How To Avoid Procrastination

procrastination2I just completed the procrastination survey and according to the outcome I rank in the bottom 10% of the population in terms of my level of procrastination. According to the procrastination equation website, (at least) 95% of each one of us sometimes procrastinate and for 15-20% of us it is consistent and problematic. These figures have significantly gone up since the 70’s, where there were only 5% of self-proclaimed procrastinators.

Despite the low survey score (explains how anyone can cheat with personality tests) of course I also do procrastinate and sometimes finish a movie, play that game on my phone, check my emails, go for lunch with my wife; postponing all my work to the latest possible moment. The excuse that I always use is that I work better under pressure and an even better excuse I tell myself is that I am subconsciously preparing myself the whole time. So far it has worked and I have (almost) never missed a client deadline!

According to Dr. Ferrari in Psychology Today “Procrastination: 10 Things To Know”, procrastination is not a problem of time management or of planning. Procrastinators are not different in their ability to estimate time…”Telling someone who procrastinates to buy a weekly planner is like telling someone with chronic depression to just cheer up.”

So how are the people who have been studying the topic of motivation and procrastination and are self-proclaimed sufferers dealing with it? Professor John Perry, an emeritus professor of philosophy from Stanford University, has written a wonderful essay on how he deals with procrastination. He calls it Structured Procrastination and it “requires a certain amount of self-deception, because one is (in effect) constantly perpetrating a pyramid scheme on oneself,” he writes. “One needs to be able to recognize and commit oneself to tasks with inflated importance and unreal deadlines while making oneself feel that these tasks are important and urgent.”

While reading 59 Seconds: Think A Little, Change A Lot, I came across the topic of procrastination once again and found the “just a few minutes” rule to be helpful. According to psychology graduate Bluma Zeigarnik, who first experimented with this idea in the 1920’s, this rule is a highly effective way of overcoming procrastination. The idea here is to work on an activity for “just a few minutes” which leaves the procrastinator with the urge to see it through to completion. This creates an “anxious brain” which makes you want to see the job finished!

I am trying to deal with my procrastination bouts by trying to create new habits, habits in which I force myself to do things and hope that over time they become automatic. Luckily for me my guilt kicks in if I am not able to do stuff as planned (must be the Dutch work ethic that my parents have pumped into me) and this pushes me to get things done.

How do you deal with procrastination?

– Paul Keijzer

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Breaking Bad Habits

good-bad-habits-300x263We all have bad habits. Some people bite their nails, some smoke, some can’t resist that last cupcake and some just can’t get out of bed in time. Some bad habits are small nuisances (mostly to others) while others can be detrimental to our own, and other peoples, happiness (addictions of any kind). We often try to break them, but the majority of people fail to kick their bad habit to the curb. Only 5% of people that join Weight Watchers achieve and sustain their target weight for 2 years!

What are habits, how do they come about, how do you recognize them, and if you know what they are, can you change them? These were some of the questions that New York Times business writer Charles Duhigg tried to answer in his new book; The Power of Habit.

According to Duhigg, habits are powerful things. They prevent you from having to make millions of decisions every day; from how you brush your teeth, to what you eat for breakfast, how you drive to work or to what you do first when you open your computer (read the sports page, check your Facebook page or dive right into those big tasks that you have to complete today). When a habit emerges, the brain stops fully participating in any decision-making and your behavioral pattern unfolds automatically.

The problem is that your brain can’t tell the difference between good and bad habits and as a result, whenever a behavior has become a habit, your brain just waits for the cue and then simply executes it.

So what is a habit? A habit is a loop in which a specific action is triggered by a cue and followed by a reward. Whether it is a sugar rush from eating that chocolate bar, the caffeine kick from your morning coffee or the endorphins that get released by regular exercise, your mind becomes trained to expect the same certain reaction to your actions.

As a habit is a simple cue, action, reward loop, you can actually go about to change it. Duhigg offers a four-step framework to change a habit:

Step 1: Identify the routine
Step 2: Experiment with rewards
Step 3: Isolate the cue
Step 4: Have a plan

At the end of his book, Duhigg himself concludes, “All patterns that exist in our lives are habits that we know exist. Once you understand that habits can change, you have the freedom -and the responsibility- to remake them. Once you understand that habits can be rebuilt, the only option left is to get to work and change them.”

Today I started trying to create a new habit for myself. Instead of waking up lazily at 7:30am to check the sports pages, my blog counts and my emails, today I woke up at 6:00am, had 90 minutes more to get in some exercise, meditate and start the day with my writing. This blog is a result of my first day! My cue was my desire to get more out of my day with the personal insight that I am most productive early in the morning. My reward; exercising and writing gives me the discipline that I crave and producing something early in the day gives me that feeling that, no matter what happens later in the day, I have still achieved something.

Will keep you all posted on whether I am able to translate this intention into a good habit! Good luck changing your bad habits!

– Paul Keijzer

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Managing Office Gossip

gossip-webAs an HR Director I was once the gatekeeper for a lot of sensitive information and was always amazed at how fast, widespread and accurately gossip spreads. Studies from the 60s (although I don’t know whether this is still relevant as that sounds like a lifetime ago) show that more than 75% of the details in gossip are correct.

Why People Love To Gossip
According to Frederick Koenig, a sociologist and author of Rumor in the Marketplace: The Social Psychology of Commercial Hearsay, people listen to and pass on a rumor because it satisfies an inner need. This is why understanding the nature of the people involved is key. According to Koenig, different people have different needs that lead to their reasons behind passing along gossip.
Rumors …

  1. … can circulate because the topic is interesting or a source of diversion.
  2. … can pull together events and fill in the gaps to make sense and provide explanations for what is going on.
  3. … can validate and support a point of view.
  4. …can reconcile one’s psychological state with what one sees as actually going on. (Studies show people who have high anxiety frequently participate more in the rumor process and groups in stressful situations have more rumor activity.)
  5. … are a means of getting attention.
  6. … are ways of manipulating situations. The idea of individuals or groups deliberately starting a rumor to serve selfish ends is frequently suggested.

The Grapevine Is On 24/7
It is the informal communication highway and it works 24/7; in company buses, cafeterias, hallways, meeting rooms, bathrooms and water coolers. But don’t think it stops when the office closes down. Nowadays, more often than not the grapevine really comes to life through Facebook, Twitter, or any other social network platform. It never stops and most of the time it is much faster and more direct than the organized formal communication methods that companies rely on. (You won’t see anything scandalous written in an office memo, but what employees communicate from desk to desk would shock you.)

Benefits of Gossip
Of course gossip and the infamous grapevine that carries the gossip can have both positive and negative consequences for the organization. The negative is that the grapevine can carry all kinds of misinformation and create insecurity in individuals. There are, however, also a number of benefits. The simple fact that people are talking about the organization shows that they are interested in what is going on with the company (as a leader you should get worried if employees stop discussing the company as it shows that they are not engaged). The benefit is that gossiping allows employees to express their feelings (both positive and negative) rather than keeping it bottled up.

How to Manage the Downside of Gossip
Of course, when the going gets tough and difficult messages have to be communicated (for example: downsizing, re-locations, or organizational changes) the grapevine works at its best and the consequences are most likely the most detrimental. In these cases as a leader you have two options (1) share as much as possible as soon as possible, even if not everything is clear and decided or (2) share information once when everything is decided and clear. The advantage of the “ASAP approach’ is that you let people in on what is happening with the downside being that things can change over time and you might be increasing their insecurities (as not everything is clear). Telling people when everything is clear is of course the flip side of the same coin. Although here, the biggest negative is that you are unable to formally influence the grapevine as you have not communicated anything and have left it up to others to exaggerate or downplay (as any piece of gossip can turn). Both approaches have their time and place.

How To Manage The Grapevine
First and foremost is accepting that the grapevine is always on and can’t be stopped. You can try to ‘kill’ it in one situation, but I bet you it pops its head into another soon. The best way to manage the grapevine is to:

  1. Make sure you inform employees as quickly and fully as possible of what is going on in the company. Use social media and the formal communication channels available to you. Remember the key mantra in communicating to employees is: Communicate, then communicate more and if you think that you have communicated enough, double your efforts.
  2. Listen to the rumors and decide what are facts and what is biases. If, as a leader, you are in tune with the grapevine you get a feel of what is really happening in the company and you can use this as influence.
  3. Act fast. If rumors are wildly incorrect then make sure you come out ASAP to set the record straight by proactively communicating to all employees. Otherwise, distorted half-truths will make the rounds — so nip these destructive rumors in the bud.

Learn to love the grapevine. Don’t get jumpy if ‘secret’ information is out there. Simply accept and try to use it to your benefit.

– Paul Keijzer

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How To Make Brainstorming Much More Effective

brainstormingRecently I tried out a new approach to brainstorming. A couple of weeks ago I read an article discussing what is wrong with brainstorming, on Eric Barker’s blog; Barking Up The Wrong Tree. I adopted some of the learnings, experimented with them and found that it really worked! While no single method of approach is perfect, the results were significantly better than what I had seen before.

The way I implemented brainstorming techniques in the past was similar to the way Alex F. Osborn, known as the “father of brainstorming” invented it in 1958. Put people in a group together and collectively write as many individual ideas down as possible, whether they are crazy, funny, ridiculous, innovative or clever. Don’t criticize anything and allow people to make links and associations as they go along. When you have all the ideas on one list, bring them down to the best few and then expand on them. Sounds familiar?

More often than not, the problem with this approach is that the ideas that you get are either ‘spiked up’ versions of ideas that have gone around for ages or ideas so wild that they will never see the light of day.

So I decided to experiment and organized a brainstorming activity for a client in which they wanted to come up with new initiatives to grow their business, taking into account the new research findings that:

  • Smaller teams are more effective than larger teams (also see this article in HBR explaining that smaller, more homogenous, research groups are more effective per researcher)
  • Less is More
  • Criticizing and debating ideas will improve the quality of the idea

The brainstorming session was not only aimed at coming up with new ideas but also to translate those ideas into initial action plans. To do this we used the following 5 steps:

1. Individual Ideas
The night before the brainstorming session, every participant was briefed on the objective of the next day (to come up with innovative ideas to grow business). Each individual was requested to come up with one, two or maximum three ideas that he / she thought would grow their business. The next day each participant was given a flip chart in which they had to put down their ideas by answering three questions (1) What is the problem you are trying to solve? (2) What is your proposed solution? and (3) How will it work?

2. Share Judge and Select
Then, seated in groups of 5, each individual was asked to present his/her ideas to the other members of their group. During the presentation other members were encouraged to ask questions for clarification, make suggestions on how to improve the idea or use the idea in a different context. Next, the group was asked to rate all of the presented ideas on the criteria of uniqueness and potential value. All ideas were plotted on a matrix and the groups were asked to select their top three concepts.

3. Present and Pick
Each group then presented their top 3 ideas in a standardized format to the larger group (50 people in this case). The groups were then asked to give three votes to three ideas that according to them was the most unique and had the most value for the company. A ranking of ideas emerged and the top 10 of these ideas were taken into the next round.

4. Praise and Criticize
Having selected the 10 innovative ideas that were both unique and had significant value to the organization, it was then time to start moving into action. But, before I asked individual groups to start writing action plans, i wanted to galvanize the collective wisdom of all 50 people in the room to improve the idea. The concept that we used was “Praise and Criticize.” Each group was given a random idea and had 5 minutes to list as many reasons why this was a great idea along with why this idea was not going to work. After 5 minutes the list of praises and critiques was moved to the next group and they are asked to do the same. If you do this 4/5 times you get a pretty exhaustive list of good and bad qualities for every idea.

5. Action!
The list of praise and criticism was then given to the group that originally came up with the idea, so that they could take their colleagues comments into account when they started working on their action plan. You can imagine that the action plan that was created was significantly richer in content as already 50 people had been able to review it and make suggestions.

The end result for the team I worked with was 8 fantastic ideas that already had a meaty action plan linked to them. A project lead was appointed and a first review date was set. And the amazing thing is it only took 4 hours to go through this session. 4 hours with 50 people leading to 8 brilliant business innovation ideas. Not a bad investment in my book!

So, whenever you are planning to do your next brainstorming session, let people come up with their own ideas first. Let them share their ideas, fight over what the best ideas are and then use the collective wisdom of the group to praise and criticize those ideas to strengthen their overall action plan.

– Paul Keijzer

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If You Want People To Collaborate – Put Them Next To Each Other!

collaboration“Change is the only constant” is a mantra that has been engrained in almost every professional I have met. However, when you ask a leader how to help employees change, the response is often pin drop silence, but after some time, people often refer to the tested ‘carrot or stick’ approach. Reward the people that change and ignore or kick out the people that don’t. Philip Kotler, the change management guru, famously stated that only 30% of all change initiatives succeed. Few betting men would take these odds…

Almost all change initiatives require people to alter their behaviors. Taking action is the most difficult as we all know from our experience in trying to lose weight, exercise regularly, influence our teenagers to clean their rooms or even change the shopping habits of our spouse. Research into people trying to quit smoking, shows that only 17% are successful and never smoke again. And to prove that old habits die hard: even if people are confronted with a major physical crisis (e.g. a heart attack) less than one out of two are able to kick the habit.

We are creatures of habit. It gives us comfort, confidence and much needed stability to make sense of this fast changing world. Two books I recently read have helped me become better in advising companies on how to change behaviors. The most recent book “The Power of Habit” is written by New York Times business writer Charles Duhigg. He helps you understand how habits work and how you can change them, not only at an individual level but also on an organizational and societal level. So far, it is Amazon’s book of the year, so check it out.

However, my current favorite read is “Influencer: The Power To Change Anything” from Kerry Patterson. In this Patterson shares a very simple model on how you can influence behavior. Firstly. Patterson distinguishes two components that stop people from changing. They either don’t want it (motivation) or they don’t know how to (ability). Through powerful real life examples, Patterson helps you understand how you can influence behavior on a personal, social and structural level.

-1

My personal favorite insight is the impact of distance on collaboration and where by changing the environment in which people operate you ‘force’ them to change their behavior. Bell Labs was interested in understanding what was the best predictor for scientist to work effectively and collectively, smash ideas together and build on each others concepts. The answer? Distance. Scientist who worked next to each other where 3 times more likely to discuss technical topics that lead to collaboration versus scientists sitting only 30 feet from one another. With a distance of only 90 feet, the collaboration dropped to levels similar as if they were working several miles away.

Many clients often complain about different functions within the company that don’t work well enough together. Using Patterson’s example I always advise them to make people, who need to accomplish something together, simply sit together. Companies like P&G and Unilever have taken this concept even further by making their cross-functional teams sit at their client premises. If you want to change behavior, don’t forget to think about changing your physical environment.

– Paul Keijzer

Democratic Enterprise

ballot_box_my_vote_ssk_37571284There are two things that I love about elections. Firstly, everybody is equal. Everybody has one vote, no matter how rich, poor, educated or illiterate they are. Whether they are from the north or south, male or female, everybody has only one vote.

The second thing I love about elections is that it is an opportunity for people to vote for the person that they believe will help them build a better future. For people to believe in political leaders, the candidates have to rise tall in front of the nation, explain what they stand for and what they will do to make those changes happen. They are criticized, scrutinized, challenged and pushed to the limit. However, as a result of all this, people get to know the candidate and how he or she may or may not be their best representative.

Although I think there are some interesting similarities that you can draw with companies (one I have touched upon earlier in CEO Elections), one parallel that I wish leaders of companies would learn from is the communication aspect of elections. Can you imagine the engagement of the whole company, from senior managers to the peon, if leaders in the organization spent the same amount of time as political leaders, in explaining their vision and strategy of the company. If leaders were to allow themselves to be challenged and analyzed then they can come up with a blueprint of the future that everybody in the company strongly believes in and is committed towards.

I have only met a few leaders who actually do this. Safaraz Siddiqui, Managing Director of DHL Pakistan, has spent a lot of time discussing and jointly agreeing with colleagues the way forward for his company, and through this was able to transform DHL (and became the Best Place to Work in Pakistan in the process.) Lynda Gratton, the London Business School Professor wrote one of my favorite books called the Democratic Enterprise in which she “built a roadmap for companies to Liberate their Business with Freedom, Flexibility and Commitment. It delivers the blueprint for a business built on choice and commitment, a business people would choose to work for”.

What do you think? Can you set your company on the path of becoming a Democratic Enterprise?

– Paul Keijzer

Is Following Your Passion Overrated?

follow-your-passionIn October I wrote a blog called “Do What You Love or Love What You Do” in which I talked about finding the right balance between three intersecting spheres: (1) What are you interested in? (2) What can you be the best in the world at? (3) What lifestyle is important for you?

The first two spheres, pitch skills against passion, and over the last couple of decades passion has been winning over skills. This come from assuming that if you are passionate about something you will learn to be good at it.

The problem however, is that a majority of people don’t have an inbuilt passion for something when they are at the start of their career. Kids, for example, change what they want to become rapidly, from an airline pilot or astronaut, to a footballer. When they realize that they don’t have the required skills to be the best footballer in the world, they change their minds and want to become engineers, doctors or accountants. As a result of students not being clear about their own interests, many follow the footsteps (or are influenced by the practical advice) of their parents.

Recently in an interview with Eric Barker, one of my favorite bloggers, Cal Newport (who wrote the book So Good They Can’t Ignore You: Why Skills Trump Passion in the Quest for Work You Love) says “Long-term career satisfaction requires traits like a real sense of autonomy, a real sense of impact on the world, a sense of mastery that you’re good at what you do, and a sense of connection in relation to other people. Now, the key point is those traits are not matched to a specific piece of work and they have nothing to do with matching your job to some sort of ingrained, pre-existing passion.

He advises “to abandon the passion mindset which asks “What does this job offer me? Am I happy with this job? Is it giving me everything I want?” Shift from that mindset to […] “What am I offering the world? How valuable am I? Am I really not that valuable? If I’m not that valuable, then I shouldn’t expect things in my working life. How can I get better?“ Newport calls it the craftsman mindset.

This idea connected with me. A craftsman hones his skills, keeps at it, pushes his limits, learns from others, tries out new things and doesn’t give up. As a result, over time a craftsman becomes better and better at what he does.

It is likely that for most of us, passion follows craftsmanship. When we feel that we are good at something, that we can have an impact and that people recognize us for our craft – then we are more likely to become devoted to what we do.

Many of you will argue that in order to invest so much time and energy in honing your craft, you need to be somewhat enthusiastic about it. But think back to your own career start and that of the people around you. How many of them were passionate about what they were doing from the very beginning? My guess is only a lucky few.

– Paul Keijzer

Are Women Their Own Worst Critics?

imagesDiving into our research and immersing into how to enhance gender diversity in Pakistan through our Engage Women initiative and the Women@Work Study, is like peeling an onion. Every time you think you have one insight, it leads to a deeper layer with even more profound insights. The more I learn, the more I go jumping from and connecting one thought to another.

While surfing the web I came across Dove’s Real Beauty Sketches initiative and was blown away by this social experiment. I don’t know who came up with the idea, but the concept of letting an artist make two sketches of the same woman, one as she sees herself and one how she is seen by a stranger, is utterly genius and mind boggling. The results were fascinating; only 4% of women around the world consider themselves beautiful. The dove website says it all; “women are their own worst beauty critics.”

While I was thinking over on this insight, my monkey brain leaped to Sheryl Sandberg’s, Ted Talk video on Why We Have Too Few Women Leaders (she has recently translated these thoughts in her best selling book: Lean In.) In this, Sandberg explains that amongst others, one of the main reason why women progress less in the corporate world is that they are the own worst critics. According to her, when a man achieves a certain task, he screams it from the roof tops and gives high fives all around, whereas when a woman achieves a similar task, she still wonders what she could have done better.

So maybe women are not only their own worst beauty critics but also their own worst career critics. Maybe a boost of confidence is all they need, or maybe they need to see their achievements through the eyes of another. What do you think; are women getting in their own way by being too critical?

– Paul Keijzer

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Young Entrepreneurs: Taking Charge

iycfposter1_newinWhat do Steve Jobs, Sam Walton, Mark Zukerberg, Michael Dell, Sergey Brinn and my father all have in common? No, it is not that they all have been highly successful in building fortune 500 companies (my father build a modest Food and Beverage Distribution company in my hometown.) What they have in common is that they all started their ventures when they were in the early 20’s.

The question is being asked whether extensive experience helps in becoming a successful entrepreneur, and I am sure it has a significant impact. However, the list above shows that the people that really made it big didn’t have the experience, but they did have the idea, the obsession and the drive to succeed.

One of the main reasons that young entrepreneurs have been so successful is that they have got little to lose. They can go all out, take the risk, work as hard as humanly possible and if it doesn’t work, at least they can say they tried, learned from it and can try again.

As Mark Zukerberg says it: “There will never be a better time in your life to live your dream of entrepreneurship. Swing for the fences with a goal to add your name to the prestigious list above. If you fail, it will have been one of the best learning experiences of your life”

I read an article on Inc. with tips from America’s Coolest Young Entrepreneurs and picked out some important highlights:

  • Simplify Your Mission: “I would encourage other entrepreneurs to spend a lot of time boiling down what their business is, what it does, and what it represents. If you nail down a 60- to 90-second synopsis, that will pay a lot of dividends throughout the life of your business.”
    – Eric Koger, ModCloth
  • Ditch your safety net: “I lined up a job at Goldman Sachs. I thought I was pretty smart since this would give me a backup if the start up wasn’t working out. Looking back now, I realized that having that in hand was a reason not to push harder and higher. The day before the job started, I told them I wanted to pursue my own company. They thought I was crazy, but I think it has worked out pretty well.”
    – John Goscha, IdeaPaint
  • Be Nimble: “The landscape no longer changes every two, three, four years like it did in 2002. If you’re not quick on your toes, you will miss opportunities.”
    – Tristan Harris, Apture

And my favorite:

  • Don’t Go It Alone: “Surround yourself with an awesome team because you’re going to need them to overcome all the obstacles that come with starting a company. Lots of people have great ideas that they try to tackle by themselves, but I think it’s almost impossible to do everything by yourself.”
    – Emily Olson, Foodzie

I am sure there are a number of amazing entrepreneurs out there in Pakistan. People that have got great ideas but need a support network in order to make it big. I would love to contribute to the success of young Pakistani entrepreneurs. Men and women that have embarked on the journey of launching and growing their company, and in the process change their future.

I know that it can be lonely setting up a new company. Knowing whether you are taking the right steps, sharing your success and more importantly your failures so you can pick up the pieces and bounce back even stronger.

I want to reach out to aspiring young entrepreneurs that have recently started their own company, maybe have one or two other people working with them and are looking for companionship, counsel and a desire to be part of a larger group of like-minded people. If you are interested, send me a quick email at paulkeijzer@engageconsulting.biz and lets catch up and see how I can help you take your business / idea to the next level.

Go for it!

– Paul Keijzer

What Women Want … At Work

Female-workfoce-640x480There has been a lot of talk in the past about how to motivate ones employee to perform better and whether the motivational factors for women are different from those for men. The number of women being added to the workforce in Pakistan has increased considerably, enough to ask – how many of us actually make it to top ranking positions and stay there?

Employers may argue that they don’t have enough qualified and developed female employees to promote to top level positions. If that is the case, it should be the responsibility of organization leaders to invest in the female workforce and to create a corporate culture that appeals to top female performers. However, the question still remains: What appeals to the top female performers? What Do These Women Want… At Work?

According to an article by Dr. Romila Singh, “Corporate America has made huge strides in attracting top-notch female talent to their workplaces, but they rapidly lose them – not for gender-specific reasons, but gender-neutral reasons. Retention is closely tied to advancement: same for women as it is for men. What is Corporate America doing to close the revolving door for women?”

After decades of research, the question is no longer what women want or even whether their needs are similar or different from that of male employees. The question is: How do organizations ensure that they are indeed offering women the same things as they are offering men?”

Speaking to some of the top female talent in Pakistan’s corporate world, here are a few factors that came to light:

My Work Arrangements Should Be Flexible:

Flexibility is about an employee and employer making changes to when, where and how a person will work better to meet individual and business needs. Being in charge of work arrangements is something that greatly appeals to women. When balancing their personal and professional lives, women tend to favor having flexible options on how to manage their time.

According to an article I read in the economic times, written by Saundarya Rajesh, “Being able to allot some time to home-related activities even during the regular working hours, is the biggest ask from the side of the woman manager. Multiple flavors of flexible working abound – part-timing, flexi-timing, job-sharing, job-splitting, staggered work hours.”

My Work Should Be Meaningful:

In today’s world women are studying, pursuing their careers, raising children, running households and taking care of their spouses. It’s important for working women to feel and to know that what they do is meaningful. A female employee needs to feel that her time away from home and family is something that will yield her extravagant results in the future and is not going to waste. She also needs to feel that the organization depends on her and that she is valuable resource.

My Appraisal Should Be Fair:

One of the most important factors in understanding the right way to attain and retain female talent, is to understand that women don’t like to be discriminated against. The principal thought is “I am a woman, but don’t you dare hold that against me.” It’s important to note that every female in the corporate world wants to know that they are taken seriously and the playing field is leveled. A future pay raise, promotion, transfer, etc… should not be held back because the employer feels that being a woman, the employee needs to be tried and tested more.

“Never make the cardinal mistake of paying a woman less than her male counterpart.” According to Romana Khokar, Director at Engage Consulting, it is very important for a woman’s work to be appreciated by her family, colleagues should recognize the contributions and the organization should aim at consciously remove glass ceiling which prevent career progression.

Anushey Matri
(Marketing Manager, Engage Consulting)

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