CafecitoSummer Institute 2013

Carlsbad, San Diego

July 17, 2013

Ofelia Ceja-Lariviere, CALSA President Yvette Irving, CALSA Regional

Representative Dr. Irella Perez, CALSA Regional

Representative Dr. Nancy Carroll, Regional Representative Socorro Shiels, CALSA Director of

Mentoring Shawn Hetherman, Sodexo Director

Business Development Elizabeth Zamora-Mejia, Legal Counsel

Atkinson Andelson, Loya, Ruud & Romo

HERMANAS LEADING NETWORK

9:00 am to 9:15 am (Ofelia) Welcome Introduction (Quick show of hands of level positions and location)  9:15 am to 9:25 am (Elizabeth)Presentation of data showing need to support Latina’s in their leadership journey 9:25 am to 9:40 am (Yvette) Presentation of our network, 3 phases 1.) Background, Mission, Initiatives   2.) Implementation of Initiatives   3.) Monitor and Measure success for sustainabilityInclude 2012 Survey response as appropriate 9:30 am to 10:00 am (Irella) Homework statements, calendar and one or two very short inspirational testimonies 10:00 am to 10:10 am (Shawn) PIE presentation – Overview or Example of Future Personal Development 10:10 am to 10:30 am (Socorro) Group Discussion – in remaining time seek comments, suggestions, thoughts from groupClosing - recapping  Final remarks

Agenda

“In the future, there will be no female leaders. There will

just be leaders.”

-Sheryl Sandberg, COO Facebook

• U.S. Fortune 500 chief executives: 2.4% Female

• Overall corporate executives: Less than 15% Female • Female managers' earnings: 78 -87 cents for every $1

earned by male managers

Female Underrepresentation in Management

WHY Are Women so underrepresented in Education Leadership?

Female Underrepresentation in the Superintendency

Latino v. Latina Superintendents

in CaliforniaLatino 73%Latina 27%

Superintendents in California

Non-Latino/a 92%Latino/a 8%

Jessie Ceja

DISSERTATION DOCTOR OF EDUCATION

in EDUCATIONAL LEADERSHIP

at CALIFORNIA STATE UNIVERSITY, SACRAMENTO

SPRING 2013

BARRIERS, RESILIENCY, LEADERSHIP, MENTORING AND NETWORKING: FACTORS INFLUENCING THE ASCENSION OF LATINO/AS TO THE SUPERINTENDENCY OF PUBLIC SCHOOL DISTRICTS IN CALIFORNIA

Primary Barriers reported in the ascension of Latinas to the superintendency

• Lack of networking and socialization skills • Lack of mentors/role models• Latina superintendents face gender barriers in

addition to race/ethnicity barriers

Primary Barriers :Networking

Male superintendents:• Have more

opportunities for networking and bonding

• Form more informal relationships to help their careers

Jessie Ceja, Dissertation (2013)

“Latina women are less likely to be appointed to the superintendency because they have been unable to build strong and informal job contact systems based on professional relationships.”

A Persistent Barrier

Jessie Ceja, Dissertation (2013)

• Mentoring, networking, and peer support groups

• Latina superintendents who are the “glass-ceiling breakers” should mentor those aspiring to be superintendents

Key Factors allowing Latina Administrators to overcome barriers

PHASE ONE: HISTORYPHASE TWO: IMPLEMENTATIONS IN 2013-14PHASE THREE: SUSTAINABILITY

MISSION:  To increase the number of Latinas successful women in the higher ranks of education serving students GOALS: To deliver content focused on personal development that is

relevant to our women members. To create an environment that encourages women to be bold and

take calculated risks. To provide events (in person & virtual), that promote networking

among our women members.

Overview of Latina Leadership Series

Review of Survey Results

CALSA Latina Leadership Series Interest Survey

August 2012

Demographics

1. Which title best describes your current position?

Superintendent

Cabinet Level

District Administrator - mid level

Site Administrator

0 10 20 30 40Percentage

2. How many years have you been in your current position?

0-2 years

3-5 years

5-7 years

7+ years

0 5 10 15 20 25 30 35 40 45

74% are currently Site or District Administrators

70% have < 5 years in their current position

Percentage

Demographics

3. Which best describes your current district demographics?

53%

26%

21%

UrbanSuburbanRural

4. Which best describes your current district size?

Small <1,000

Mid-Medium 1,000-5,000

Medium 5,001 -15,000

Mid-Large 15,000-25,000

Large 25,000+

0 10 20 30 40

Percentage

Demographics

5. How many total years have you been in education? (both teaching and administration positions)

2%

22%

31%10%

35% 6 to 9

10 to 15

16 to 20

21 to 25

25+

Number of Years:

6. What is your gender?

Female

Male

The group representing 21-25 yearshas the smallest representation at 10%.No one reported <5 years.

County Office

Professor

Site Administrator

Consultant

District Administrator

Cabinet Administrator

Superintendent

0 5 10 15 20 25 30 35 40 45

Long Term Plan

Demographics

7. What is the next step in your career? (short term plan)

8. What is your final career objective? (long term plan)

Percentage

43% aspire to become Superintendent. An almost equal percentage aspire to Cabinet Administrator (20%) as those who want to be Consultants (19%).

9. Which area would you say you are most skilled in?

Demographics

Teaching & Learning

Student Services

Human Resources

Business

Technology

0 10 20 30 40 50 60 70Percentage

10. Please rate your level of interest in the following topics:(Most Interested)

Building & maintaining community support

Mitigating opposition and conflict in tough discussions and decisions

Becoming politically savvy

Reaching consensus in difficult times

Creating meaningful relationships with your school board

Networking for meaningful leadership

Somewhat In-terestedVery InterestedTotal

When combining SI & VI responses, effective networking is most desired. When reviewing just VI responses, mitigating opposition & conflict ranks highest. The greatest interest lies in developing networking, influencing and diplomacy skills.

Developing an outstanding application packet

Asessment of readiness for the next career move

Availing oneself of resources available

Preparing for the next career move & positioning for future moves

Navigating racial & ethnic identity and politics

0.0 10.0 20.0 30.0 40.0 50.0 60.0 70.0 80.0 90.0100.0

Somewhat Interested

Very Interested

Total

10. Please rate your level of interest in the following topics:

(Moderately Interested)

Participating in mock interviews

Preparing for interviews

Connecting with search firms

Securing the assistance of a mentor(s)

How to reasearch a district

Negotiating your salary or contract

0.0 10.0 20.0 30.0 40.0 50.0 60.0 70.0 80.0 90.0

Somewhat Interested

Very Interested

Total

10. Please rate your level of interest in the following topics:

(Least Interested)

2013 August September - Latina Leadership Recruitment Reception -

South and North October 17 - ACSA / AASA Woman in School Leadership

Forum November 6-9 - ACSA Leadership Symposium December 2014 January - Focus on Results - Latina Leadership Forum February March - International Woman’s Day - Latina Leadership

Event - South and North April 2-5 - Anaheim - CABE May June July 24-25 - CALSA Leadership Institute (up North)

Calendar of Events

Your Personal Brand Equity & PIE

sodexoUSA.com

Over 10 years ago, Sodexo started on a journey to increase Diversity and Inclusion throughout the organization. Globally, our CEO is committed to elevating women & persons

of color in our organization

Helps differentiate us from our competitors

Helps us to become an employer of choice

We use Mentoring and Network Groups as a way to support our diversity efforts and provide a positive forum for professional development.

Our mission: To Improve the Quality of Life Where We Operate 27

Why Sodexo?

28

Today, we are a recognized leader in Diversity and Inclusion

Profiles in Diversity Journal• Diversity Leader Award • Innovations in Diversity

DiversityInc #1• African Americans (#1)• Asian Americans (#10)• Executive Women (#3)• Global Diversity (#5)• Latinos (#4)• LGBT employees (#5)• Recruitment & Retention (#2)

Every successful brand is built around a central, compelling idea. An idea that has real value for the organization and its stakeholders alike. Brand strategy is key to unlocking

that value and crafting a powerful strategy that delivers results.

The Brand Called You

30

• What makes you Different ?

• How do you Market yourself ?

• What’s your real Power? Or Added-Value?

• How’s Your Brand Doing?

• The PIE MODEL examines the relationship between 3 key dimensions that impact an Individual’s career

• P erformance

• I mage

• E xposure

31

The PIE MODEL

• P is the table stakes-- fundamental

• I & E critical to creating alliances regarding personal value proposition

• Fit and comfort are about I & E

• I & E more critical as you progress up the career ladder or across the growth lattice

• Correct balance for proper positioning

• E is driven by relationships32

Why is PIE Important?

What are you known for ?

• What is your personal business brand?

• Have you taken time to create your personal brand identity and share that with others?

• Do you understand how your current personal brand is impacting your Performance, Image and Exposure?

• Do you feel your Image is impacted by stereotypes?

• Would you like to be more visible?33

Pie Assessment

34

What aspect of PIE did he miss?

“Fortune does favor the bold and you’ll never know what

you’re capable of if you don’t try.”

-Sheryl Sandberg, COO Facebook