July 2003 - The Communicator - Our FREE Monthly Human Resources E-Zine! Subscribe Today!

Do Men and Women Lead Differently?

Men and women have different styles when it comes to management, communication and thinking in general. There is no right or wrong - they are just different. The more you learn about these differences in the workplace, whether you are a male or female, the more you will be able to make the most out of your particular style and help develop the style of those around you.

The results of a major study of gender differences in organizational leadership revealed some interesting findings. Eighteen hundred men and women from the US and Canada were matched on organization, management level, job function and management experience. This particular study was conducted by Robert I. Kabacoff, PhD, Management Research Group, Portland, ME.

Major leadership difference uncovered :

While in many businesses there are demands for creativity, communication and people focus, there are still those other demands that deal with the cost and complexity of new equipment and technology. These different demands are pointing to a need for managers who can bring to bear all the leadership tools and styles. There is a need to recognize that there must be a sharing that takes advantage of the right person in the right position.

Bringing in new technology is also creating a demand for a different type of employee. There is a new mindset in the people who are stepping in to fill these new high-tech jobs. People today have different needs and are looking for working relationships that make them feel appreciated and involved while still providing the flexibility for a life/work balance. It is this added dimension which has created opportunities for people-oriented managers.

Because there are more women entering into the workforce in leadership and management roles, I believe that it is critical to the success of any business to not only understand the differences in men and women's leadership sytles, but to be able to capitalize on those differences.

*The Communicator* Volume V, Issue 7 July, 2003

IN THIS ISSUE: Make Recruiting a Top Priority Do Men and Women Lead Differently? Leadership Test Welcome Home! Recognition - the Daily Routine Debra's Calendar

Make Recruiting a Top Priority "Great managers don't wait for vacancies to open before commencing their recruiting process," says Gregg Van Wert, former NAPL president. "The business of recruiting must be practiced 365 days a year." This is a message that I have been writing and speaking about heavily in the last 6 months. Right now you should be evaluating your current infrastructure and making sure that it is solid enough to take you forward successfully once this economy turns around. Start by sketching out your organizational chart as it looks today, inserting the job functions and the person's name who performs each function. Next, get out the job description for each function and evaluate it. Is it accurate and up-to-date, or has the position changed slightly over the last year or so? Once you have made certain that the written job description fits the function required, then you need to honestly evaluate the person in that position. Are they totally fulfilling the requirements of that position? If not, why? Lack of training? Lack of knowledge? Just don't want to? You need to ask yourself - and answer honestly - have you created a job function around a person, rather than fitting the person for the function? In many situations this has happened. It is usually a slow transition that many times goes unnoticed. But the results of that function not being performed as required affects many aspects of the business. There are many reasons for slipping away from the job function required. Sometimes it is the introduction of a new piece of equipment that changes the dynamics of the operation and time was not spent reevaluating the effects of that addition. Other times, it is the perceived need to accommodate an employee. Before we know it, we are working around people's schedules, their skills or their attitudes and have lost sight of what the job function truly requires. The end result of this position erosion is a very weak infrastructure. It creates holes that other people must plug, which creates chaos, lack of efficiency and productivity. Ultimately everyone, including the business, loses. As you evaluate each person, decide if they fit the function or not. If not, why? Is it something that can be changed? If so, then implement a plan immediately with that person to make the changes. If it can't be changed, then it's time to replace that person for that position. If they can truly perform another position, then move them to that position. If they cannot, then remove them from the business. Period. By continuing to work around a person, rather than the function, everyone and everything suffers. Take action now to recruit. It is becoming more difficult each day to find good people, but it is only going to get worse. Having the right people within your infrastructure will be the linchpin to future growth and profitability. Deal with the hard stuff now. Your company's future depends on it. Resources to help you: Thompson's How To Series - The How To Series is designed to help you build a strong, competitive team. It includes 3 step-by-step workbooks and a CD-ROM that will take you through the process of hiring, developing and retaining only the best employees. TG & Associates Virtual HR Department - Our unique process assures success. Outsourcing your HR department allows for a stress-free environment that is conducive to success, teamwork and high productivity. Job Descriptions - Job Descriptions are one of the most valuable tools you will ever utilize when it comes to hiring and managing your people. Well-prepared job descriptions are a must-have for recruiting, interviewing, training and managing. Call TG & Associates toll free (877-842-7762). Back to Top

Do Men and Women Lead Differently? Men and women have different styles when it comes to management, communication and thinking in general. There is no right or wrong - they are just different. The more you learn about these differences in the workplace, whether you are a male or female, the more you will be able to make the most out of your particular style and help develop the style of those around you. The results of a major study of gender differences in organizational leadership revealed some interesting findings. Eighteen hundred men and women from the US and Canada were matched on organization, management level, job function and management experience. This particular study was conducted by Robert I. Kabacoff, PhD, Management Research Group, Portland, ME. Major leadership difference uncovered : Women scored higher on leadership scales measuring orientation toward production and the attainment of results, while men scored higher on scales assessing an orientation toward strategic planning and organizational vision. Women were seen as operating with more energy, intensity and emotional expression along with a greater capacity to keep others enthusiastic and involved, while men were seen as more likely to maintain a low-key, understated and quiet interpersonal style through the control of emotional expression. Women were rated higher on people-oriented leadership skills, while men were rated higher on business-oriented leadership skills. While in many businesses there are demands for creativity, communication and people focus, there are still those other demands that deal with the cost and complexity of new equipment and technology. These different demands are pointing to a need for managers who can bring to bear all the leadership tools and styles. There is a need to recognize that there must be a sharing that takes advantage of the right person in the right position. Bringing in new technology is also creating a demand for a different type of employee. There is a new mindset in the people who are stepping in to fill these new high-tech jobs. People today have different needs and are looking for working relationships that make them feel appreciated and involved while still providing the flexibility for a life/work balance. It is this added dimension which has created opportunities for people-oriented managers. Because there are more women entering into the workforce in leadership and management roles, I believe that it is critical to the success of any business to not only understand the differences in men and women's leadership sytles, but to be able to capitalize on those differences. Back to Top

Today's Mantra It's no longer about "She who has the most toys wins." The new mantra is "She who has the most JOYS wins!" Back to Top

Leadership Test To find out if you're a true leader, see if you possess these qualities: Leaders start projects by asking "What has to be done? Instead of "What do I need?" Leaders next ask "What do I have to do to make a real contribution?" The answer best suits the leader's strengths and the needs of the project. Leaders continually ask "What are my organization's purposes and objectives? And "What qualifies as acceptable performance and adds to the bottom line?" Leaders don't want clones of themselves as employees. They never ask "Do I like or dislike this employee?" But they won't tolerate poor performance. Leaders aren't threatened by others who have strengths they lack. Source: Peter Drucker, Forbes ASAP, Forbes Inc. Back to Top

Walk the talk If you preach teamwork, do you work well with others? If you ask your people to take risks, does your behavior match your words? If you recommend lifelong learning, do you attend seminars and keep up in your field? Managers who fail to practice what they preach lack credibility. Others won't follow their advice. Put this reminder on your office wall: Walk the Talk	Welcome Home! July 5th we received the welcome news that our son, ILT Jason Thompson, had safely returned home to Fort Benning, GA, after completing a 5-month tour of duty in Iraq. We are all delighted that he is back and are making plans for a get together as soon as possible.

Recognition - the Daily Routine Good managers remember to recognize and motivate employees. Great managers do it every day. Here are some proven methods for making sure that praising employees becomes part of your daily routine: Make employees a part of your weekly "to do" list. Add the names of the people who report to you to your list of goals to accomplish. Then cross off names as you praise them. Use voice mail. Rather than using it only to assign tasks, leave employees voice mail messages praising them for a job well done. Do it from your cellular phone on the way home. Write notes at the end of the day. Keep a stack of note cards on your desk where you can't ignore them. At the end of the day, take a minute to write thank-you notes to any employee who made a difference that day. At the beginning of the day, put five coins in your pocket. Then during the day, each time you praise an employee, transfer a coin to your other pocket. It may sound corny, but once you get in the habit, you'll start relying on tricks like this one. The Motivational Manager - Adapted from Inc. Magazine Back to Top

Debra's Calendar July 16-19 TG & Associates will be closed while Deb and Bill celebrate their anniversary in Newport Beach, CA July 23 PrintImage "Ask the Experts" Teleconference Hiring Tips for Printers August 2 Tucson, AZ Teambuilding August 5 Laguna Beach, CA Consulting August 6 Laguna Beach, CA Performance Group Facilitator September 11-12 Hilton Head, SC Consulting September 13 Hilton Head, SC Southeastern Photo Imaging Association Speaking: Helping Successful Leaders Get Even Better September 25-27 Chicago, IL PrintImage Annual Conference October 1 Chicago, IL Graph Expo Speaking: Hire the Right Person If Debra is heading your way and you would like to schedule your own in-house team building session or consulting, check out Debra's On the Road Specials, or call toll free 1-877-842-6672, or e-mail debra@tgassociates.com to discuss. Back to Top If you have anything you would like discussed in The Communicator, please let us know. The Communicator is intended to provide accurate information in regard to the subject matter covered. Advice received from here should be with the understanding that TG & Associates, LLC, is not engaged in rendering legal or other equivalent professional services. If legal advice or other professional assistance is required, the services of a competent professional person should be sought. TG & Associates, LLC, is not responsible for misrepresentation, misinterpretation, or misuse of the data contained in or derived from this system. ©2002, 2003. TG & Associates, LLC. All rights reserved.