Практика Shadowing: Thinking Beyond Sheryl Sandberg's Lean In, with Jody Greenstone Miller | Big Think - Изучайте разговорный английский с YouTube

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Sheryl Sandberg and the cadre of women who are writing about the problems women have that are creating barriers for their success,
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Sheryl Sandberg and the cadre of women who are writing about the problems women have that are creating barriers for their success,
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whether it's confidence or it's being bossy or it is being perceived as somehow less friendly or desirable if you are successful,
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are all fine.
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These are not new ideas.
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These are ideas that have been around since Matina Horner,
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40 years ago, wrote her famous Fear of Success study where she showed
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that women were afraid of what success would do to them.
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And she did a fantastic research project where she asked women from very elite colleges
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and men from elite colleges to answer a prompt.
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And the prompt was, Jane finds herself at the top of her medical school class.
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And for men it was,
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John finds himself at the top of his medical school class.
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And the men would write about John's wonderful success and how he would prosper and have a wonderful family and wife.
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And the women would write things like,
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Jane will be torn limb from limb,
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she will be miserable for the rest of her life,
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she's never going to be happy.
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And based on this, Martina Horner said,
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women have an internal block that prevents them from being successful because they're afraid of its impact.
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Now, this was 40 years ago.
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So what we're hearing today from people like Cheryl is very much the same,
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that there are these internal things,
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there are societal perceptions, and that those are the real hurdles to women becoming true leaders globally,
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and leaders whether it's politics,
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whether it's nonprofits or whether it's corporate America.
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And I don't think there's anything necessarily wrong with that.
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And some of these I think are in fact real issues,
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but I don't think that's the real problem.
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I think the real problem is the way institutions are structured and the paths to leadership today,
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which require one kind of person to be successful.
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And that kind of person is the kind of person who makes the judgment that working and working
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at very intense ways that require sacrifices across many other elements of an individual's life
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is the way you will achieve success and they're willing to make that choice.
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And there's nothing wrong with that.
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The problem is many people,
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many of them are women,
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but many of them increasingly are millennial men,
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don't always want to exercise their talents in a way that it means sacrificing so much of the rest of their life.
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And so if we really want to tackle why there aren't more women in leadership
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and why maybe you will want different kinds of leaders,
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what I call a diversity of leadership that really is about a diversity of values,
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not just diversity of gender or race,
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you need to create alternative paths to leadership.
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And what that really means is what is the problem?
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If it's not leaning in,
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if it's not confidence, what's stopping women?
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I believe it's the fact that most jobs today at the very senior levels require an inordinate amount of time.
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It's not a mystery.
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It's not rocket science.
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It's that jobs today are structured to require people to work 80,
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90, 100 hours a week in order to achieve success in the organization.
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To me, that is both short-sighted on behalf of organizations,
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because I don't think they're are getting the best of people and they're limiting their talent pool,
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and obviously individuals who may desire to exercise their talents,
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if they're lucky enough to have them,
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to rise to the top in a way that they can do it with still allowing for other things in their life.
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I think you've got to re-examine how organizations are structured and rethink time.
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So when we think about time,
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the fact that people are working five days a week,
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eight, ten hours a day is actually relatively arbitrary.
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It's a holdover from the period of time when we were a farming culture.
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And you have to ask yourself, why does that matter?
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What matters is the amount of time we need to get a particular piece of work done
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and how we are going to apply talent against that.
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It's not as though there is a magic to working five days a week or six days a week,
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eight hours a day or ten hours a day.
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That's just what we're used to.
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This is not rocket science.
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It's not curing cancer.
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It's something that every individual manager and every company has the power to change.
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And the reason you want to change it,
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you want to think about changing it,
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is that you can expand your talent pool.
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There are a lot of people on the sidelines who have enormous talent,
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but they want to work differently.
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They want to work three months a year,
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not 12 months a year.
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They want to work four days a week,
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not five days a week.
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They want to work six hours a day,
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not 10 hours a day.
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There are all kinds of reasons that people have different time commitments that will work for them.
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And companies today are not flexible enough to understand how to accommodate
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and manage so that you can take advantage of this talent pool.
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And if you open your aperture to think about time differently,
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then you will find enormous resources available to you that were not available to you right now.
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So you absolutely will have greater communication cost,
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greater teamwork cost, but you will have such a loyal and productive talent pool inside of your company,
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that those costs, I think, are more than offset.
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And our experience has been that people who work 25 hours a week are the most efficient,
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the most focused.
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They know they have time to do whatever else they need to do in their life when they're not working.
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So when they work, they really work.
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If you hire somebody 40,
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50, 60 hours a week,
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the rest of their life doesn't go away.
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It just gets squeezed in.
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And so productivity is impacted.
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And I think you find that it affects both satisfaction because people always feel stretched and ultimately productivity.
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And so I feel from our experience
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that the folks who are working less than 40 hours a week are as productive
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and maybe more productive than the people who work more.
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Again, it's not right or wrong,
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but it's an ability to have a culture where not everybody has made the decision
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that I'm gonna put my head down
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and only focus on my work to the exclusion of other things in my life
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because I want to excel and I want to be a leader,
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you will be bringing in people who have made different choices
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but may have just as much talent and just as much ambition actually and just as much drive,
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they just want to do it in the smaller chunks.

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