Tom Peters’ Re-Imagine excellence!

Men: Individual perspective. “Core unit is ‘me.’ ” Pride in self-reliance. Women: Group perspective. “Core unit is ‘we.’ ” Pride in team accomplishment. Source: Martha Barletta, Marketing to Women

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Men: Individual perspective. “Core unit is ‘me.’ ” Pride in self-reliance. Women: Group perspective. “Core unit is ‘we.’ ” Pride in team accomplishment. Source: Martha Barletta, Marketing to Women

Carol Gilligan/In a Different Voice Men: Get away from authority, family Women: Connect Men: Self-oriented Women: Other-oriented Men: Rights Women: Responsibilities

Men: Individual perspective. “Core unit is ‘me.’ ” Pride in self-reliance. Women: Group perspective. “Core unit is ‘we.’ ” Pride in team accomplishment. Source: Martha Barletta, Marketing to Women

“People powered”: AGE 3 DAYS, BABY GIRLS 2X EYE CONTACT. Source: Martha Barletta, Marketing to Women

Genetically Altered Food Would eat: M/71%; F/50% Give to children: M/59%; F/37% Pay more for non-altered: M/35%; F/47% Source: & USA Today

Purchasing Patterns Women: Harder to convince; more loyal once convinced. Men: Snap decision; fickle. Source: Martha Barletta, Marketing to Women

2.6 vs. 21

*Safety! (Thanks, China.) *Quality!/Freshness! *Nutritious! *Green!/Organic! *Attractive!/Packaging! *A Great Story!

  • Women RULE!
  • “Research suggests that to succeed, start by promoting women.” —Nicholas Kristof, “Twitter, Women, and Power,” NYTimes, 1024.13
  • “McKinsey & Company found that the international companies with more women on their corporate boards far outperformed the average company in return on equity and other measures. Operating profit was 56 percent higher.” —Nicholas Kristof, “Twitter, Women, and Power,” NYTimes, 1024.13

AS LEADERS, WOMEN RULE: New Studies find that female managers outshine their male counterparts in almost every measure” TITLE/ Special Report/ BusinessWeek

Women’s Strengths Match New Economy Imperatives: Link [rather than rank] workers; favor interactive-collaborative leadership style [empowerment beats top-down decision making]; sustain fruitful collaborations; comfortable with sharing information; see redistribution of power as victory, not surrender; favor multi-dimensional feedback; value technical & interpersonal skills, individual & group contributions equally; readily accept ambiguity; honor intuition as well as pure “rationality”; inherently flexible; appreciate cultural diversity. Source: Judy B. Rosener, America’s Competitive Secret: Women Managers

“On average, women and men possess a number of different innate skills. And current trends suggest that many sectors of the twenty-first-century economic community are going to need the natural talents of women.” —Helen Fisher, The First Sex: The Natural Talents of Women and How They Are Changing the World

Women’s Negotiating Strengths *Ability to put themselves in their counterparties’ shoes *Comprehensive, attentive and detailed communication style *Empathy that facilitates trust-building *Curious and attentive listening *Less competitive attitude *Strong sense of fairness and ability to persuade *Proactive risk manager *Collaborative decision-making Source: Horacio Falcao, Cover story/May 2006, World Business, “Say It Like a Woman: Why the 21st-century negotiator will need the female touch”

  • “Women Are the Only Adults Left
  • in Washington”
  • Source: Headline, Time magazine, reported in Nicholas Kristof,
  • “Twitter, Women, and Power,” NYTimes, 1024.13

Lawrence A. Pfaff & Assoc. — 2 Years, 941 mgrs (672M, 269F); 360º feedback — Women: better in 20 of 20 categories; 15 of 20 with statistical significance, incl. decisiveness, planning, setting stds.) — “Men are not rated significantly higher by any of the raters in any of the areas measured.” (LP)

  • “In the 1990s, the Canadian Broadcasting Corporation/CBC created a short film that recorded an experiment in leadership styles between women and men. CBC didn’t tell the participants the objective of the work they would do that day; the director simply divided the male and female leaders into two teams, and gave those team leaders the same instructions: build an adventure camp. The teams were set up in a somewhat militaristic style at first, including team members wearing uniforms, but also with the caveat in place that the teams could alter their style and method as they wished as long as they met the outcome in time.
  • “Leader one immediately created a rank-and-file hierarchy and gave orders, even going so far as to assert authority by challenging members on whether they had polished their shoes.
  • “Leader two did not have the ‘troops’ line up and be inspected, but instead met with the other team members in a circle, asking ‘How are we doing? Are we ready?’ ‘Anything else we should do?’ ‘Do you think they’ll test us on whether we’ve polished our shoes?’ Instead of giving orders, leader two was touching team members on the arm to reassure them.
  • As part of the program, CBC arranged for corporate commentators to watch the teams prepare. Initially the commentators (mostly men) were not impressed by the leadership style of leader two; the second team wasn’t ‘under control,’ members weren’t lined up, and they ‘lacked order’ (or so it seemed). The commentators predicted that team two would not successfully complete the task. Yet when the project was completed, team two had built an impressive adventure camp as good as team one’s, with some aspects that were judged as better.
  • “When de-briefing their observations, the commentators noticed that when team one was building the structures for the camp, there had been discord regarding who was in charge and who had completed which job and who hadn’t. Team one exhibited a lack of communication during the process of completion that created problems (for example, ‘Wasn’t someone else supposed to do this?’).
  • Team two, on the other hand, took longer to do certain things, but because of its emphasis on communication and collaboration during the enactment of the task (such as ‘Let’s try this’ and ‘What do you think about that?’), the team met the goal of building the adventure camp in its own positive way, and on time.”
  • Source: Leadership and the Sexes: Using Gender Science to Create Success in Business,
  • by Michael Gurian and Barbara Annis (section title: “Gender Experiments Surprise Even the Experts”)

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