5 Ways To Pull Other Women Up Without Overcommitting

The mid-career and senior women leaders I work with have busy lives. Many of them are mothers, so in addition to their demanding full-time jobs, they’re also responsible for the lion’s share of the household management duties—what I like to call "the third job." They’re the primary communicators with the school and childcare professionals in their lives. They make sure dogs are walked, that everyone is dressed in clothing approaching the right size, and they figure out how to minimize the impact of the family tornado in their living quarters (although this is typically the first area to go in over-scheduled times).

When we dig into their values and priorities, one of the conflicts we uncover is that they are deeply committed to advancing women leaders and supporting the more junior women at their organizations, and yet they have no clue how they can add commitments into their lives without teetering into overwhelm.

There’s already no room in my life. How will I fit this in?

That’s when we look at the challenge in a new way. Pulling other women up doesn’t have to mean attending weekly networking events, taking on a mentor, creating your own Feminist Fight Club group (though that’s just plain fun) or securing a board position at a nonprofit. There are many new choices we can make WITHIN our existing work hours that will do more to support and advance women’s careers.

Here are 5 ways to get started:

1. Be generous with feedback.
It can be tough to give feedback, but it is a critical method of learning for adults—so it’s worth it. When you can offer both praise and critique for specific behaviors and actions, your employees and colleagues are given an opportunity to improve in their roles and also become less resistant to accepting feedback when it comes from other members of the team. Sometimes as women we fear not being "nice" when we give feedback. I turn that around to say: "You’re not being nice by withholding feedback that could be useful and advance someone’s career!"

2. Spread the love of office housework equitably.
How many meetings have you walked into where one of your male colleagues asks a woman at his level to put the bagels out on the tray? What’s so hard about dumping said bagels onto a flat surface? When you notice that the women on the team are always the ones who take notes at meetings, plan team outings or organize the giveaway tchotchke closet—speak up and let your male colleagues know they can/should also bear responsibility for these tasks. If you see women constantly volunteering for things like this, go back to step one and give them feedback. When women spend their extra time on these activities, they can miss an opportunity to step into more strategic work that could get them promoted, in turn thwarting our goal of getting more women into positions of power.

3. Call out bias when you see it.
Where there are humans, there is bias. We look at life through the lens of our own unique set of experiences, and with that our propensity is to create our future experiences based on what we know. That’s why it’s critical to have a diverse set of voices speaking at the same volume in the room—so we have a variety of lenses and data sets feeding into the greater whole. Too often, organizations don’t exhibit that level of diversity, and a culture of bias takes root that is tough to challenge and expose. But if you are a woman with a respected voice in an organization, and you see another woman being overlooked for a role or promotion because of some kind of bias, do the right thing—speak up. Share your POV with trusted male colleagues who will support you and stand with you to untangle these institutional biases.

4. Courageously be the model of work-life balance you want to create.
If you need to leave work at 5 to pick up your child at 6, if you’re managing a chronic health concern or you’ve set a goal to get your butt to the gym in the evening because it refuels you for the next day—honor your commitments. Those boundaries DO NOT make you less valuable. Have the hard conversations with your superiors about exactly what you need to perform at your best, and don’t feel you have to explain why. When you step into this courageous space of advocating for yourself and acknowledging your non-negotiables, you are clearing the path for other women to do the same. When the fear comes up in the asking, know that this is not only about you and your life—you’re taking a stand against the rigidity and face-time you’ve faced in your career while also paving the way for others to feel like it’s possible to succeed in both career and motherhood.

5. Participate in women’s networks when possible.
Some of the most rewarding moments of my digital marketing career came through my participation with the Women’s Network, WIN, at American Express. I connected with many more senior women than I ever would have in my role. Seeing them and learning from them helped me to see what was possible. If you are mid-career or a senior leader in an organization that has a women’s network, find some way to participate that resonates for you. You don’t need to volunteer to take on a second full-time job or plan the group’s largest event. You can speak on a panel, take part in speed mentoring or do your part to show that although we’re not there yet, it is possible to make strides toward equity and a meaningful career.

In order to make changes in our organizations, it’s critical to participate in a way that works for each of us individually. If you jump in up to your ears and raise your hand to run every powerful committee, you will burn out and resent the work. Choose a way to engage that will bring you energy and momentum—and also inspire you to sprinkle these same behaviors into other areas of your life. For me, this means listening to a room full of women who were flattened by their organization’s town hall featuring a panel of all white men and acknowledging "You’re right. Representation matters. Keep exposing what should be obvious by now. Continue to share your voices and find allies who will help you amplify them. This is possible. Let’s do it together." Because it is, and we will.

How To Create Your Own Super Secret Annual Review

Annual reviews bring up a mix of complicated feelings.

Doubt, guilt, fear, frustration, indignation.

Hope, pride, appreciation, gratitude, compassion.

The emotions rise to the surface one by one or all at once—and then we must put on a brave face and push through our feelings so we can string sentences together and advocate for ourselves during the dreaded conversation. No matter whether the overall tone of the exchange is deflating or empowering—it is typically one of the tougher dialogues we experience in our careers.

While I haven’t had one of these reviews in a few years, I remember the internal conflict I would feel when it came time to hand my self-assessment (the part I could control), over to my supervisor who had the final say on my performance, compensation and professional development. In essence, I was relinquishing ownership of my own learning and growth.

Now, with distance from the experience and a boatload of new leadership tools, I know the way to avoid this uncomfortable scenario: Get ahead of it.

I work with clients to complete their own super secret annual reviews and professional development plans for the year to come. Here’s how we do it:

1. Start with an organizing principle—your values
In order to evaluate yourself, you need to know what you’re shooting for in your career. If your life and career are driven by a certain set of values—this would be a great place start. My personal values are courage, connection, inspiration, peace and fun, and to stay on track I make a list of all of the ways I’ve been in action around each of these values and the results that have come from these actions.

2. What did you learn and where can you improve?
This is my favorite part of the secret review. If you’re a human being, there are always things you can do better. Where in your career are you not living your values? Where are you not getting the results you want? Because nobody will ever see this document and it will not impact your compensation, you can feel free to be 100% honest. Plus, you’re evaluating yourself based on what’s important to you and not what’s critical to your company. Of course, if you’re in the right role these two sets of criteria would likely align. If they’re vastly different, that is data that can inform how you move forward.

3. How will you follow your curiosity in the coming year?
Start by asking yourself: What are the things that energize you, that bring you into flow? The things that when you’re doing them make you feel most like you? How can you add another dimension to that expertise? What are the things you want to learn that are disconnected from your current role, although your intuition is driving you there anyway? When generating this list of learning opportunities, note which items on the list feel like a "should" and which give you butterflies just imagining the possibilities. Next, map out the months of the year and note your curiosity focus for each month being sure to strike a balance between aspirational and practical. January will be storytelling while February could be sharpening public speaking skills. With a loose map, you can set your targets and allow yourself to flesh out the details at a later date.

When it comes to timing, I highly recommend doing your Super Secret Annual Review before you complete the self-assessment for your role. This way, you can allow your own review to inform the document for your company. Know that for your own review, you can throw around sentence fragments and simple language. There’s no need to spend extra time dressing it up. It’s for you, and only you know what you mean, at least most of the time. If it seems like an unnecessary step that you don’t have time for, remember that the one person responsible for driving your career forward (in the direction you choose) is you. Your boss and your company and your mentors may provide guidance and valuable input, but you are the only one who can put that data through the filter of what’s meaningful to you and decide on your best next move.

Do You Need A Mentor To Succeed?

After graduating college and jumping into my first job as a Publicity Assistant at a local television station, I nurtured a blooming fantasy about one thing that was going to make or break my career. I dreamt up a mentor and together we moved mountains, broke glass ceilings and built up my confidence to a point where I was simply unstoppable.

She was the model of success I wanted to create for myself.

We met once a month to discuss my career evolution.

She weighed in on colossal decisions, providing counsel on how best to move forward.

She nudged me, pushed me farther than I thought I could go, and always kept my career path and my success top of mind.

The first ten years of my career exploded, and I rode the wave of my growing abilities and a changing industry. While I had inspiring bosses who cheered me on for a period of time and conversations with colleagues who saw something special in me and were candid about their own stories to help me learn from their experiences, I never found that one person I hoped would save me from whatever stuckness I stepped into along my path.

And I did get stuck for several years. I knew I needed a change but could not see a way forward. I blamed my mentor for not showing up to perform her duties and myself for not being able to find her.

Then, through a confluence of life events like a milestone birthday, a close friend imparting wisdom as he died of ALS and my growing bandwidth as my daughters moved out of baby neediness, I grew a visceral understanding that…

The only person responsible for my life and my career is me. Nobody is going to save me from the unhappiness, the missed opportunities, the stuckness. My Fairy Mentor Mother may not come.

Or perhaps she already has, but she looks different than expected…

We might just meet once a year or every two years, or maybe we only ever met once, but the conversation had a tremendous impact on me.

She may have been ten years younger than me, but offered me the right brilliance at the right time.

She may be a friend who is sometimes one chapter ahead and sometimes needing my support.

She may be a writer, a podcaster or Oprah.

She may be a he.

What I know now and wish I knew then is that I can find inspiration from anyone and anything. It’s up to me to be open to receiving these messages, taking them to heart and putting them into action. I can break out of the rigid mentor lore I painted in my mind so that I can have mentoring conversations when I least expect them or several times a week instead of only once a month. What a better deal for me and less pressure and time for all of my people. And I have so many people who step up to be there for me in the moments I need them. They don’t need titles to help me move mountains, break glass ceilings or build up my confidence to make me unstoppable. Love, gratitude, respect and taking a turn on the upside of the mentoring see-saw make us feel whole.

What To Do When You Don't Get The Job

Sometimes after four interviews with seven different people, a presentation you spent a three-day weekend slaving over, a barrage of compliments that inflate your confidence toward only one outcome—you don’t get the job. You feel like you were thrown off a cliff, robbed of the future you were promised.

When this happens, I work with clients to acknowledge all they’re feeling.

Rejection: Why didn’t they want me?

Despair: I’m never going to find something as perfect as that role.

Anger: If they didn’t want me, why do they keep using all of the ideas I shared with them? (Side note: Employers, please stop using candidates ideas. And candidates, know that if you share your ideas, employers who may not choose you, may choose your ideas. I like to file this under the "not illegal, but very uncool" category of hiring tactics.)

Once you are one with your feelings, here are some ways you can get your mojo back in your search and in your career.

1. Reframe the loss
Just like finding the right partner, finding the right job is about fit. If you didn’t get the role, there was something that you have yet to uncover that didn’t make you a fit. It could be something on their end that they know about and you don’t, or something they’ve known about you all along that suddenly becomes important. In order for you to move on, it’s critical for you to know that it’s not that you’re not right for any role, rather you’re not right for that role. Your opportunity is out there waiting for you.

2. Ask for feedback
Once they let you know that you didn’t get the role, you can ask them for feedback that might be helpful as you continue your search. While hiring managers and recruiters give feedback a small percentage of the time, when you do get it, it can provide incredibly useful nuggets you can use to tweak your search or better understand how you can talk about the gaps in your experience. It can help you both learn how to do better next time AND clarify their decision-making process for going with someone else. Often times it makes the decision a lot more clear-cut when you realize, "It’s true, I don’t have that experience and if they’re looking for someone who’s done that, I wouldn’t have succeeded in that role."

3. Do a debrief of your performance
There is no perfect interview performance because there is no perfect human. Of course you did well enough to make it through several rounds of interviews, but that doesn’t mean there’s nothing you could have done better. Give yourself some time to think through the answers where you may have stumbled or the points at which you talked and talked simply to fill the uncomfortable space. Or perhaps there was a point you went negative on a topic you had on your "Don’t mention these things" list. Make a list of areas you can improve and then spend some time tightening up responses—reframing topics that prompted you to unearth the skeletons—even if it’s simply fine-tuning. This is your chance to learn and take your interview skills to the next level.

4. Distill the essence of what you loved, seek it elsewhere
Go beyond the obvious to better understand what ignited you about that specific role or project. What do you really want that you thought this position could provide? Once you make a list of things that drew you like a magnet to this opportunity, realize that this job was one way of many to get you to those things. This list is your new set of marching orders for the next role you’re going to find. What are similar companies or industries where you may be able to look for a role with these things? It’s like having that great date with someone you know is not the one for you—but he or she helps you realize that this feeling and this person is out there for you and the trail of clues have been left for you to crack the case.

No matter how many times you go through this process of pulling yourself up, the rejection hurts. If you use career transitions and job searches as ways to validate your fears, insecurities and beliefs that the world is conspiring against you—you will find evidence to support all of these claims. And on the flip-side, if you realize they are opportunities to grow, to learn, to expand, and to try things that are outside of what feels comfortable and safe, you will find momentum and build that resilience muscle—capable of driving your success in parts of your life far beyond the scope of your career.