Success And Confidence And Women

The confidence gained with reaching a high position and knowing that you are capable of the work involved is sometimes a little fragile: I lack the confidence and "toughness' to be an effective manager of people. I find individuals under my "span of control" exceedingly difficult to handle'. Even when women feel they are successful in their own terms, they sometimes wonder how they can reconcile their opinion with other people's perceptions of them: I'm mostly successful in terms of my own personal values, but not in terms of the values of some of the male managers I've worked with', and: If "successful" means when all those to whom I am accountable think I am successful, then with my clients, the answer is "yes", with my staff, "usually", but with my board, no".'

All managers can use a collection of techniques to communicate with clients, customers and employees, A popular way of mass communication in many industries is through digital presentations.

Female Managers

Many women managers are extremely self-critical: I always feel that I could do better. I strive to be a good manager, but I don't think that I've got it quite right yet!' However, during recent years, women are beginning to acknowledge their own skills and talents and the importance of their contribution to management within their organizations. They worry a lot about getting it right, but are getting better at saying they are good at what they do, whether it is dealing with the people' side or achieving goals and targets. They depend a great deal on the feedback from others, but the emphasis is changing from: 'I need to know that people like me' to 'I need to know that what I'm doing is appropriate for the people and the organization, so that I can learn and adapt'.

Women managers are adjusting the yardsticks of success by the introduction of their unique skills and values and are, therefore, redefining the rules by which companies are run. While accepting the need to meet financial targets and other shard' evidence of profitability and achievements of goals, women are also stressing the importance of 'soft' aspects by, for example, introducing ways of measuring employees' behaviours and attitudes into performance appraisal systems.

'I would measure success by the nature of one's accomplishments: reputation, effective working relationships with subordinates, colleagues and superiors; and by one's ability to sustain a career over time with a satisfying personal life. I am not equating success with happiness in life, but it should be more enduring than meeting this quarter's earnings projections. I would recognize success in myself more easily if I had ten times my current net worth, or some other badge of wild material success, but this is a measure created by the media in our culture (it would nonetheless be nice if it weren't for the trade-offs!). I also think one should always have something to aim for - so success is continually reappraising one's goals. In this sense, success is not an end point and may always be out of reach.'




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