COMMUNICATION AND NEGOTIATING SKILLS FOR

LEADERSHIP IN WOMEN

Mary Hooks, MDVanderbilt University

Danielle S. Walsh, MDEast Carolina University

United States of America

Equal Work for Equal Pay

Pay EquityWARNING: What you are about to see may make you very angry

Hopefully just enough to do something and not enough to make you want to give up…

Stating the Problem: Two Key Issues

The Pay Gap Equal pay for equal work – Not yet

The Leadership DilemmaSome attribute the pay gap to differences in

positions of authority or leadership BOTH are problems

Related Global & Domestic Issues

Health and survival: 96% of gap closed Education attainment: As above Political empowerment: Very large gap Child care Distribution of labor at home

Global Gender Gap Index 2010 Top 20

Four pillars: Economic participation & opportunity; Educational attainment; Health & survival; Political

empowerment Iceland: 0.86 Finland: 0.85 Norway: 0.84 Sweden: 0.84 Ireland: 0.78 New Zealand: 0.78 Denmark: 0.78 Philippines: 0.78 Nicaragua: 0.77 Switzerland:0.77

Netherlands: 0.77 Belgium: 0.77 Germany: 0.76 Lesotho: 0.76 Latvia: 0.76 S. Africa: 0.75 Luxembourg: 0.74 UK: 0.74 Cuba:0.74 Austria: 0.74

**Canada # 21; US #22

Trends & OutliersThe Bottom Ten:

Overall Economic ParticipationMali 0.58 0.57Morocco 0.58 0.41Cote d’Ivoire 0.58 0.55Saudi Arabia 0.57 0.34Syria 0.56 0.27Chad 0.56 0.68Pakistan 0.54 0.31Yemen 0.50 0.34

Trends & Outliers “Top Ten”:

Four Nordic countries have consistently held the top positions

Iceland, Finland, Norway & Sweden

From 2006-2012 Gap decreasing in 88% Gap INCREASING in 12%

Consistent Patterns of “Narrow Gap” Countries High literacy High labor force participation Low salary gaps Opportunities for leadership More shared participation in childcare More equitable distribution of labor at home Mandatory maternal AND paternal leave

Special Report: Women and Work, Economist, Nov. 26, 2011

Organization of Economic Cooperation & Development

Special Report: Women and Work, Economist, Nov. 26, 2011

Special Report: Women and Work, Economist, Nov. 26, 2011

Leadership Gap

Equal Pay for Equal Work

In U.S.:Women are still paid only 0.75-0.80/$1 of male

colleaguesMinority women:

○ African American: 0.64-0.71/$1○ Latina: 0.55-0.62/$1

Average monthly salaries in medicine for men and women

Male Female Pay GapUK Surgery £7686 £6123 20%Finland MD 5,107e 4347e 15%Thailand MD 41,358b 25,130b 39%US Surgery $290,000 $225,000 22%

WorldSalaries.org, Medscape.com

Repeatedly, differences persist even when correcting for hours work, years of experience, and specialty choice.

Academic Medicine:Faculty Rank & Per Cent Women

Instructor AssistantProfessor

Associate Professor

Full Professor

Total

Surgery 43% 25% 17% 9% 21%

21% of all surgery faculty are women

AAMC 2012

AAMC 2012

Factors Attributed to Differences Family responsibilities

Fewer hours worked/part-time statusSpecialty selection based on familyGeographical limitations due to family

Hostile work cultures Failure to negotiate compensation

Connally & Holdcraft 2009

What To Do We could all stay in Finland or another Nordic country Go home and work to close the gap Holding institutions and governments

responsible for reviewing salaries and closing the gaps by policy

Childcare programs, Maternity AND Paternity leave

What To Do Build programs that support women’s

career successIndividually, institutionally, and professionally

Negotiate for the Opportunities/PositionsPayResourcesSupport & Information

Negotiate at home

It Starts with You… Did you negotiate when you took your current

job, or were you just grateful/excited to get it?

Did you take the salary/benefits as offered or negotiate for something higher?

Her Place at the Table

Ruling out differences in age, education level, and work experience, men use negotiation to promote their own interests far more often than women do.

Left unchecked, disparities in negotiation quickly transform into pay and promotion inequalities

Kolb. Et al, 2010

Why don’t we ask? We are “trained” not to from an early age Taught to be “communal,” make

relationships a priority, and focus on the needs of others, not themselves. Chores - babysitting Toys - baby dolls and play kitchensAvoid conflict – keep fair/evenMimic behavior of older children and adults

These internalized traits lead us to Put needs of others above advancing career Fail to recognize opportunities for advancement Perceive negotiation as “conflict” – something to

be avoided and producing anxiety. Trained to placate rather than antagonize Prize interpersonal peace over personal gain

Not just the money Man negotiates for a high priority project

in the organization. Direct contact with leaders and key

personnelAdvantage to him next time a project or

promotion comes aroundOver time, the gap in advancement grows

In the employer’s best interest… Woman fails to advance - doesn’t ask Job is no longer challenging/satisfying She leaves Cost of replacement is significant –

150% of annual pay for professionals It is in the company’s best interest to

develop and promote women

Ideal Worker Person willing to put work before all else

Ability to manage crisis

Time to spend at work is unlimitedUnbounded meeting times and places

Demands of family, community, and personal life are secondary or at least rendered invisible in the workplace

1990 – Joan Acker

Two Generations of DiscriminationFirst Generation Clear-cut acts of

bias Blatant

discrimination Fewer resources Harassment

Second Generation Workplace culture Promotion policies Lack of

networks/mentors Hyper-scrutiny

How Can I Do It? Assume that everything about your working

life is negotiable. -Salary -Support staff-Schedules -Responsibilities

Point out to the supervisor that your success will be their successKnow in advance what motivates the boss, where

his/her needs are, and how you can help ensure you benefit each other

Choosing Projects Wisely Interest you Important to the department In line with your professional goals Avoid “invisible” work – lots of effort, little

credit Chief of Staff, 2nd in commandRepresent diversity on a committee Counseling too many students/junior facultyFixing problems for others before they happen

Choosing Projects - Watch For Appointments at a time of decline or problems “Interim or Acting” – might not get credit or

compensation

If say no, risk damaging political capital. Solution – negotiate the role – define it, how

rewarded, how assessed, duration, and what follows from it

Inherent Bias Entrepreneur applying for a job position Evaluate style, likability and competence Same resume - ½ “Heidi” and ½ “Howard”

Howard – genuine, likable, and more likely to be hired

Heidi - self-promoting, power hungry, and aggressive

Backlash Too aggressive – disliked, ostracized, and

unable to get what they want anyway. Women who negotiated for more salary were

viewed more negatively than men who did the same.

When women are seen as competent leaders, they are not liked; when they are liked, they are not respected.

How do you avoid this?

Heilman M, et al. Penalties for Success, 2004.

Avoidance is not the answer… Think not only of how you look when

you negotiate (aggressive), but how you look when you do not negotiate (passive).

Think of negotiation as a conversation leading to agreement!

Make It about collaboration

Appreciate the other side’s interests Joint problem solving Influence rather than coerce or demand Bring data when possible Use positive terms Say it with a smile!

Make it About the Institution Identifying pressing concerns or needs Lobby for responsibility to fix them

Negotiate the time, resources, and support to succeed

Turn “small wins” in to positive attention Make it about the good of the organization

The End Goal“At a completely fundamental level, power is the ability to change what it is people should even be thinking about or asking for. That is a level at which, if women actually attain power, then these struggles of getting an extra $10,000 in salary are going to be obsolete.”

JUST DO IT! Do it for yourself – because you deserve it Do it for future generations

The more we accomplish now, the easier it will be for them

Do it for your BOTH daughters & sons

Useful References “Special Report: Women & Work Closing the Gap

”, Economist; Nov. 26, 2011 or http://www.economist.com/node/21539928

AFL-CIO Dept. of Professional Employees, Fact Sheet 2010, Professional Women Vital Statistics, http://www.pay-equity.org/PDFs/ProfWomen.pdf

Global Gender Gap Indexhttp://www3.weforum.org/docs/WEF_GenderGap_Rep

ort_2012.pdf AAMC Data Book Tables,

https://www.aamc.org/data/databook/tables/