Skip to main content

Glass ceilings, Sticky floors

I just discovered a LinkedIn affinity group called "Glass ceilings, Sticky Floors," which has a charter to promote women leaders:

Exploring strategies that will succeed in promoting women leaders: this group is for anyone who has an interest in finding ways to dissolve real or perceived glass ceilings, and to help women who are limiting themselves to get unstuck. What should Governments, regulatory bodies, companies, ambitious/talented women, and men do to create progress? Insights on the problems to be overcome, with emphasis on suggestions about how to successfully overcome them, will be welcomed.

Isn't that a great name?  Of course, I thought at first the "Sticky Floors" part was about how things look a home after you've been on the road for a couple of weeks, but even so, count me in!  

One of the first posts I found on the group was a link to this Ted talk by Sheryl Sandberg, COO of Facebook.  She has a very interesting perspective, and suggests three things ambitious women can do:
  1. Sit at the table
  2. Make your partner a real partner
  3. Don't leave before you leave
I do recommend you watch the talk in full, because it is great, and easily watchable in a short time.  I like the second and third points, which roughly address the domestic framework around the "sticky floor" part of the concept--we all need to work to even out the "chores" load at home, if we all want to achieve equally at work, and it's not a good idea to mentally check out of work in preparation for the new baby until you're, say, having the type of sex life that might lead to a new baby.  (I personally recommend working full throttle until just before you go into labor, and I have a former colleague who actually finished a major client meeting at 5pm, and walked over to the hospital to give birth at 6:30, but that might be extreme for some).

As a confirmed and successful chore-shirker whose youngest child is 16, however, I find Sheryl's first point to be the most thought-provoking and the most interesting.  What she says is that women need to go ahead and claim their power, and claim their place at the table, even knowing that in our society, it will make people like them less.  Sheryl recounts studies showing that women as well as men will increasingly give women full credit for their accomplishments, but where the accomplished man becomes MORE likeable, the more he achieves, the accomplished woman becomes LESS likeable.


I just made the chart up, (don't blame Sheryl for this!) but I'm thinking it could be about right--at first the guy is being annoying and aggressive, so people don't like him, and the woman is trying stuff out, but people are okay with it because she's a nice person.  But people don't think either of them will really succeed.  Then, as the guy succeeds, people like him, and as the woman succeeds, people start making comments about how bitchy or political she is.

But here's where Sheryl goes where I've never seen any woman go before.  Instead of shouting about how unfair it is that society works this way, she says women need to pull up their socks and go for it anyway.  That's what we need to tell ourselves, and that's what we need to tell our sons and daughters.  Go ahead and do stuff even if you pay a social price for it.

I'm really still trying to get my head around this, since I typically try to avoid trouble by wrapping everything I do in eight layers of self-deprecating humor (and then slip up and get all bossy).  But isn't that a wonderful message?  Figure out what you want, figure out what is worth while, and do it.  Sure, the game is rigged, but plan on that, and go.  And maybe the game will change if enough of us get on board.  Not just a message for women! 

Comments

Popular posts from this blog

How Do You Vote Someone Off of Your Agile Team?

One of the conundrums of agile conversion is that although you are ordered by management to "self-organize," you don't get to pick your own team.  You may not have pictured it this way, but your agile team members are going to be the same people you worked with before, when you were all doing waterfall!   I know I wasn't picturing it that way for my first agile team, so I thought I should warn you.  (I thought I was going to get between six and eight original Agile Manifesto signers.  That didn't happen.). Why "warn" you (as opposed to "reassure" you, say)?  Because the agile process is going to reveal every wart, mole, quirk, goiter, and flatulence issue on the team within a few hours.  In the old days, you could all be eccentric or even unpleasant in your own cube, communicating only by document, wiki, email, and, in extreme situations, by phone.  Now you are suddenly forced to interact in real time, perhaps in person, with written messag...

A Corporate Agile 10-point Checklist

I'm pretty sure my few remaining friends in the "small, collocated team agile" community are going to desert me after this, but I actually have a checklist of 10 things to think about if you're a product owner at a big company thinking of trying out some agile today.  Some of these might even apply to you if you're in a smaller place.  So at the risk of inciting an anti-checklist riot (I'm sorry, Pez!), I am putting this out there in case it is helpful to someone else. From http://www.yogawithjohn.com/tag/yoga-class/ Here's what you should think about: 1.        Your staffing pattern.  A full agile project requires that you have the full team engaged for the whole duration of the project at the right ratios.  So as you provision the project, check to see whether you can arrange this staffing pattern.  If not, you will encounter risks because of missing people.  Concretely it means that: a.    ...

Requirements Traceability in Agile Software Development

One of the grim proving grounds for the would-be agile business analyst (henceforth "WBABA")  is the "traceability conversation."  Eventually, you will have to have one.  You may have seen one already.  If you haven't, you may want to half-avert your eyes as you read further.  It gets a little brutal.  But if you close them all the way, you can't read. From:  http://www.highestfive.com/mind/how-to-perform-a-successful-interrogation/ Dialogue: WBABA :   ...so in summary, we complete analysis on each story card, and then we support the developers as they build it that same iteration! Corporate Standards Guy:   but how do you do traceability in agile?  You have to have traceability.  It's broadly recognized as an important factor in building rigorous software systems. These software systems permeate our society and we must entrust them with lives of everyday people on a daily basis. [The last two sentences are an actu...