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GMH Senior Summit Breakout – Leadership Survival Skills

GMH Senior Summit Breakout – Leadership Survival Skills. Group Leader: Maria Klawe. Charge. Charge: How to be more effective leaders individually and collectively as women in our field? Process: Explored leadership challenges Discussed strategies and best practices.

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GMH Senior Summit Breakout – Leadership Survival Skills

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  1. GMH Senior Summit Breakout – Leadership Survival Skills Group Leader: Maria Klawe

  2. Charge • Charge: How to be more effective leaders individually and collectively as women in our field? • Process: • Explored leadership challenges • Discussed strategies and best practices

  3. Leadership Challenges 1 • Broadening perception of leadership beyond conventional styles • How do we achieve in the current landscape? • How do we evolve the landscape? • Extra challenges and responsibilities of being women leaders in our field • Managing enthusiasm to promote women/political correctness vs. readiness for new positions and responsibilities and development of the skills to succeed • How to decide when to take/seek new opportunities

  4. Leadership Challenges 2 • How to “feel” like a leader and place oneself within the technical, political, social framework • “Entitlement” issues • Role of women leaders in computer science with respect to furthering the representation and agenda of women in computer science • Energy management and burnout • Where are the “sugar mommies”? • How to encourage agencies to invest in maintenance of good outreach projects vs. seeding outreach projects • How to weather transitions successfully (going from one culture/institution to another)

  5. Strategies and Best Practices • What have you or others done to be an effective leader?

  6. Strategies and Best Practices 1 • “Power of rhetoric” If you want things to change, declare success about it • Raise visibility by having things be part of the language • Take time for reflection – leadership by introspection • Values: learning to be adaptive, flexible, agent for change

  7. Strategies and Best Practices 2 • Be able to articulate your vision in an easily understood way • Provides a focus for your leadership • Get a core group of people working with you • Buy-in is critical. • Build on people’s strengths and passions • Invest people in forwarding your/their agenda

  8. Strategies and Best Practices 3 • Be willing to lose openly and often • Accepting loss speaks to integrity and leadership • Use a group of key people in your life whose advice you trust • Be willing to change your thinking • To be a leader, you need to be able to get people to follow • You need to get people working together and engaged with a mutual agenda

  9. Strategies and Best Practices 4 • People follow leaders with vision • Vision must be simple, focused and compelling • Leader must do their homework • You must be able to sell your vision • You need to master when to use influence and when to use power • You need to know how to use both • Actions are at least as important as words • If you think something is important, you need to demonstrate it to your reports wrt your priorities, how you spend your time, etc.

  10. Strategies and Best Practices 5 • You need to be able to work in a number of different time scales • You need to be able to plan far ahead • You need to be able to manage both self-confidence and self-doubt • Take enough input to question yourself • You need to be able to create new leaders • Good organizations have bench depth

  11. Strategies and Best Practices 6 • Stay at the table – don’t give up on people or what you believe in • Leaders should listen • Be obliging in the way you refuse • You have to be respected even if you or your decisions are not liked • Be a role model for your organization • Interact with your staff consist in the way you want the culture to be

  12. Strategies and Best Practices 7 • Make your goals about your team’s success rather than your success • You need to get good at managing both up and down • With direct reports, it’s useful to foster communication among parties • Strategy: Each person can explain the other’s point of view • Value the idea and not just the status of the person who said it

  13. Action Items • Maria and Robin and Fran B. will organize leadership short-course, sponsored by IWT and available to senior women • Focus: Development of skills applicable to our day-to-day leadership roles • Summarize leadership challenges and strategies for senior women in computing • Susan and Fran A. will organize a senior women’s summit around the idea of women being catalysts for change in society • Focus: Strategies to use leadership to change society more broadly

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