When you see potential for your company to improve in some way—whether it’s to overhaul an outdated policy, round out benefits, or to make jobs more workable, how can you instigate change? Three women who Amy B interviewed during Women at Work’s April 27 live virtual event saw that potential and carried it through, to programs and policies that are making a difference:

Myra Orndoff, a senior manager at Capital One, campaigned for the company to create more part-time tech jobs after she went part time herself as a way to stay in the workforce while raising four kids.

Stephanie LeBlanc, who leads Google’s global programming for women of color, launched and continues to refine an annual summit that’s become a focal point of the multinational’s DEI strategy because of the positive effects it’s had on retention and advancement.

Becky Guenther persuaded Rehmann, the financial services firm where she leads HR, to give its employees free maternity, eldercare, and mental health counseling.

What can we learn from their advocacy and persuasion skills? How are they tracking their programs’ impact on women’s health, representation, and job satisfaction—and what are the results so far? How can you follow their lead? They fill us in.

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Communicating clearly and persuasively sets you up to have the impact and influence you’re after. But what if you’re running on empty? Expressing your ideas and giving direction when you’re sleep-deprived, burned out, grieving, or in perimenopausal brain fog…can feel nearly impossible. So, what then?

Leadership development coach Muriel Wilkins talks us through communication techniques that meet you where you’re at mentally and emotionally so that you can rise to the moment (even when you’re worried you can’t).

Guest expert:

Muriel Wilkins is the co-founder of the executive coaching and leadership development firm Paravis Partners. She hosts the HBR podcast Coaching Real Leaders.

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Assuming responsibility for someone else’s professional development and happiness changes you. But is it for the worse or for the better? The feelings can be mixed until you’re able to build your identity and confidence back up. Somehow this self-discovery has to happen while you’re meeting deadlines and feeling pressure to commit to more. How will you ever fit time in for your own professional development? Should career growth really feel this overwhelming?

Jen Dary regularly coaches first-time managers on questions like, “Who are you now?” “Who do you want to be?” and “How can you stretch without taking on too much?” She shares advice for finding yourself again, dealing with disillusionment, and setting priorities and boundaries. Then, a former guest who’s one year into leading a major project tells us about her aha moments. Finally, Kelsey answers the question of whether or not she’s ready to try management again.

Guest expert: 

Jen Dary trains and develops managers through her coaching business, Plucky. She hosts the Be Plucky Podcast.

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When you manage people, they ask you for things: to extend a deadline, to make an exception, to give them a raise or more resources. Maybe they don’t even have to ask; you notice the need and start thinking about how to meet it. As successful as women tend to be at advocating on behalf of others, knowing which approaches research shows are most effective will only strengthen your case.

Negotiations professor Martha Jeong explains the mindset, framing, timing, and tone that enable us to attain the money, help, and opportunities that keep our direct reports happy and in top form. She also explains how to set expectations with them to prevent you from feeling too much pressure to attain exactly what they asked for, and too guilty when you can’t.

Guest expert:

Martha Jeong is a management professor at the Hong Kong University of Science and Technology.

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People management consists of a fair amount of mediation and diplomacy, and you can’t expect to get the hang of it right away. You’re in the middle of a lot now. Initiating difficult conversations, and then getting all the way through them, takes planning and practice (and sometimes even a breather). Holding tension takes restraint.

Amy B and Kelsey interview Amy G about the types of conflict that new managers should expect to handle, as well as options for responding. They talk through real experiences and common scenarios. Like that time Kelsey needed to tell a direct report they were falling short of her expectations (but didn’t end up saying anything). Or that time Amy G started reporting to a friend. They also give guidance for intervening or not when team members are arguing and for discreetly clueing your group in about the office politics going on.

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Becoming a boss is a step up and should feel like one, but for so many women it doesn’t, at least initially. Too often, the people we’re newly responsible for ignore our direction and question our judgment. We end up deflated and puzzled. Why won’t anyone follow my lead? Am I not cut out for this? Did my boss make a mistake in promoting me?

There are still a lot of biases in society against women’s leadership abilities, and it’s maddening how they can cause us to question ourselves. As difficult as defiance is to face—especially when you’re settling in yourself—we have ideas for making it clear that you’re in charge. McKinsey’s Lareina Yee recounts the actions that senior leaders took that affirmed her position. Kelsey reflects on the disrespect she felt as a first-time manager, as well as her discomfort with power, and Amy B helps her make sense of those experiences and feelings. If you manage a woman who’s a new manager, this episode is for you too!

Guest expert:

Lareina Yee is a senior partner at McKinsey and the co-founder of the Women in the Workplace report.

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Are you new to leading a team? You may have some—er, a lot—of questions. How do you gain your employees’ trust and respect? How should you handle the inevitable conflicts that come up? And how much power do you actually have, and how do you use it for good?

In this special series, we’ll be answering these questions and many more—including questions from listeners. When you assume responsibility for someone else’s assignments and professional development and happiness, feeling uncomfortable and unsure is totally normal. We’ll help you make sense of those feelings and not let them deter you from pressing ahead. Women make highly competent leaders when given the opportunity, so let’s make the best of this first foray into leadership.

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We’ve planned a half-day of learning, guidance, and inspiration—all virtual.

First, leadership development coach Muriel Wilkins will talk us through how to communicate effectively when you’re running on empty. Amy Bernstein will then ask business leaders about how they pushed forward policies and programs that made their companies better for women. Next, Amy Gallo will interview several researchers about the practical takeaways from their latest findings. We’ll end with an advice hour, where both Amys will answer your questions. Do you need guidance on leading a team, dealing with conflict, negotiating, or something else? Email your question ahead of time to [email protected], and they’ll try to help.

Tickets are $60 for Harvard Business Review subscribers and $75 for everyone else. A ticket will also give you access to a replay of the event recording. Register here.

Interested in buying a bunch of tickets for your team, department, or entire company? Email [email protected] to learn about group discounts.

See you there!

Do you find it tough to make decisions? Do you get stuck coming up with options (or overwhelmed by too many of them)? Or maybe you worry about how people will take your decision and if they’ll disagree with it? Do you often grapple with guilt or regret after making a final call?

A dentist who directs a public health clinic wants to gain confidence in her ability to make sound decisions. Behavioral scientist Leslie John shares methods for not overthinking, preempting pushback, and making peace with a tough call.

Guest expert:

Leslie John is a behavioral scientist and professor at Harvard Business School.

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What do you do when no one will give you actionable and useful feedback? That’s the situation our guest, an aerospace engineer, has been in for years. And while she’s managed to move up within her company, she feels like she’s missing out on information that would clarify her standing there and secure her future success.

Ella Bell, an expert on interpersonal communication and organizational behavior, shares creative ways to draw out people’s perceptions of your performance and potential. She also offers advice on how to make sense of the feedback you do receive. It can be especially tricky if you don’t agree with what someone says or if their comments don’t align with your priorities. We talk through both scenarios and give suggestions for how to respond.

Guest expert: 

Ella Bell is a professor at the Tuck School of Business at Dartmouth

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