sheryl believes her role as a leader is to facilitate the group. sheryl is what type of leader?

My showtime thoughts are "It's slimmer than I thought information technology would be. How much of this did Sheryl write? How much endeavour did she really put in?" And and so I ask myself 'Why does it bother me that she didn't do the bodily bashing at the keyboard?' (Because I DID slave abroad at a keyboard for several months whilst writing mine. So what?). Let's get beyond that because she'due south a good woman doing something positive. I've heard her speak at the London School of Economics and she was eloquent, sassy, warm and brilliant. Yes, I'm a fan.

I suspect her not-quite-ghost-writer (Nell Scovell) or her assistant did the bulk of the information-driven bit as the references are the virtually extensive I've seen for a book of this size – 35 pages of 9 point type in total. Impressive and a valuable resource for EDI practitioners.

** Y'all might prefer to take this lengthy postal service away. Click on the 'accept abroad' icon to download a pdf version or the soundcloud icon to access the podcast version (9 short podcasts totalling 38:28)**

Chapter 1 – The Leadership Ambition Gap

In which we detect at that place is an 'ambition gap' betwixt men and women and this partly explains why less women make information technology to the upper echelons of organisations than men. She rightly espouses the demand for more positive portrayals of working women and less 'I don't Know How She Does it" type stuff. (A volume I read and lapped up every bit a new mother 6 years ago, although I couldn't tummy the S J-P film).

Interesting golden nuggets:

• Is the tide turning?"A 2012 Pew study found for the get-go time that amidst immature people ages eighteen-34 more young women (66%) than immature men (59%) rated 'success in a high-paying career or profession' as important to their lives."I'm undecided whether this is a practiced thing or a thing to be concerned near given the accent on money. Getting to the tiptop is admirable but if it'southward all about the wonga I experience at that place'southward more work to do to educate this generation (to which I just scrape in) that happiness is not correlated with money beyond being able to buy life'southward basics.

• Parents beware of our biases: "Parents tend to talk to daughter babies more than boy babies. Mothers estimate the itch power of their sons and underestimate the itch ability of their daughters."

• Mothers guilt exist gone: "Professor Rosalind Chait Barnett of Brandeis University did a comprehensive review of work-life balance and establish that women who participate in multiple roles actually take lower levels of anxiety and higher leveks of mental wellbeing."This is something I covered in my ain volume, although the enquiry I cite suggests this is true to a point – women working PT tend to fare better than women working FT.

• Stereotype threat psychology: "Social scientists have observed that when members of a group are fabricated aware of a negative stereotype , they are more likely to perform according to that stereotype. For example, stereotypically, boys are meliorate at math and science than girls. When girls are reminded of their gender earlier a math or scientific discipline test, even by something every bit simple as checking off an Grand or F box at the elevation of the test, they perform worse."

Chapter ii – Sit at The Table

Where we discover Sheryl continues to experience similar a fraud at times; the power of the 'imitation information technology til you feel it' technique she learned whilst an aerobics teacher in the 80s; how the wide-open warrior poses 1, 2 and three from yoga tin aid us take more career-enhancing risks and why women must take the initiative much more than they tend to (the 'don't wait for someone to discover your luminescence, inquire for information technology' philosophy – encounter the 'Rocket Women' posts on The Talent Keeper Specialists 'latest thinking' page for ideas and inspiration).  The personal revelations are pouring out most how her hide-my-calorie-free-under-a-bushel approach at higher backfired, what she's learnt and how she tries to practice things differently. She's self enlightened, humble, honest and reading chapter ii I feel about capable of existence the COO of Facebook. If Sheryl Sandberg carries this luggage around with her and is deemed a success, so I must make more of myself!

The bits I've underlined:

• On undoing inaccurate thinking: "These experiences taught me that I needed to make an intellectual and an emotional adjustment. I learned over fourth dimension that while it was hard to shake feelings of self doubt I could understand there was a distortion. I would never have my blood brother's effortless confidence, just I could challenge the notion that I was constantly headed for failure. When I felt like I was not capable of doing something, I would remind myself that I did not fail all my exams in college. Or even ane. I learned to undistort the baloney."

• Scientific proof for the power of fake-it-til-y'all-feel-information technology: "I tactic I've learned is to f'ake it til you lot feel it.' Enquiry backs up this 'faux it til you lot feel it' strategy. One study establish that when people causeless a loftier-power pose (for example, taking upward infinite by spreading their limbs) for just two minutes their say-so hormones (testosterone) went upward and their stress hormone levels (cortisol) went down. As a result, they felt more than powerful and in accuse and showed a greater tolerance for adventure. A uncomplicated alter in posture led to a significant change in mental attitude."

• Taking the initiative and saying yes: "..increasingly, opportunities are non well defined merely, instead, come from someone jumping in to practise something. That something then becomes his job.""Padmasree Warrior, Cisco'southward Primary Technology Officer, was asked by the Huffington Post, 'what's the important lesson you've learned from a mistake y'all've fabricated in the post?' She responded 'I said no to a lot of opportunities when I was just starting out because I ideathat'south not what my degree is in orI don't about that domain. In retrospect, at a certain point information technology's your power to acquire apace and contribute quickly that matters. One of the things I tell people these days is there is no perfect fit when you're looking for the next big thing to exercise. Yous have to have opportunities and make an opportunity fit for you, rather than the other mode around. The ability to learn is the well-nigh important quality a leader tin have.

Affiliate 3 – Success and Likeability

In which the need to exist liked is explored and what the research says about the links between likability and competence are spelled out. Clue: it's non easy for women to be seen as both, which is a very big problem when it comes to career progression. The shocking truth of gender bias is revealed in the not-well-known-enough Howard & Heidi experiment past American professors, Frank Flynn and Cameron Anderson. And Ms Sandberg fesses up to unintentional gender biasing herself; whilst giving a talk on the discipline no less. She shares how she negotiated with Mark Zuckerberg on her pay when joining Facebook but only after a good talking to from her brother-in-law.

My heed whirs as I synthesize the information, constantly coming upwardly with practical tweaks women and workplaces can make to their approach to brand the working earth amend for women. Ane is to accept peers speak up for ane another at pay review and bonus time – women experience much more comfy bravado someone else' trumpet that they do their own. And with good reason, every bit Sheryl explains. This is truly the chapter all managers, business organization leaders and equality, diversity and inclusion practitioners must read.

I underlined large swathes of this chapter, a selection here (and all assertions are backed by academic research – do purchase the book for these references solitary if yous are EDI professional):

• Gender biasing "Our stereotype of men holds that they are providers, decisive and driven. Our stereotype of women holds that they are caregivers, sensitive and communal. Because we characterize men and women in opposition to each other, professional accomplishment and all the traits associated with information technology get placed in the male column. By focusing on her career and taking a calculated approach to amassing power, Heidi violated our stereotypical expectations of women. Still by behaving in the exact same manner, Howard lived upward to our stereotypical expectations of men. The stop result? Liked him, disliked her."

• Women are better blowing each others' trumpets "Jocelyn Goldfein, one of the engineering directors at Facebook, held a meeting with our female engineers where she encouraged them to share the progress they had made on the products they were building. Silence. No one wanted to toot her own horn. Who would want to speak up when self-promoting women are disliked? Jocelyn switched her approach. Instead of request the women to talk about themselves, she asked them to tell 1 another's stories. The exercise became communal, which put everyone at ease."

• Double standards for men and women who do and don't back up colleagues "When a man helps a colleague, the recipient feels indebted to him and is highly likely to return the favour. But when a woman helps out, the feeling of indebtedness is weaker. She'southward communal right? She wants to help others. Professor Flynn calls this the 'gender discount' problem and it means women are paying a professional person punishment for their presumed desire to be communal. On the other hand, when a man helps a co-worker, it'due south considered an imposition and he is compensated with more favourable performance evaluations and rewards like bacon increases and bonuses. Fifty-fifty more frustrating, when a woman declines to help a colleague, she often receives less favourable reviews and fewer rewards. But a man who declines to help? He pays no penalty."

• Arianna Huffington on getting over not beingness liked past anybody"Early in her career, Arianna realized that the cost of speaking her mind was that she would inevitably offend someone. She does not believe it is realistic or even desirable to tell women non to care when we are attacked. Her advice is that we should let ourselves react emotionally and experience any anger or sadness beingness criticised evokes for united states of america. And and so we should chop-chop movement on. (Like children practice)." This is sound communication and the arroyo I abet with clients who seek coping strategies from me on the guilt they experience as working mothers.

Affiliate 4 – It's a Jungle Gym Not a Ladder

In which nosotros observe a powerfully different way to market ourselves to a prospective employer and Sheryl recommends  we adopt two concurrent career goals: a long term dream and an 18 month program. (Recruiters accept annotation:  'and where practice you see yourself in five years fourth dimension?' is out of way, although really, information technology was always lame). And get this, the dream needn't be realistic according to Sheryl. How wonderfully liberating is that?

Cardinal points:

• A new epitome for career progression "Ladders are limiting – people can move up or down, on or off. Jungle gyms offer more than creative exploration. There's only i fashion to go to the pinnacle of a ladder, but there are many ways to get to the top of a jungle gym." I read this and feel thousands of career breakers and women returners breaking into a smile. She's right of class and a client I'm currently working with in is the midst of grappling with her next career move which may be a 75 caste  diagonal motion rather than straight upwards.

• Seek out high growth companies if y'all want to become on "Eric (Schmidt, the then CEO of Google) responded with mayhap the all-time piece of career advice that I take ever heard. He explained only i criterion mattered when picking a chore – fast growth. When companies abound quickly, there are ore things to practice than there are people to do them. He told me 'If you're offered a seat on a rocket ship, you don't ask what seat. You lot only get on.'"

• Get a growth mindset "An internal report at Hewlett-Packard revealed that women only utilise for open jobs if they call back they come across 100% of the criteria listed. Men utilise if they recollect they run into lx% of the requirements. This difference has a ripple effect. Women need to shift from thinking 'I'yard non fix to practise that' to thinking 'I want to do that – and I'll learn past doing it.'" Couldn't agree more than – anyone worth working for recognises potential and ability to larn when they're recruiting. This idea is something I affect in this postal service about imposter syndrome.

Affiliate five – Are You My Mentor?

In which we learn not to ask Sheryl Sandberg 'will you exist my mentor?' and her belief that women seeking out mentors has become a problem: she believes it's creating dependency on others and compares the search for 1 as beingness the 'professional equivalent of waiting for Prince Charming.' My view on mentoring (mentor = trusted advisor) is why have one mentor when developing relationships with several trusted advisors at whatever in one case is meliorate and why go looking for 'a mentor' when people volition naturally appear throughout our careers. It is this contrived seeking out Sheryl objects to, rather than having a mentor per se.

Superlative tips for women seeking mentors:

• The departure between a mentor and a sponsor: mentors are people who will advise; a sponsor is someone who will apply their influence to abet for us. "Both men and women with sponsors are more than likely to inquire for stretch assignments and pay rises than their peers of the same gender without sponsors."

• Arroyo a mentor when your PD rating is strong: "Studies show that mentors select protoges based on functioning and potential. Nosotros need to stop telling (young women) 'Get a mentor and you will excel.' Instead we need to tell them, 'Excel and you will become a mentor." Honey this nifty nugget for information technology's focus on self-responsibility.

• Utilize a mentor'due south time well: It should go without saying that a mentee needs to be respectful of their mentor'southward time and highly focused in the fashion they utilise it. Whilst Sheryl probably doesn't label herself as a mentor, she remarks on several people/conversations where that other person undoubtedly sees her as a mentor and praises 2 of them for 'never asking a question she could have answered on her own' and for doing their homework, being well-baked, focused and gracious.  "Mentees should avoid complaining excessively to a mentor. Using a mentor's time to validate feelings may help psychologically, just information technology's better to focus on specific bug with existent solutions. Most people in a position to mentor are quite adept at trouble-solving."

• Meet a male mentor for breakfast: A study published by Harvard Business concern Review found 64% of men at VP level or in a higher place are hesitant to have a one:one meeting with a junior woman and half the junior women surveyed avoid this kind of contact with senior men. Sheryl says information technology must terminate "Personal connections lead to assignments and promotions so it needs to be OK for men and women to spend breezy time together the aforementioned manner men can." A breakfast meeting in a public identify can assistance put both parties at ease – dinner later work looks far too much like a appointment.

Chapter vii – Don't Leave Before You Leave

The core idea of the book, 'Don't leave before you lot get out' is another way of imploring women to 'lean in' to their careers and put to one side worries nearly 'what ifs' (thinking about pregnancies and babies earlier they're a reality). In discussions I have with clients who are looking to return to piece of work after children, the subject of 'is information technology worth it given the cost of childcare?' sometimes comes up. I have a role to play in exploring this from different angles with my clients and Sheryl's view is that not having a edible bean left subsequently paying for childcare is probably worth it as it'll aid your career in the long run. I hold that this is the case for the vast majority of professional women – there's good evidence that fourth dimension out harms pay trajectories as I hash out in my volume,Mothers Piece of work!We learn Sheryl is comfortable request female employees almost their child-bearing plans, which she makes clear to united states and them that she asks out of business for the individuals (who may be 'leaning out' earlier they demand to). She acknowledges this would give employment lawyers a heart assault just I think she's making a great indicate. Sadly I don't remember this level of trust and business concern for the individual's career exists between the majority of line managers and team members in the UK, and without those ii elements, the question would indeed lay an employer open to all sorts of charges.

• Trying for a infant shouldn't preclude you seeking a new chore: "In 2009 nosotros were recruiting Priti Choksi to join Facebook's business organisation development squad. Subsequently we extended the offering…I went for it (saying) 'If you lot retrieve you might not take this job considering you desire to have a child presently, I am happy to talk about this.' I figured if she didn't want to discus it, she would merely continue heading for the door. Instead, she turned around, sabbatum dorsum down and said 'let's talk.' I explained although it's counterintuitive, right earlier having a child can really be a great fourth dimension to accept a new job. If she found her new part challenging and rewarding, she'd be more than excited to render to it after giving nascence. By the time she started at Facebook she was already expecting. She later on told me that if I had not raised the topic, she would take turned u.s.a. downwardly.

• Watch the small decisions: "When it comes to integrating career and family, planning too far in advance can close doors rather than open up them. I take seen this over and over. Women rarely make one big decision to get out the workforce. Instead, they make lots of pocket-size decisions along the way, making accommodations and sacrifices tat they believe volition be required to take a family. Of all the ways women hold themselves back, perhaps the nigh pervasive is that they go out before they exit." She'southward right and I consider my own divergence from the corporate world and into working for myself six months after I got married in 2004, partly due to this.

• Lean in: "The time to scale back is when a break is needed or when a kid arrives not earlier, and certainly non years in accelerate. The months and years leading upward to having children are not the time to lean back , but the critical time to lean in."

• Your career may depend on how many hours your partner works: Men who work lx+ hours a week have wives who are 112% more likely to quit work than women whose husbands work 50 hours or less/week.

Chapter 8 – Make Your Partner a Real Partner

In whichLean In and my book,Mothers Work! overlap greatly, specifically chapter three 'See your family equally a team.' Sheryl and I accept a shared outlook on equality in the home, both assertive it is a mindset more than than anything else. I write '…partnering up, like equality, is an attitude more than anything else. Equality is when you both recognise the demand and encounter the merit in deciding together how yous tin best manage the totality of your lives. Equality isn't about dividing everything down the center.' Sheryl writes on her marriage to Dave 'We are never at fifty-fifty at any given moment – perfect equality is difficult to define or sustain – but nosotros allow the pendulum to swing dorsum and along betwixt.' We learn xviii% of women in the Great britain earn more than their husbands (trailing backside the U.s. by 12%) – which Sheryl explains tin can exist a trouble as in that location's even so significant discomfort for many around this – and that Sheryl herself has experienced the 'double-bind' of working maternity despite having such a fantastic husband.

Notation-worthy points:

• The single most of import career decision: "I truly believe that the single biggest career decision that a adult female makes is whether she volition have a life partner and who that partner is. I don't know one woman in a leadership position whose life partner is not fully – and I mean fully – supportive of her career. No exceptions. In a 2007 study of well-educated professional women who had left the paid workforce, sixty% cited their husbands as a critical factor in their decision."

• Fathers delight lean in to your family: "Women who chest feed are arguably babe's offset luncheon-box. Simply fifty-fifty if mothers are more naturally inclined towards nurturing, fathers can friction match that with knowledge and endeavour. If women want to succeed more at work and if men want to succeed more at dwelling house, these expectations have to exist challenged. As Gloria Steinem once observed, 'It's not about biology, but near conscientiousness.'"

• Let men do it their way: Some other betoken on which our books cantankerous-over, "Anyone who wants her mate to exist a true partner must treat him as an equal – and equally capable – partner. And if that's non reason enough, comport in listen that a study found that wives who engage in gate-keeping behaviours do v more hours of family piece of work per calendar week than wives who have a more collaborative approach."

• Benefits when men 'lean in': "…children with involved and loving fathers have college levels of psychological well-beingness and improve cognitive abilities. When fathers provide even just routine childcare, children have college levels of educational and economic achievement and lower delinquency rates. Their children even tend to be more empathetic and socially competent. When husbands practice more housework, wives are less depressed, marital conflicts decrease and satisfaction rises….the risk of divorce reduces by half when a adult female earns half the income and a husband does half the housework." All of these assertions are advisedly referenced and the final point on divorce risk comes from a 2006 written report of U.s. and German couples.

Chapter 9 – The Myth of Doing It All

With lines such as 'no 1 has it all, 'washed is better than perfect' (on a affiche hanging at Facebook HQ) and 'perfection is the enemy' Sheryl and I are back in the same space. This chapter pedals the same bulletin as the chapter 'Go for proficient plenty at home' inMothers Work! Every bit I read a idea bubbles upwardly – I promise there isn't value in authors still writing this stuff when my daughter becomes a mother.

Sheryl shares her evolution every bit a parent and how she didn't get things right with babe number ane (checking e-mails constantly, exhausting herself past working when he newborn was sleeping etc), but learned to relax and set up boundaries with her second kid. I nod away emphatically as she puts the ball firmly in women'due south courts with"the best mode to make room for both life and career is to make choices deliberately – to set limits and stick to them." This chimes with one of the fundamental messages I've conveyed in many a talk on how to unravel the grip of the triple-bind of working motherhood: we must accept charge because no one will do it for us. I do wince though at the 'life' and 'career' dichotomy – this implies the two are separate, which they are not. A skillful, rounded life involves both.

I'yard dismayed that Sheryl nigh applauds some other executive for putting her children to bed in their clothes to save xv minutes in the morning time. Behaviour like that should ring warning bells for a family and be a trigger for re-evaluating priorities.

Noteworthy points:

• Colin Powell, output non input at work is of import:"I wanted them to have a life outside the part. I am paying them for the quality of their work, not for the hours they work. That kind of environment has always produced the all-time results for me." This makes complete sense nevertheless near organisations do non work to these principles. A 'bums on seats' culture flies in the face of research of by Harvard Business Schoolhouse professor Leslie Perlow who found Boston Consulting Group consultants forced to work less became more effective (run into note 14, p 212)

• The 'always on' culture:"A 2012 survey of employed adults showed that lxxx% of respondents connected to piece of work after leaving the part, 38% checked e-mail at the dinner table and 69% tin can't go to bed without checking their inbox." And later"Sleeping iv or five hours a nighttime induced mental impairment equivalent to a blood alcohol level above the legal driving limit." Whilst I merely became aware of this fact whilst readingLean In I've oft thought the 'baby on board' signs people brandish in their cars are a useful alert for other drivers to stay clear of what could be a unsafe, sleep-deprived parent at the wheel. My view on overcoming the 'e'er on' culture is to make a betoken of regularly unplugging. Constant communication has become a fact of life and because at that place is never a state of 'finished' or 'job done' when you are combining career with family you may also depict your own markers in the sand. I now concur myself dorsum from checking my iphone before I go to bed asking myself 'what are you going to do if at that place'south something 'urgent' in there? Attend to it now, right before bed when yous desire to achieve restful sleep?"

• We're doing more than parenting than we ever did: Sheryl and I describe on the aforementioned reference in making the signal about parents doing more parenting than we did in 1975. It is all the bear witness nosotros need not to feel guilty about combining careers with a young family."In 1975 stay-at-home mothers spent an average of about xi hours per week on primary kid intendance (defined as routine intendance-giving and activities that foster a child's well-being, such as reading and fully focused play). Mothers employed outside the home in 1975 spent half dozen hours doing these activities. Today stay-at-home mothers spend nearly 17 hours per calendar week on main child care, on boilerplate, while mothers who work exterior the home spend about eleven hours. This means an employed mother today spends about the same amount of time on main kid intendance activities as a non-employed mother did in 1975."

Chapter ten – Let'due south Start Talking Almost It

In which nosotros larn Sheryl was rightly incensed equally a teenager when patted on the head by 'legendary' Tip O'Neill (Lib Dem speaker of US House of Representatives) and told over her head 'she'due south pretty.' Although oddly, in the following years, she denounced feminism, believing information technology wasn't something she wanted to be associated with and that information technology was redundant. The end of the chapter makes clear 'feminism' as a concept needs to be properly understood every bit just 25% of US women consider themselves a feminist, even so when offered the definition 'a feminist is someone who believes in social, political and economic equality of the sexes' information technology rises to 65%. I wonder if the other 35% need their ears syringing.  We learn how and when Sheryl decided to start talking about gender equality: seeing large numbers of female friends leave the workforce and having the support of colleagues Susan Wojcicki and Melissa Mayer at Google.

I've scrawled a lot in the margins of this chapter, picking out counter-intuitive ideas on meritocracies and anti-discrimination laws. Too equally those there are some positive points of change in some well-known organisations:

• Increasing female promotions at Google: "Goole has an unusual system where engineers nominate themselves for promotions and the company institute that men nominated themselves more apace than women. The Google management team shared this data openly with the female person employees, and women's self-nomination rates rose significantly, reaching roughly the same charge per unit as men'due south."

• American Express CEO pauses meetings to point out discrimination:"Ken Chenault, CEO of American Express, openly acknowledges that in meetings, both men and women are more likely to interrupt a woman and give credit to a man for an idea first proposed by a woman. When he witnesses either of these behaviors, he stops the coming together to point it out. Coming from the top, this really makes employees recall twice. A more junior woman (or homo) tin also arbitrate in the situation when a female colleague has been interrupted. She tin can gently but firmly tell the group, 'Before we motion on, I'd like to hear what (senior woman) had to say.' This action non simply benefits the senior woman but can raise the stature of the junior woman equally well, since speaking up for someone else displays both conviction and a communal spirit. The junior woman comes across as both competent and nice."

• Eradicating the male person-female performance gap at Harvard Business School:"Even a well-established institution like Harvard Business School can evolve rapidly when problems are addressed head-on. Historically at HBS American students have academically outperformed both female person and international students. When Nitin Nohria was appointed dean in 2010, he made it his mission to shut this gap. He began by appointing Youngme Moon as senior associate dean of the MBA programme, the first adult female to concord that position…he also created a new position for Robin Ely, an expert on gender and diversity. They visited each classroom and discussed the challenges women and international students faced. Without calling for major overhauls they tackled the soft stuff – small adjustments students could brand immediately. They held students responsible for the bear on their behaviour had on others. (They) introduced small grouping projects to encourage collaboration between classmates who would not naturally work together. They also added a year-long field form, which plays to the strengths of students who are less comfortable contributing in front of big classes.By starting time, the performance gap had virtually disappeared. In a result many considered surprising, overall student satisfaction went upwards, not merely for the female and international students, but for American males as well. Past creating a more than equal surroundings, everyone was happier. And all of this was accomplished in but two years."

Chapter 11 – Working Together Toward Equality

In which Sheryl encourages united states all to be supportive of people'due south choices, most notably her friend and newly appointed Yahoo! CEO, Marissa Mayer'southward determination to accept a very brusk motherhood leave. She touches on getting over the mommy wars; that is, ending competitions to prove that staying at dwelling or going out to work when our children are young is the best or right affair to do. This is a message I open up with inMothers Work! Still on the theme of choice, Sheryl makes clear that both men and women demand to be able to choose to stay at home or accept full careers, she writes "Until women have supportive employers and colleagues besides every bit partners who share family unit responsibilities, they don't take a real choice." The key word in that sentence is 'colleagues' which could have been prefaced with 'male person' because if women are working alongside men who don't do domestic stuff and whose wives stay at home, the testify suggests they can have a negative impact on their female colleagues' careers. Meet note 10 p217 for more on this. She goes on to say "And until men are fully respected for contributing within the home, they don't have a real choice either. Equal opportunity is non equal unless everyone receives the encouragement that makes seizing those opportunities possible."

Lean In is a remarkable slice of piece of work which conspicuously sets out the many ways employers and employees can contribute to righting the imbalance of ease and opportunity for women in the workplace. As an emotionally-charged scientist I've relished the rigorous inquiry and heavy academic referencing interwoven with Sheryl's personal stories and feelings. I thoroughly recommend reading the whole book – indeed I implore yous to read information technology if you're an EDI practitioner or people managing director – and I exit you with a option of sound-bites from the final chapter:

• "Sharon Meers tells a story about a school parents' night she attended in which children introduced their parents. Sharon'south daughter Sammy pointed at her father and said 'this is Steve, he makes buildings. Kind of like an arhitecht, and he loves to sing.' And then Sammy pointed at Sharon and said, 'this is Sharon, she wrote a book, she works full-time and she never picks me up from school.' If more children encounter fathers at school pickups and mothers who are busy at jobs, both girls and boys will envision more options for themselves. Expectations volition non exist set by gender just past personal passion, talents and interests."
• "It is a painful truth that one of the obstacles to more than women gaining power has sometimes been women already in ability."
• "Research suggests that in one case a woman achieves success, particularly in a gender-biased context, her chapters to come across gender discrimination is reduced."
• "There is hope that this is attitude is changing. A recent survey constitute that 'high-potential women' working in business desire to 'pay it forward' and 73% have reached out to other women to assistance them develop their talents. Most all of the women I take encountered professional have gone out of their way to be helpful."
• "The more than women help one another, the more than we help ourselves. Acting like a coalition truly does produce results. In 2004, four female executives at Merrill Lynch started having dejeuner together once a calendar month. They shared their accomplishments and frustrations. They brainstormed nearly business organization. After the lunches they would get back to their offices and tout one another's achievements. They couldn't brag well-nigh themselves, simply they could easily do it for their colleagues. Their careers flourished and each rose up the ranks to achieve managing director and executive officer levels. The queen been was banished and the hive became stronger."

And that's what I telephone call a issue. Give thanks you Sheryl Sandberg, for giving united statesLean In.

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Source: https://jessicachivers.com/2013/03/18/sherylsandberg/

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