Diversity Woman Magazine

FALL 2013

Leadership and Executive Development for women of all races, cultures and backgrounds

Issue link: https://diversitywoman.epubxp.com/i/169650

Contents of this Issue


Page 44 of 71

Point of View > Corporate Ladder Does Gender Matter in Negotiating? A sk yourself this: Could I be getting less of what I want because I'm a woman? What role does gender play in maximizing whatever it is that I negotiate for— money, time, benefts, and responsibilities? Women are not negotiating as often or asking for as much as their male counterparts. w ww.di versitywoman.co m Gender stereotypes permeate our both opportunistic and optimislives. We continue to be told that tic. On the other hand, women M. J. men should be strong, resilient, have compared such discussions Tocci and aggressive, while the archetypto dental work. Tey have a al woman is nurturing, sensitive, lower comfort level, report elevated and collaborative. anxiety, and have a tendency to back If you're like many women who behave down from negotiations, often settling for according to expectations—those of others receiving recognition for their great work. and your own—you are most defnitely When they do muster the courage to ask, shortchanging yourself. Why? Because they request 15 to 30 percent less than women are not negotiating as often or ask- their male counterparts. ing for as much as their male counterparts. 4) Women suffer negative social conseHere are some key reasons why: quences 1) Women see fewer opportunities From girlhood, women are socialized Starting a new job, assuming more reto be likable. Many have been raised in an sponsibilities at work, asking for a raise— environment that reinforces the idea that these are milestones in which anyone can they care for others and rewards nonagenvision trying to maximize resources. But gressive behavior. Achieving likability has there are myriad other ways to enhance its advantages, but at the bargaining table, your professional life by asserting yourit often dissuades women from pursuing self—by asking to be involved in highoptimal outcomes for themselves. impact assignments, for example—and Negotiation is 80 percent preparation, women often overlook them. Removing 20 percent discussion. Start by believing these opportunity blind spots can change that you deserve what you seek. Conduct the trajectory of your career. some competitive analysis and know your 2) Women believe they're less entitled market worth. Examine the big picture to Tere are documented gaps in what fnd areas that can be maximized, and view resources have been allocated to men almost any element of your job as rightversus women. For example, 40 percent of fully negotiable. Decrease your anxiety by all U.S. businesses are woman-owned, but practicing and by thinking of negotiation they receive only 2.3 percent of available as creative problem solving—something equity capital needed for growth. A history you know you do well. If you have to of inequality and women's own limiting be- choose between being liked and respected, liefs have fostered an environment where choose being respected—and the love will female professionals feel less entitled to follow. resources, thereby perpetuating inequality. More on negotiation tactics in the next 3) Women approach negotiation with more column! DW anxiety Studies have shown that men have a M. J. Tocci is director of Heinz College's very diferent view of negotiation, likening Negotiation Academy for Women at Carnegie it to a contest or a game. Tis approach is Mellon University; heinz.cmu.edu. Fal l 2 0 1 3 DI VE R SI T Y W O MAN 43

Articles in this issue

Links on this page

Archives of this issue

view archives of Diversity Woman Magazine - FALL 2013