ST Women in Technology - 107

program but also to measure the results over an
extended period.
Clearly, you should constantly evaluate a program
and, if over time it isn't working, try something
else. But if you've identified a problem in your
organization and pulled together a group of smart
people to address it, then launch the program,
measure the hell out of it, and stick with it.
Another lesson we discovered over the life of the
Leadhership1 program involves the responsibility
women have for their career in an organization.
Work-life balance issues have the potential to
be more complicated for women than their male
counterparts. For example, more women identify
as family caregivers, and so when children or
elderly parents demand more time and energy
away from the office, professional women may
go to their manager and say they have to quit.
This is a mistake. The Leadhership1 program
cautions women about making assumptions
that nothing can be done in situations like these.
There may be options that don't require taking
a permanent offramp from your career. Clearly,
a manager-male or female-has a responsibility
to discuss these options with their staff. But
professional women also should feel empowered
to start the conversation when challenges arise.
When these issues have come up during the
Leadhership1 program, we have found that
options and tools exist in our company to deal
these scenarios. But a conversation is usually
required in order to identify and utilize them.

1

2
3

THE PROGRAM HAS AVOIDED THE
ALL-TOO-COMMON PROBLEM
OF 'CORPORATE ADD'-THAT IS,
ENTHUSIASTIC SUPPORT FOR AN
INITIATIVE THAT RAPIDLY WANES
WHEN ANOTHER "PROGRAM OF
THE MONTH" COMES ALONG.

THE FUTURE
We get frequent requests from other companies
for advice. What makes our Leadhership1
program so successful? How did we manage to
get to the point where women represent more
than a quarter of our technology workforce?
And my first reaction is: "Huh? 27%? That figure
may be industry leading, but it's a long way from
gender equality. What's so great about that?"
But we have come a long way. And with a
combination of cultural changes and programs,
like Leadhership1, we'll continue to make gains.
I have a 35-year-old daughter, and I always
told her that she should set her sights high,
that she could do whatever she set out to do.
And I am proud to say that she is a successful
professional-an audit director at an accounting
firm-and a mother of three (amazing) kids, all
under the age of five. My hope is that someday
the challenges of gender equality will be nothing
more than a topic studied in the history books by
my granddaughter and two grandsons.

Women have a responsibility to initiative conversations
with their managers and seek their help in identifying
possible solutions to problems related to work-life
balance.
Men and women working together to achieve gender
equity in an organization- a "gender partnership"-can
increase the chances of success.
Sustained commitment to an initiative allows you to
continually refine it and measure the results over an
extended period.
107



ST Women in Technology

Table of Contents for the Digital Edition of ST Women in Technology

Contents
ST Women in Technology - Cover1
ST Women in Technology - Cover2
ST Women in Technology - 1
ST Women in Technology - Contents
ST Women in Technology - 3
ST Women in Technology - 4
ST Women in Technology - 5
ST Women in Technology - 6
ST Women in Technology - 7
ST Women in Technology - 8
ST Women in Technology - 9
ST Women in Technology - 10
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ST Women in Technology - Cover4
ST Women in Technology - 108
ST Women in Technology - Poster 1
ST Women in Technology - Poster 2
ST Women in Technology - Poster 3
ST Women in Technology - Poster 4
ST Women in Technology - Poster 5
ST Women in Technology - Poster 6
http://magazine.straighttalkonline.com/issue11
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