organizations that have overcome barriers and challenges for women leaders



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



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 OrganizationGroup Leaders: Patty Brandmaier / Senior Executive / Central Intelligence AgencyJill Singer CEO / Tummler Singer Associates, LLC & Federal CIO Emeritus


I. Identifying Practices to Motivate Myself and My Team to Work Through Resistance and Fear off Risk Taking to Make Change Happen

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

Challenges:

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

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

Strategies:



II. Assessing My Organization’s Capacity for Change and Creating the Environment for Successful Change with Outstanding Results

All in some state of change Assuming role as change agents Dealing with resistance

Where We Are Organizationally:

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

Success Stories (some examples):

Challenge to promote leadership at all levels



II. Assessing My Organization’s Capacity for Change and Creating the Environment for Successful Change with Outstanding Results

Make the connection! Mission, Bottom-line, Recruiting Top Talent

Focus on the Data Be ready with Goals, Recommendations and Messages

Techniques for Getting Buy In & Overcoming Barriers

Lunchtime Sessions Affinity Groups (formal and informal) Anonymous Suggestion Box Share! Issues, Tips and Kudoes

Getting Started

Recognize and work within cultural norms Understand the tolerance of leadership for change Know the needs and commitment of the constituency Patience and persistence

Assessing Organizational Readiness



III. Best Practices of Organizations that have Overcome Barriers and Challenges for Women Leaders

Equity assurance rep on boardsSelf-nomination process for elevation/promotionExecutive 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



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




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




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




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




Available at:

www.workingmother.com/NATSEC-2013

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Jolynn Shoemaker