FOREWORD
Marshall Goldsmith
"I decided it just wasn't worth it."
Too many gifted women have used this phrase to describe why they departed from major corporations and passed up seemingly spectacular career opportunities, leaving positions that may have seemed glamorous to the outside observer but that felt personally depleting to them. I hope the wisdom and insights the authors share in The Female Vision will change that situation by giving organizations a way to draw more fully on what women see.
The Female Vision draws on the latest research (comparing women's and men's perceptions) to illustrate why what women and men see can be so different. It presents myriad examples from today's challenging workplace to illustrate why these differences matter and how women's vision can make a signifi-cant, positive difference in the workplace.
Even more importantly, the authors provide practical suggestions that can help women increase the probability that their vision is not only recognized but also implemented in organizations. The Female Vision also provides organizations with guidelines on how to incorporate women's best observations into strategy and culture, building a comprehensive and inclusive vision for the company's future.
Most of the problems that led to the recent economic melt-down occurred in organizations dominated by men. These organizations illustrated classic stereotypical "male" behaviors, such as focusing on short-term profitability, a preoccupation with "making the numbers," and a devotion to short-term personal—rather than long-term corporate—wealth. Who knows? Perhaps organizations that embraced more women in strategic roles and recognized their broader vision would not have experienced the same degree of crisis. We all would have been better off!
The Female Vision represents the collaborative effort of two wonderful professionals, who are also good friends of mine, Sally Helgesen and Julie Johnson. The breadth and depth of knowledge and the years of experience that Sally and Julie bring to the party shine through the pages of this book. Sally's background in research and journalism is evident in the clarity and richness of the writing. She is a gifted interviewer and author who can weave insights from multiple sources—survey research, expert opinion, executive interviews, and personal experience—into a coherent and meaningful story. Julie is one of America's most experienced and respected executive coaches. She understands from the inside how senior female executives experience their work and has insights into what corporations can do to incorporate women's vision. She also knows what men are doing right—and what they need to change.
I believe that leaders at all levels, men and women, can benefit from reading The Female Vision. Men can benefit by seeing the world from a female perspective that shows why "different" doesn't have to mean "better." Women can benefit by learning how their personal experiences compare with those of other successful women and by gaining new tools to help them make a greater positive difference in the world.
As Sally and Julie aptly illustrate, the problems women face in organizations are rarely the result of male leaders being deliberately mean, callous, or indifferent. Most leaders want to do what's right, for women and for their organizations; they are less sure of how to leverage women's best skills. This book provides several examples of women's leadership programs that have good intentions, but not good results.
Writing this book took courage. Dealing with gender differences (no matter how sensitive the authors try to be) can always be controversial. My suggestion for you, the reader, is simple: Read this book with an open mind. Don't focus on what you disagree with or what you cannot change. Focus on what you agree with and what you can change.
With that in mind, I believe that The Female Vision can help both individuals and organizations create a more positive, inclusive, and effective future.
