In today's fast-paced professional landscape, the gender impact on various aspects of the workplace isn't just a talking point; it's a call to action. Research consistently sheds light on disparities experienced by men and women, from leadership roles and pay gaps to confidence levels and mentorship opportunities. But here's the exciting part: it's not just about recognizing these inequalities; it's about empowering women to reshape their internal self-models, boost their confidence, and boldly navigate their career paths.
“It is important to note that the self-doubt and hesitation that women internally experience stems from their external experiences!”
The Gender Impact on Leadership:
Leadership & Promotions: The Gender Gap Persists – Men often enjoy advantages and dominate senior roles, leaving women underrepresented in top-tier positions. Let's make this clear – we need more women in leadership! It's not just about fairness; it's about tapping into a vast pool of talent to drive innovation and success.
Confidence and Self-Promotion: Empowering Women's Voices - Research tells us that men often radiate higher confidence levels, giving them an edge when seeking promotions and career opportunities. In contrast, women may wrestle with self-doubt and hesitate to advocate for themselves. It is important to note that the self-doubt and hesitation that women internally experience stems from their external experiences!
Let's Talk About Resistance:
Even when women gather the courage to speak up, they are met with resistance. It's a peculiar phenomenon called "amplification." Women's contributions in meetings often require repetition by male colleagues to receive the recognition they deserve. This tells us that women's voices might not be as readily recognized or valued without reinforcement. We're working on changing this narrative.
Turn-Taking and Interruptions: Women are more likely to be interrupted in meetings, and their speaking time is often shorter than that of men. This demonstrates a gender bias in turn-taking dynamics. On the flip side, men's contributions tend to be acknowledged directly without the need for such amplification. This highlights an implicit bias that women's voices may not be as readily recognized or valued without reinforcement.
Credit Where Credit's Due: It's disappointing but true – women's ideas or solutions might not always receive the credit they deserve. Studies show that a woman's idea can be incorrectly attributed to a male colleague, reflecting stereotypes that women lack authority. We're tackling this head-on to ensure recognition matches contribution.
Tone Policing: Women's communication styles and tones are often scrutinized more than men's. Speaking confidently or expressing strong opinions can sometimes lead to negative perceptions. It's time to change the narrative and appreciate assertiveness regardless of gender.
Implicit Bias: It's important to acknowledge the presence of implicit biases that affect how both men and women perceive women's contributions in meetings. These biases are cultural beliefs about gender roles that need to be challenged.
The Impact of Gender Discrimination and Power Imbalances on Internal Self-Models and Confidence:
“Despite the challenges, individuals often demonstrate remarkable resilience. They develop coping mechanisms, seek support networks, and engage in self-affirmation practices to maintain or rebuild their confidence and self-esteem. ”
At the individual level, the impact of gender discrimination and power imbalances on internal self-models and confidence is profound. Gender discrimination often leads to the development of negative internal self-models, particularly in individuals targeted by such discrimination. It can lead to feelings of inadequacy and self-doubt, as individuals internalize stereotypes and biases.
Living with a power imbalance can also shape internal self-models, affecting both dominant and marginalized groups. The dominant group may develop a sense of entitlement and superiority, while the marginalized group may internalize feelings of inferiority and subservience. Intersectionality, where gender discrimination intersects with other forms of discrimination, further complicates internal self-models and confidence.
Despite the challenges, individuals often demonstrate remarkable resilience. They develop coping mechanisms, seek support networks, and engage in self-affirmation practices to maintain or rebuild their confidence and self-esteem. Addressing these issues through awareness, support, and systemic change is crucial in promoting healthier internal self-models and bolstering confidence for all individuals, regardless of gender or power dynamics.
So, What Can Women Do to Empower Themselves?
It starts with self-awareness… and it is an ongoing process. Psychology offers several effective strategies to challenge a negative self-model and become more assertive. Here are some evidence-based methods to help individuals on this journey:
Self-awareness: The first step in challenging a negative self-model is self-awareness. Recognize and acknowledge the negative thoughts and beliefs you hold about yourself. This awareness is essential for initiating change.
Cognitive Restructuring: Challenge and reframe negative thoughts. When you catch yourself thinking self-deprecating or self-doubting thoughts, consciously challenge and replace them with positive and constructive affirmations. Consider using CBT principles for this:
Cognitive Behavioral Therapy (CBT) is a widely recognized psychotherapeutic framework that targets unhelpful thought patterns and behaviors. In CBT, clients learn to recognize and challenge automatic negative thoughts (ANTs) and cognitive distortions, aiming to reframe them with balanced and rational perspectives. CBT is versatile and effective for various mental health conditions, focusing on the interconnectedness of thoughts, emotions, and behaviors to facilitate positive change in a relatively short-term, goal-oriented manner.
Assertiveness Training: Participate in assertiveness training programs or workshops. These can teach you effective communication techniques and provide opportunities to practice assertiveness in a supportive environment.
Continuous Learning and Skill Development: Invest in your personal and professional development. The more skills and knowledge you acquire, the more confident you'll become in your abilities. Consider workshops, courses, or training that can enhance your competencies.
Seek Support and Feedback: Connect with mentors, friends, or colleagues who can offer guidance, encouragement, and constructive feedback. A support network can help you challenge negative self-models.
Mindfulness and Self-Compassion: Practice mindfulness and self-compassion techniques. Mindfulness can help you stay present and manage anxiety, while self-compassion fosters a kind and understanding relationship with yourself.
Record Your Achievements: Keep a record of your accomplishments, whether big or small. Reviewing these achievements can remind you of your capabilities and boost self-esteem.
Empowerment, Together:
Change is an ongoing journey, and it's essential to be patient with yourself. With determination, support, and these strategies, women can rewrite their self-narratives and become proactive leaders. It's not just about empowering women; it's about strengthening the entire workforce by harnessing the potential of all individuals, regardless of gender. Let's make this happen – together!
What to read next?
Narcissistic leaders aren’t just difficult personalities; they’re often structurally embedded in organizations that reward confidence over competence and charisma over character. From high-growth startups to Fortune 500 boardrooms, these individuals may drive short-term results while quietly damaging the culture, draining team energy, and suppressing dissent.
This article offers a research-backed guide to navigating narcissistic leadership—equipping you with tactical strategies to protect your well-being, communicate effectively, and negotiate without losing your power or peace of mind.
Leadership during stable periods is often about maintaining momentum and optimizing existing systems. But when an organization is navigating change—especially after a period of poor performance or waning stakeholder confidence—it demands a fundamentally different kind of leadership. Political transitions, particularly when a new leader steps in after a predecessor with low public support, offer valuable lessons for business leaders facing similar turning points.
Research in leadership psychology shows that during times of uncertainty, the stakes are higher and the need for vision, adaptability, and trust-building intensifies. A new political leader must rebuild credibility, unify divergent voices, and re-establish a sense of direction—not unlike a new CEO stepping into a company facing cultural fractures or market skepticism.
Leadership is not about doing it all; it’s about enabling others to succeed and amplifying your team’s collective impact. As John Maxwell famously said, “If you want to do a few small things right, do them yourself. If you want to do great things and make a big impact, learn to delegate.” Scaling as a leader requires prioritization, delegation, and an unwavering focus on what truly matters. Here, we’ll explore strategies for scaling leadership impact, share insights from prominent business leaders, and highlight practical steps to elevate your leadership game.
Leadership is often tested in both the best of times and the most uncertain. The approach you take—proactive or reactive—can make all the difference to your team’s morale, your organization’s bottom line, and your ability to sustain success over the long term.
Proactive leaders anticipate challenges, seize opportunities, and drive change before circumstances demand it. Reactive leaders, on the other hand, respond to problems as they arise, often under pressure. Both approaches have their place, but consistently relying on reactive leadership can hinder growth and create instability.
As a leader, your brand is not just your title, achievements, or the company you represent—it is your reputation. It determines how people prepare for interactions with you, whether they trust your guidance, and if they want to follow your leadership.
But reputation is not built overnight. It is a strategic asset, shaped by every decision, communication, and relationship you cultivate over time. A strong personal brand can open doors, elevate your credibility, and give you a lasting competitive edge. Conversely, a damaged reputation can close opportunities and limit your influence.
Today’s business environment is more interconnected than ever. Organizations no longer operate in silos—they are part of complex ecosystems that include suppliers, partners, regulatory bodies, and communities. This complexity means that disruptions—whether geopolitical conflicts, supply chain failures, or economic downturns—require leaders to think beyond their own organization.
Meta-leadership is a strategic approach that enables leaders to foster cross-functional and cross-sector collaboration, ensuring adaptability, resilience, and proactive problem-solving in an evolving landscape.
In the business world, decisions are rarely made based on facts alone. Whether you’re negotiating a high-stakes deal, securing buy-in from stakeholders, motivating your team, or selling to clients, success often depends on your ability to tell a compelling story.
Storytelling is more than just a creative skill—it’s a strategic tool that builds trust, creates alignment, and inspires action. Research from Stanford University found that stories are 22 times more memorable than facts alone. This is because humans are wired for narratives; they engage emotions, simplify complex ideas, and make messages stick.
One of the biggest myths about executive leadership is that the higher you rise, the more autonomy you gain. In reality, the higher you go, the more people you must influence and the more stakeholders you must answer to.
At the Director level, you’re responsible for guiding your immediate team. As a VP, your sphere of influence expands to cross-functional peers and senior executives. As a CEO, you’re accountable to the board, investors, regulators, employees, and the broader market. With each step up, your success hinges not just on your ability to execute but on your ability to gain buy-in from a larger and more complex set of stakeholders.
We often talk about leadership as if it’s a function of skill: strategic thinking, technical ability, decision-making under pressure.
But here’s the truth backed by science: leadership lives and dies in relationships.
When organizations hire or promote leaders based solely on technical expertise or individual performance, they frequently overlook a critical dimension—relational orientation. That’s the tendency to build long-term, trust-based connections rather than operating on a purely transactional, give-to-get mindset.
It might seem subtle. But the difference shapes how people build teams, resolve conflict, motivate others, and create cultures of trust—or fear.
And in executive roles, this difference isn’t just helpful. It’s foundational.
There’s a pattern I’ve seen too often in fast-growing companies—especially small to midsize firms scaling quickly.
A team doubles in size. Revenues climb. The pressure to execute is intense. In the middle of all this momentum, high-performing employees get promoted. It makes sense. Reward performance. Recognize drive. Put people in charge.
And it works—on paper.
But soon enough, cracks begin to show.
In the intricate web of corporate hierarchies, it's not just technical prowess that propels individuals up the ladder of success. It's a blend of power, influence, and an astute understanding of political dynamics that truly sets the stage for career advancement. In this blog post, we delve into the world of political skill and its significance in organizational growth, leadership, and the art of negotiation.
In today's fast-paced professional landscape, the gender impact on various aspects of the workplace isn't just a talking point; it's a call to action. Research consistently sheds light on disparities experienced by men and women, from leadership roles and pay gaps to confidence levels and mentorship opportunities. But here's the exciting part: it's not just about recognizing these inequalities; it's about empowering women to reshape their internal self-models, boost their confidence, and boldly navigate their career paths.
Women remain significantly underrepresented in C-level positions, where they held only 6.6% of CEO roles in Fortune 500 companies in 2021, while their representation in executive officer positions other than CEO was around 21.2%, with the underrepresentation particularly pronounced among women of color.
Women's representation in male-dominated industries varies by sector and role. In the US, women represent approximately 28% of the overall STEM workforce, 29% in senior management in finance and banking, 10% in construction and engineering, 24% in aerospace, and 25% in IT. Women represent around 20% of the oil and gas sector and 37% in the legal profession. In the film industry, they account for about 31% of speaking characters in top-grossing films.
What can we do about it?
Here are my top career strategies….
This week I’ve been having many conversations about asking for your worth in Negotiations, and I wanted to share some thoughts of encouragement for people struggling in this area. The main problem is not that people aren’t giving you what you are worth; it’s that you don’t understand what you are worth enough to ask confidently! It is essential to realise that this is a common fear, especially among women and minorities (people in ‘lower’ power positions in society). In knowing that this is a common fear, don’t take it personally. There is nothing wrong with you that you experience self-doubt. But, feeling the doubt is not the way out of it…. So let’s talk about how to minimise self-doubt by becoming more critical regarding of the voices that you allow to impact your actions.
Finding resources for helping women succeed in their professional lives can be difficult as strategies that men use do not always translate well to women. Consider that in 2018 the Global Gender Gap Report by the World Economic Forum estimates that we still have 108 years to close the global economic gender gap, while research continues to find systematic gender bias in the way that individuals interpret female behaviours at work.
Negotiation is an intricate dance of strategy, psychology, and communication. It’s a skill that defines outcomes in business, personal relationships, and professional growth. Among the many dynamics shaping negotiations, one factor consistently stands out for its influence: the first offer.
As negotiators, understanding the significance of the first offer is crucial to steering the conversation in your favor. Let’s dive into the science and strategies behind this powerful tool.
“You get what you negotiate for, not what you are worth.”
This philosophy underpins my approach to negotiation training. While talent and worth are essential, the outcomes you achieve depend on preparation, strategy, and the ability to navigate relationships effectively.
When I started exploring the science of negotiations, I became interested in interviewing expert negotiators to comprehend the intricacies of real-world negotiations. These interviews informed my lens on the subject and laid the foundation for how I apply to train negotiators. Among the lessons learned, the central tenet that has remained steadfast is expert negotiators consistently employ relationship-based negotiation strategies.
Negotiation is an intricate dance of words, strategies, and human psychology. As negotiators, we often navigate through a web of influencing factors that can make or break the deal. Amidst the myriad of elements shaping negotiation dynamics, one stands out with consistent influence—the first offer.
The Weight of the First Offer IN a Negotiation
Numerous studies, including works by Galinsky & Mussweiler (2001), Kristensen & Gärling (2000), and Ochs & Roth (1989), underscore the profound impact of the first offer on negotiation outcomes. A meta-study by Orr and Guthrie (2005) revealed a strong correlation of .497 between initial offers and final negotiation results. In simpler terms, this implies that nearly 50% of the influence on the final offer can be attributed to the impact of the first offer. This emphasizes the pivotal role that making the first offer plays in the negotiation process.
But what exactly is a first offer? In the realm of negotiations, it is a proposal, a plan, or a suggestion—more than just words, it's a strategic move.
Negotiations are a fundamental aspect of business, requiring a delicate balance of collaboration, trust-building, and compromise. However, the presence of narcissistic traits in individuals involved can significantly impact the negotiation process. This blog explores the intricate dynamics between narcissism and negotiations, shedding light on research findings and providing practical tips for dealing with narcissistic counterparts.
Understanding Narcissism in Negotiations
Narcissists, characterized by traits such as selfishness, lack of empathy, the pursuit of higher status, and fragile self-esteem, present unique challenges in negotiation scenarios. Unlike the collaborative and trust-building nature of negotiations, narcissists tend to focus on personal gains, often neglecting the long-term collective benefits.
Negotiations can be intense, and at times, aggression may rear its head. It's crucial to distinguish between productive anger and detrimental aggression in these situations. While anger often stems from boundary issues, aggression seeks forced compliance. When faced with aggression, adopting a strategic mindset is key to maintaining control over your behavior and ensuring a favorable deal outcome.
Here's a roadmap for effectively handling aggression during negotiations:
1. Cultivate an Assertive Mindset
Before diving into the negotiation arena, establish an assertive mindset. Clearly define your goals and limits for the interaction. Avoid mirroring aggression, as this can fuel a negative spiral. Instead, strive to comprehend the underlying reasons behind the aggression, paving the way for a more constructive conversation.
Negotiations can be a challenging terrain, testing your skills, adaptability, and, perhaps most importantly, your mindset. In the world of negotiation, two predominant mindsets prevail: the growth mindset and the fixed mindset. Understanding these mindsets and how they relate to receiving feedback is key to becoming a more effective negotiator.
The Growth Mindset vs. The Fixed Mindset
Growth Mindset: Those who embrace a growth mindset believe that abilities and intelligence can be developed and expanded through effort, learning, and perseverance. They see challenges as opportunities for growth and view failures as stepping stones toward success. In negotiations, individuals with a growth mindset are more likely to welcome feedback, adapt to new strategies, and view criticism as a chance to improve.
Negotiation is an art, and like any craft, it can be honed and perfected with time and practice. If you're looking to enhance your negotiation skills and become a more effective communicator, you're in the right place. In this blog post, we'll explore practical steps you can take to elevate your negotiation prowess.
1. Read and Learn:
One of the most accessible and enlightening ways to improve your negotiation skills is by reading and learning from experts in the field.
In the world of negotiations, emotions are a constant companion. In our previous blog post, we explored strategies for dealing with the emotions of others, emphasizing the importance of empathy, active listening, and respect. Now, in part two of our series, we're shifting our focus inward and addressing the often-challenging task of managing your own emotions during negotiations.
Part 2. How to Deal with Your Emotions
1. Don't React from Anger:
Anger is a powerful emotion that can cloud your judgment and hinder constructive communication. Reacting angrily in a negotiation can be counterproductive and may even harm your reputation.
Negotiations are dynamic interactions that involve more than just facts, figures, and strategies. Emotions often come into play, and understanding how to navigate these emotional landscapes can significantly impact the outcome of a negotiation. In this two-part blog series, we'll delve into the world of emotions and negotiation, focusing on both how to deal with the emotions of others and how to manage your own emotions during these critical conversations.
Part 1: How to Deal with the Emotions of Others
Imagine you're in a negotiation, and your counterpart is clearly displaying negative emotions. They might be angry, frustrated, or upset. How do you defuse the situation and effectively handle their emotions? Here are some strategies
In the North American context, negotiations often involve individuals from diverse backgrounds, including visible minorities. However, these negotiations can pose unique challenges, especially when individuals find themselves in low-power positions. To address these challenges, it's essential to consider the role of mindset, cultural norms, and strategies for achieving positive negotiation outcomes.
1. Mindset Matters
From my experience, it's important to highlight that the perception of low power, rather than actual low power, can significantly impact negotiations. For individuals who belong to visible minority groups, adopting a mindset of being "grateful" can sometimes be detrimental when it hinders their ability to assert themselves. It's crucial not to mistake complacency for genuine gratitude.
When it comes to the workplace and negotiations, many of us aim for a cooperative approach, hoping to reach mutually beneficial agreements. However, have you ever taken a moment to reflect on the gender dynamics that might be at play during these negotiations? It's a crucial aspect that often goes unexamined. Understanding and addressing gender biases in negotiations can lead to fairer outcomes and more productive relationships.
The Unseen Bias
Gender biases in negotiations can be subtle and often overlooked. To ensure you're aware of and can rectify these biases, here are some strategies to consider:
Are you gearing up for a salary negotiation? You're not alone. Negotiating your salary is a pivotal moment in your career. It's your chance to secure the compensation you deserve and take your professional journey to the next level. Whether you're entering a new job or advocating for a raise, understanding the dynamics of salary negotiations is crucial.
In this guide, we'll explore salary negotiations from a unique perspective, considering the power dynamics at play and strategies to achieve an integrative outcome. From assessing what's negotiable to fostering trust and navigating conversations effectively, we'll equip you with the tools and insights needed to master this essential aspect of your career.
Navigating the Emotional Landscape of Negotiations
Negotiations are an integral part of our lives, seeping into the intricate fabric of our personal and professional relationships. Whether you're in the workplace or navigating the intricacies of everyday life, negotiations are the threads that weave agreements, understanding, and the course of action between organizational departments. These human interactions are a blend of aligning interests, sparking cooperation, and at times, igniting a hint of competition. Yet, amidst this complex tapestry, one element consistently takes center stage: emotions….
The Power of Positivity: A Balancing Act
In the realm of psychology, a fascinating discovery unfolds – the role of positive emotions as a buffer against the onslaught of negative emotions. It's like having an emotional shield that helps safeguard our cognitive and social well-being. But as with all things in life, balance is the key.
Negotiations are a fundamental part of our lives, both in the workplace and beyond. We negotiate to reach agreements, understand others, and shape the course of action within and between organizational departments. These complex human interactions involve aligning interests, eliciting cooperation, and, at times, sparking competition. But what often takes center stage in negotiations is the role of emotions, shaping outcomes at both individual and interpersonal levels.
Understanding Emotions in Negotiations
A burgeoning body of research is delving into how emotions, particularly expressed emotions, influence negotiators' attributions and behaviors. This new field explores the nuances of emotional expressions and uncovers their social functions within the realm of negotiations…
The Role of Anger: A Double-Edged Sword
Now, let's zoom in on the potent emotion of anger and its role in negotiations. Anger can be a game-changer, but it's a double-edged sword.
Negotiations are a dynamic interplay of interests and emotions, a complex dance where individuals strive to reach their goals while navigating a web of social interactions. If you've ever wondered how emotions fit into the puzzle of negotiation, you're in for an eye-opening journey into the fascinating world of emotional expressions and their social functions.
In the realm of psychology, there's a theory known as the social-functional approach to emotions. It's like a roadmap for understanding how emotions play a crucial role in helping us adapt and thrive in our social environment. So, what does this approach tell us, and what implications does it have in the professional realm?
In this Lunch and Learn, Dr. Brooke Gazdag and I answer your questions on negotiations and emotions! First, we talk about how to deal with other’s emotions, and provide a structure for how to de-escalate conflict (unfortunately this part of the Lunch and Learn cannot be shared on video due to a technical issue, however, the content is summarized) and respond to other’s expressions of anger, aggression and defensiveness (first and second video). Then we talk about how to navigate your own emotions and express them strategically (third video).
In this Lunch and Learn, Dr. Brooke Gazdag and I answer your negotiation questions! First, we talk about how you can become more aware of your own gender biases (first video), and then explore how to navigate stereotypes (second video). Finally, we provide tips on how to become a better negotiator (third video).
In this Lunch and Learn I talk with Dr. Brooke Gazdag about negotiations and we breakdown common negotiation beliefs that limit professional’s ability to reach optimal outcomes (first and second video). We also explore how COVID-19 impacts negotiation dynamics in the Q&A and provide tips that professionals can start doing to better position themselves for successful post-COVID negotiation (third video).
What if some of the most valuable leadership lessons weren’t found in executive programs or strategic frameworks—but in the way a kindergartener explores the world?
A colleague recently shared a story: When asked what they would change about themselves, adults focused on physical traits—height, weight, appearance. But young children gave very different answers. They said things like “wings” or “the ability to fly.”