29 October 2010

Great Article from MSN

29 October 2010

Does the same glass ceiling that affects women’s career paths keep sensitive men from succeeding?

Where can I find financial counselling?

Anne Sowden, a Toronto-based image consultant, recently advised a man with the credentials of a senior executive but the presentation skills of a pantywaist. He fidgeted constantly, refused to make eye contact, and when Sowden asked what he felt passionate about, he offered a monotone, barely audible: “I really enjoy working with people.”

The man was well qualified, but his public image was feeble. “There’s a perception out there that in order to get to the C-level — be it CEO, CFO or COO — that you have to be strong and assertive,” says Sowden. “Very often, it’s women’s communication skills that don’t allow them to come across that way. But it hurts men as well.” Indeed, recent research suggests sensitive men might have as much trouble becoming senior executives as their female colleagues. The glass ceiling remains an unfortunate fact — for women and wimpy guys alike.

The problem with sensitive men is they fail to meet perceptions of how a CEO should act, according to Mark Frame, a Middle Tennessee State University psychology professor. Frame and his colleagues recently studied how important “agentic” qualities, stereotypical male traits like assertiveness and independence, are considered in the workplace, compared with feminine or “communal” qualities, like empathy and selflessness. Drawing on a survey of 14,720 executives, the researchers found communal qualities were highly valued in first-line and middle managers. But as employees moved closer to senior executive roles, their communal qualities became less important while having agentic traits became a top priority. The closer individuals moved to the CEO’s office, the more important it became for them to possess traditionally masculine traits. Given that the trend was consistent across genders, the researchers concluded that the glass ceiling could have more to do with behaviour than it does with gender. “Men who are too communal may face the same negative repercussions [as women],” Frame says, “people thinking they’re too soft, that they don’t have a killer instinct.”

The shift in what is valued in employees is likely partially driven by a shift in the demands placed on different roles, according to Frame. “When you’re first-line management, the job is very structured, and interpersonal qualities help you get the most out of your employees,” he says. “But as you get higher up, responsibilities are fuzzier, and it is more important that you can set and meet goals.”