5 tips for female bosses
When I read articles discussing ‘problems women face in the workplace’ or similar, I always tend to feel a bit uncomfortable. I like to think we are all the same and my decisions and capabilities are not affected by the fact I am a female. However, I realise this is a little ridiculous as obviously there are differences in men and women and these articles are there to help us realise things that may hinder us and work through them.
One article discusses “When Good Women Make Bad Bosses” and lists a few problems women can face when in a management role. Here is a summary:
Mismanagement of emotional distance – In trying to be taken seriously, many women can try and remain distanced from their employees and seem impersonal, or “an Ice Queen”. Other women can go to the opposite end of the spectrum, feeling it more productive to nurture staff, getting to know them more personally, understanding fully their strengths and weaknesses, likes and dislikes, and so on. Both can be equally effective in ways but face challenges. The first lacks understanding of the individual and their potential and also they can be unlikeable. The second can face challenges when trying to implement rules; “in entitlement cultures … employees start to think the organization is primarily about them—not customers, not the competition, not new market opportunities, not productivity”. You need to strike a balance right from the outset – prevention is the best cure. If you already stuck in this scenario, you need to speak to your employees about what you need from them so it is clear.
Hiring mistakes and keeping people on who shouldn’t be – Anybody can struggle to strike a balance between someone who is good on paper, and someone who will fit in well with the team. If a ‘new hire’ starts and is not fitting in/working as well as you had expected, women tend to hold on for as long as possible, trying to get them to improve rather than looking for a replacement. The reasons for this are that we worry about how firing the individual will effect them and their family, and also we can be embarrassed to admit our mistake in hiring them in the first place. Managers need to learn that actually they can gain more respect from fixing a problem quickly.
No mentor – It is crucial for female managers to have a mentor who has been in a similar position, who can provide advice and support when you are facing troubling times in the office. The above is a good example – firing somebody can be emotional and tough for the whole team and you may feel responsible for it. You need someone who can back you up so you are not second guessing yourself. It doesn’t need to be just one person either – your friends may be mentors, or your family. Men may also need this, but the article states “men don’t need the extra help; the corporate world favors them to begin with” and whether or not you believe this is true, it is a common belief.
Needing to understand your performance is only as good as that of your team – It must be difficult realising that your success is no longer about your personal achievements; it is about the success of your team and their achievements. “There is nothing individual about being a boss. Many women bosses take too long to find that out, but they shouldn’t”.
Dwelling on mistakes – Don’t get bogged down – everyone makes mistakes. Just don’t make the same mistake twice.
If you are a woman in a management position and you would like to learn more about how to make the most of your role, you might be interested in our e-learning course, the 12 Hour MBA in Women in Management. We will also be running a public 3 Day MBA in Women in Management in Johannesburg, 4th – 6th March 2013.
Both are trained by our expert trainer, Dr. Denise Björkman:
