| The door has been unlocked. There are
| |
| | consider a promotion. "I'm not ready to
|
| more women than ever in high-paying jobs.
| |
| | move on, I haven't done everything I want
|
| Yet most working women, even those in
| |
| | to with this department." What's the
|
| management, are clustered into
| |
| | difference how we leave things? As soon
|
| predominately female jobs and career
| |
| | as we're gone, things will change, no
|
| paths. These women are almost always
| |
| | matter what we have accomplished. We need
|
| lower-paid than men and women who work in
| |
| | to point out our accomplishments and our
|
| male-dominated positions. None of us can
| |
| | ability to learn and expand. We need to
|
| single-handedly change the way things
| |
| | move on, leaving unfinished work behind.
|
| operate in corporate America. But, we can
| |
| | Women are more likely to leave our jobs
|
| change jobs. If we want to earn more
| |
| | and careers in the hands of others. We
|
| money, the most assured way is to do the
| |
| | let someone else decide what we can do
|
| jobs which pay more. You are much more
| |
| | and can't do, or when we are ready to
|
| prepared to do this than you may think.
| |
| | move on. They're waiting for us to speak
|
| Awareness is the first step. Many of us
| |
| | up. They decide we are happy where we
|
| need to see the workplace as it really
| |
| | are. We are seen as "patient and
|
| is.
| |
| | cooperative." While these may be nice
|
| If I work hard and do well, I will be
| |
| | attributes to have, they usually do
|
| recognized and promoted - Not
| |
| | nothing to increase our incomes. We need
|
| An executive told Working Woman Magazine
| |
| | to take charge of our own careers and
|
| "Women are the best bargains around...
| |
| | lives. Things won't turn out exactly as
|
| They think if they work harder, they'll
| |
| | we plan, but it is a great improvement
|
| be recognized." Do we really want to be
| |
| | over leaving it up to others.
|
| known as "the best bargains around?"
| |
| | The way we work causes us to appear
|
| While we faithfully execute the job at
| |
| | unqualified for other kinds of positions.
|
| hand, people around us are promoted to
| |
| | Women are more likely to be
|
| higher-paying positions. I believe there
| |
| | task-oriented, rather than
|
| are several factors which contribute to
| |
| | results-oriented. We pride ourselves on
|
| this misconception. Women are more likely
| |
| | our ability to get a lot done and check
|
| to value modesty, and we are cautious not
| |
| | off long lists of duties. We are more
|
| to over-state our abilities. We prefer to
| |
| | often comfortable taking orders,
|
| have our work speak for itself, rather
| |
| | preferring to understand exactly how we
|
| than pointing out our accomplishments to
| |
| | are expected to perform a job. We want to
|
| anyone. Meanwhile, our savvy colleagues
| |
| | be measured on how hard we work, what
|
| have learned to speak up for themselves,
| |
| | long hours we put in, and how accurate
|
| perhaps even take credit for others'
| |
| | our work is.
|
| efforts, and ask for (sometimes demand)
| |
| | The jobs in American business which pay
|
| more responsibility and pay. Everyone is
| |
| | more are much more likely to be
|
| so busy doing their own job, they don't
| |
| | results-oriented. They require the
|
| recognize our achievements the way we
| |
| | individual to focus on the end result;
|
| think they will. We are left with the
| |
| | profit, profit margin, expense reduction.
|
| jobs we have. Perhaps we decide that
| |
| | Tasks often have to be abbreviated,
|
| someone else was more "qualified."
| |
| | delegated, or abandoned, if they don't
|
| Perhaps we decide that things were done
| |
| | directly contribute to the end result. In
|
| unfairly this time, but that things will
| |
| | fact, the higher paid the position, the
|
| change. We hold tight to our fantasy and
| |
| | more likely that the goal will be
|
| to our current position with its
| |
| | defined, but the job will not. "Increase
|
| corresponding pay.
| |
| | new business by $400,000, reduce the
|
| Because we may define competency
| |
| | reject rate to .03%, increase
|
| differently than men (see; Women in Those
| |
| | productivity by 20%," are goals which
|
| High Paying Positions Have Something I
| |
| | might define a position. The process for
|
| Don't Have, by Patricia Smith) we may
| |
| | achieving these goals is as least partly
|
| tend to over-emphasize our mistakes, and
| |
| | undefined and must be authored by the
|
| under-emphasize our achievements. We are
| |
| | person doing the job. To do the jobs
|
| convinced that anyone who has performed
| |
| | which pay more, women must learn to live
|
| less than 100% perfectly, accurately,
| |
| | with these job descriptions. We must
|
| completely, 100% of the time is not yet
| |
| | learn to work toward accomplishing goals.
|
| ready for another assignment. We stay in
| |
| | Many, many women have learned to live
|
| the same position longer. We convince
| |
| | with these undefined positions, so can
|
| ourselves that we will speak up and speak
| |
| | we.
|
| out as soon as we have earned that right.
| |
| | Awareness is the first step. Small
|
| We watch others around us move into
| |
| | adjustments can make a big difference.
|
| high-paying positions and wonder why such
| |
| | This is a process, we don't have to be
|
| incomplete, shoddy work is rewarded.
| |
| | perfect at the game of business, no one
|
| We are more likely to want to perfect
| |
| | is. We just have to be better.
|
| things where we are, before we will
| |
| |
|
