VOICE September 2015 - page 4

ther than the outcome of the activity. This time to-
gether also typically involves a greater amount of
communication than occurs among male groups. So
setting aside time for women to connect emotional-
ly before they get into the process is vital. Creating
bonding time at regular intervals will build them as
a team.
And, leading on from this, in our experience women
generally like to be led not controlled. They like to
feel included and involved, so feel most comfortable
and trusting when they are led with encourage-
ment, praise and support.
Finally, in our experience, women under pressure
are likely to take an aversion to risk. If you are a
female senior leader in an international bank, this
can be a real advantage; it will mean that you will
take your time and weigh up all the odds before
making risky decisions. If you are on the rugby
field and you are under pressure because you are
15 – 0 down and in the last 20 minutes of the game,
then this skill may not be so powerful!
So knowing these important factors, how do you
lead women? In our opinion these are some of the
vital elements that can make the difference:
Be open and honest. This connects you emotionally
with women and means that they trust and respect
you. Showing your emotions and a bit of vulnera-
bility works well when making this connection.
Recognise that women can take offence if their val-
ues are crossed and accept that with time the of-
fence will heal. Accept and recognise this and then
work on re-building the relationship over time.
Create the right environment, where it is OK for
them to express themselves. Give them reflection
time and listen to their concerns. Taking this time
to listen to them is often enough to help them re-
solves their concerns.
Be aware of the self-critical and self-doubting inter-
nal voice that some women have. Again, it helps to
listen and then offer advice and support so they can
move away from their self-critical internal voice.
Book Review
Traditionally leadership is seen based on a manage-
rial position in an organisation. This book gives a
fresh view on leadership “it has nothing to do with
position or title, it’s what your actions are”.
While generally management does not recognise the
“Hidden Leaders” as leaders, they do act with integ-
rity, build relations, are result oriented, can champi-
on change and focus on customer purpose. What
makes this book so exciting, for me, is that the au-
thors give plenty of real life
examples to illustrate their
ideas and at the same time
offer tools linked with the
internet to interactively dis-
cover and evaluate both the
“Hidden Leaders” as well as
the organisational culture.
The book is inspirational as
“Hidden Leaders bring a
company value promise to
life no competitor can iden-
tify or match” and at the same time it is a practical
guide how to build a successful learning organiza-
tion as it clearly explains when to use which of the
tools and how to use them.
In short: when discovered and effectively chan-
nelled “Hidden Leaders” will help to build competi-
tive advantage for a business. Worth reading if you
want to achieve that, too.
Visit the
t
o learn more
about the book and visit
t
o
see what else Scott has to say.
By Inge Heinsius
Strategic Business Builder & International Marketing
Leader
Publisher: Amacom
The Hidden Leader: Discover and
develop greatness within your company
by Scott K.Edinger and Laurie Sain
75.5% of women who have
completed the MBTI profile report a
preference for Feeling rather than
Thinking, meaning women are more
likely, although not exclusively, to
make a decision based on moral and
personal values, as well as consider
the feelings of everyone involved.
This suggests that women typically
place people before process .”
1,2,3 5,6,7
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