The career advice you probably didn't get | Susan Colantuono

Prevoditelj: Igor Pureta Recezent: Ivan Stamenković

Women represent

Žene predstavljaju

50 percent of middle management

50% srednjeg menadžmenta

and professional positions,

i stručnih zanimanja,

but the percentages of women at the top of organizations

a postotak žena u vrhu organizacija

represent not even a third of that number.

manji je od trećine tog broja.

So some people hear that statistic and they ask,

Kad ljudi čuju te podatke, pitaju se

why do we have so few women leaders?

zašto je toliko malo žena među liderima?

But I look at that statistic

No, ja gledam tu statistiku

and, if you, like me, believe

i ako vi, kao i ja, vjerujete

da je liderstvo moguće iskazati na svakoj razini,

that leadership manifests at every level,

you would see that there's a tremendous,

vidjeli biste da postoji ogroman

awesome resource of leaders

zadivljujući izvor lidera

who are leading in middle management,

u srednjem menadžmentu,

which raises a different question:

iz čega proizlazi drugo pitanje:

Why are there so many women

Zašto je toliko žena

mired in the middle

zapelo u sredini

and what has to happen

i što se treba dogoditi

to take them to the top?

da se probiju do vrha?

So some of you might be some of those women

Neke od vas mogle bi biti neke od tih žena,

who are in middle management

u srednjem menadžmentu,

and seeking to move up in your organization.

koje pokušavaju napredovati u svojoj organizaciji.

Well, Tonya is a great example of one of these women.

Tonya je sjajan primjer jedne od tih žena.

Upoznala sam je prije dvije godine.

I met her two years ago.

She was a vice president in a Fortune 50 company,

Bila je potpredsjednica u jednom od poduzeća iz "Fortune 50",

i s osjećajem duboke frustracije rekla mi je:

and she said to me with a sense of deep frustration,

"I've worked really hard to improve my confidence

"Naporno sam radila da bih postala samouvjerenija,

and my assertiveness and develop a great brand,

da bih bila asertivnija i razvila sjajan osobni brend.

Moj šef odlično ocjenjuje moju radnu uspješnost.

I get terrific performance evals from my boss,

my 360s in the organization let me know

Informacije iz "360 stupnjeva" u organizaciji govore mi

that my teams love working for me,

da moji timovi vole raditi za mene.

I've taken every management course that I can here,

Pohađala sam sve moguće tečajeve menadžmenta.

I am working with a terrific mentor,

Radim s izvrsnim mentorom.

and yet I've been passed over

Svejedno, dvaput su me zaobišli

twice for advancement opportunities,

prilikom promoviranja,

even when my manager knows

čak iako moj menadžer zna

that I'm committed to moving up

da želim napredovati

and even interested in an international assignment.

i da sam čak zainteresirana i za međunarodne izazove.

I don't understand why

Ne razumijem

zašto me zaobilaze."

I'm being passed over."

Tonya ne zna

So what Tonya doesn't realize

is that there's a missing 33 percent

da ženama nedostaje 33 posto

of the career success equation for women,

u formuli karijernog uspjeha,

and it's understanding what this missing 33 percent is

a razumjeti što je tih nedostajućih 33 posto

that's required to close the gender gap at the top.

nužno je da bi se smanjila ta velika spolna razlika na vrhu.

In order to move up in organizations,

Kako biste napredovali u hijerarhiji,

you have to be known for your leadership skills,

morate biti poznati po vašim liderskim vještinama i,

ovo se odnosi na svakoga,

and this would apply to any of you,

women or men.

i na muškarce i na žene.

It means that you have to be recognized

To znači da morate biti prepoznati

for using the greatness in you

zbog korištenja veličine u sebi

to achieve and sustain extraordinary outcomes

da dostignete i održite izvanredne ishode

by engaging the greatness in others.

potičući veličinu u drugima.

Put in other language,

Drugim riječima,

it means you have to use your skills

to znači da morate koristiti svoje vještine,

and talents and abilities

talente i sposobnosti

to help the organization achieve

da pomognete organizaciji dostići

njene strateške financijske ciljeve

its strategic financial goals

and do that by working effectively with others

i to postići u efektivnom radu s drugima

inside of the organization and outside.

unutar i izvan same organizacije.

And although all three of these elements

I iako su sva tri ova elementa

of leadership are important,

rukovodstva važna,

when it comes to moving up in organizations,

kada dolazi do napredovanja u organizacijama,

they aren't equally important.

nisu jednako važni.

So pay attention to the green box

Dakle obratite pozornost na zelenu kućicu

as I move forward.

dok govorim.

In seeking and identifying

U potrazi i identifikaciji

employees with high potential,

zaposlenika s visokim potencijalom,

the potential to go to the top of organizations,

potencijal da se dostigne vrh organizacija,

vještine i kompetencije

the skills and competencies

that relate to that green box

koje su povezane sa zelenom kućicom

are rated twice as heavily

su dvostruko važnije

as those in the other two elements of leadership.

nego one u preostala dva elementa rukovodstva.

These skills and competencies

Ove vještine i kompetencije

can be summarized as business,

se mogu sumirati kao poslovne,

strategic, and financial acumen.

strateške i financijske sposobnosti.

In other words, this skill set has to do

Drugim riječima, ovaj set vještina je povezan sa

shvaćanjem kuda organizacija ide,

with understanding where the organization is going,

what its strategy is,

koja je njena strategija,

what financial targets it has in place,

koje su joj financijske mete,

i razumijevanje svoje uloge

and understanding your role

in moving the organization forward.

u pokretanju organizacije prema naprijed.

This is that missing 33 percent

To je tih nedostajućih 33%

of the career success equation for women,

u formuli za uspjeh žena u karijeri,

not because it's missing in our capabilities

ne jer nedostaje u našim sposobnostima

or abilities,

ili vještinama,

but because it's missing in the advice

već jer nedostaje u savjetima

that we're given.

koji su nam dani.

Here's what I mean by that.

Pod tim mislim sljedeće:

Prije 5 godina, zamoljena sam voditi

Five years ago, I was asked to moderate

a panel of executives,

okrugli stol rukovoditelja,

i tema večeri je bila

and the topic for the evening was

"Što tražite u zaposlenicima s visokim potencijalom?"

"What do you look for in high-potential employees?"

So think about the three elements of leadership

Razmislite o 3 elementa rukovodstva

as I summarize for you what they told me.

dok vam sumiram što su mi rekli.

They said, "We look for people

Rekli su: "Tražimo ljude

who are smart and hard working and committed

koji su pametni, vrijedni, predani,

and trustworthy and resilient."

od povjerenja i otporni."

So which element of leadership does that relate to?

U koji element rukovodstva ovo spada?

Personal greatness.

Osobna veličina.

They said, "We look for employees

Rekli su: "Tražimo zaposlenike

who are great with our customers,

koji su odlični s našim klijentima,

who empower their teams,

koji osposobljavaju svoje timove,

who negotiate effectively,

koji pregovaraju uspješno,

who are able to manage conflict well,

koji dobro upravljaju konfliktima,

and are overall great communicators."

i sveukupno su sjajni u komunikaciji."

Which element of leadership does that equate to?

Na koji se element rukovodstva ovo veže?

Engaging the greatness in others.

Poticanje drugih na veličinu.

And then they pretty much stopped.

Tada sam stala.

So I asked,

Pitala sam:

"Što je s ljudima koji

"Well, what about people

razumiju vaš posao,

who understand your business,

where it's going,

gdje ide,

and their role in taking it there?

i svoju ulogu u njegovom vođenju?

And what about people who are able

I što s ljudima koji su u mogućnosti

to scan the external environment,

osmatrati vanjsku okolinu,

identify risks and opportunities,

prepoznati rizike i prilike,

napraviti strategiju ili napraviti strateške preporuke?

make strategy or make strategic recommendations?

And what about people who are able

I što s ljudima koji

to look at the financials of your business,

mogu pogledati financije vašeg posla,

understand the story that the financials tell,

razumijeti priču koju financije govore,

and either take appropriate action

poduzeti prikladne poteze

or make appropriate recommendations?"

ili prikladno savjetovati?"

And to a man, they said,

Muškarcu, rekli su,

"To je urođeno."

"That's a given."

So I turned to the audience

Okrenula sam se publici

of 150 women and I asked,

od 150 žena i pitala:

"How many of you have ever been told

"Koliko od vas je ikad čulo

that the door-opener for career advancement

da su otvarač za napredak u karijeri

is your business, strategic and financial acumen,

vaše poslovne, strateške i financijske sposobnosti,

and that all the other important stuff

i sve te druge važne stvari

koje vas izdvajaju iz hrpe talenata?"

is what differentiates you in the talent pool?"

Three women raised their hand,

Tri žene su podigle ruke.

and I've asked this question of women

Pitala sam ovo pitanje mnogo žena

diljem svijeta u proteklih 5 godina,

all around the globe in the five years since,

and the percentage is never much different.

no postotak nikada nije puno drugačiji.

So this is obvious, right?

Dakle, ovo je očito, zar ne?

But how can it be?

No, kako može biti?

Well, there are primarily three reasons

Postoje tri osnovna razloga

that there's this missing 33 percent

za nedostatak tih 33%

in the career success advice given to women?

u savjetima za karijerni uspjeh žena.

Kada organizacije upute žene

When organizations direct women

toward resources

prema resursima

that focus on the conventional advice

koji su usmjereni na konvencionalne savjete

that we've been hearing for over 40 years,

koje smo slušale preko 40 godina,

there's a notable absence of advice that relates

postoji primjetan nedostatak savjeta koji se vežu

to business, strategic and financial acumen.

za poslovne, strateške i financijske sposobnosti.

Much of the advice is emphasizing

Mnogo savjeta naglašavaju

personal actions that we need to take,

osobne radnje koje moramo poduzeti

like become more assertive, become more confident,

kao postati asertivniji, samopouzdaniji,

develop your personal brand,

razviti svoj osobni brend,

stvari na kojima je Tonya radila,

things that Tonya's been working on,

and advice about working with other people,

i savjeti o radu s drugima,

things like learn to self-promote,

kao naučiti se promovirati,

get a mentor, enhance your network,

naći mentora, povećati svoje mreže,

and virtually nothing said

i praktično se ništa ne spominje

about the importance of business, strategic

u vezi važnosti poslovnih, strateških

i financijskih sposobnosti.

and financial acumen.

This doesn't mean that this advice is unimportant.

To ne znači da ti savjeti nisu važni.

What it means is that this is advice

To znači da su ovo savjeti

koji su apsolutno presudni za proboj

that's absolutely essential for breaking through

od početne karijere do srednjeg menadžmenta,

from career start to middle management,

but it's not the advice

no to nisu savjeti

that gets women to break through

koji će uspjeti dovesti žene

from the middle, where we're 50 percent,

iz sredine, gdje smo 50%,

to senior and executive positions.

do izvršnih pozicija.

And this is why conventional advice to women

Ovo je razlog zašto konvencionalni savjeti ženama

in 40 years hasn't closed the gender gap at the top

u 40 godina nisu zatvorili spolnu razliku na vrhu

and won't close it.

niti hoće.

Now, the second reason

Drugi razlog

relates to Tonya's comments

je povezan s Tonyinim komentarima

about having had excellent performance evals,

vezanim za izvrsne ocjene rada

great feedback from her teams,

odlične povratne informacija od njenih timova,

i svaki trening menadžmenta

and having taken every management training program

she can lay her hands on.

na kojem je sudjelovala.

So you would think that she's getting

Mislili biste da dobija

messages from her organization

poruke iz njene organizacije

kroz sustav za razvoj talenata

through the talent development systems

and performance management systems

i sustave upravljanja izvedbom

that let her know how important it is

koje joj govore koliko je samo važno

to develop business, strategic and financial acumen,

razviti poslovne, strateške i financijske sposobnosti,

no ovdje opet, zelena kućica je poprilično mala.

but here again, that green square is quite small.

On average,

U prosjeku,

talent and performance management systems

se sustavi za upravljanje talentom i izvedbom

in the organizations that I've worked with

u organizacijama s kojima sam radila

focus three to one

fokusiraju u omjeru 3:1

on the other two elements of leadership

na druga dva elementa rukovodstva

compared to the importance of business,

u usporedbi s važnošću poslovnih,

strategic and financial acumen,

strateških i financijskih sposobnosti,

which is why typical talent and performance systems

što je razlog zašto tipični sustavi za talent i izvedbu

haven't closed and won't close

nisu, niti će prekinuti

the gender gap at the top.

spolnu razliku na vrhu.

Now, Tonya also talked about working with a mentor,

Tonya je također govorila o radu s mentorom,

and this is really important to talk about,

i o ovome je vrlo važno pričati,

because if organizations,

jer ako organizacije,

talent and performance systems

sustavi talenata i izvedbi,

aren't giving people in general

u pravilu ne daju ljudima

information about the importance of

informacije o važnosti

business, strategic and financial acumen,

poslovnih, strateških i financijskih sposobnosti,

how are men getting to the top?

kako muškarci stižu do vrha?

Well, there are primarily two ways.

Postoje dva osnovna načina.

One is because of the positions

Jedan je zbog pozicije

na koje su navođeni,

they're guided into,

and the other is because of informal mentoring

drugi je zbog neformalnog mentorstva

and sponsorship.

i pokroviteljstva.

So what's women's experience

Kakvo je žensko iskustvo

as it relates to mentoring?

vezano za mentoriranje?

Well, this comment from an executive

Ovaj komentar od člana izvršnog odbora

that I worked with recently

s kojim sam nedavno radila

illustrates that experience.

opisuje to iskustvo.

He was very proud of the fact that last year,

Bio je vrlo ponosan na činjenicu da je prošle godine

he had two protégés: a man and a woman.

imao dvoje štićenika: muškarca i ženu.

And he said, "I helped the woman build confidence,

Rekao je: "Pomogao sam ženi da izgradi samopouzdanje,

I helped the man learn the business,

pomogao sam muškarcu da nauči posao,

and I didn't realize that I was treating them

i nisam shvatio da ih tretiram

any differently."

ikako drugačije."

And he was sincere about that.

Bio je iskren u vezi toga.

So what this illustrates is that

To opisuje

as managers, whether we're women or men,

da kao menadžeri, bilo da smo muškarci ili žene,

imamo određeno mišljenje o ženama i muškarcima,

we have mindsets about women and men,

about careers in leadership,

o karijerama u rukovodstvu,

i ova neprovjerena mišljenja

and these unexamined mindsets

neće prekinuti spolnu razliku na vrhu.

won't close the gender gap at the top.

So how do we take this idea

Kako da uzmemo, stoga, ovu ideju

of the missing 33 percent

o nedostajućih 33%

and turn it into action?

i pretvorimo ju u akciju?

Well, for women, the answer is obvious:

Za žene, odgovor je očit:

we have to begin to focus more

moramo se usmjeriti više

on developing and demonstrating

na razvitak i demonstraciju

the skills we have

vještina koje posjedujemo

that show that we're people who understand

koje pokazuju da smo ljudi koji razumiju

our businesses, where they're headed,

naše poslove, kuda idu,

and our role in taking it there.

i našu ulogu u svemu tome.

That's what enables that breakthrough

To je ono što omogućava

from middle management

proboj iz srednjeg menadžmenta

to leadership at the top.

do rukovodstva na vrhu.

But you don't have to be a middle manager to do this.

No, ne morate biti srednji menadžer da napravite ovo.

One young scientist that works in a biotech firm

Jedna mlada znanstvenica koja radi u biotehničkom poduzeću

used her insight about the missing 33 percent

je iskoristila svoj uvid u nedostajućih 33%

to weave financial impact data

da bi utkala podatke o utjecaju financija

into a project update she did

u ažuriranje projekta na kojemu je radila

and got tremendous positive feedback

i dobila iznimno pozitivne povratne informacije

from the managers in the room.

od rukovoditelja u sobi.

So we don't want to put 100 percent

Ne želimo staviti 100%

of the responsibility on women's shoulders,

odgovornosti na ramena žena,

niti bi to bilo mudro, a evo i zašto:

nor would it be wise to do so, and here's why:

In order for companies to achieve

Kako bi poduzeća dostigla

their strategic financial goals,

svoje strateške ciljeve za financije,

executives understand that they have to have

voditelji razumiju da svi moraju

everyone pulling in the same direction.

vući u istom smjeru.

In other words, the term we use in business is,

Drugim riječima, termin koji koristimo u poslovnom svijetu je,

we have to have strategic alignment.

da moramo biti strateški usklađeni.

And executives know this very well,

Voditelji ovo jako dobro znaju,

and yet only 37 percent,

pa ipak tek 37% njih,

according to a recent Conference Board report,

prema nedavnom izvještaju Conference Boarda,

believe that they have that

vjeruje da su

strategic alignment in place.

strateški usklađeni.

So for 63 percent of organizations,

Dakle, za 63% organizacija,

achieving their strategic financial goals

upitno je dostizanje

is questionable.

njihovih financijskih ciljeva.

And if you think about what I've just shared,

Ako razmislite o onome što sam upravo rekla,

da imate situaciju u kojoj barem 50%

that you have situations where at least 50 percent

vaših srednjih menadžera

of your middle managers

haven't received clear messaging

ne dobiva jasne poruke

that they have to become focused on the business,

da moraju postati usmjereni na posao,

where it's headed, and their role in taking it there,

kuda on ide i njihovu ulogu u tome,

it's not surprising that that percentage

nije iznenađujuće da je taj postotak

of executives who are confident about alignment

voditelja koji su pouzdani u vezi usklađivanja

is so low,

toliko nizak,

which is why there are other people

što je razlog zašto postoje ostali ljudi

who have a role to play in this.

koji imaju važnu ulogu.

It's important for directors on boards

Važno je za direktore

to expect from their executives

da očekuju od svojih voditelja

proportional pools of women when they sit down

proporcionalnu količinu žena kada sjednu

once a year for their succession discussions.

jednom godišnje raspravljati o sljedbenicima.

Why? Because if they aren't seeing that,

Zašto? Jer ako ne očekuju, to

it could be a red flag

bi mogla biti crvena zastava

that their organization isn't as aligned

da njihova organizacija nije usklađena

as it could potentially be.

koliko bi mogla biti.

Važno je i za direktore

It's important for CEOs

to also expect these proportional pools,

da očekuju proporcionalnu količinu,

and if they hear comments like,

i ako čuju komentare poput:

"Well, she doesn't have enough business experience,"

"Ona nema dovoljno poslovnog iskustva,"

ask the question,

pitajte:

"Što ćemo učiniti u vezi toga?"

"What are we going to do about that?"

Važno je za kadrovsku službu

It's important for H.R. executives

to make sure that the missing 33 percent

da se pobrinu da je tih 33%

is appropriately emphasized,

prigodno naglašeno,

i važno je za žene i muškarce

and it's important for women and men

who are in management positions

koji su na pozicijama u menadžmentu

to examine the mindsets we hold

da preispitaju mišljenja koja imamo

about women and men, about careers and success,

o ženama i muškarcima, o karijerama i uspjehu,

to make sure we are creating a level playing field

da bismo osigurali prostor za igru na istoj razini

for everybody.

za sve.

So let me close with the latest chapter

Dopustite mi da zaključim sa zadnjim poglavljem

in Tonya's story.

u Tonyinoj priči.

Tonya mi je poslala e-mail prije dva mjeseca,

Tonya emailed me two months ago,

and she said that she had been interviewed for a new position,

i rekla je da je bila na razgovoru za drugu poziciju,

and during the interview, they probed

i tijekom razgovora, ispitali su

about her business acumen

njene poslovne sposobnosti

i njen strateški uvid u industriju,

and her strategic insights into the industry,

i rekla je da je bila iznimno sretna što može izvjestiti

and she said that she was so happy to report

that now she has a new position

da je sada na novoj poziciji

reporting directly to the chief information officer

i odgovara izravno direktoru za informacije

at her company.

u njenom poduzeću.

Za neke od vas, nedostajućih 33%

So for some of you, the missing 33 percent

is an idea for you to put into action,

je ideja za pokretanje,

and I hope that for all of you,

i nadam se da ćete svi

you will see it as an idea worth spreading

vidjeti to kao ideju vrijednu širenja

u svrhu pomoći organizacijama da budu efektivnije,

in order to help organizations be more effective,

to help women create careers that soar,

pomoći ženama da stvore karijere koje se uzdižu,

i pomoći prekinuti spolnu razliku na vrhu.

and to help close the gender gap at the top.

Thank you.

Hvala vam.

(Applause)

(Pljesak)