2013 Issue

82 room can be a lonely and exhausting posi- tion. You need to know why you want to be in that chair and do it for reasons that are right for you. To be effective in any posi- tion you must know the unique strengths you bring to your organization and to the position you hold. In western society self awareness has traditionally not been a focus of upbringing or leadership training. How- ever, the women I interviewed all agreed it is critical to find a company that has values that alignwith your own personal values and to find that alignment you must first have deep knowledge of your core values and personal strengths. Self awareness and being comfortable with your opinions and decision making will translate into confidence when making difficult decisions. Self confidence will give you the ability to ask “what is it about the way that I am doing my job that results in the outcome we are getting” (HBR, 2007)? Deep self knowledge will allow you to find your best application in your company and will also help you surround yourself with a team that complements each other’s strengths. When the quest for self knowl- edge is part of your daily routine you will continually learn how to see the current reality more clearly. Conclusion It is imperative to include and embrace women in the workplace at all levels of leadership. This practice will help an organi- zation capitalize fully on the shrinking talent pool. Incorporating women into the upper leadership roles and especially the board room will challenge the thinking of all and ensure that the best possible decisions are made. Diversity of thought and perspec- tive are critical to maximizing productiv- ity and efficiency in these times of rapid changes. Including women in the board room has been shown to have dramatic positive impact on the financial measures of companies. Women that have made it into the board roomof engineering organizations have five traits in common that they attribute to con- tributing to their success. These qualities are also included in the traits imperative to successfully adapt to the seismic shift under way in the advanced world as described by Daniel Pink in “A Whole New Mind.” He believes the advanced world is “moving from an economy and a society built on the logical, linear, computerlike capabilities of the Information Age to an economy and a society built on the inventive, empathic, big-picture capabilities of what’s rising in its place, the Conceptual Age” (Pink, 2005). It follows that anyone with strong abilities in the identified traits will be a major asset to any company, especially in the board room. The five traits identified can be learned and enhanced by anyone willing to incorporate new tools and exercises to broaden and shift their ways of thinking. As the Concep- tual Age dawns it is imperative that those who have mastered these traits and abili- ties be found in board rooms as well as all levels of organizations. Companies should not let the opportunities that abound in this new age pass them by because they have chosen to allow proliferation of the restraints and atmosphere that discourage and block 50%of the talent pool from rising to top leadership positions. Jeannine Wirth, P.E., is a civil engineer and certified career management coach with almost 30 years of experience working for private engineering companies. She is a communication strategist that eliminates communication silos and squirming when emotions surface in engineering organizations by creating tools and programs to overcome specific blocks to success. She works with civil engineering organizations to identify their biggest blocks and incorporates new actions into their daily activities that help them become an organization of efficient, effective and transparent teams. Contact her for information about material sources at jwirth@riversquest.com and see her website for more information at www.riversquest.com. breaking into the men’s room | continued from page 81