First Things First. People.

Carolyn Slaski, Partner
When Carolyn Slaski and her husband had their frst child,
she wanted more time with her family. Ernst & Young knew
the value of Carolyn’s contribution and supported her
desire to work on a fexible work arrangement for
several years. Today, Carolyn is a partner with three
sons and a dynamic career that has included a global
assignment. Working full-time, Carolyn has the fexibility
she needs to succeed personally and professionally.
She knows how to put her priorities frst …just like
Ernst & Young puts its people frst.
© 2006 Ernst & Young llp
Audit • Tax • Transaction Advisory Services
.o¬eo¦o·||·¬ 2 .o¬eo¦o·||·¬ 3
One of the Women For Hire Foundation’s big initiatives for 2008 is to empower
every woman—regardless of income level or proximity to power—to be a bank-
roller of good and enable her to experience the rewards of giving. Instead of
contributing to political campaigns, we’re turning our attention to people much
closer to our hearts: low-income women in need of job training and personal-
ized assistance to get them jobs.
Most of these women are single mothers with the sole fnancial responsibility of
raising their families. Access to training and a hand up could mean the differ-
ence between minimum wage versus a livable wage, inconsistent hours versus a
steady schedule, and no benefts versus health insurance and paid time-off.
Money in the bank isn’t the only beneft. I’ve witnessed frsthand the beautiful
bounce in her step as a woman returns to work and gets a paycheck for her ef-
forts after a prolonged period of unemployment. There’s that certain smile of
confdence and contentment that only comes from being on a path to fnancial
Watching from the sidelines as my money and time do their thing is enormously
meaningful to me. It produces an indescribable glow that every one of us should
have the good fortune of experiencing. Nothing makes me more proud.
We want to pass along the opportunity to experience that feeling while also tap-
ping your inner fundraising diva—you know, that voice inside that says, “Oh,
wouldn’t it be so fabulous to have the ability to really impact the success of other
people!” We’ve created a simple way to help you get involved today.
Instead of just writing a check, we want to recruit you to work with us on behalf
of the Women For Hire Foundation. This kind of work isn’t hard labor but a la-
bor of love. Don’t get me wrong: We’ll take your tax-deductible donations too!
Come up with a clever theme for an evening of fun and fundraising at home
with your friends. We’ve hosted everything from pizza and potlucks to cocktails
and karaoke. My all-time favorite is the night I dubbed dinner and decoup-
age. I treated 15 guests to Chinese take-out while I taught them how to make
original plates.
Here’s the simple catch: Each guest brings a check made out to the Women For
Hire Foundation ranging from $15 to $50—the amount is completely up to you,
corner cubicle
My Plea for Your Pledge
the host. It’s usually best to keep it in the range of what each woman would
typically spend for an average night on the town. But instead of an ordinary
meal, everyone enjoys laughter and
good times made even better knowing
it’s for a worthy cause.
From each night of festivities, our Foun-
dation collects $150 to $1,000 depend-
ing on the number of attendees. And
just as importantly as the money, we’re
also building a grassroots army of well-
wishers for the women we’re serving.
So please accept my plea and pledge
your time and energy to plan a party in
celebration of friendship and women’s
career empowerment. Visit womenfo- for photos and
anecdotes of some of the successful soi-
rees that are taking place throughout
the country. You’ll learn how to plan
the perfect event, plus you’ll see some
of the perks of putting yourself to work
with us. We can’t wait to add pictures
from your festivities to our website and
in the next issue of this magazine.
We hope you’ll agree that this is a campaign worth cheering for and that you’ll
put your party-planning prowess to work on behalf of those women who’ll ben-
eft greatly from your vote of confdence.
Tory Johnson
Founder & CEO
Women For Hire
corner cubicle
Photo By Allyson Lubow
Pictured on the cover by column: (1) Stacy Francis, Jessica Weiner, Liz Lange,
Jacqueline Liebergott; (2) Peggy Klaus, Deborah Roberts (Steve Fenn/ABC
News), Hannah Seligson; (3) Jessica Guff, Tory Johnson (Allyson Lubow), Alex-
andra Levitt; (4) Michelle Madhok, Linda Ellerbee (Gordon Munro), Gale Britton.
All photos are courtesy of each woman except where noted.
Read on for their advice and insights.
.o¬eo¦o·||·¬ S
2 Corner Cubicle
7 Inside Women For Hire
11 Tidbits & Tactics
50 Spotlight on Expo Success
focUS oN
21 A Look at Women’s Leadership
23 Know Thyself and Thy Sticky Floors
27 A Four-Tiered Look at Leadership:
Women in their 20s, 30s, 40s, and
50s weigh in on the “L” Word
31 Dealing with the Imposter Syndrome
33 The Case for Saying No
35 The Levity Effect: Three Reasons
Why it Pays for Leaders to Lighten
Up at Work
36 Jessica Guff on Management
39 Jacqueline Liebergott on
41 Deborah Roberts on
45 Gale Britton on Reward
We asked you to share your thoughts and personal experiences
regarding crying at work. Here are some of the responses from
Women For Hire’s Be Gutsy Blog. Read ‘em and weep.
FOr CrYiNg OuT LOud
I see nothing wrong with crying or showing emotion at work, as that means you
are a caring and passionate person who strives 100% to achieve your goals.
Coworkers share all the good things about our personal lives–our accomplish-
ments, our kids’ accomplishments, our vacation plans, stories from childhood–so
why do we recoil from sharing the bad things–our pain, our fears, our frustrations?
It is never appropriate to cry at work. Coworkers and especially your boss see this
as a weakness that you can’t stand the heat and that you are emotional.
I feel that crying at work shows you are too emotional and is unacceptable to me.
Early in my career, I cried upon being told that I was laid off. It came as a sur-
prise and I was caught off guard by my own tears. I tried holding them back and
perhaps because the person letting me go was a woman, it made me feel less
I’ve been mostly successful at keeping my tears to myself. I started a new job
recently, at a very stressful time in my life, and one day I ended up crying at my
desk—very quietly. A coworker came to do a training exercise with me, and I said,
“Sorry, I’m having my own little private nervous breakdown. I’ll be with you in just a
minute.” In about fve minutes, I was composed enough to invite her over to fnish
the training.
The crying at work is something that I have a tough time with. I work hard to keep
my composure but when I am pushed to the boiling point, I will stand my ground
and walk away and let the tears fow in private.
CrYiNg TO gET AhEAd?
I hate when women use tears as a weapon to get their way.
Women should not use their emotions to make others feel sorry for them.
If a man cries or shows anger he’s often regarded as having a sensitive side
(in a positive way) and is respected. And if women show the same emotions, they
are often regarded as being over-sensitive.
Make your voice heard on our Be Gutsy Blog. Visit to
express your opinions and read the latest posts from our team of workplace
If you have experience in sales or customer service and a bachelor’s degree, please apply online @
To contact a local recruiter, please call toll-free (888) 999-ERAC.
Serve the Customer • Be Honest • Have Fun • Be a Good Neighbor • Open Doors • Always Listen • Reward Hard Work • Own Our Brand
What company will I start my
management career with?
I believe this one.
I heard Enterprise was different, but until I
started working here I didn’t appreciate how
much. The first thing I noticed is that people
count. Whether it’s a long-time customer or
an employee who’s just starting out, every
opinion matters.
Take our signature “pick you up” service.
This was started by a manager who simply
listened to customers who needed a ride. Not
everyone was convinced it was a good idea,
but he was empowered to run with it - and it
ultimately developed into a trademark of our
superior customer service.
So, you see, that typical, impersonal,
corporate bureaucracy you’d expect
from such a successful industry-leading
company just doesn’t exist here. So if I have
a good idea, no matter what my job title, I
know it will be heard and my career will be
rewarded accordingly.
I believe in two-
way communication.
And so does my
$9.5 billion company.
We are an equal opportunity employer. M/F/D/V.
r C
. 8
Photo by Steve Fenn/ABC News
.o¬eo¦o·||·¬ ¯
EXPO SuCCESS! by Akuba Torvikey
After completing four years of college at a prestigious state university with no college loans, tons of
community service hours, internship and externship experience, and a very decent GPA, I found
myself questioning the value of a higher education.
I decided that my frst job out of
college–manager trainee at a local
car rental company–was not the
direction that I wanted to go in my
career. I decided to quit that job in
order to fnd a career that better
suited my goals and dreams. Little
did I know the search would last
two years.
Over the next two years, I became
a professional job seeker. I attend-
ed numerous job fairs and went
through countless revisions of my
resume. I began questioning why I even attended college. My morale was low and my self-esteem
was shot. In order to make ends meet, I took a part time position at a bank while I continued my
search. It seemed as though I could have used those four years I spent in college to get a head
start into a real career. In April 2006, I saw an advertisement for the Women for Hire career expo
in Atlanta, Ga. that would later change my life dramatically. To my surprise, there were hundreds
of women in attendance.
As a result of the career fair, I was hired as a Consulting Analyst with Accenture and moved to
Washington, D.C. I absolutely love the company and admire the fact that Accenture & Women for
Hire believed in me.
This coming February, my company’s Women’s Networking Group announced that they would be
volunteering at the WFH career expo in Washington, DC. I hopped at the chance to help. I only
hope I can reach out to other women who, like me, just need someone to believe in them. My
advice to other women would be to have patience, resolve, and take advantage of all the resources
offered by Women for Hire.
We know you love your job just as much
as we love ours. However, we think you
owe it to yourself to check out our events
and meet the great employers that will
be in attendance to connect with you.
You’ll get a chance to network with other
smart, dynamic women, get your resume
critiqued, and attend other workshops.
This day is sure to offer you a chance to
advance your career.
WAShInGtOn, DC: February 28
St. LOUIS: March 4
ChICAGO: March 6
MInnEAPOLIS: March 18
DALLAS: March 25
nEW YORK: March 27
AtLAntA: April 1
LOS AnGELES: April 10
BOStOn: April 15
PhILADELPhIA: April 17
Visit for details on
participating employers and seminars at
each event.
Have Coffee with Tory Johnson
Register today for the Early Morning Seminar that takes place before each
Women For Hire Career Expo. Here’s your chance to meet Women For Hire CEO
and Good Morning America Workplace Contributor frst-hand. Gain valuable insight
and answers to your career related questions. Leave inspired. All attendees will
receive priority admittance into the career expo.
Space is limited, so visit and sign up today.
inside women for hire
© 2006 New York Life Insurance Company, 51 Madison Avenue, New York, NY 10010
Launch your career
selling peace of mind.
A sales career with New York Life means you can:
· Grow your own nnancial services business
· Enjoy unlimited income potential and a competitive
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· Make a diĊerence by helping others achieve nnancial security
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· Seize the opportunity for professional growth and a future
commitment to the values of nnancial strength, integrity
and humanity
in management
· Have a role in a Fortune 100 company that has a 160-year
Tune in to Women For Hire.TV, our all new video site, to fnd great career
advice, inspiring stories from professional women and entrepreneurs, and the
inside scoop from recruiters about companies where you want to work. Ever
wondered what it would be like to be a bakery owner or a personal shopper?
Our series, I Love My Job, will take you on location from Buttercup Bakery to
Bloomingdales as we catch up with women in all different lines of work with
one thing in common: they love their jobs.
How about a video snack while sitting at your desk? That’s the growing
trend among workers who watch short online videos when they need a quick
diversion from work instead of the standard smoking break or a computer
game of solitaire. Turn to us for video advice on a wide range of career
topics. You can also submit your challenging career questions by video and
you’ll receive a customized response from Tory Johnson.
Visit today to view and submit videos.
Tell your friends, family, and
coworkers how you get this
great magazine each Spring,
Summer and Fall season. Visit and sign up
for FREE home delivery today.
Join the Women For hire
Connect with 30,000 professional
women on the Women For Hire
online career network. Visit network. today and create
your free account. Upload photos,
network with other women for advice,
post events, and start discussions.
Join The Women For hire
Facebook Network
Next time you’re on Facebook, make
sure to check out our page and
become a friend. Stay in the know
on all the latest Women For Hire
scoop and tell your friends too!
Support the Women For hire
We’ve formed the Women For Hire
Foundation to specifcally serve low-
income, unskilled women by helping
them to realize their career potential.
Support the Foundation by making a
100% tax deductible donation. Visit for more details.
You can also support us through, a search engine
powered by Yahoo! that donates
half its revenue to the charities its
users designate. You use it just as
you would any search engine. Go to and be sure to enter
Women For Hire Foundation as the
charity you want to support.
inside women for hire
You A
§ §
.o¬eo¦o·||·¬ `
.o¬eo¦o·||·¬ ++
Button up that blouse and don’t hike your skirt. A study by Lawrence Univer-
sity professor Peter Glick found that provocatively-dressed executive women
were viewed as less intelligent and less capable than neutrally-dressed women
executives. But that doesn’t mean you have to resort to boring, bland and blah.
Phillip Bloch, famed stylist to the stars—Nicole Kidman, Selma Hayek, and
Ashley Judd are among his well-dressed clients—tells us there are easy ways to
spruce up any spring wardrobe while maintaining your professional chic.

Fashion with Function
and Purpose
Bag that dowdy laptop case.
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While luxury doesn’t come
cheap (bags range from $350
to $500), this is one splurge
that has a guilt-free guaran-
tee: A portion of the proceeds
beneft charities that support
and empower women. Order
online at
or call (800) 242-6520.
When sisters Peg and Claire were both
diagnosed with cancer within a year of
each other, they joined forces with their
sister Patty to found Spirited Sisters.
They knew the awkward and uncom-
fortable hospital gown was an added
trial in an already diffcult time. Their
aim was to create functional fashion to
help women align their minds, bodies
and spirits through times of illness.
For Patty and Peg, this labor of love is
now carried on in memory of Claire,
who lost her battle to colon cancer in
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Cathie Black
President, Hearst Magazines
Author, BASiC BLACK: The Essential guide for getting
Ahead at Work (and in Life)
Dress to target impress some days. Who are you meeting that day?
If I’m meeting Calvin Klein, obviously I won’t wear Armani. I’ve
done this every morning of my work life—thought the day through
and dressed to suit the people in it.
The only conservative item I have is my husband Tom. He wears
very well, actually—we’ve been married 25 years. But when it
comes to clothes, besides black, I like bright colors, stylish cuts
and lines, striking accessories, and great shoes and bags. It’s not all
about the clothes; it’s about how you carry yourself. Walk like you
know where you’re going and have every reason to get there...frst.
Jessica Weiner
Owner & Chief Creative Offcer, Jess,
a self-empowerment company
Global Ambassador, Dove Self-Esteem Fund

When I have a big event I have to buy something new. That article
makes me more aware, I’m more present. My clothes are my cos-
tume—they’re my way to express a message. I talk with my hands
a lot so I accessorize with a cool ring.
To look fabulous in clothes you already own, get them tailored.
Odds are your current clothes do not ft properly; revitalize what’s
already in your closet. Well-tailored clothes can do so much for
your silhouette.

Stacy Francis
Founder, Savvy Ladies
President, Francis Financial
I avoid red as it can be seen as aggressive. I always wear heels
and choose very comfortable styles that are classic yet stylish.
Many of my shoes are over fve years old but look brand new.
I keep them meticulously maintained by visiting a shoe repair
What You Wear Says PLENTY
About Who You Are
expert at least once a year.
Eileen Spitalny
President & Co-founder,
It’s quality over quantity. Although items may cost a little more, when
you buy quality they last longer and wear longer. The same applies to
shoes: ft and quality are important.

Michelle Madhok
I try not to look too girly. I like conservative with a twist such as un-
usual stitching where people wonder, “Where did she get that?” I like
nice heels that aren’t too high; a three-inch heel is good. Since men
are taller, heels will bring you closer to their eye level.
Sabrina Parsons
CEO, Palo Alto Software
I’m not a fan of people who are over accessorized. I don’t feel like a
business meeting is the time and place to show off fashy jewelry.
Liz Lange
Founder & President, Liz Lange Maternity
It’s hard to project confdence if you don’t have a signature style
that’s refective of you. Find your uniform and what you like. If you
fnd a specifc cut that works really well, buy it in navy, black, and
charcoal. It’s all about being true to yourself and knowing what you
feel good in. I love to punctuate an outft with a chunky gold acces-
sory. It’s important to not over accessorize. You don’t want to be
jingling and jangling in a meeting.
Leslie Gatti
I have the luxury of working from home, so when I meet with clients
I love to get dressed up. I think the accessories are just as important
as the clothes. It’s a whole ensemble. I love accessories that are
great conversation pieces. Keep it simple, but make a statement.
Your eye should be drawn to the accessories, but not overwhelmed
by them.
Salemi blogs about workplace topics as Vivacious Vicki on She writes frequently about careers for MSN and
AOL and blogs about Manhattan adventures on
.o¬eo¦o·||·¬ +S
When we received an advance copy of a book claiming that
procrastination could be a good thing, we had to call up the
author to fgure out what she meant. Kerul Kassel talked to us
about productive procrastination: Make it Work For You, Not
Against You!
You can’t do everything at once, and many things aren’t worth
doing, especially those that don’t closely ft your own unique
set of personal values and objectives. I’ve seen so many
clients beating themselves up for having to-do lists that were
so unreasonable and punishing. Yet they were hard-working
productive people who just needed to embrace some new “pro-
crastivity” habits, including letting go of a lot of those to-dos
that weren’t serving them yet were making them feel miserable.
Giving these up allowed them the freedom and confdence to
pursue those initiatives that evoked more of their potential, and
resulted in more meaningful and satisfying successes.

“Procrastivity” is a combination of the concepts of procrastina-
tion, productivity, and creativity. It describes a way of mastering
time, effort, and energy, maximizing fow, and using the inten-
tional and wise choice to delay some tasks and initiatives so
that we can spend our effort and time on more fruitful, mean-
ingful, and fulflling objectives.
Ask yourself, “Is this the very best way to fulfll my objectives so
I can express my most heartfelt values?” Perhaps there could
be better, easier ways. Among the other questions to ask: Is
this something I’m really ready for? Do I have all the informa-
tion I need to pursue this? Am I sure it won’t prevent or distract
me from embracing and utilizing more of my potential? If the
answer to any of these questions is no, it’s probably a very
good idea to put it off—at least for now.

Schedule it on your calendar in 30 to 90-minute time blocks on
a set of specifc date(s) at specifc times rather than just put-
ting it on a to-do list. Get someone to help hold you account-
able to completing the task by a particular date/time, particu-
larly someone who won’t let you slide, and whose good opinion
you don’t want to lose. Create a very unpleasant consequence
for not following through, and set up a way to enforce it that
doesn’t just depend on you. For example, give a friend a check
for a considerable sum, made out to an organization or political
group whose mission or values you loathe, and have that friend
send the check off if you don’t follow through.
dreaming of Work
If you’ve ever dreamed about work,
you’re not alone: a survey by the folks
at Staples, the offce supplier, fnds
that 51% of small business owners
dream about their work and 70% of
them take what they dreamed and
use it in the offce. There’s increas-
ing evidence that sleep helps us
fgure out things that have been on
our minds because during sleep the
brain explores connections and ideas
in a trial-and-error fashion, Harvard
psychiatrist Robert Stickgold tells
The Wall Street Journal. In experi-
ments he conducted with puzzles,
people tested one morning performed
better the next morning than they did
if retested later in the day. Work-re-
lated dreams have their limits,
the Staple’s survey acknowledged.
The survey found that 39% of small
business owners got their very best
ideas while driving and 15% while
showering. Only 6.3% got them
dreaming or lying in bed but
that was more benefcial than
brainstorming sessions (6%) or
the workplace itself (5%).
Whether you work in the air or on the ground, you always want to work
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Every day, our 350 aircraft fly over 1,800 flights to more than 160 cities
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But we need your help to get us there. So if you’re a pilot, flight
attendant, mechanic or other aviation professional, get ready to take
your career farther at American Eagle.
Visit www.AmericanEagleCareers.comto see why we fly and
view job previews.
American Eagle is an Equal Opportunity Employer.
Your route to success.
© 2008 NAS
(Media: delete copyright notice)
Women for hire
8” x 10.75”
.o¬eo¦o·||·¬ +¯
Savvy business people pride themselves on keeping up
with current events, politics, and even newsmaker gos-
sip so they always have interesting tidbits to contribute
to small talk at meetings, parties and social outings. Idle
chit-chat is awfully valuable in building professional rela-
tionships because it allows people to connect on a relaxed,
personal level.
But that same small talk can backfre when it’s highly
opinionated and offensive to others. While there’s little
harm in sharing your pick for the Super Bowl or World
Series, there’s surely the potential for sparks when siding
with political candidates in the workplace.
During an informal meeting with coworkers, an associate
told a story about his young daughter asking about the
difference between a Democrat and a Republican. His
response: “Democrats care about people and Republicans
That not-so-PC reply wouldn’t have been a big deal at
home, but in the workplace it earned him the cold shoul-
der of colleagues who strongly disagreed with his assess-
ment of the two parties. A couple months later, he was
passed over for promotion. To this day, he believes that
his big mouth cost him the opportunity for advancement.
Usually there’s a comfortable middle ground that allows
you to react to the latest political news without crossing
into dangerous territory. Hillary Clinton’s infamous show
of emotion during the New Hampshire primary resulted
in mixed opinions among cube mates nationwide and
sparked a healthy debate about whether or not it’s ever
acceptable for women to cry in the workplace. While
defending or attacking Senator Clinton’s political views
could offend coworkers, a discussion around crying isn’t
likely to be as heated.
As the mudslinging on the campaign trail grows more
intense through the November election, it’s best to refrain
from exposing your biases in the offce unless you’re sure
that voicing your beliefs will not alienate anyone. Just be-
cause you know a colleague is like-minded in business—or
even in music, movies and snacks—doesn’t mean that you
share similar political views. It’s acceptable to educate
and inform, so long as you’re not attempting to unfairly
impose. At work it’s better to be quiet than to offend, so
be an outspoken advocate for what matters to you on your
own time.
rt W

If you’re not already a registered voter, visit,
a project of the League of Women Voters, for links and
information for every state.
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.o¬eo¦o·||·¬ +`
In a challenging economic climate you might not be able to recession-proof your
specifc job, but you can defnitely recession-proof your career. That means if you’re
a mortgage lender and your company is in
trouble, that job is likely impossible to save at
this time, but that doesn’t mean your career is in
the gutter. Right now is when all of us should be
taking stock of our situations, assessing our jobs
and developing a career safety net. There are
two categories in which to focus your efforts: job
search tactics and job saving tactics.
Focus on making money. During a recession,
the frst cuts are typically made in what are con-
sidered support positions such as administrative,
human resources, marketing and public relations,
and customer service. If you have the ability to transfer within your company to a
proft center—think sales, for example—that’s something to consider. If you can solve
costly problems or save big bucks in your current role, get busy doing that because
you can be just as valuable if you save money as someone who brings in money.
Don’t hide. Ignore the conventional wisdom that times of trouble mean you should
be quiet, bury your head, and do your job. Defnitely do your job—and do it really
well—but be visible and vocal about your contributions. Make sure your boss—and
even the boss’s boss—knows what you’re doing and how well you’re doing it. If your
knowledge and contributions are essential to the company, there’s less of a chance
you’ll be axed, so it’s up to you to communicate that before a decision has been made
to eliminate your job.
Align with bigwigs. The cynics call this sucking up. We call it saving your job. In
every company there are power brokers and all-stars. Those people can be great
allies in times of trouble. They can help protect your job by fghting to keep your
position during discussions of where cuts should be made. If you’re not already in
with such folks, get to know them now. Volunteer to help with a key project, participate
in meetings, or even stay late or come in early if that’s the best way to get some face
Get resume-ready. Don’t wait for a pink slip to fgure out what you’d put on a
resume to account for the last several years. offers resume
templates to showcase your skills, abilities and accomplishments.
network now. The classic mistake is waiting to call all of those long lost friends
and former colleagues only when you need something. Check in with them now.
Make a list of 50 people who aren’t part of your inner circle. It’s not a diffcult num-
ber if you push yourself. Having this list handy will enable you to be one step ahead
of the game should you fnd yourself needing to start a job search.
Visualize your dreams. Ask yourself, “If I didn’t have this job, what would I want to
do if I could do anything?” Also ask, “If this job went away tomorrow, where could I
see myself working?” Put all of those answers on paper. Be comprehensive. It could
be a move to a competitor or it could be a whole other industry. That’s the start of a
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.o¬eo¦o·||·¬ 2+
This year in the midst of the presidential election,
you can be sure the word “leader” will get thrown
around by pundits, campaigners, and candidates. Of-
ten when a term is frequently invoked in rhetoric we
start to lose a grasp on its original meaning.
LeAd·eR [Lee-deR] – NOUN
A peRSON OR thiNG thAt LeAdS.
With that in mind, in this issue we focus on effective leadership. Are strong
leaders born or shaped? We could borrow from Shakespeare and concede,
“Some men are born great, some achieve greatness, and some have greatness
thrust upon them.” Of course no offense to Will, but on the following pages we
take a closer look at how great women can develop the necessary traits, and in
some cases, how all of us might have to change some of our current habits and
work styles, to get ahead.
You will also hear frst hand from four dynamic women we hold in high esteem.
ABC News Now executive producer Jessica Guff explains why she admires Diane
Sawyer and why she’s not above running out to grab sandwiches for her staff.
Another network news star, Deborah Roberts, shares her personal thoughts on
authenticity. Emerson College president Jacqueline Liebergott says she knows
the expectation of her is no different than it would be if a man sat in the corner
offce. And Gale Britton of Prudential Financial lets us in on how she’s built her
own confdence and continues to reward others. You will fnd that each woman
has her own leadership style and her own nuggets of wisdom to share.
We are sure that you’ll discover as we have that while speeches and sound bites
are well and good, true leadership is in the day to day details of how you achieve
great results on your own and with those around you.
“We know we’ve made progress when we fnally see mediocre women
running top companies.” LINDA ELLERBEE
Photo by Gordon Munro
©2008 General Dynamics. All rights reserved.
General Dynamics is an Equal Opportunity/Affrmative Action Employer. We welcome and encourage diversity in our workforce.
All applicants for jobs that require a DoD Security Clearance must be U.S. Citizens and otherwise capable of obtaining the Security Clearance.
Want to be part of a team that is always focused on the ultimate goal – total customer satisfaction?
The innovative technologies developed at General Dynamics C4 Systems raise the bar for systems
integration and implementation, and provide our customers with winning solutions – core to edge.
If you’re the type of person who excels in technology development, leads with dedication and
keeps the end goal in sight, General Dynamics has a career for you.
These and other challenging positions can be viewed at
Kick off your career.
Our open positions include:
ª Chief System Architects
ª Senior Software Engineers
ª Sr. RF Systems Engineers
ª Senior C4ISR Systems Engineers
ª Communications System Engineers
ª Senior RF Design Engineers
ª Program Controls Lead - Cost/Schedule
ª Sr. Software Test Engineers
ª Systems/Software Architects
ª Security Systems Engineers
ª DigitaI Design Engineers
ª FieId Systems Engineers
ª Information Designers - VisuaI
ª Business DeveIopment Managers
ª Program Managers
Min-Eng-ad-1-11-08.indd 1 1/14/08 10:57:35 AM
.o¬eo¦o·||·¬ 23
We once believed that one of the primary
factors keeping women from advancing in
their careers was the “glass ceiling”—cul-
tural and societal barriers preventing us
from rising to the top. While that might
still hold true in some organizations today,
it’s important for women to look at what
they might be doing, or not doing, to hold
themselves back. Based on my book, it’s
Not A Glass Ceiling, it’s A Sticky Floor,
there are a number of things within our
control—things about ourselves that we
can change, adapt or reframe. When I see
women who are capable of senior or ex-
ecutive leadership roles caught in middle
management, I don’t look for a glass ceil-
ing anymore, I look for a sticky foor. These
are self-limiting beliefs, assumptions and
behaviors that hold women back from
tapping their full potential.
By identifying our individual sticky foors
we can break through fears, obstacles
and assumptions—and ultimately embrace
our own power. The following defne the
seven sticky foors and proven strategies
and techniques to apply for avoiding or
overcoming them.
Are you wired to be a good multi-tasker?
If so, this can backfre and not only leave
you over-tasked but can cause you to
lose sight of your priorities. To balance
work and life, it is important to have priori-
ties, know where you get your enjoyment
and fulfllment, and then commit to a set
of goals to make sure you are on the right
• Defne what success, happiness and ful-
fllment mean to you, personally and pro-
fessionally, now and in the future.
• Get focused: Establish commitments
and boundaries that will allow you to pay
adequate attention to your values and life
goals. If your day to day activities are not
supporting them, consider taking them off
your “to do” list.
• For those high achievers, remember to
build your strategic life plan and not to try
and do everything at once.
Staying in one place too long can be
based on the “boss-centric syndrome”
where you have developed a long term
and close relationship
with a boss who has
been your strong sup-
porter. It can also be
due to our assumption
that if we just continue
to do a good job, people
will see and recognize
our great contributions.
It can stall personal
growth, feed into self-
doubt, and brand us as
an expert in a certain
area, causing people
not to consider us for
other opportunities.
• Lay the groundwork
for future moves by
networking and making
your work/accomplish-
ments, skills, and inter-
ests known to others.
• Continually check your
marketability. Are you in
line with others that are
within your level of responsibility and ex-
• Write down what you truly want to do.
Then, map out what kinds of experiences,
training, and exposure it will take to get
• Be willing to take a risk. If an opportunity
comes along that may be a stretch, ask
yourself what is the worst thing that can
Know Thyself and Thy
Sticky Floors
By Rebecca Shambaugh
Toyota Motor Sales (TMS), U.S.A., Inc. is the marketing, sales, distribution and
customer service arm of Toyota, Lexus and Scion. Established in 1957, TMS
markets products and services through a network of more than 1,450 Toyota,
Lexus and Scion dealers. Toyota directly employs over 35,000 people in the U.S.
and sold more than 2.6 million vehicles in 2007.
We’re a team that supports a globally valued brand. Toyota associates are excited
about our continuous growth. And we take pride that our name stands for
innovation, quality and reliability.
The Toyota Way of doing business centers on respect for people and continuous
improvement. We believe in creating new partnerships and giving opportunities
to the best and the brightest. We invite you to explore career opportunities at
TMS and discover how you can achieve great success as part of a team of which
you too can be proud.
Our excitement.
It’s built around you.
Toyota is an Equal Opportunity Employer and supports a diverse and inclusive workforce.
continued on next page...
.o¬eo¦o·||·¬ 2+
Perfectionism is always placing the same
high standard for performance on every-
thing. It can be a virtue but when overused
can limit our greater capabilities, and we
can lose sight of the priorities, important
expectations of our key stakeholders as
well as drive ourselves to burnout or stress.
Signs of perfectionism show up in being a
micro-manager, seeming too mired in the
details, being viewed as a doer versus a
leader, or not delegating those detailed
tasks to others.
• Learn what the most critical tasks are
and put your energy there. Most impor-
tantly, learn when a job has been done
“good enough”—and move on.
• Seek feedback and use it to calibrate
your own performance standards. Know-
ing the difference will allow you to man-
age your work better.
As you move into more visible senior lead-
ership roles, your technical competence
becomes more of a commodity. Relation-
ships become even more important when
achieving your goals, working cross func-
tionally or infuencing others.
• Identify a goal that is important to you,
and then look to those individuals who
can help you achieve it rather than trying
to do it all on your own.
• Pursue relationships with integrity, inten-
tion and authenticity.
• Remember “Six Degrees of Separation”
and ask for referrals. Consider the Law of
Reciprocity: How can you help the other
Having political savvy and social intelli-
gence can help you to navigate important
issues across the organization, allowing
you to know how to get the right infor-
mation, learn how decisions are made
and “read the tea leaves” (which means
knowing what people are really saying
and feeling).
• Learn who needs to know about you,
your value or how you can help them.
• Determine the best mechanisms for
knowing what’s happening, so you can
bring value to situations, rather than just
hoping that information will come to you.
• Know how to anticipate resistance in
the organization and prepare to address
it proactively.
Your credibility and power as a leader
depend greatly on how others perceive
you and much of that is determined by
how well you communicate. Making your
words count is not only about what you
say but how you say it.
• Be prepared with the message you want
to deliver–present relevant facts and in-
formation so that your message reso-
nates with the audience.
• Avoid flling the room with words, rather
provide a clear and concise message and
own that message.
• Be aware of and capitalize on the non-
verbal aspect of communications such as
body language, eye contact, how we dress,
listening with intention, and posture.
• If you have something important to say,
speak up. Act confdent, balance emo-
tion with logic, time your contribution and
have good information at your fngertips
to back up your perspective.
Some women are still waiting for that
raise or promotion they deserve. Knowing
and asking for what you want is some-
thing we are entitled to and others expect
us to do. The only thing that holds us back
from getting what we want is simply not
asking for it.
• Research your request or worth. Don’t
just assume you are worth it or that some-
one will take you seriously. Consider mul-
tiple sources such as industry standards/
trends, internal and external market sala-
ries, and other best practices.
• Don’t jump to assumptions about how
the other party views your request. Make
it a win–win by creating a bridge between
their concerns and your interests.
• Don’t be surprised or take it personally
if you get turned down the frst time when
making a request. It is ok to disagree and
saying no does not always mean no. Part
of asking for something is based on tim-
ing, other priorities, or how we ask.
A nationally-known leadership strate-
gist, Shambaugh has over twenty years
of experience helping organizations and
executives respond to critical leadership
challenges and opportunities in today’s
business environment. She is president
and CeO of ShAMBAUGh, where
she founded Women in Leadership and
Learning (WiLL), an organization dedi-
cated to the research, advancement, and
retention of women leaders and execu-
tives. She is the author of It’s Not A glass
ceiling, It’s A Sticky floor (McGraw-hill,
It starts with a spark. It’s an idea, a vision — a cause for action.
It’s a matter of seeing the unseen. Doing the undone. Realizing the
unimagined. And it’s what we’re about at Takeda Pharmaceuticals
North America (TPNA), Inc. We are creative thinkers, building something
of significance. Something to which others will contribute — and from
which others will benefit — long after our work here is done. For as
long as there is health to improve, people to help, and lives to save,
we will be inspired. We will have purpose. Because inspiration endures:
Where it goes and what it does — well, that’s up to you.
Explore a marketing career of lasting significance:
TPNA is an equal opportunity employer that fosters and rewards achievement. 1/18/08 10:26 AM Page 1
.o¬eo¦o·||·¬ 2¯
By Hannah
We asked a quartet
of lady leaders, with
exactly a 30-year
spread between
them, about what
defnes leadership and some of the challenges they’ve faced
(and surmounted) forging their career paths.
The women: Rebecca thorman, 24, is the executive director of
Madison MAGNET, an organization dedicated to attracting and
retaining young leaders in Wisconsin, and blogger for Modite
( Alexandra Levitt, 31, is the author of they
don’t teach Corporate in College, and blogger for Water
Cooler Wisdom ( Sandy
Lish, 43, is the principal/founder of the Castle Group, a public
relations frm that is ranked as a top-100 woman-led business
in Massachusetts. Peggy klaus, 54, is a Fortune 500 commu-
nication and leadership coach and the author of BRAG!.
What do you think defnes a leader?
Lish: Someone who is not afraid to make a decision and is will-
ing to try and do things more than one way.
Levitt: She has a clear vision of the big picture and is able to
inspire others to work in pursuit of that vision.
Thorman: A leader sees an opportunity, or defnes a vision,
shares it with others, and goes for it.
Klaus: Whether an administrative assistant or the CEO, good
leadership involves envisioning a better future while motivating
others to do their best in the present. Strong leaders exhibit a
combination of warmth and strength, compassion, risk taking,
and accountability.
How do you think your generation’s concept of female
leadership either differs or mirrors what previous genera-
tions thought about female leadership?
Levitt: In the past, women leaders in the Traditionalist and Baby
Boomer generations were expected to act like men–
aggressive and emotionally hard–in order to be successful. My
generation (x) and the generation that follows (Y) are more
amenable to leveraging and showcasing women’s unique
talents in the workplace. Women leaders who are able to let
their guard down and show their nurturing side are respected
by today’s twenty and thirty-somethings.
Klaus: Our initial vision of female leadership was to look and
act like men. We wore drab pant suits and silly little blouses
with ribbon ties. As women coming of age in the late 60s, we
were thankful to get a job at all. We had few role models of
women in the workplace, so we started out by adopting the
masculine style of command-and-control leadership.
What are some of the challenges you have personally
encountered as a female leader?
Lish: The balancing act–trying to be the perfect vendor,
spouse, and parent, which just can’t all be done at once.
Klaus: I wasted a lot of time and energy trying to please every-
one. Consequently, I put up with a lot of unacceptable behavior
and worried that if I didn’t act “nice,” they’d call me a “bitch.” At
40, I fnally got smart and went from the adage, “If you can’t
say something nice, don’t say anything at all,” to “If you don’t
have anything nice to say, just say it nice and loud.”
Levitt: Self-promotion is a big one. As a woman, my tendency
is to be modest and to downplay my achievements, but if
people don’t know what you’re capable of, they won’t be as
helpful in getting you to the next level.
What advice do you have for the next generation of female
Thorman: Don’t take things personally.
Levitt: Take the time to learn your trade from someone more
experienced frst. Many people in my generation and in the Y
Women in their 20s, 30s, 40s, and 50s
weigh in on the “L” word.
Forward resume to: Talbots, Attn: Human Resources, Job Code: WFH,
One Talbots Drive, Hingham, MA 02043. Fax: 781-741-4696.
Equal Opportunity Employer
.o¬eo¦o·||·¬ 28
Sandy Lish Peggy Klaus
generation want to go out and launch their own businesses
right away, but as they say, “You don’t know what you don’t
Klaus: You don’t need to be everyone’s best friend—that’s what
dogs are for. There’s no such thing as work-life balance, only
Lish: It’s important to know that you can’t be perfect at every-
thing. Sometimes you are going to miss a step–and that’s OK.
Are you generally optimistic or pessimistic about the
future of women leaders in the workplace?
Klaus: I’m very optimistic. Women today are far more self-
aware. They’re asking for advice and fnding mentors earlier in
their careers. I’m also encouraged by the number of women I
meet who are taking the bull by the horns and adjusting work
to meet their life goals, whatever those might be.
Thorman: I’m optimistic because I am in a position of leader-
ship, and every day that I work towards change makes me see
the value in stepping out.
Lish: Very optimistic–I see a lot happening with the women
in the business community here in Boston. They are making
things happen with each other. It’s very inspiring.
Levitt: Very optimistic. With the forthcoming labor shortage
brought on by the Baby Boomers’ exodus into retirement, there
will be major opportunities for young women to step up and
claim leadership positions.
Who is your role model of female leadership?
Thorman: I grew up watching Oprah after school, and listening
to Ani DiFranco. Through their words, as well as the example
set by my mother, I learned the value of being yourself, of
transparency and honesty, and of standing up for the causes
and issues you believe in.
Lish: Andrea Silbert, a friend of mine since kindergarten, who
ran for Lt. Governor of Massachusetts. Also, a lot of my close
girlfriends are role models and inspirations for how to deal
with the everyday challenges of being a woman in a position of
Levitt: Nancy Ruscheinski, the President of Edelman, a global
communications frm, Midwest, and I have worked together for
some time. A married mother of twins, Nancy has never sacri-
fced family time even as her career has skyrocketed.
Klaus: Bobbi Silten, who leads the Gap Foundation—the chari-
table arm of Gap Inc. A wonderful example of someone who
masterfully combines hard and soft skills, Bobbi is warm, com-
passionate, honest, funny, and curious. She leads by example
and is constantly fnding ways to improve herself and those
around her by drawing on years of experience in former posi-
tions, including a stint as president of Dockers for Levi Strauss
& Co. in the U.S.
Seligson is a New York-based journalist and the author of
New girl on the Job: Advice from the trenches (Citadel,
2007). Visit to learn more.
“...if people don’t know what you’re capable of, they won’t be as
helpful in getting you to the next level,” Alexandra Levitt, 31
Rebecca Thorman Alexandra Levitt
Our strength is our diversity. At MetLife, we recognize that the diverse talents
and perspectives of our employees lead to our growth and success. That’s why we
actively seek candidates from a variety of backgrounds. And once you join MetLife,
we offer opportunities for networking and support through a variety of groups and
workshops, including our Multicultural Resources Network. Our Individual Business
Advisory Councils—Women, African-American, Hispanic, Chinese and South Asian—
work to develop representation and business in their markets. It’s no wonder that
we have been recognized by Working Mother magazine as a Best Company for
Multicultural Women for the past two years.
Join a company that values your unique contribution. For more information about a
career with MetLife, call 1-800-JOIN MET or visit
ll S
] 0
MetLife is an Equal Opportunity Employer.
Bring your talent to a
company that celebrates you.
Bring your talent to a
company that celebrates you.
08016820_womenforhire_2008v3 1/31/08 4:07 PM Page 1
Each time you move up a notch, does
a little voice in your head whisper,
“Boy, have you pulled a fast one. You
really aren’t good enough to have this
many people counting on you. You
certainly don’t deserve a job with this
much responsibility.” A friend who
was stepping into a major manage-
ment position told me, “Peggy, I feel
like such an imposter.” I said, “Of
course you do, and you probably will
until you learn how to play the new
No matter what line of work you are
in or how high you climb, the impos-
ter syndrome—also called the Impos-
ter Complex—is likely to follow you.
Although thankfully not at the same
time, many successful people suffer
from feeling they are bluffng their
way up the ladder. They live in fear
of being found out. Similar to when
Toto pulled back the curtain in the
Wizard of Oz, they are fearful of be-
ing exposed as mere mortals shaking
in their boots. Although I’ve observed
the Imposter Complex
in numerous people of
both genders, especially
managers, women seem
to be far more vocal
about expressing their
Developing awareness
about your feelings of
being an imposter is the
frst step to overcom-
ing them. This was the
case with one of my
clients who called in a
panic over what to do
when she was offered a
signifcantly bigger job
at the company where
she already worked. I
couldn’t believe my ears:
She was on the verge
of turning down the
position because she had
never done it before. I
reminded her that she
hadn’t done her current job before
either. But here she was, four years
into it, receiving kudos and being
asked to take on a more senior role.
By thinking about her success in her
current assignment—and everything
she had learned in order to achieve
it—she realized the promotion wasn’t
as daunting as she imagined.
The surest way to beat the Imposter
Complex is to act as if you are both
competent and confdent, even if you
don’t have all your I’s dotted and T’s
crossed. I tell clients who think they
belong at the next level to start acting
like someone who is already there. As
an executive at one of my workshops
explained, she divides businesspeople
into three camps: the competents, the
confdents, and those with both quali-
ties. Some people are competent but
have little or no confdence. Others
are confdent despite little or no com-
petence (these folks are less likely to
suffer from the Imposter Complex!).
But the winners are those who learn
to marry confdence with competence,
a rare combination.
Which brings me to my most impor-
tant point. On one hand feeling like
an imposter isn’t always a bad thing
since it can drive you to constantly
improve yourself and to excel—quali-
ties that great leaders possess. Having
said that, you must be really care-
ful that you don’t go overboard in
questioning yourself and your abilities
to the point of becoming so frenetic
and fearful that you fall short of that
winning “double C” combination.
After all, no matter where you are in
your career, whether just starting out
or well on your way, you’re always a
work in progress.
Klaus is the author of BRAG! The Art
of Tooting Your Own Horn Without
Blowing It and the new book The
Hard Truth About Soft Skills—Work-
place Lessons Smart People Wished
They’d Learned Sooner.
With The
As a leader in delivering bolder entertainment
and communication solutions, it’s only logical
that we utilize technology to improve lives.
By targeting issues like literacy, technology
education, family safety and healthcare,
Verizon has gone straight to the heart of
bettering diverse communities around the
world. Since 2000, the Verizon Foundation has
invested more than $400 million in programs
and partnerships. And because our network
is always about the people,Verizon employees
donated more than 600,000 hours of their
time in one year. It’s just one of the ways your
career with Verizon can deliver a way of life.
Verizon Lends a Hand
ATL012154B 1/30/08 4:10 PM Page 1
3+ 33
Taneshia Nash Laird had a chance to get
a more important and powerful job. She
turned the offer down.
“I’m having too much fun in my life and
my job,” says Laird, who runs the Tren-
ton (N.J.) Downtown Association, which
helps revitalize core downtown busi-
The new position would have meant
more prestige and money, but longer
hours and less time with her ffteen-
month-old daughter. Laird said it was a
simple call: she didn’t want to miss her
daughter’s wonder years by taking on a
more demanding job.
“The more I thought about it, the more I
found other reasons to turn it down,” she
says. “I had just recruited an assistant
who is one year out of college and she
took a pay cut to work for me. We landed
a new consulting assignment with a gov-
ernment agency. I could go on.”
The Power of No
What happened to Laird is common
these days, says Susan Newman, a so-
cial psychologist and author of The Book
of No: 250 Ways to Say It–and Mean
It–and Stop People-Pleasing Forever.
When women have a chance to take on
more responsibility, the dark side of what
lies ahead often becomes quite clear.
That’s not necessarily a bad thing, New-
man says, and it beats taking a new,
more challenging position–only to quickly
regret it once you’re already immersed in
paperwork and new responsibilities.
If a new opportunity presents itself, New-
man suggests taking a personal inven-
tory that identifes your priorities to see if
it’s the right move.
“A job may be too diffcult and beyond
your ability, you may have to change your
location and change your schedule,” she
says. “A leadership position may not drive
your career in the direction you want.
Saying “no” allows you to feel in charge
of your own life, career, destiny rather
than feeling as if others are pushing or
forcing you.”
And having the corner offce isn’t the end
all and be all, Newman says. More money
in a bigger job may be intoxicating at
frst, but making a bad move–one that
you regret–can make your personal life
miserable. And it rarely looks good on a
resume, once you’ve accepted a bigger
position, to split soon after you were
DriviNg your career
TowarDs iTs DesTiNaTioN
Tami West, author of Balancing Your
Career and Your Life, says you should
only accept a more important position
when it adds value to your life and brings
you closer to your vision–not further
away. “Accepting for fnancial gain only,
without values and vision, will be a tem-
porary gain. Eventually you will leave the
job or suffer the emotional and physical
consequences of resentment.”
Time is key
Arlene Dresdale MacIntosh had a chance
at a hospital promotion in which she
would have taught doctors how to im-
prove their medical documentation skills
–a step up from her current position,
supervising nurses who discharge surgi-
cal patients.
But MacIntosh knew that the new role
would be a considerable sacrifce of
her personal time. “I did not want more
responsibility involving more of my time,”
she says. “My days are already running
to ten hours. I have no time or energy
to pursue my other interests of dancing,
gym, archeology and volunteer work with
animals. To advance up the career ladder
at the expense of interaction with your
children, spouse, friends, family and inter-
ests seems like quite a compromise.”

oNe Door closes, aNoTher
oNe oPeNs
Laird says that it is perfectly fne to walk
away from an opportunity if warning bells
go off in your head. “There will be other
opportunities. As long as I continue to
perform well, more should come my way.”
Says McIntosh: “To have the insight to
refuse a promotion gives any woman a
sense of confdence. Money and power
are very tempting. To know what the
trade off will be at the moment the offer
stands before you makes you an insight-
ful person.”
Salemi, known as Viviacious Vicki on
the Women For Hire blogs,
is an accomplished author and regular
contributor to AOL and MSN regarding
careers and education. She blogs
about Manhattan adventures on
ThE CASE for SAyINg No

Tami West suggests these steps
when evaluating if a leadership role
is a good or bad idea.
1: Draw a vision for your life–what
your perfect, balanced world would
look like. Does the promotion help
or hinder this vision?
2: Make a values chart. on one side
list your values. on the other side list
the values of the company and the
position. Do they match?
3: Make a gaining/giving up chart:
here’s what I’ll be giving up. here’s
what I’ll be gaining. Are the gains
worth it?
As a business person, it may be hard to measure the return on
investment of levity–whether a go-cart outing, dress-up contest,
or a perfectly timed punch line–but a crowd of successful leaders
attest that fun is an essential component of their people, business
and innovation strategies. Here are just three reasons it pays to
lighten up:
• More memorable communication: Whether you’re about to
make a presentation to senior management to get funding for
your big idea, to pitch a sales prospect who could make your
year, or trying to engage a troop of distracted Campfre Girls,
great communicators know that a little humor goes a long way
toward making you and your messages more memorable.
• Bigger, better ideas: The work world isn’t suffering from a
dearth of tedious, go-nowhere, stiff, brainstorming sessions.
Research shows you can boost scores on standardized tests of
creativity by exposing people to humor or other conditions that
establish a playful atmosphere.
• A more successful you: Leaders who use more levity experience
higher employee productivity, engagement and retention. For
individuals, the fnancial rewards hit even closer to home: people
with a sense of humor climb the corporate ladder more quickly
and earn more money than their peers. Quite simply, execu-
tives hire and promote the humorous more often than the dour.
Wouldn’t you?
Two ways To liGhTen up riGhT now
• Loosen up on voicemail: The idea isn’t to be funny on your
greeting, just simply keep your tone light and informal. Here’s an
example: “Hi, you’ve reached Becky Thomas, or rather you’ve
reached my voice mail; obviously if you’d actually reached me,
we’d be talking right now. please leave pertinent info, and i’ll
return your call as soon as I possibly can.” A straightforward,
light-hearted little voicemail greeting. It’s apparent that Becky
is letting her sense of humor show by not taking her greeting too
seriously. That is, after all, how we greet people face to face.
• Write better emails: Far too often, this is the sort of message
that arrives in our in-box: “It has come to our attention that if the
current trend of not cleaning up after one’s self in the break room
isn’t soon curtailed and/or halted, the break room will be closed
until further notice.” Yikes. This whole message smacks of a
nostril-faring jaw-clencher. Type a message as you would actu-
ally say it. how about a little humor: “subject: slobs unite! hey
everyone: I’m guessing that it won’t be long before the custodial
staff draws up plans for a strike. I don’t even want to think about
scabs crossing the picket lines, angry janitors swinging broom-
sticks, Molotov cocktails, etc. Let’s just please start picking up
after ourselves in the cafeteria and this needless violence can be
averted. Thanks!”
Gostick and Christopher are the authors of The levity effect.
Learn more at
The Levity Effect:
Three Reasons Why it Pays
for Leaders to Lighten Up
at Work
By Adrian Gostick and Scott Christopher
Business consultant and leadership coach Dr. ke-
nya Newhouse, author of Profles in Leadership:
From the Backroom to the Boardroom, advocates
a practice she calls “people partnering.” Newhouse
says, “Investigate the leaders’ affliations—network,
professional, civic, alma maters, etc. Attend relevant
conferences, chamber meetings and other forums to
increase chances to meet. find a connection—often
it’s less than six degrees of separation. Build alliances
with key people who have connections to the leader.
Identify and respect their gatekeepers and be ruth-
lessly polite.”
photo by ian Barkley/rastar photography 35
Jessica Guff is the executive producer of ABC News Now, a 24-hour digital net-
work. Prior to this, she was senior broadcast producer of good Morning America
and was intimately involved in the launch of The View.
FAT Like Me
I did a documentary for ABC in 2003 called Fat Like Me. Childhood obesity is a topic
that’s really close to my heart, and it was a one-hour special on the childhood obe-
sity epidemic. I put a thin girl–the daughter of one of my closest friends–in a fat suit
and she went to school with hidden cameras in her glasses and her backpack. She
recorded the way people treated her as a fat person and went back as a thin person
and revealed how differently they treated her. It had about eight million viewers on
ABC in primetime, and we won the gracie Award and the front Page Award. We
were also nominated for an Emmy Award.
Leading WoMEn
Women nurture more as leaders and men are not as aware of their employees’ feel-
ings. I think women are almost painfully aware of how their employees will react to
things and sometimes overcompensate for that awareness by being really tough. I
can be tough, but as a leader I think that I try to be kind and compassionate frst, and
if somebody gives me a hard time, my way of dealing with it is to try to understand
where they’re coming from. I don’t know that men lead in quite that way. I think men
don’t really care where you’re coming from; they just want to get the job done.
Shhh…no need to Yell
I had a boss at Nightline in the early 80s who used to call me a moron. he was so
rude and hurtful and I cried so many times. he taught me not to be rude and hurtful
to people. It was such a negative experience that I don’t yell at people in the work-
place. Now my kids will tell you that I yell at people at home, and my husband would
certainly second that. But in the workplace I’m not a yeller and I never insult people. I
think that’s really unnecessary.
The best bosses I’ve had have acted as if it’s a democracy even though the work-
place isn’t really a democracy. They’ve always included everybody’s input and opin-
ions, solicited everybody’s comments. I had a boss who used to say “the best idea
wins” and it’s not necessarily my idea. I think the best bosses include you in decisions,
even if you’re low on the totem pole.
on Management
SAndWiCh delivery
The other day we were doing a shoot and I ran out to get sandwiches. When I came
back with them, I said to the crew, “What other executive producer goes and gets
sandwiches?” That’s just not done. When people get to the executive producer level
they boss other people around. But I have always pitched in working my way up
and I don’t see any reason not to do it now. If something needs to get done, you
do it. What inspires me is the fact that my staff is really hard working and a really
great group of people. It’s a team effort. I’m inspired to work hard along side them
because we’re all part of the same team.
Good ol’ Fashioned hARd WoRk
I fnd intelligence inspiring. I also love a hard work ethic. I’ll work for anybody who’s
going to roll up their sleeves, but if somebody’s going to be a diva, forget it. Diane
Sawyer works harder than anybody I’ve ever met in my entire life—male, female,
rich, poor, doesn’t matter. Barbara Walters has a strong work ethic. The people
who are at the top are there because they bust their asses and don’t rest on their
laurels. Everyday they’re trying to kick it up a notch and trying to make it sharper,
smarter, newsier, better. They’re relentless. Some people might say they’re obses-
sive, but I fnd them inspiring.
Managing vS. inspiring
Management involves knowing your staff well enough to know whose skills work
right for which particular job. I think being a good manager involves listening to
people, understanding people, knowing where to put them and who does what
when, and also being able to keep track of everyone and their skills and their inter-
Inspiring people is an attitude. you inspire people by your attitude and your energy
and by working hard yourself. Working hard is part of being a good manager as
well, but I think they’re two different skill sets. I know lots of people who are really
great managers who would not make great leaders because they don’t have cha-
risma and they don’t have a high enough energy level to marshal the troops and get
everybody gung ho about a particular project. you have to engender an esprit de
corps—a sense of being part of a team to inspire people to want to be there. And if
they don’t feel inspired at work, maybe they’re not in the right line of work.

guff, Barbara Walters and guff’s daughter Sam
Diane Sawyer with guff 36 37 39
The BalaNciNg acT
My frst job was as a graduate assis-
tant at the University of Pittsburgh. i
worked for a woman with a Phd who
also juggled her responsibilities with
a husband and two children. She was
an important role model for me in
terms of my own life and my future.
She taught me how to work hard and
work smart–and she showed me how
important it is to get others involved
in shared responsibilities. i carry
those lessons with me today.
raisiNg The Bar
Women are resilient in terms of
responding to change and fnding
different ways to accomplish things.
Being infuential–having power as i
do leading an institution–gives me
the ability to be taken seriously. it
also challenges me to get the job
done. i am most proud of raising
Emerson’s profle, attracting better
students and watching our faculty
take on more rigorous and challeng-
ing tasks. our board of trustees would
have that same level of expectation
for its president, man or woman. The
expectations of me as president have
remained constant: build the institu-
tion and make sure that we improve
academic excellence.
iNsTilliNg coNfiDeNce
Giving people time and opportunity
for feedback is important in instilling
confdence. Taking ideas that others
have brought forward, acknowledging
that contribution and letting them
run with those ideas are key. in order
to gain an employer’s confdence you
must show a certain amount of ac-
complishment so they can see you are
making progress toward a goal. Then
there’s the lucky time when not only
is there progress on goals that have
been set, but a pursuit of new goals
that you initiate and accomplish.
People who motivated me most told
me i could do whatever i chose to
do. They said it was merely a matter
of me making up my mind. in the
process, they also helped me learn to
focus on a small number of reason-
able goals to accomplish.
on Accomplishment
Jacqueline Liebergott is the president of Emerson College and the frst
woman to hold the position since the College was founded in 1880.
“Giving people
time and
for feedback
is important
in instilling
WL700626 Women For Hire.indd 1 8/16/2007 1:06:20 PM
Liebergott 41
First Job
My very frst job was at McDonald’s. My nine-year-old daughter
gets a kick out of this because of the idea that mom worked in
a fast food place and wore a little McDonald’s hat. What I car-
ried away from that experience was a strong work ethic. I was
so proud to be earning my own money and able to buy some of
my own things. I was also in a position to meet the public and I
took it to heart.
Proudest Moments
My proudest professional accomplishment has to be the year
I won an Emmy award for reporting a heartwrenching story
from Ethiopia. I was so thrilled to go back to Africa. I had
been once before to report on the rwanda genocide, a sad
and hearbreaking experience. But this was an uplifting story
about an Ethiopian-American woman going back in search of
a mother that she had left behind as a child. It was a beautiful,
heartwarming story, something that meant a lot to me, to travel
to Africa on this hopeful note and meet the Ethiopian people in
the village where she lived.
But that accomplishment goes hand in hand with another,
coincidentally also in Africa. Just over a year ago I traveled to
Namibia to report on the crisis of hIV/AIDS orphans. This was
a story I championed and convinced my boss to do for 20/20.
he eventually decided that I was right, that it was something
we should do. That was a major, major sense of accomplish-
ment, because it was something that came from my heart and
something I felt passionately that we should do as a network.
Toughening Up
I have learned tenacity. Many years ago, while reporting in
local television, I had a boss yell at me. Later, an anchor at
the station yelled at me, telling me that my copy “stunk”. yet I
was somehow strengthened by those negative experiences.
I wanted to be better. I wanted to be stronger, and I wanted
to make sure that no one was going to defeat me in a career
that I really wanted. If anything I came back fghting. I came
back stronger and became a much better writer and a better
reporter on the air because I wanted to prove them wrong.
The Roots
I think that I bring a little touch of myself and my roots to my
work. I come from a large family in small town georgia. Nine
kids in all. I am able to take lessons of patience, compas-
sion and tolerance from that background. I connect very well
with subjects I’m about to interview because of my southern
upbringing and warm spirit.
DEboRah RobERTs
on Authenticity
Deborah Roberts is an award-winning abC News correspondent whose
reports appear regularly on Good Morning America and 20/20.
Photo by Steve Fenn/ABC news
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continued on next page... 42
I’ve learned a lot of lessons with navigating in a large family so
interpersonal skills come a little bit easier to me. I draw from my
cultural background, my family; I draw from all kinds of things in
my past. That makes me a better professional.
Women and Men
Generally, I suppose women do lead somewhat differently than
men. Women often carry a sense of intuition and perhaps a
sense of connection into a situation. We are better multi-taskers
and better at looking at the broader picture. I almost hate to use
the word emotional because I think it’s used as a negative with
women, but women can check in with their heart as well as their
head when making decisions and that actually makes us stron-
ger leaders and managers and bosses.
I think there is an implication that women need to be more like
men, and the suggestion is that we need to be tougher and that
as women we tend to be more emotional and soft with our deci-
sion making. So many times women make the mistake of think-
ing we need to come across like a tough, hard-as-nails kind of
person, almost devoid of feminism or anything that might speak
of warmth. They think that makes us a more competent profes-
sional, when I think in the end that sometimes hurts us.
I don’t know that anyone tells us to behave like men, but I think
that there is this sort of unspoken message in at least corporate
America and a lot of the business world that we need to be more
like men. More and more I think that is changing and we are rec-
ognizing that we can be who we are and all that means is being
a woman and still being effective . Not only sometimes intellectu-
ally superior to others but also great decision makers and great
managers and great bosses.
Authentic by Nature
So much of the world almost dictates that we try to put up this
veneer, especially in the very competitive environment of the
business world. I think it almost encourages us to be someone
other than who we are so we can walk past obstacles and get
past diffcult situations. But when we recognize that we can be
tough and aggressive and assertive and ambitious yet still be
wonderfully warm caring spirits, if that is indeed who we are, it
frees us to do what we want and to do it well.
“I think that there is this sort of unspoken message in at
least corporate America and a lot of the business world
that we need to be more like men.”
Leila Roker, Robert’s daughter, on
the set with High School Musical
2 director, Kenny Ortega. Photo by
Adam Larkey/ABC
We couldn’t reach those destinations without the women (and men) who work to make
our success – and theirs – a reality. At DHL, we’re committed to creating a diverse,
open and respectful culture, and we’re committed to making sure our employees are
both rewarded and challenged. We wouldn’t be where we are today without them.
And we know they are a major contributor to our accomplishments. What are you
ready to accomplish?
Even if men are from Mars, we don’t deliver there. Yet.
220 countries and 120,000 destinations worldwide are another story.
FL004595B 1/19/07 11:42 AM Page 1 45
First job
My frst job, which was really chal-
lenging, was at a Bronx day camp
for kids.
I learned how to manage children
and develop individual relationships
with them until I had a corps of kids
who learned to respect me and follow
directions. But they were tough. I
learned that working wasn’t so easy.
My parents just made it look easy
because they both left and returned
home everyday and there was money
at the end of the week.
Women re-shaping
I think the way women lead is genera-
tional. I’m a woman of a certain age,
and that’s a nice way of categorizing
us older boomers.
When I started working there weren’t
a lot of women leaders, and I think in
order for women to be successful they
had to almost deny the fact that they
were women. They kind of looked
like men in many ways.
Depending on how long ago you
came into the workforce, you didn’t
want people to notice that you were
different because you didn’t want
that to make you stick out. You really
wanted to blend in and assimilate
with your male counterparts. I think
it’s only recently—and by recent I
mean the past ten or 15 years—that
women embrace the fact that yeah,
we are different and we do lead
a simpLe
thank You
Rewards don’t necessarily
have to be monetary; people
want to be appreciated. Peo-
ple will remember the raise
they got and they remember
that they got paid, but that’s
feeting. They do remember
when people somehow fnd
the time or a way in which
they can say, “Thank you.
Job well done.”
ask and receive, the
uLtimate reWard
Many years ago, I thought I deserved
a raise because people around me
were all making a few thousand dol-
lars more than I was. I remember tell-
ing my older sister, who was working
at another frm, that I was going to
ask my boss for a raise. She told me
that I shouldn’t do it, that I should be
grateful for the opportunity.
After I spoke with my sister I went
back to my boss and said, “I know
I asked you for a raise, but I’m just
grateful for this opportunity and
forget it.”
My boss asked, “Why did you change
your mind.”
“I was talking to my sister and she
said I was overstepping myself and
I should just be grateful. You really
have been a great boss,” I said.
And she replied, “Well, I am going
to give you the raise. Not so much
because you asked for it, but because
you reminded me of all the work
you’ve done. You always do it with
a smile on your face and I’m really
happy to have you here. And when
you came in and said you didn’t want
it anymore it made me feel like you
were here for the opportunity and not
for the money.”
The greatest reward was the conversa-
tion. I did fre my sister as my mentor
because I fgured she didn’t know
what she was talking about.
the WoW Factor
Get it done ahead of time or under
budget. Surprise me with fguring out
how to do it better, faster, cheaper.
I’m looking for the wow factor in the
work. How do we wow our customers?
We’re in a business, especially in
fnancial services, where it really is
service that differentiates us. We have
to come up with a new way to rein-
vent that mouse trap. Somehow spin
it differently. It’s not just the getting
it done, because that’s why you get
paid. You get paid to do it on time
and on budget. Do it early and deliver
under budget and that’s what
deserves the reward.
on Reward
Gale Britton is the vice president of recruiting and selection for
Prudential Financial’s Agency distribution unit.
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WomanMBA_Ad.indd 1 1/6/08 11:13:21 PM 50 51
When I received an invitation via email to attend the Women
For Hire Career Expo that was being held in my area, I was
impressed by both the national and global companies that
were participating. I took the time to research each company
and the positions they were looking to fll. I found companies
that matched my skill set and I could see myself reaching the
professional goals I’d set for myself, which allowed me to prep
for the expo with complete confdence.

My experience was fantastic! The morning seminar with Tory
Johnson was very insightful and empowering, and it set the
tone for my day.
Upon entering the main event, I approached the Regus booth.
You could feel the very high energy of the recruiters. There
were genuine smiles and happiness—the kind you only see
in employees who really love their jobs. They realized I had
thoroughly researched their company—my cover letter showed
I came specifcally to meet them—and my resume matched
the skill set they were seeking. Our personalities meshed right
away. It was clear I wanted to join their team.

Now those women are my colleagues. As Operations Manager
at one of the most prestigious Regus Center locations, which
features offces occupied by highly professional and recognized
companies, I’m responsible for Optimum Client Services. It’s
the client services that differentiates Regus from our competi-
tors in the Workplace Solutions Industry and allows Regus to
remain number one.

Along with directing the day-to-day work fow, I am responsible
for developing and motivating a highly-trained team in order
to meet the technical and administrative needs of our clients.
I also work to ensure a workplace environment where the
expectations of clients as well as Regus team members can be
met or exceeded. I oversee the fnancial stability and integrity
of the center and assist in maximizing revenue by conducting
tours and managing sales-related inquiries.
The best way I can say it is that my position is very challeng-
ing, fun, exciting and rewarding. When given the opportunity to
talk about how I got this job, I tell anyone who’ll listen that they
should attend a Women For Hire expo.
I learned that Progress Energy was go-
ing to be attending the Women For Hire
Career Expo, so I knew I had to be there. I
have wanted to work for Progress Energy
for a long time because of their footprint
and reputation in my community.
The recruiters were excited to speak to me
about their company and potential oppor-
tunities. I also met other professional women at the event and it was a great chance
to network with peers.
Progress Energy’s recruiters LaTonya King and Sibyl Murray stood out to me be-
cause they were standing in front of their booth, smiling, and greeting everyone. They
were professional and generated a lot of enthusiasm and excitement for working at
the company. That says a lot.
My position is responsible for serving as a HR Representative to employees and as a
strategic partner/advisor to management within the South Coastal Region of Energy
Delivery Florida. Progress Energy places emphasis on people, performance and
excellence within the corporation.
The people at Progress Energy are so nice to work for and the company’s programs
and initiatives are second to none. The leadership has clear goals and every employ-
ee understands their part in making the goals come true. I am excited and feel lucky
to support the employees in my region because I help employees solve problems,
listen to concerns and help them grow in their career. I always feel fulflled at the
end of the day.
venita QuarLes
OperatiOnS Manager
“tHe MOrning SeMinar witH tOry JOHnSOn waS very
inSigHtful and eMpOwering, and it Set tHe tOne
fOr My day.”
staceY schWartz
prOgreSS energy
“the recruiters
were excited to
speak to me
about their
company and
spotlight on expo success spotlight on expo success

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Real Mex Restaurants offers great
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Real Mex Restaurants is the largest full-service, casual dining
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or apply online
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