1. Taking Charge of Your Career: The Unwritten Rules of Success
Deborah Campbell
Senior Director, Catalyst
Women in ETFs
January 12, 2017

11. Women in the S&P 500

12. Women in Finance

13. Systemic Barriers Persist
Gender-based stereotyping / bias
Lack of role models
Exclusion from informal networks

14. Stereotyping and Bias: Undermining Success

15. Ken Chennault, CEO American Express

16. Mary Barra, CEO General Motors

17. Debra Reed, CEO Sempra Energy

18. Francisco D’Souza, CEO Cognizant

19. Safra Catz, CEO Oracle

20. Indra Nooyi, CEO Pepsico

21. Marillyn Hewson, CEO Lockheed Martin

22. Ajaypal Singh Banga, CEO Mastercard

23. Ursula Burns, CEO Xerox Corporation

24. Rules for Advancement: The “Ideal” Worker
Produce results / exceed performance expectations
Actively seek high-profile assignments.
Rub shoulders with influential leaders.
Communicate openly and directly about career aspirations.
Seek visibility for your accomplishments.
Let supervisor know of your skills and willingness to contribute—and work long hours.
Continually seek out new opportunities.
Learn firm-specific politics and unwritten rules.
Unafraid to ask for help.

25. The Myth of the Ideal Worker
Plan your career 2-3 years out!
Make your achievements visible; get credit for your work!
Get trained through experience, asking for a variety of work assignments to build skills and experience!
Gain access to power by getting yourself introduced to people with influence!
Blur-work life boundaries—make sure your boss knows you’ll work long hours and weekends!
Seek advice from coworkers, family and others when needed about how to advance your career!
Scan for opportunities inside the company. Monitor those job postings.
Get formal training.
Scan for opportunities outside the company—keep up your network, stay in touch with headhunters.

26. What Worked for Men Plan your career 2-3 years out!
Get trained through experience, asking for a variety of work assignments to build skills and experience!
Plan your career 2-3 years out!
Make your achievements visible; get credit for your work!
Gain access to power by getting yourself introduced to people with influence!
Blur work-life boundaries—make sure your boss knows you’ll work long hours and weekends!
Seek advice from coworkers, family and others when needed about how to advance your career!
Scan for opportunities inside the company. Monitor those job postings.
Get formal training.
Scan for opportunities outside the company—keep up your network, stay in touch with headhunters.

27. What Worked for Women
Make your achievements visible; get credit for your work!
Plan your career 2-3 years out!
Get trained through experience, asking for a variety of work assignments to build skills and experience!
Gain access to power by getting yourself introduced to people with influence!
Blur work-life boundaries—make sure your boss knows you’ll work long hours and weekends!
Seek advice from coworkers, family and others when needed about how to advance your career!
Scan for opportunities inside the company. Monitor those job postings!
Get
formal training.
Scan for opportunities outside the company—keep up your network, stay in touch with headhunters!

28. What Explains the Difference?
Scan for opportunities outside the company—keep up your network, stay in touch with headhunters!
Make your achievements visible; get credit for your work!
Gain access to power by getting yourself introduced to people with influence!
Gain access to power by getting yourself introduced to people with influence!
Blur work-life boundaries—make sure your boss knows you’ll work long hours and weekends!

29. Catalyst Research Study
Myth of the Ideal Worker:
Does doing all the right things
really get you ahead?
© Catalyst 2015

30. Career Advancement Profiles
High
CLIMBERS
HEDGERS
31% of Women 32% of Men
26% of Women 25% of Men
Use of Internal Strategies
COASTERS
SCANNERS
14% of Women 19% of Men
28% of Women 24% of Men
Low
High
Use of External Strategies
© Catalyst 2015

31. Research Findings Women and men used the same strategies equally
Regardless of strategy, men were more successful than women
Climber women were most successful
Hedger men were most successful

32. What can you do? Increasing your visibility is as important
to advancement as producing results
Make your achievements visible; get credit for your work!
Gain access to power by getting yourself introduced to people with influence!

33. Make yourself known
“…many of us fail to recognize the value of self-promotion in maneuvering today’s volatile and unpredictable workplace. Given the constant changes—mergers, management shifts, downsizing—you simply must let people in the organization know who you are and what you are accomplishing.”
-Peggy Klaus, Author of Brag! The Art of Tooting
Your Own Horn Without Blowing It

34. Encourage Sponsorship
Gain Visibility
and Credit
Access People with Influence
Learn Firm’s Unwritten Rules
Exceed Performance
Expectations
Sponsors
Mentoring ≠ Sponsoring

35. Mentoring and Sponsorship
A mentor will listen and speak with you, but a sponsor will talk about you behind closed doors at the decision-making table.

36. Tips for Attracting a Sponsor
Be Seen
Work on projects with potential sponsors
Make yourself and your accomplishments known
Take Risks
You don’t need to satisfy all criteria for a new opportunity
Stretch yourself and give yourself room to grow
Ask for What You Want
Identify your priorities and potential growth opportunities
Articulate them to your manager and potential sponsors
Start with small asks of a sponsor – build up their sponsorship

37. Paying it Forward Paying it forward pays back, literally
$25k more over a 2-year period
Women developing other talent advanced faster
Women were more likely to develop others

38. Key Takeaways Women and men have different experiences at work
Systemic barriers explain most differences
Actions to take
Learn the barriers and ways to address them
Act to support your own career
Act to support other women’s careers
Act to support organizational change

39. What actions will you take for the future of leadership in YOUR firm?