Her New Standard: Lifting Women in Leadership

WEBVTT

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There are some people that make their
work just another thing they have to do,

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and there are those that make their
work something that they want to do.

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Welcome to Working on Purpose with your
host Elise Cortes. In our program,

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we provide guidance and inspiration from those
people who have found deeper meaning and

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personal connection to their work life.
It's beyond nine to five. It's working

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on Purpose. Now Here is your
host, Elise Cortes. Welcome back to

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the Working on Purpose Show. Thanks
for tuning in again this week. I'm

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your host, Doctor Release Cortes,
joining you live from Dallas, Texas,

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which is home base for me.
If you've been tuning in for a while,

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you know this program is an inspirational
thought leadership platform that advances the conversation

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on living and working with passion,
inspiration, and purpose. I'm committed to

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helping create a world where business and
capitalism are a force for good, constantly

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working to the immense number of problems
society faces, and serving all stakeholders,

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certainly its employees among them. The
ALP Organization reports that eighty five percent of

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the global workforce does not want to
go to work on Monday or whenever the

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shift starts. Let's change that together
and instead make work an enriching part of

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life that expresses meaningful contribution and helps
us grow into our highest selves, all

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in service of the organization's purpose.
Each week in these conversations, I hope

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you walk away with something that changes
the way you think that you can immediately

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put to use. Much of the
content we discuss on this program is a

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reflection of the work I do.
So as you listen, if you catch

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a glimpse of anything I can do
to help, go to my website at

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least couretes dot com and use the
contact me feature to message me. Let's

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talk about what's going on for you
and how I might be able to help,

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whether it's consulting on visioneering for a
greater purpose among your stakeholders, the

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finally Inspired leadership program, the online
catch Fire learning communities, or speaking for

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your company or conference at any rate. I'm glad we're connected, and thanks

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for listening. Now onto this week's
program with us today is doctor Ellen keithline

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Burn, an executive coach, social
scientist, and leader who develops people to

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be mindful, courageous, and innovative
so they can thrive in their roles.

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Ellen is a contributing author to Harvard
Business Review, forbesanmindful dot org. She

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is a co founder of her new
standard, The Playbook for Women Leaders,

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a leadership consultancy focus on developing women
leaders. We'll be talking about why and

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how women can distinguish their contribution as
leaders and learn some specific ways women can

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immediately apply to teach, teaching the
steps to their role as leaders. She

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joined us today from the New York
City area. Doctor Keith Liinburn. Welcome

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to working on Purpose. So happy
to be here, Elise, Thanks for

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asking. Isn't this fun? I'm
telling you, don't tell anybout how much

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fun we're having. I know,
I'm really this is yeah, I get

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to connect with another Fielding graduate.
I'm thrilled to be talking to you tonight,

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Fielding. That's right. Well to
get us started here, you know,

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Ellen that among my many of my
other passions, I'm an identity and

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meaning researcher, which of course started
for my fielding journey. So let's talk

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about who you are. There's a
lot to you. So if we were

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to share the key aspects of who
you are to someone who doesn't know you

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at all, maybe you're walking into
a cocktail party or whatever. What would

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you say? I love that question, and I try to work with my

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people that I work with on that
question. And it's a hard one.

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But what I like to say is, and you started with it already,

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that I'm an executive coach, social
scientist, but I love to help people

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be happier, healthier, and more
innovative so that they can thrive in their

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personal lives and careers. So recently, as you know, I've been spending

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a lot more time getting excited about
advancing women leaders So I've been diving into

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that kind of research and that kind
of consulting and coaching work. Yes,

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indeed, and that's why I wanted
to have you on the show. So

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you told me when we first had
our conversation together that enabling women's leadership is

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an important contribution to make the world
better. And is your why? So

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now you've riveted yourself in that camp. Why what's going on for that?

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Well? I guess since I was
a little girl, and a lot of

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young women have probably felt this way
at some point in time. But there

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was a sense of knowing that there's
a need to have more women influencers in

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this world. There needs to be
some sort of energy behind the female force.

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And when I think about it now
as a practitioner, as a scientist,

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I really start to see that our
world has been designed by men for

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men, and that's okay. But
when we start to see the research saying

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that actually companies and organizations and communities
and societies are more effective when there's diversity

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of thought at the top, then
you can start to say, Wow,

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there's actually science behind it. There's
showing up that there's profitability in organizations when

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you challenge the old status quo of
doing things the old boys way. So

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I'm really excited when you start to
see the shift in dynamics in our political

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system, in our world, in
our organizations, they're really taking it seriously,

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and I really think that the society's
can be better for it. I

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completely agree with that, and I
do a lot of work myself developing leaders

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and speaking at women's conferences. So
you and I are sisters in arms in

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many ways, as you know.
Yeah. Absolutely. Now, for our

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listeners who don't know you the way
that I do, Ellen, I want

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to make sure we presence a lot
about your background. So you are a

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very impressive business woman, yourself.
You've had decades of experience running and developing

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your business ventures, and I think
that's important for our listeners to understand a

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bit about where you've come from and
just what you've done. So will you

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briefly sketch your background for us?
Sure? Well. I started as an

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undergrad in finance because at the time
I needed to pay for my way through

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college. And I got a great
job at Xerox selling technology and was making

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decent money and started to say,
Wow, I really like the people side

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of the business more than the technology
side, So what can I do that

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would have more impact on that?
And I started to start to think about

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this doctorate in psychology or organizational behavior. I started to investigate and apply,

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and as life happens for a lot
of people, women in particular, three

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kids later and a marriage and moving
around a bunch, I had a master's

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in counseling instead. Because it kept
me local. I wasn't traveling. I

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could stay within the community of where
my children were. My husband was commuting

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a long distance, and so the
choices that I made were wonderful at the

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time. I did it for a
number of years. It gave me an

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opportunity to really dive into community work
and change management, change society. I

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implemented this very cool prevention initiative that
won an award in the Fairfield County,

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Connecticut area, and so I started
to say, Wow, I like looking

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at this big organizational shifts, like
how can I look at societies, communities,

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organizations and systems and make changes for
the better. So, as I

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was exploring that and happy with that
role, I said, I'm itching to

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get back into the fast paced world
of the business, world of that high

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functioning, energetic person that really wants
more. And so I started to go

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back and that's when I started to
look at the Fielding graduate program to look

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at really leadership, consulting, executive
coaching, and so I shifted my social

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work work and really started to look
at the big picture business. And that's

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how I ended up in a consulting
practice and started her new standard with two

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phenomenal business partners, Karen Kirkner and
Denise die Gastino. They both have a

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very impressive backgrounds as leaders, as
coaches, as consultants, and we it

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was about two and a half years
ago we were on a call and we

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started to say, hey, listen, we really want to tackle this advancing

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women and leadership thing. We want
to understand it, We want to dive

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into the research. We want to
say what needs to happen, and let's

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use our experience along with the research
to really design something powerful. And we

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have. So that's where we are
today and sounds a great guy. It's

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a fun to me, Ellen,
I'm in I've done something similar and that

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I've created my own program too.
It's not just for women, but I

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do very much. You and I
have a very similar sort of trajectory in

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that way, but I didn't do
I didn't do the social work part of

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things or but very interesting similar kinds
of trajectory and journey. Isn't that fun?

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Yeah, that's amazing. That's great, right, Okay, So now

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for our listeners are sitting there going, okay, so we're talking about women's

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leadership. That's interesting. I'll bet
just a few of them are going,

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hold on just a second. How
is women's leadership different from that of men?

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What would you say? Well,
it's a great question, and we

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get that often and when you start
to dive into looking at the research and

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what women, especially the ones that
we work with, say, is that

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often especially in male dominated organizations.
The way women develop their leadership identity in

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a male dominated play is different than
the way men develop their leadership identity.

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So we had to take a closer
look at that process. And there's some

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very cool research that happened with Robin
Eliot at the Helm. She's a Harvard

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Business School professor who runs gender initiatives, and she really found the link that

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women need to be pulled out of
at certain stages within their development, pulled

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out of the dual sex community of
learning to really single sex community where they

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can step out of their comfort zones
in subtle ways and try things on that

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might feel uncomfortable, that might be
embarrassing because they might fail. And so

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they've noticed that there was a lot
more ability to be vulnerable in these places,

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so there was a lot more learning
to go on. So that's why

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we developed the six month intensive that
allows these women to take these chances.

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Does I answer your question beautifully?
Just beautifully? But now the next question

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that we have to get into next
is and I've been curious about this myself,

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done some research and do find myself
having a conversation with various women about

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this. So what in your experience
and research explains where women do not pursue

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leadership roles, what stops them or
holds them back. Do you think,

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well, it's so interesting because if
you talk to very senior level leaders in

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mostly male dominated organizations, they'll usually
say there's oh, we have the systems

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in place, we have all the
things in place, and women are actually

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choosing to opt out when it becomes
family time or their caretaking responsibilities. They

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will opt out of moving up the
ladder. Well, research is me back

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saying, actually, that's not true. What's happening is that women are starting

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to not see not starting. They
don't see a path forward. They know

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they have this extra responsibility, they
know that there might be some things in

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place. But in certain organizations I
can think of one bank in particular,

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they a very senior level person said, oh, yeah we have flex time,

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Oh yeah, we have parental leaves. Sure, but oh my goodness,

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you could never take it. It's
a subtle cultural thing, that's just

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that's it. You would looked at
you'd be looked at very negatively if you

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took that extra you know, four
months of maternity leave, or if the

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father of the child said, you
know, I'm going to take my four

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months of maternity leave, they would
be it would be frowned upon. So

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it's the cultures that need to start
to shift, not the unconscious bias that's

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underlying all of this. Okay,
so now let me throw it in.

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Another question that just came in then
through the chat room from somebody named Lang.

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Thank you Lang for weighing in and
posing this question. The question is

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do you find it easier for women
to advance in the business today? Is

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the question sort of seems like it
falls on the heels of what you were

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just talking about. Well, yes, I think it easier than when you

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know, if you're thinking about easier
than twenty thirty years ago. Absolutely,

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I think there are more things in
place. You starting to see a lot

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more happening at the senior level where
they're taking that very seriously. There are

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there's more attention. Fortunately in most
businesses, they're realizing that because the research

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is saying, hey, listen,
the profits are actually much better. I'll

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give you one credit Swiss Research Institute
saying it confirms the clear link that companies

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with a higher portion of women in
decision making roles continue to generate higher returns

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of equity while running more conservative balance
sheets. So when you start to see

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research that's saying this, companies are
saying, WHOA, we better take this

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seriously. So yes, I think
lang they are it is becoming easier.

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It's still not easy. Excellent response. Okay, So the last thing I

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want to talk about in this segment
here is is the idea the confidence thing.

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So it seems to me in the
work that I've done Allen that women

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need to bolster their confidence that are
to assume and develop their leadership roles and

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their talents and their competencies. But
men don't seem to struggle with the same

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issue the way that women do.
What's your take on this? And you

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know that is an awesome question.
Release. The reality is is that confidence

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is an issue that most people struggle
with on some level. It really is.

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And most of the women that go
through our program are very very much

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eager to build their confidence. And
then I'll see the easdropping of men or

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the men that are actually sending their
women to our program and they're saying,

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but I need that too, you
know what about me? So I think

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what the reality that's happening is confidence
is something that that word is thrown around

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like it's something that you can just
pick up at the grocery store or go

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to one class and miraculously two hours
later have confidence. It's deep rooted in

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our belief systems that really need to
be looked at, because we all live

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with irrational beliefs about who we are. So I think that when we start

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to talk about confidence, women in
particular in male dominated organizations, struggle with

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that profoundly. But it's still across
the board. Men and human beings have

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confidence issues. And that's a beautiful
response and a very thoughtful response. And

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you're right when I think about this, Ellen, I also work with many

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men, and now that I think
about it, it doesn't come up as

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quickly as it does with women.
But you're right, they want to build

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and work on their confidence too.
So nice way to take us into our

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first break. I'm your host,
Alis Cortes. We are on the ear

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with doctor Ellen Keith liin Bern,
an executive coach, social scientist and leader

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who develops people to be mindful,
courageous, and innovatives so they can thrive

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in their roles. She is a
co founder of her new Standard, The

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Playbook for Women Leaders and leadership consultants
who focused on developing women leaders. She

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joins us today from New York City. We've been talking a bit about her

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own background and the perspective on women's
leadership in the world. After the break,

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we're going to talk about their particular
approach to developing women leaders. Stay

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with us, we'll be right back. Alise Cortes is a speaker and engagement

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and development catalyst. She designs and
delivers professional development, leadership and engagement workshops

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and can bring her expertise to your
organization. She will help ignite meaningful development

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within your workforce that will increase employee
engagement, performance and retention. To learn

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more or to invite Elise to speak
to your organization, please visit her at

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www dot elisecortes dot com. She
would welcome the opportunity to help get your

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employees working on purpose. This is
working on Purpose with Elise Cortes. To

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reach our program today, send an
email to a lease alic at elisecortes dot

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com. Now back to working on
Purpose. Thank you for staying with us,

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and welcome back to working on Purpose. And if you're just joining us,

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my guest is doctor Ellen Keith lan
bern An executive coach, social scientist,

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and leader who develops people to be
mindful, courageous, and innovative so

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they can thrive in their roles.
She is a contributing author to Harvard Business

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Review, Forbes, and mindful dot
org. She is a co founder of

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her new standard at Playwork for Women
Leaders. I'm your host, doctor Release

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Cortes. Let's speak of where we
are left off there. I was talking

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about how here in this segment,
we're going to talk about some of your

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perspectives and approach to developing women's leaders, and I got a lot of this

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off your blog, which is beautiful, by the way. I just thought

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it was well done. Thank you. You're welcome. You're very welcome.

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So first, let's talk about a
phenomenon you call the broken wrung where for

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every one hundred men promoted to their
first level management, only seventy two women

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get that same promotion. By the
way, there was also a recent article

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on the Wall Street Journal talking about
this very thing that I caught. But

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you also say in your blog post
that estimated that our current rate of chain

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it will take intil the year twenty
eighty five for women to reach parity with

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men and leadership roles in the United
States and two unrened two years before we're

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able to reach gender parente globally.
Wow. Yeah, that's a big,

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fat wow, absolutely wow. That
is from a study of women in the

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workplace that just came out that McKenzie
and lean In did, and they looked

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at data over five years with five
hundred and ninety companies, and what they

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were able to identify is there's a
lot more energy going on with the glass

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ceiling, so there's a there's more
movement happening, so it won't be quite

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as dire. But when they took
a look at really the lower levels that

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women are getting stuck at that early
promotion stage, so they're not getting to

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that entry level manager role as fast
as men are, and that is really

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holding them back. Then when you're
trying to promote the more senior level women,

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they're not there. That's exactly what
the article on Wall Street Donald also

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talked about. And then here's where
it gets interesting. I was just reflecting

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on that particular question and remembering I'm
working with a brilliant young woman now she

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is early in her leadership career and
she's just stunning. She's sought me out

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directly. She pays for my work
directly out of her own pocket. The

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company doesn't do that because she's hungry
to learn. And we were talking about

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how in our last conversation, how
there is a gentleman who's exactly her same

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age, the same set of experiences. Her performance reviews are stunning, and

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he's been promoted ahead of her,
and she's like, I know I've got

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more visibility. I know I'm contributing, I know I'm valuable, and you

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know, and so it's there,
it's right there. There may be other

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contributing factors, but there it is. Well, what they what we're seeing

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is and you've probably heard this before, but women are looked at by their

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experience and men are looked at by
their potential. So when and even women

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start to believe that to be true, so when they apply for positions,

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they'll think, and you've heard this, I'm sure if I don't have one

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hundred percent of the job qualifications a
thought, yes, I've seen that.

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And so the classic guy will say, oh, you know this is this

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is such a stereotype that you know
a man will be like, oh,

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I have seventy percent and let me
let me go throw that in. But

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I do believe that women are looked
at differently, and it's so unconscious that

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even the most progressive companies that are
trying to put all the right things in

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place are struggling with this. Because
these unconscious biases are needing to come out

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to be more conscious so people can
talk about them. I really point these

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discrepancies out so that things can start
to change. That is such a really

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important point, Ellen, I want
to I want to go ahead and bring

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that home for our listeners. Unconscious
bias. It's we're all governed by things

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that we're not fully aware of,
and you're right, it's the opportunity to

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bring them to our conscious level,
so then we can decide to what extent

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do these things workforce need to be
changed or just eradicated entirely. So that

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is such an important point. So
one of the things that this particular study

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talked about is that there's not at
this lower level as many sponsorship opportunities for

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women. So they're trying to I
know most of the companies I'm working with,

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they're trying to put mentoring programs in
sponsorship programs in which is all very

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good and well, which happens more
naturally for the mail employee because the system

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is designed for men, and so
when they try to put in a more

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formal system of mentoring and sponsorship,
it doesn't work quite as well as the

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informal process. So it's still it's
hopefully going to start to progress a little

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bit more and be better, but
it's hard to put a spot. Oh,

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you're going to be my sponsor is
something that usually evolves over time and

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not something that just can be instituted
and assigned. The other thing that this

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report came out to talk about was, and I mentioned this as women are

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judged by different standards and so they're
viewed in different ways that are just not

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as promising, all related to unconscious
bias. And then the last is this

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leads to really too few qualified women
moving up that pipeline. So those are

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the three top problems that they found
with the the so called broken wrong.

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Okay, for this next part here, I want to do two things.

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Ellen One, in my radio show, I always want to be able to

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give our listeners something that they can
immediately put to use and make a difference

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in their lives. And two,
I want to empower individuals as well.

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As leaders and organizations to make a
difference in their own lives. And so

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one of the things I liked about
an article I saw in your blog was

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how we can create our leadership brand, which is one of the ways you

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offer women can address that actual broken
wrong phenomenon and the promotion problem. So

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could you for our listeners articulate the
high points of that approach? Absolutely,

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yes, This is one of my
most favorite things. And what we talk

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about is it's really identifying, identifying
where you have your unique voice, where

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are you within your organization, have
some unique value that is really special to

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use. So how we do that
is we help our people and so listeners,

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I would identify three major things.
One is where are your strengths?

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What do you know that you do
really well? You've heard it from other

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people, You've got it maybe in
a three sixty report, you've heard it

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from family members, you know that
you do this really well. Second is

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what are you passionate about? What
gets you up in the morning. What

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are you so excited about as it
relates to your work, So purpose and

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passion and strengths. Then the third
thing is look within your organization, really

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dive into your organization. On what
are their goals and objectives as it relates

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to what you can offer them.
So where is the secret sauce that you

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can add value for your organization?
And when you can start to see how

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your skills and passion relate to your
business, then when you're sitting at that

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table at that conference room in a
meeting one on one with a senior person,

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you know that you're there, that
you have a reason to be there,

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You've been invited to the table,
and so you have a voice,

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so you're able to better articulate who
you are and what you stand for.

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I think that's stunning and it's so
simple, but it's brilliant. So I

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wanted to start with that. Now. The second thing you talk about,

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which I think is also very very
important. Another way that women can address

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that broken wrong and the lack of
promotion problem is to develop strategic thinking.

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So I think that is just critical
to be able to have business acumen,

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to be able to talk about the
financial numbers and to think strategically, and

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to be able to articulate that thinking
is important. But first, for our

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listeners, what do you mean by
strategic thinking? Well, a strategic thinking

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is one of the things that for
some reason women seem to stand out as

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having difficulties with it. And I'll
quote one study that is fascinating. Zenger

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and Folkman did a study in twenty
twelve. They looked at three hundred and

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sixty degree reports of seventy two hundred
leaders and they identified the top sixteen competencies.

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Fifteen out of sixteen of those competencies, women out achieved men fifteen out

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of sixteen. The one that they
didn't was developing strategic perspective. And what

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we find is that as you progress, women tend to do really well in

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school systems, university level, entry
level, all these skills, being hardworking,

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organized, collaborative, the go to
person never says no that kind of

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personality. Those traits are phenomenal until
you get to the middle level of leadership.

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So in the hierarchy, at that
middle level, it's they get stuck

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because those same traits aren't the same
traits that they need at the higher level.

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And what they need at the higher
level is they need to stop doing

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and more analyzing and being more strategic. And let's look at let's look at

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the big picture, the long term
strategy. Where are we going and so

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often, and I can't tell you
how many times. Most I would say

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the majority of our clients struggle with
this. They're so good at taking on

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a project and delivering it, but
it's really hard for them to dealate,

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to let them pass it on to
the next person, to say no to

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something, and not to be able
to take that step back and say,

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okay, now where is my area
going, How does it connect to the

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industry as a whole, how does
it connect to the political system, how

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does it connect to our you know, what's going on in our world.

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So we need to take these really
big approaches to have innovation and big thinking.

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Oh so two things, one for
you, Ellen, and then one

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for our listeners. So first let
me say, Ellen, that was so

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beautifully articulated and rendered and made it
accessible as to what the problem the disconnect

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is for women. So I thank
you very much for that incredible point.

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And then for you listeners. Ladies, you got this. You can learn

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to do this, but it is
you know, you need a systematic approach

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to learn how to think strategically.
And I think Ellen slid it out beautifully

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for you, But I want to
I want to empower you that you can

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do that and I want you to
do that. So thank you, Ellen,

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was gorgeous, worth the admission price
whatever. That was very cool,

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right, all right? So also
to another thing that you talked about in

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an article is the need for women
to seek regular feedback to leverage behavior that

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is working and change what isn't.
So a feedback campaign of sorts say more

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about what makes for effective feedback solicitation. Well, what we find is that

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women often get positive feedback, a
lot of positive feedback, but they don't

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get constructive feedback. There's some sort
of element of hesitation in giving constructive feedback.

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So we know that that's how people
grow, and that's how people kind

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of understand their blind spots and know
to navigate that next level of whatever they

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need to do to get to the
position they want. So feedback is key.

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So then how do you do it? You need to and we spend

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a lot of time talking about giving
and receiving feedback. So it's hard to

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get feedback, it's really hard.
And so being able to identify what happens

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to your hijacked brain as somebody is
telling you something you might not really want

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to hear, or it's altered to
what your belief system is it's how do

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you really receive it so that you
can use it and make yourself better for

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it, or not use it if
you choose not to. You know what

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I would just say to that really
quick and then I got a cut to

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a quick break here. But you
know what I would just presence for our

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listeners is Olivia was asking online,
what do you say the hesitation is for

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women? And I think she means
about asking for feedback. What I found

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is that when I lived in Spain
in Brazil and I was learning to speak

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Spanish in Spain and Portuguese and Brazil, you know, you're putting yourself out

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there and you're you know, you're
on display, and it can be uncomfortab.

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However, when I made it,
when I told people, tell me

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when I make a mistake, correct
me as I go along, it made

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them easier for them to be constructive
because I asked for it. I put

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it right out there and right and
so I want to give that as an

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example, is if you put this
out there and make it part of your

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everyday vernacular, it's easier for people
to wait and say, you know what,

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that presentation just didn't go that well
it wasn't smooth, didn't get your

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point, you didn't bring it home. Whatever it is right and because you

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asked for it, it should be
a little softer on that hijacking, as

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you were saying exactly exactly. And
lastly, when you start to get feedback

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regularly, it softens the hijack.
Yeah, you get used to it.

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You get used to it great.
And with that, let's take our last

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break. Here. I'm doctor Releas
Cortez, your host. We've been on

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the air with doctor Ellen keithline Burn
an executive coach, social scientist, and

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leader who develops people to be mindful, courageous, and innovative so they can

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thrive in their roles. She is
the co founder of her new Standard,

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The Playbook for Women Leadership consultancy focused
on developing women leaders. She joined today

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00:33:02.039 --> 00:33:05.440
from the New York City area.
After the break, we're going to hear

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00:33:05.519 --> 00:33:07.519
more about their approach to developing leaders. Staying with us, We'll be right

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00:33:07.559 --> 00:33:27.400
back. Alise Cortes is a speaker
and engagement and development catalyst. She designs

404
00:33:27.440 --> 00:33:31.839
and delivers professional development, leadership and
engagement workshops and can bring her expertise to

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00:33:31.920 --> 00:33:37.920
your organization. She will help ignite
meaningful development within your workforce that will increase

406
00:33:37.000 --> 00:33:42.759
employee engagement, performance and retention.
To learn more or to invite Elise to

407
00:33:42.759 --> 00:33:47.440
speak to your organization, please visit
her at www dot Elise Coortes dot com.

408
00:33:47.519 --> 00:33:52.960
She would welcome the opportunity to help
get your employees working on purpose.

409
00:33:58.880 --> 00:34:02.880
This is working on Purpose with Elise
Cortes. To reach our program today,

410
00:34:04.119 --> 00:34:09.960
send an email to a lease Ali
at a Leasecortes dot com. Now back

411
00:34:10.000 --> 00:34:20.159
to working on purpose. Thanks for
staying with us, and welcome back to

412
00:34:20.199 --> 00:34:22.960
working on purpose if you're just tuning
in. My guest is doctor Ellen Keithlinburn,

413
00:34:23.159 --> 00:34:27.360
an executive coach, social scientist,
and leader who develops people to be

414
00:34:27.400 --> 00:34:30.519
mindful, of, courageous, and
innovative so they can thrive in their roles.

415
00:34:30.679 --> 00:34:35.280
She's a contributing author to Harvard Business
Review, Forbesanmindful dot org. She's

416
00:34:35.360 --> 00:34:37.760
the co founder of her new standard. I'm your host, Doctor Release Cortes.

417
00:34:38.280 --> 00:34:42.519
So for this last segment, Ellen, I really wanted to presence for

418
00:34:42.559 --> 00:34:49.199
our listeners your particular approach developing leaders. So you've developed a framework and really

419
00:34:49.199 --> 00:34:52.199
a methodology to this, and I
want to help our listeners understand now so

420
00:34:52.239 --> 00:34:57.280
that it can be distinguished. So
first I guess I would ask just how

421
00:34:57.280 --> 00:35:00.559
would you distinguish your approach from that
of other professionals or provider that you know

422
00:35:00.639 --> 00:35:07.039
of. Well, it's quite different. It's very high touch. It's based

423
00:35:07.079 --> 00:35:14.880
on research and our own decades of
experience. We saw this one leadership research

424
00:35:15.159 --> 00:35:21.039
process that was identified by Robin Ee
and then two others, Deborah Colby and

425
00:35:21.199 --> 00:35:28.440
Hermania Ibera. All three are very
famous, well known researchers in the area,

426
00:35:28.559 --> 00:35:37.840
and they identified this need for identifying
leadership leadership identity and so when you

427
00:35:37.880 --> 00:35:44.599
can start to really find ways to
develop that, it's powerful. So what

428
00:35:44.639 --> 00:35:47.599
we did was we said, all
right, there are elements that help to

429
00:35:47.719 --> 00:35:52.480
change behaviors. We always see in
most of the programs that I see in

430
00:35:52.480 --> 00:36:00.159
many organizations. They have wonderful full
day conferences that are very exciting and stimulating,

431
00:36:00.599 --> 00:36:04.800
but behaviors don't necessarily change. You
leave at the end of the day

432
00:36:04.880 --> 00:36:08.599
inspired and you think, look at
all these fabulous women doing this amazing work,

433
00:36:09.239 --> 00:36:14.800
But what about me and how does
this relate to me? So we

434
00:36:14.880 --> 00:36:22.880
do very individualized, high touch,
cohort based programs and what I mean by

435
00:36:22.920 --> 00:36:29.719
that is it's this six month boot
camp which has many elements including executive coaching,

436
00:36:30.360 --> 00:36:36.000
three sixty assessment and two other assessments, peer coaching, and skill building

437
00:36:36.039 --> 00:36:42.480
sessions. And it's designed for very
busy women. So we looked at,

438
00:36:42.760 --> 00:36:45.360
okay, we want to target this
mid level women women. How do we

439
00:36:45.400 --> 00:36:51.800
do this? We need to make
something that they can actually do because nobody,

440
00:36:52.599 --> 00:36:57.199
you know, everybody's overstretched as it
is, So how can we create

441
00:36:57.239 --> 00:37:04.360
something that has real impact, that
actually changes behaviors and we measure before and

442
00:37:04.400 --> 00:37:13.639
after and they're excited and wanted and
engaged. So what we did was we

443
00:37:13.760 --> 00:37:17.639
have a program where it has three
full day learning sessions. One is a

444
00:37:17.679 --> 00:37:21.599
full day the first month, one
the third month, and then the sixth

445
00:37:21.599 --> 00:37:25.960
month, and then the others are
all virtual. They're two hours sessions of

446
00:37:27.000 --> 00:37:32.400
the second, third, and fifth
month, and we have learning online through

447
00:37:32.480 --> 00:37:37.960
Zoom. The executive coaching is done
through Zoom as well as the peer groups.

448
00:37:38.760 --> 00:37:43.840
And so when we start to look
at what is happening for these women,

449
00:37:44.400 --> 00:37:50.880
we say that come to the course. They're usually they're all identified within

450
00:37:50.920 --> 00:37:54.599
a company. I'll give you an
example. Large financial institution is sending seven

451
00:37:54.679 --> 00:38:02.119
women they have identified them. They're
all executive directors, they're all high potentials.

452
00:38:04.119 --> 00:38:08.159
They have some staff, but they
know that at some point in time

453
00:38:08.239 --> 00:38:14.639
they want to promote these folks.
So what they're doing is they sent us

454
00:38:15.400 --> 00:38:20.360
these women, and they're viewed as
being really like, this is a big

455
00:38:20.400 --> 00:38:27.239
deal that they're coming to our H
and S Accelerate program. They identify after

456
00:38:27.280 --> 00:38:31.840
they look at their three sixty with
a coach, they identify one behavioral shift

457
00:38:31.960 --> 00:38:37.159
that would have the biggest impact on
their leadership development. So I'll give you

458
00:38:37.199 --> 00:38:43.320
a for instance. It could be
related to confidence. I want to feel

459
00:38:43.400 --> 00:38:51.559
confident stepping up and speaking in leadership
meetings and feeling comfortable having one on ones

460
00:38:51.800 --> 00:38:58.960
with my higher ups. It can
be is simple really being clear on my

461
00:38:59.079 --> 00:39:06.840
leadership brand, and are particularly so
when they identify something that's individualized like that

462
00:39:07.000 --> 00:39:10.679
and can work with a coach.
Over the six months, they're able to

463
00:39:10.800 --> 00:39:15.800
really feel like, oh, I'm
stepping out of my comfort zone. Every

464
00:39:15.840 --> 00:39:22.440
month they're challenged by their peer group, challenged by their coach to try something

465
00:39:22.480 --> 00:39:27.119
new on So by the time six
months happens, so far, every single

466
00:39:27.119 --> 00:39:30.480
one of our women have had some
significant changes in their behaviors and they're really

467
00:39:30.519 --> 00:39:37.280
proud of how they show up that
sit on a high level. I'd love

468
00:39:37.320 --> 00:39:39.679
to tell you a little bit more
about some of the specifics of what they

469
00:39:39.800 --> 00:39:45.079
learn, because in six months you
can only cover so much. Right,

470
00:39:45.519 --> 00:39:47.679
go for it, go for it
right? So what are the key what

471
00:39:47.719 --> 00:39:52.559
are the key things that people need
to know? Well, we start with

472
00:39:53.360 --> 00:40:00.679
really looking at self awareness, looking
at who are you? What do you

473
00:40:00.920 --> 00:40:07.360
want in your like who are you
now? We call it your current leader

474
00:40:07.480 --> 00:40:12.159
self? And who do you want
to become in ten years? What do

475
00:40:12.199 --> 00:40:15.559
you want your life to look like
at that stage? And then what are

476
00:40:15.599 --> 00:40:21.119
the things that are getting in your
way of getting from here to there?

477
00:40:21.559 --> 00:40:28.159
So that's pretty practical. The next
step is what do I do really well?

478
00:40:28.440 --> 00:40:32.440
What are those strengths, what are
those passions? What are those blind

479
00:40:32.559 --> 00:40:38.320
spots that I have heard? In
my three sixty For any of you that

480
00:40:38.760 --> 00:40:43.639
might not know what a three sixty
is, a three sixty is when there's

481
00:40:44.119 --> 00:40:49.079
a number of different colleagues and we
usually ask ten colleagues to fill out a

482
00:40:49.119 --> 00:40:54.880
survey about this individual, and they're
very focused on women's competencies and what did

483
00:40:54.880 --> 00:41:00.599
this what does this person do really
well and what would what could they do

484
00:41:00.719 --> 00:41:06.320
better to really become the best leader. So we get this data at the

485
00:41:06.320 --> 00:41:09.719
beginning of the program, and it's
rich, so women can start to see,

486
00:41:09.800 --> 00:41:14.360
oh, this is how I need
to start to shift my behaviors.

487
00:41:15.119 --> 00:41:19.440
After we take a deep look at
who they really are. We start to

488
00:41:19.480 --> 00:41:23.599
talk a lot about the mindset.
I'm very researched. My research study was

489
00:41:23.639 --> 00:41:30.760
on the mind and creativity and mindfulness
and how can we start to rewire our

490
00:41:31.480 --> 00:41:37.880
mind to be more productive to really
help us instead of having the automatic pilot

491
00:41:37.960 --> 00:41:44.800
kick in and keep us held back. Sounds yummy to me, and I

492
00:41:44.840 --> 00:41:47.519
resonate with a lot of what you're
offering there and what's great about what you

493
00:41:47.559 --> 00:41:50.800
did there is for people that are
like, well, what is that?

494
00:41:50.840 --> 00:41:52.679
What do you do to leadership program? It sounds kind of soft and squishy.

495
00:41:53.320 --> 00:41:57.679
That's not soft and squishy at all. That's hard work, so nicely,

496
00:41:57.800 --> 00:42:00.480
nicely narrated. Thank you. It
is soft, and it does sound

497
00:42:00.519 --> 00:42:02.960
like it could be soft and squishy, but the thing is, all of

498
00:42:04.000 --> 00:42:07.719
a sudden you start to see it
more clearly. And then when we start

499
00:42:07.719 --> 00:42:15.760
to talk about strategic relationship building,
like, how do you navigate having conversations

500
00:42:15.760 --> 00:42:21.320
with senior level people? Well,
who in your organization is important for you

501
00:42:21.360 --> 00:42:27.639
to network with. Then you understand
who you are your leadership brand when you're

502
00:42:27.679 --> 00:42:30.679
showing up and talking to these folks. That inner critic that might say,

503
00:42:30.719 --> 00:42:34.880
oh, I'm not smart enough to
talk to that person. They went to

504
00:42:35.000 --> 00:42:39.280
some fancy school, right, So
you can start to identify this is kicking

505
00:42:39.360 --> 00:42:45.079
in for me, and I wonder
how this is holding me back. It's

506
00:42:45.159 --> 00:42:47.519
great, and here we are,
We're getting close to you to the hour,

507
00:42:47.559 --> 00:42:50.320
and then I want to ask you
at least two more question before we

508
00:42:50.360 --> 00:42:52.159
go, So I'm going to take
you to the next question. That was

509
00:42:52.199 --> 00:42:54.599
great you mentioned at the top of
the show, and I want to say

510
00:42:54.639 --> 00:42:59.719
more about it here that your programs
involve only women in order to give women

511
00:42:59.719 --> 00:43:02.840
where access to their authenticity so they
can mention more deeply into their purpose.

512
00:43:02.960 --> 00:43:07.440
Of course, you know that lands
perfectly for me. Tell us more about

513
00:43:07.440 --> 00:43:13.679
that and how that works well.
As I alluded to earlier, the research

514
00:43:13.679 --> 00:43:19.840
has identified that, especially at this
stage within a women's development, within her

515
00:43:19.880 --> 00:43:28.239
career, it's important to have women
only in the program. They develop much

516
00:43:28.320 --> 00:43:31.159
more ability to be vulnerable and step
out of their comfort zones and try on

517
00:43:31.280 --> 00:43:39.119
new leadership identities, so it happens
much faster than if they were in a

518
00:43:40.000 --> 00:43:45.440
dual sext group. Yes, I've
seen that too in my programs when it's

519
00:43:45.480 --> 00:43:49.519
only women. The difference is what
I've found is that if it's only women

520
00:43:49.519 --> 00:43:52.280
that we get to things really much
more quickly and more deeply, and there's

521
00:43:52.400 --> 00:43:58.119
the emotional sphere can be fully engaged, which means women will allow themselves to

522
00:43:58.159 --> 00:44:01.199
be moved to tears or to get
moved if they're dealing with something two tiers,

523
00:44:01.840 --> 00:44:07.079
which is you know, growth oftentimes
and certainly something that registers, but

524
00:44:07.199 --> 00:44:12.920
with men that happens far less deeply
and far less frequently. Yeah, yeah,

525
00:44:13.000 --> 00:44:16.280
absolutely, yeah yeah. Okay,
So let me ask you this.

526
00:44:16.480 --> 00:44:20.400
I have two more questions than I've
got time for. So this is always

527
00:44:20.400 --> 00:44:23.000
fun for me because especially on the
heels of the strategic stuff, but the

528
00:44:23.119 --> 00:44:28.880
vision questions. So, Ellen,
paint for us a picture and share your

529
00:44:28.920 --> 00:44:31.880
vision of what the world looks like
when you and other professionals like us develop

530
00:44:31.920 --> 00:44:36.199
more women leaders and increase their parity
with men. What does that look like?

531
00:44:37.639 --> 00:44:44.519
Well, when we have more diversity
of thought at the top of whether

532
00:44:44.599 --> 00:44:51.000
it's our government, our organizations,
our societies. At hole, I really

533
00:44:51.079 --> 00:44:57.960
see it being so much more innovative, Happier workplaces, cultures where people are

534
00:44:58.000 --> 00:45:04.039
really thriving, and there's a moral
code that drives our behaviors. Overall,

535
00:45:04.360 --> 00:45:09.119
it leads to just a happier place
to be. I see the same thing.

536
00:45:09.239 --> 00:45:12.800
Yes, yes, I see the
same thing. And I think it

537
00:45:12.840 --> 00:45:16.239
also reduces the fear. There's a
lot of fear that exists in the workplace

538
00:45:16.280 --> 00:45:20.079
today, and I'm not blaming that
on men, but I think there's a

539
00:45:20.119 --> 00:45:23.760
way to orient away from that.
So I think that will that makes such

540
00:45:23.760 --> 00:45:29.199
a difference when we can actually work
from a collaborative, innovative way than maybe

541
00:45:29.239 --> 00:45:36.000
where we're competing against each other.
Absolutely, yes, absolutely, So okay,

542
00:45:36.000 --> 00:45:38.079
I do have time for one more
question here. So I wanted to

543
00:45:38.119 --> 00:45:40.599
go back to this before and I
skipped over because we were kind of running

544
00:45:40.639 --> 00:45:45.679
out of time. But it's the
negotiation question. So you had said that

545
00:45:45.719 --> 00:45:47.920
one of the things that you'd like
to be able to help women with is

546
00:45:47.920 --> 00:45:52.960
help them develop their abilities to negotiate. Can you just quickly speak to that,

547
00:45:52.039 --> 00:45:57.639
how you do that sure. Yeah, well, so okay. Women

548
00:45:58.639 --> 00:46:05.519
often don't know they're in a negotiation. That's a problem, right, they

549
00:46:05.599 --> 00:46:12.559
don't. Men have more practice at
negotiation because it's subtle. It's not just

550
00:46:12.639 --> 00:46:17.199
when you're going for a job interview. There are always opportunities for negotiation.

551
00:46:17.480 --> 00:46:21.960
So being super aware. I'm just
going to say, that's the number one

552
00:46:22.000 --> 00:46:25.280
thing. Be super aware that actually, this is an opportunity for me to

553
00:46:25.360 --> 00:46:31.800
negotiate more time off or more help
on that particular project. So you say

554
00:46:32.039 --> 00:46:37.800
yes, and yes, I'll take
on that project if I can have,

555
00:46:37.159 --> 00:46:43.719
you know, an extra assistant or
whatever. So it's to be very clear

556
00:46:44.039 --> 00:46:49.159
about what you're walking into. I
think that's fantastic. I think just what

557
00:46:49.159 --> 00:46:52.719
you said about we did not recognizing
that we're actually in a negotiation is very

558
00:46:52.760 --> 00:46:57.519
powerful, So be more alert to
that. So here we are at the

559
00:46:57.599 --> 00:46:59.800
end of the show already, Ellen, I do like to give my guests

560
00:46:59.840 --> 00:47:04.079
the last word whenever I possibly can, so you know, this program is

561
00:47:04.079 --> 00:47:07.360
intended to help people across the world
develop more meaning, passion, inspiration,

562
00:47:07.440 --> 00:47:09.559
and purpose across their lives and in
their work. What would you like to

563
00:47:09.599 --> 00:47:15.079
leave our listeners with today? I'd
like to leave them with. Take the

564
00:47:15.239 --> 00:47:23.000
time to step out of your incredibly
busy lives and reflect on what you really

565
00:47:23.079 --> 00:47:30.280
want, what is your purpose,
what matters most to you in your life,

566
00:47:31.119 --> 00:47:37.000
and what is getting in your way
of you getting there. Become mindful

567
00:47:37.239 --> 00:47:44.840
about your actions, because when we
can make our actions conscious and get out

568
00:47:44.840 --> 00:47:51.079
of autopilot, we can really live
a much fuller life. What a beautiful

569
00:47:51.119 --> 00:47:54.199
way to finish Dosha Keith Oline Burne. What a beautiful way I mean.

570
00:47:54.360 --> 00:47:59.320
I appreciate so much your passion,
your inspiration, your competency, your talent.

571
00:47:59.639 --> 00:48:02.119
Thank you sharing it with us today. Thank you for having me,

572
00:48:02.239 --> 00:48:06.880
Elise, You're so welcome listeners.
If you want to learn more about doctor

573
00:48:06.880 --> 00:48:09.119
Ellen keithline Burn and the work she
and her team do at to develop women

574
00:48:09.239 --> 00:48:15.239
leaders, go to her New Standard
dot com. Last week, I've you

575
00:48:15.280 --> 00:48:17.719
missed the live show, you can
always catch a big recorded podcast. We

576
00:48:17.719 --> 00:48:21.639
were on the air with Tom Holsey, who shared his journey of combating and

577
00:48:21.679 --> 00:48:24.599
conquering prostate cancer and how doing so
ushered in his passion to serve as a

578
00:48:24.599 --> 00:48:30.719
philanthropist to others living with cancer.
Incredibly inspiring and really reinforces the power of

579
00:48:30.760 --> 00:48:32.960
self transcendence to keep keeping on because
you want to be around for those you

580
00:48:34.079 --> 00:48:37.880
love. Next week, we'll be
on the air with gin Ya Huang,

581
00:48:37.199 --> 00:48:42.800
who I personally saw present her ted
X talk at SMU on her social enterprise

582
00:48:42.840 --> 00:48:45.960
called break Bread, Break Borders.
We didn't tell you here how she came

583
00:48:45.039 --> 00:48:49.559
up with this idea and how thoughtfully
she had stitched the concept thread across several

584
00:48:49.599 --> 00:48:52.440
critical parts of our identity to make
the world a better and more connected place.

585
00:48:52.800 --> 00:48:54.760
So you there, remember that work
is at least one third of our

586
00:48:54.800 --> 00:49:04.719
lives. So let's work on purpose. We hope you've enjoyed this week's program.

587
00:49:05.119 --> 00:49:08.159
Be sure to tune in to Working
on Purpose, featuring your host Alis

588
00:49:08.239 --> 00:49:14.679
Cortes, each week on the Voice
America Empowerment Channel. This week, find

589
00:49:14.719 --> 00:49:15.760
your life's purpose at work.