While perusing LinkedIn one day, I came across an article titled “The Very Best Way to Manage Female Employees.” Intrigued, I checked it out.
The author of the article, Jeff Haden, began by describing his experience attending a conference breakout session, an executive seminar, and a Master’s level leadership class all in the same week. Each event imparted guidance for how best to lead and manage female employees. After such a full week of training, Haden should be pretty well equipped for that task, right?
Not exactly. “Too bad I really didn’t learn anything at all about the differences in leading female employees,” Haden wrote, “…at least not anything useful.”
He then went on to explain that no matter the good intentions, generalizations and stereotypes about women in the workplace simply don’t help all that much in the real world:
“Men are different, women are different—but more to the point, peopleare different. We’re all different… Each of us brings a different set of goals, experiences, skills, talents, and perspectives. That means each of us has a different—better yet, an ideal—way we should be treated, managed, and led.”
During my nearly fifty years of leadership experience, I have worked with countless female colleagues and direct reports. Currently, beside myself, my core team within my company is all female. So I have more than a little hands-on experience in leading female employees. Even so, I have not yet discovered the secret to most effectively leading and working with my female colleagues. Because there is no secret.
Like Jeff Haden explained, every individual—male or female—is unique. While one of my colleagues may appreciate the freedom and flexibility of a more autonomous work arrangement, another individual may really thrive when given clear directives, deadlines, and detailed instructions. One direct report might want to touch base on a project multiple times each week, and another may prefer to check in only after substantial progress has been made.
One person might crave public recognition and praise for a job well done, and someone else might cringe when pulled into the spotlight. One individual might want to work 8-5 from an office, and another might prefer working part-time from the comfort and convenience of home. One colleague might enjoy communicating via email or text, and someone else might prefer speaking over the phone or in person.
Everyone has different preferences in how they work. There is no “one size fits all” solution for leading women—or men, or anyone. As Jeff Haden reminded readers, “Leaders may be responsible for managing groups, but leaders ultimately lead individuals.”
To most effectively lead and work with employees and colleagues of any gender, you must throw out generalizations and stereotypes, and instead take the time to get to know each person as an individual. Only then can you adapt your leadership to that person’s particular needs. Remember, in leadership, one size does not fit all. One size fits one.
To read Jeff Haden’s full article, please click here.
