@WICT – October 2014

Women in Cable Telecommunications. Creating Leaders. Together.


Vol. IV No. 4

The WICT team scours the web for the best resources and information that we think will help give your career a boost. Each
week we make dozens of links and resources available to you through our
Twitter feed. We know you’re busy, so we provide you with this
@WICT e-newsletter, which features each month’s top tweets in an easy-to-read digest format.
As a WICT member, you have access to past issues on our website
(login required).



Here are some of the things women say “I’m sorry” for all the time when they actually don’t need to apologize
at all.

Despite advancements in our culture and the workplace, “we don’t seem to be any closer to unraveling (or ending) our sometimes-compulsive
urge to apologize.” Some believe that the impulse to say “sorry” stems from some women’s desire not to
be seen as difficult, or to try to appear more likeable. Say it too often, however, and you risk being
seen as lacking self-confidence. There are numerous situations where you can assert yourself without feeling
guilty. For instance, avoid apologizing for promoting yourself in the workplace or for asking questions
when you don’t understand something. “Apologizing isn’t inherently bad–it can sometimes be a sign of
empathy and caring. It’s just not always necessary to do it.”

Source: Gabrielle Moss (
@Gaby_Moss) for Bustle (


Many successful leaders are voracious readers. Busy people make time to read–and you can too.

Successful individuals have 24 hours in their day just like everyone else, but when they have down time, they “make a habit
of picking up a book during these fallow hours.” If you’re an early riser, set aside half an hour in the
morning to read or fill your commute time on public transportation with that book you’ve been meaning
to get to. Likewise, night owls can commit to reserving some time before bed to spend with a good book.
When you have a break during the day, read a chapter or two rather than checking your email or text messages.

Source: Laura Vanderkam (
@LVanderkam) for Inc. (

Essential to “leadership presence” are several elements of substance that make for success over the long

The presence of a great leader goes beyond a sense of fashion and a compelling charismatic aura. Other factors are at play,
and “they have nothing to do with good looks, a million dollar smile, a firm handshake, or the gift of
the gab.” Leaders who are able to motivate employees to go from ordinary to extraordinary exude trust
and authenticity, and their genuine commitment to the organization “impacts every follower and makes their
daily efforts meaningful.” They make time for feedback and “because these leaders are listeners, employees
tell them what they think.”

Source: John Bell (
@JohnRichardBell) for Switch & Shift (

How leaders pick leaders: Three executives reveal how promotions are decided.

During a recent panel discussion, business leaders were asked how they identify candidates for promotions. They stressed
the need to ensure that you’re “top of mind” when positions become available. Will senior people know
who you are so that at least one person can speak up on your behalf? It’s up to you to demonstrate your
willingness to take on new roles and to promote your own abilities. “What is your edge? Do you have a
skill, personal quality or expertise that differentiates you?” Ultimately, “the deciding factor is in
the strength of your relationships, your ability to work well with others, and your ability to galvanize
others to work with you.”

Source: Caroline Ceniza-Levine (
@PrescoPresco) for Forbes (


“The issue of unconscious bias is a key reason for the lack of diversity in the workplace.”

A recent study of highly-skilled positions such as programmers and developers found a significant pay gap for minorities,
and “females in each ethnicity group researched earned less than their male counterparts.” The ingrained
beliefs of hiring managers and interviewers may be to blame. “At every point in the hiring process hidden
bias trickles in.” These unconscious decisions are based on assumptions, interpretations and stereotypes
that affect who gets hired and promoted. “The efforts to attract more women to tech jobs won’t fix the
issue of Silicon Valley being male-dominated–there has to be a change in mindset.”

Source: Billy Steele (
@WMSteele) for Engadget (


“Men’s desire for flexibility has come to the forefront this year, proving that this is not just a women’s

Men’s voices are joining women in asking for more flexibility from their employers. A recent study found that 79% of men
surveyed indicated that flexible work policies were very important to them. “Some organizations are lagging
behind–and those businesses may be doing so to their own detriment.” This is especially true as younger
men with families and children move up the career ladder. “Fathers from the millennial generation overwhelmingly
said it is important for employers to provide paid paternity or paid parental leave.” Keeping good employees
happy and engaged regardless of gender is better for the company in the long-run, as “it costs between
1.5 and 2 times an employee’s salary to replace/rehire someone for a position.”

Source: Karyn Twaronite (
@KTwaronite_EY) for Huffington Post (


Your internal dialog influences your behavior and “from a neuroscience perspective, it might be more like
internal remodeling.”

The brain is one of our most mysterious organs, and scientists are only starting to piece together the
impact of how we speak inside our own heads. One study compared two sets of participants preparing to
give a speech in front of an audience. The first group was instructed to address themselves as “I” while
the others were asked to speak to themselves in the third-person. “People who used their own names…were
more likely to give themselves support and advice,” while the “I” group tended toward panic and self-doubt.
Researchers theorize that this technique helps by creating mental distance between ourselves and stressful
situations, allowing us to gauge the circumstances more rationally.

Source: Laura Starecheski (
@Starecheski) for NPR (

“Mindfulness is the alternative to overworked and overwhelmed.” Here are tips for managing your time with

“Mindfulness is doing simple things that make us more aware of what’s going on around us and inside us,
and then being intentional about what we’re going to do–or not do–next.” When we’re stressed, it can
be difficult to pull ourselves away from our task list long enough to do this. A good first step is deciding
if you’re spending too much time trying to accomplish “things you’re just not wired to be good at.” Playing
against your strengths drains your energy, and you can get caught up in a downward spiral very quickly.
Once you understand this, work to “intentionally manage your time so you have a fighting chance of showing
up at your best.”

Source: Leadership Freak (


Unproductive meetings have ripple effects throughout an organization. Incorporate these practices for
effective staff gatherings.

The most valuable meetings bring people together to inform, discuss or decide. “Too many people get together
without really knowing why, simply because it was on their weekly schedules.” Before you call a meeting,
decide on its purpose and only invite those who will be directly affected by the issues on the table.
“Every additional attendee adds cost and gets in the way.” Consider shortening the default length of your
organization’s meetings (which are typically an hour or more) and limit gatherings to 30 minutes. Commit
to getting the business done to get everyone back to their desks more quickly.

Source: Jeff Denneen for LinkedIn (

Workplace “knowledge hiders” guard their individual interests and fail to anticipate the negative consequences.

Withholding or concealing information is all too common in the workplace as people use what they know to
further their own interests. “The cliché that knowledge is power holds some truth,” but it can come at
the cost of innovation and growth. “You can’t generate new ideas if you’re suspiciously guarding your
territory.” Interpersonal relationships can also suffer as a result, which may have long-term negative
effects on team cohesion. Organizations can combat this by emphasizing the outcome of team efforts versus
individual contributions, taking away a person’s incentive for jealously guarding what they know.

Source: Phyllis Korkki (
@PhyllisKorkki) for The New York Times (


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