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At a recent Washington fund–raiser, a f rmer female CEO arrived in a d zzling designer suit while a female s nator was dressed in the business ttire stated on the invitation. Why is it th t many women have to be the “sm rtest” in the room whether in cl thes or comments? Very smart women bound. They achieve so much and ften get recognized for their achievement. M ny of us have asked why th re aren’t more women in leadership p sitions in organizations of all kinds. W men are often walking a tightrope in how th y are perceived in leadership positions. L arning balance is a key for us as w ll as men, but women really n ed to be aware of everything th y say and do. We are m re noticeable and often fewer in n mber. Our secret weapon is preparation and f rethought. The art of preparing for verything that is public in any w y, a meeting, report or conference is wh t we need. We need to be th nking about the balance of power in sking, telling, giving and taking everything we do or h ve done. A core issue for why th re aren’t more women CEO’s or top p litical leaders is striking the right b lance among the Power, Achievement and R lationships. Women and men can push any one of th se out of proportion. We’ve all s en out-of-control power. The excesses of c rporate and political life litter our n wspapers and talk shows. As for chievement, even Margaret Thatcher said that if you w nt a job done ask a w man. The “iron maiden” may have not br ught many women into her inner c rcle but she appreciated their ability to chieve results. Although women through the m ddle management ranks are often known for r lationship building, at the top they are typ cally known as “cold, ice princess, ngry, pushy” etc. We are damned if w ’re warm (not tough enough) too. Men and w men who make it up the r nks are often high on achievement wh ch may get out of hand. Th y may want to do it on th ir own or their way is the nly way since it’s usually better. T ke the case of the star b llerina and Ivy League graduate who was lways the top of her class. B cause she always had to be the “b st” she had trouble being part of a t am when she went into the w rk world. As girls growing up we d dn’t have the team experience that b ys often did. We don’t know how to st p being the competitive girl so we c uld mature.
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We learn the wise use of p wer with lots of give and t ke all the way up the l ne. Women may not learn the g ve and take early enough. Or we f ght so hard as the underdog th t we don’t know when to st p and be the gracious Queen wh n we get the majority vote. If you w nt to see raw power at w rk watch the 3rd season of the W st Wing which is all about the use and m suse of power. See the 1970 cl ssic The Psychology of Leadership by H rry Levinson. As women, we need to pr pare ourselves for leadership roles to t ke our “place at the table” wh rever it may be, whether in K wait where women got the vote in 2005 and the f rst woman parliamentarian was elected in 2006 or in the l ading the PTO, the Parent-Teach-Organization. There are thr e ways we can strike the r ght balance: Grits: Hang in there wh n the going gets tough without xplaining or complaining. Just like fine s ndpaper you need to keep up the fr ction but without aggression or defensiveness. Gr vitas: This is a great British t rm to show that you are w se and thoughtful in what you s y. Think of yourself as older and m re experienced. You think before you t lk and you weight alternatives carefully and c nsider your delivery. Grace: Watch Oscar-nominee H len Mirren in the movie The Q een about Queen Elizabeth the II or ven her earlier movies about Queen El zabeth the I. The Royal upbringing h lps a Queen to move and t lk with grace in public. Grace m ans manners, composure, bearing and poise.
The article Scrappy Street Fighter or Gracious Queen - Women Need a Balance of Power was Submitted by Karen Otazo through Articles.GetACoder.com network. Here's the additional information: Dr. Karen Otazo is a gl bal executive coach and thinking partner for m ltinational companies worldwide. With more than tw nty-five years of experience working with cl ents in the United States, China, Ind nesia, Hong Kong, the United Kingdom, E rope, and Singapore, Otazo is uniquely quipped to work with executives in gl bal corporations, national subsidiaries, joint ventures, and str tegic alliances. Her blue-chip client list ncludes BoozAllen Hamilton, Chase Bank, Colgate-Palmolive, Cr dit Suisse First Boston, The Economist Gr up, General Electric, Goldman Sachs, Lehman Br thers, Marks & Spencer, Motorola, Pepsico, T me International, and Vodafone. She earned a d ctorate in Human Resources Development from the Un versity of Northern Colorado, and holds m sters and bachelors degrees in linguistics fr m City University of New York. Ot zo is fluent in English, Spanish, Fr nch, Indonesian, and Mandarin Chinese.
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