‘Skirt strategies’ can help women succeed

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Posted: Sunday, March 31, 2013 12:00 am

Women have heard it said time and time again: You’ve come a long way, baby.

Yet in 2013, women are still told they must act like men to be taken seriously in the business world. Katie Snapp and Carol Wight, leadership trainers from New Mexico, want to change that false perception with some “skirt strategies.”

These are techniques that enable women to draw from their natural skills to succeed in the marketplace.

“By using what is natural to us, we actually have a bigger impact and have a greater probability of exceling in the workplace,” says Snapp.

Based on an Intuition Model, which identifies 16 leadership traits among women, the book, “Skirt Strategies: 249 Success Tips for Women in Leadership,” (Xlibris, Corp., 2008) addresses ways women can succeed in a male-dominated workplace and avoid the pitfalls of a typical female leader.

Wright explains that women have inherent leadership skills that are often overlooked.

“In our technical worlds, we see the ‘feminine’ approach as the ‘inappropriate’ approach,” she adds.

The 16 feminine leadership traits are: collaborative mindset, inspiring, mediating, building relationships, planning, multitasking, social equity, involving others, keeping perspective, interpreting, sensing undercurrents, empathizing, sensing intent, listening, emotional intelligence and big picture thinking.

Snapp said it’s crucial to identify what feminine integrity looks like and then live toward leading with it.

Other “skirt strategies:”

• Know yourself. Time for introspection is absolutely critical for every woman in a position of influence. Identify your ideals and needs, and know where they come from. Once you’ve developed your own voice, your identity unleashes. Then your energy and confidence builds.

• Don’t be defensive at work. Even if you feel it, don’t show it. Remember at the heart of our defensiveness is some level of insecurity. Learn to listen to yourself and manage yourself.

• Strengthen relationships with people at work. You never know when you could be developing alliances between departments. Also, be genuine about your curiosity of others. Get to know what makes them come to work every day. Make it a challenge is to learn something new about your closest circle of workmates.

• Reject the notion that some people will never change. When you decide to give up on someone, all else is bleak. Give a person three opportunities to change before making a drastic move. If you decide not to invest time in someone, simply acknowledge that he or she belongs elsewhere. It’s not your call to conclude that the individual will never change

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