Diversity Woman Magazine

FALL 2016

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

Issue link: https://diversitywoman.epubxp.com/i/730428

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Page 29 of 59

We Mean Business > 28 D I V E R S I T Y W O M A N Fa l l 2 0 1 6 d i v e r s i t y w o m a n . c o m that even different departments may do things differently." Meg Bond, PhD, a psychology profes- sor and director of the Center for Women & Work at the University of Massachu- setts Lowell, says that you need to learn the informal hierarchy in an organization as well as the formal one. "Who is really setting the tone?" she asks. Watch for patterns of behavior and who interacts with whom, she suggests, because this will affect how you act and how you go about getting ahead. Here are five essential tips that will help you move up in an organization. 1 Learn as much as you can about your organization e first step happens before you sign an offer sheet. Bond says that it is crucial to learn about the company you are considering during the interview process or even earlier. Check LinkedIn to see if you can source information about the company and to find former college classmates, friends, or colleagues who work there now, or worked there in the recent past, and pick their brain. Peruse websites like Glass- door.com and Careerbliss.com for re- views of companies, making sure to read them critically. A handful of disgruntled employees could be responsible for nega- tive reviews, and some positive reviews based on anecdotal evidence may not be genuine. As you research the company, Glaser suggests you come up with a checklist of questions that matter to you. ese can include the following: How much does the company promote diversity? Is the culture collaborative? Does it reward people who want to push the boundar- ies? Are new ideas more welcome than in an established company? If diversity and inclusion are a priority, Bond suggests other questions: Am I going to be seen as the representative of a particular group, or do I have more flexibility? If there are 10 other minority women in the unit, for example, you may have more degrees of freedom because you may be seen more as an individual. Also, Glaser advises, make sure that you find out not only the standard com- pensation levels for your position, but what people are actually being paid, in- side your company and elsewhere at your level. Again, Glassdoor.com, which has collected eight million company reviews, compensation and benefit information, and interview questions from employees at thousands of companies, is a reference. Bond likes Wageproject.org, which has a wage calculator and "gives a sense of what people within their geographical area tend to be paid for their job or similar jobs and is very useful for benchmarking." Lastly, find out about the opportuni- ties for promotion—and their frequency. It may sound counterintuitive, but your boss can be a resource. "Make that per- son your ally," says Glaser. "Say you feel you're making progress and contribut- ing to the organization and you'd like his or her guidance in pursuing careers that would be advantageous to you and the company. Given your skills and achieve- ments, where might you look and how can you enlist support? Or consider a lat- eral move if it means you can work under someone who can be your champion." LinkedIn can be a resource: research the job history of former employees to learn about how frequently people are promoted. 2 Get noticed Moya offers a perfect example of how to stand out in the work- place. First, she joined internal groups to raise her profile in the compa- ny, including IBM's Women in Business and Technology. She also became part of Women in Technology and helped plan quarterly events. In those groups, she met a number of women who could help her in the future and, in the process, demon- strated she was engaged and enthusiastic. In addition, she joined the IBM Toastmas- ters Club, another way to network as well as to learn public speaking. Many compa- nies have groups like these, or you can look into starting one in your organization. Second, Moya asked for more responsi- bility. "When my manager took maternity Introduce yourself to people you don't know, even if it makes you uncomfortable. THINKSTOCKPHOTOS

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