or the ‘real’ meeting; I was just part of the official meeting (which in some companies can be the least important meeting of them all).”1
Sallie wasn't in the “in crowd.” Not only was she not located at the corporate headquarters, but she was still viewed as an outsider to Bank of America culture. She was not invited to these informal meetings where the real politics play out, where important decisions are made. Despite her attempts to gain access, she was unable to maneuver through the complex politics. Because Sallie was astute, she understood her vulnerability as an outsider. But, like many of us, Sallie also believed that her business results would help to maintain her status and substantiate her value to the bank. “I realized I wasn't part of the ‘inner circle.’ But I mistakenly believed that if my team delivered strong business results – and, as I repeatedly told the team, if we were the business no one had to worry about – we would be successful. But on the day I left, the business was ahead of budget and gaining share.”2
Sallie is a great example of a woman who is a top performer and incredibly savvy about workplace politics. Her résumé validates this. She had repeatedly overcome political and cultural barriers in her past to achieve top leadership roles. Yet despite her best efforts to understand and master the politics at Bank of America, she was blindsided. Her job was eliminated. And though she was offered another position at a lower level, Sallie decided to leave the bank. She was trumped by the politics.
Derailed in New York City
Cathie Black, a former chair and president of Hearst Magazines, was appointed chancellor of New York City schools by Mayor Bloomberg in November 2010. Mayor Bloomberg believed Cathie was the right candidate based on her extensive management experience. But it was apparent rather quickly that public opinion was against her. After just a few months in the job, a NY1/Marist poll revealed that just 17 percent of New Yorkers approved of her job performance.3
Cathie had an incredible track record. She navigated to the top in the publishing world, where women executives were a rare commodity. Despite her obvious success and savvy, however, New Yorkers viewed her from the outset as an outsider to public education and therefore incapable of doing the job. They looked for every opportunity to emphasize her weaknesses and never gave her a chance to prove herself. What looked like a new challenge and opportunity for Cathie turned out to be a blindside. In April 2011, she was forced to step down. Cathie fell victim to the politics and the power of public opinion. The politics derailed her.
What lesson can we learn from Sallie Krawcheck and Cathie Black's experiences? Here are two extremely competent and prominent female executives who were able to reach leadership positions because of their talent, hard work, and political savvy. Yet in each of these situations, they were blindsided and unable to overcome the strong political barriers. This clearly demonstrates the necessity for all of us to understand the political landscape and identify potential land mines.
Every organization has unique political dynamics. In fact, each team within a business line or function often has a different language, different success metrics, and behavioral norms. You have to be willing and capable of adapting not only to get ahead but also to stay ahead.
Politics can make or break your career. This is especially important for women to understand. To our detriment, we continue to avoid workplace politics and set ourselves up to be blindsided and passed over for promotions.
You must ask yourself where you would be today if you had been more politically savvy and tuned in to the way decisions are made in your company. Most important, what is possible for you in the future if you are willing to learn how to effectively navigate the realities of the workplace? What is possible if you are given the tools to master the politics?
For decades, women's advancement in the workplace has been the focus of research and conversation. Unfortunately, we can only point to limited success in this area. Women are inching their way up to leadership positions, but their progress has been very slow. Currently, women hold only 5.2 percent of Fortune 50 °CEO positions and 5.4 percent of Fortune 1,00 °CEO positions.4
Are we frustrated yet? You bet!
We are certainly well prepared and well educated. Women now hold 57 percent of all bachelor's degrees and 51 percent of all doctorates. We now earn 47 percent of law degrees and 45 percent of all master's degrees in business. We enter the workforce with optimism and ambition, and then our goals for career advancement are not realized.
Many theories explain our lack of progress, but the bottom line is that the optimal way for women to circumvent obstacles is through political savvy and relationships. The culture and politics in our organizations still make women's ascent to top positions extremely difficult. Sometimes the politics is so powerful and overwhelming that even superstars like Sallie Krawcheck and Cathie Black cannot survive. For women, the politics is often complicated by gender bias. This was certainly true decades ago when we faced overt discrimination.
For instance, Elizabeth, an executive in the bio/pharma industry, told me her story about her first job out of college. She was one of the few women working in a company that made flavor and fragrance materials. Three weeks into the job, one of the salesmen came into the lab with a request. Elizabeth quickly volunteered that she could make that happen. The man replied, “No, you can't. You're a woman.”
Elizabeth said she was shocked at the time and will never forget this incident. She said to herself, “Wow. I thought I could do anything and then I realized there are other people who aren't going to let me do everything because I'm a woman.”
Timi Hallem, a partner at Manatt, Phelps & Phillips, LLP, tells her story of gender discrimination early in her career as an attorney: “I had a 3-year-old and a 10-month-old. The managing partner of the firm came into my office and told me that the firm was going to reduce my salary because I was less valuable now that I had children. Because I had young children, there were things that the people who worked with me would not ask me to do, and therefore, that made me less valuable to the firm. I asked whether I'd ever turned anything down or refused to do anything, and was told that it was not the issue – that, no, I had not but that there were things they wouldn't ask me to do – and that in and of itself made me less valuable. So my pay was reduced, and I thought about leaving. I actually interviewed elsewhere, and then I decided that that would, basically, give them too much satisfaction. I decided to first work on building up my practice to the point where they'd be really sorry when I left. Instead, within six months, they restored my pay and gave me back what they had taken away, and decided I didn't deserve to have my pay cut since the clients were clearly happy with me.”
For those of you who have recently entered the workforce, I'm sure these stories are shocking. We rarely see examples of discrimination this overt any longer. Now we have the law on our side – it is no longer legal or politically correct to discriminate against women based on their gender – but this has forced gender bias to go underground. Second-generation bias, as it is commonly called, is more challenging because it is subtle, and women are blindsided by it every day.
The point is that you never want to be caught off guard by this. Political savvy helps you to understand which people in your organization support you and support the advancement of women. These are the people you need to build relationships with. Political savvy also helps you to uncover those who are less likely to help you because you are a woman. This is not always easy because these people may justify their behavior based on other reasons, but with keen observation skills and focus, you can learn who pays lip service to the promotion of women and who doesn't. Bottom line: You need to figure out who are your allies and who are your foes.
Lisa, one of my clients and a senior executive in the banking industry, tells me
Sallie Krawcheck, “What I Learned When I Got Ousted from Bank of America,”
Ibid.
