Leaning In? Leaning Out? The Hokey Pokey of Women s Leadership

Presenters Jane Elizabeth Brown One To World Shannon Kobran Teachers College, Columbia University Angela Yang Saddleback College Christian Wilwohl SUNY, New Paltz

The greatest untapped resource around the globe is not gold or oil but the female half of the population. Nicholas Kristoff

Why Are We Addressing This Topic?

We ve Come A Long Way But

The Numbers Still Don t Add Up

Gender Pay Gap Still Exists

Why Does the Salary Gap Persist? Women Don t Ask Negotiating Salary at First Post-Master s Job Men: 57% Women: 7% Salary Difference 7% or over $4,000

What A Difference An Ask Makes $30,000 Age 22 $25,000 Bank the difference in their salaries $600,000 Age 60

How About Higher Education?

Perceptions of Women in the Workplace

Region X & XI Survey

Regions X/XI Respondents Male 6% Male Female N = 120 Female 94%

Total Number of Students at My Institution 20,001 AND GREATER 16% 10,001 TO 20,000 21% 5,001 TO 10,000 23% FEWER THAN 5,000 41%

Experience in the Field 45% 10+ YEARS 25% 6+ TO 10 YEARS 12% 26% Years in the Field of International Education Years at My Current Institution 3+ TO 6 YEARS 18% 22% 10% 0-3 YEARS 42%

My Current Salary is $120,000+ 6% $90,001 TO 120,000 13% $60,001 TO 90,000 36% $30,001 TO 60,000 44% LESS THAN $30,000 1%

Gender of Leaders at Your Institution 31% THE PRESIDENT OR CHIEF OFFICER AT MY INSTITUTION IS 69% Female Male 64% THE HEAD OF MY DEPARTMENT IS 36%

Benefits at Your Institution PAID FAMILY LEAVE 32% 68% FORMAL MENTORSHIP PROGRAM 10% 90% SKILLS WORKSHOPS 28% 72% ON-SITE OR EMERGENCY BACK-UP CARE FOR CHILDREN 19% 81% No Yes ON-CAMPUS NURSING ROOM 36% 64% FLEXIBLE WORK SCHEDULE 47% 53% FINANCIAL SUPPORT FOR PROFESSIONAL DEVELOPMENT 14% 86% OTHER 38% 63%

Benefits You Would Like to See PAID FAMILY LEAVE 87% FORMAL MENTORSHIP PROGRAM 90% SKILLS WORKSHOPS 84% ON-SITE OR EMERGENCY BACK-UP CARE FOR CHILDREN 88% ON-CAMPUS NURSING ROOM 87% FLEXIBLE WORK SCHEDULE 91% FINANCIAL SUPPORT FOR PROFESSIONAL DEVELOPMENT 85% OTHER 60%

Perceptions of Women s Leadership at Your Institution I AM CONFIDENT I COULD RETURN TO A COMPARABLE POSITION AFTER AN EXTENDED LEAVE (EITHER AT MY CURRENT INSTITUTION OR ANOTHER). 22% 21% 57% 50% I WOULD BE COMFORTABLE LEAVING THE FIELD FOR AN EXTENDED TIME FOR FAMILY OBLIGATIONS. 18% 32% Disagree I BELIEVE MALE AND FEMALE LEADERS AT MY INSTITUTION ARE PERCEIVED SIMILARLY WHEN MAKING MANAGEMENT DECISIONS 16% 39% 45% Neither agree nor disagree Agree I BELIEVE MEN AND WOMEN ARE PAID EQUITABLY AT MY INSTITUTION 28% 33% 40% 22% WOMEN IN MY INSTITITION ARE GIVEN THE SAME OPPORTUNITIES AS MEN TO ADVANCE 12% 65%

Salary Negotiation 53% I NEGOTIATED MY INITIAL SALARY. 47% I HAVE SUCCESSFULLY NEGOTIATED SUBSEQUENT SALARY INCREASES. 74% No Yes 27% 69% I HAVE SUCCESSFULLY NEGOTIATED A TITLE CHANGE OR PROMOTION. 31%

Mentorship 60% I HAVE HAD A MENTOR. 40% I HAVE NOT HAD A FORMAL OR INFORMAL MENTOR BUT WOULD LIKE ONE. 42% No Yes 58% 44% I HAVE SERVED AS A MENTOR TO OTHERS. 56%

My Mentor was MALE 16% FEMALE 46% I HAVE HAD BOTH MALE AND FEMALE MENTORS. 38%

What is a Mentor?

Why Do I Need One? A great mentor ignites the talent. Mentors Invest in a long-term relationship with their mentee. Focus overall development and growth. Offer encouragement and support. Understanding their mentee s career goals and actively find ways to help them succeed. An employee with a mentor can earn between $5,610 and $22,450 more per year than employees who do not have a mentor!

I have experienced women in positions higher than me who have held me back from various opportunities, sometimes overtly and sometimes through subtle comments. It is sad to think that some of my greatest obstacles have been from other women. As women we need to constantly work on building each other up instead of breaking each other down. I have been forced to seek out male mentorship because men are happy to help me focus on my career and salary prospects. I have been received in a hostile manner by former female mentors when they learned that I had no interest in a family, almost as if we suddenly had nothing in common. I had a mentor. He was a man and extremely supportive and helpful. My current supervisor is a woman and she is not supportive and detrimental to any forward momentum.

Mentee Don t ask, "Will you be my mentor? Find a woman whose career path aligns with your goals and work hard to get noticed. Your mentor s time is valuable treat it that way. Come to her with thoughtful questions and be ready to discuss real challenges you re facing. Then listen carefully to her recommendations and report back on your progress. View feedback as a gift. Solicit her feedback whenever you can by asking specific questions like, How can I improve? and What am I not doing that I should be? The more you ask for and accept her feedback, the faster you ll learn. Build trust with your mentor. To build trust, always follow through on what you say you re going to do and always do your very best work. Mentor Find a woman to mentor it s never too early. No matter what stage you re at in your career, you can mentor another woman. Invest in your mentee's success. Make yourself available and take the time to understand her questions and give her thoughtful and thorough input. Ask your mentee for regular updates. Give open, honest input even when it s hard. Look for opportunities to give your mentee specific input for improving her performance and learning new skills. Whenever possible, share your input in the moment, when it s most effective. Don t just mentor sponsor! Endorse her on social media. Recommend her for a high-profile project. Introduce her to people in your network. Find ways to open doors for her and invest in her success.

Professional development and advancement strategies Landscape and reality of higher education Organizational structure - What ladder? Budgetary constraints Assessment and accountability Faculty and administration Should I stay or should I go?

Professional development and advancement strategies Professional goals Trends in international higher education Institutional mission and strategic plan Personal life

Professional development and advancement strategies Professional learning Professional action Professional advocacy

Professional development and advancement strategies Outcomes Success Opposition

Small Group Questions 1. Two initiatives that I would like to see be developed on this topic at the next regional conference are.. 1. When I am back at my campus/employer, one thing I will work on is..

Next Steps? Best of Region? Targeted Sessions at Region X Women s Leadership National Survey National Conference

Leaning In, Leaning Out? The Hokey Pokey of Women s Leadership