tially a dirty word among women. Fels reports that mastery of a special skill and recognition from an appreciative audience are needed to cultivate ambi- tion. Tus, the well-documented lack of recognition that women receive for their accomplishments is a significant contributor to their stalled progress. Fels’ research also finds that
women tend to cede or deflect ambi- tion for a number of reasons including societal views of femininity, which result in women being punished for exercising ambition. For these reasons and others, many women abandon their ambitions during childrearing or when the challenges in pursuing their professional goals become particularly great. Complicating mat- ters is that ambition is a prerequisite to power that needs to be consciously sought and devel- oped. The con- straints that women face, coupled with many women’s discomfort with self-promotion or proudly accepting credit for their accomplishments, result in women trailing their male compet itors to the top. So perhaps it
What is at stake? A limited leadership pipeline devoid of talented women
Te current prescription for ambi- tion and power results in many lost opportunities for women and, in turn, their employers, who do not benefit from the transformative and performance-elevating leadership these women may bring to their organizations. For women approach- ing the upper echelons, they may not reach their full potential because they are fearful to articulate and pursue their higher aspirations. Mid- to senior-level women could support each other’s ambition but their failure to be
What can employers do to stop women’s silence about ambition and power?
CHANGE the rules of engagement by redefining the landscape so that ambition is thought of in terms of one who aspires to positions of leadership and influence—and not power in the conventional sense. It is no longer the stripes on the sleeve that matter—it is the ability to positively influence oth- ers through one’s leadership, actions, and words.
The constraints that women face, coupled with many women’s discomfort with self-promotion or proudly accepting credit for their accomplishments, result in women trailing their male competitors at the top.
is time to change the conversation and redefine what ambition should mean in light of what an inclusive, collaborative, and empowering work environment demands and needs. In fact, most male and female senior executives, general counsel, and managing part- ners today would more readily identify with being ambitious if it were defined as “an ardent desire to lead and influ- ence the actions of others” rather than “an ardent desire for rank, fame, and power.”
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public is likely inhibiting their ability to do so. And, junior women suffer the most as they lose the opportunity to benefit from role models. How can junior women position themselves for leadership when no path has been communicated or demonstrated to them? Additionally, the silence inhibits women leaders from becom- ing a critical mass, perpetuating the isolation and failure of many women to progress to the higher levels.
IDENTIFY women with leadership potential early and ensure they have the proper exposure to influential cli- ents and colleagues and the right assignments that will give them the experience needed to be elevated to the next level.
GROOM women leaders by placing them in influential leadership positions that give them the platform to exercise their ability to lead and develop a comfort level in this and other ambitious pursuits.
RECOGNIZE the successes of ambitious women leaders and make
their accomplishments public by encouraging women leaders to tell their stories.
PROFILE the paths of successful women and create a “leadership timeline” of the chronological steps they took and roles they played to get there.
Encourage women to BUDDY UP and promote each other’s successes. Te “independent” endorser lends
JANUARY/FEBRUARY 2013 DIVERSITY & THE BAR® 13
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