丁香园AV

As more women aspire to shatter the glass ceiling, what is the one thing that seems to hold them back despite their enthusiasm and hard work?

Martha and Indira鈥檚 response to this burning question is: "Nerve," the title of their book. They noticed that women often lack the nerve to take unpopular, seemingly different approaches that could be met with resistance from those they lead. Instead of focusing on how they will be perceived, these two women pioneers urged upcoming leaders to leverage the opportunity of leadership by remaining bold in the face of adversity.

How can women handle being in leadership positions and not being liked?

As a leader, it is not strange to desire applause or want to be liked by those under your leadership. The danger, however, looms in 鈥渘eeding to be liked,鈥� according to Martha. The authors recognize that a high-performing leader may not be everyone鈥檚 favourite. Indira encouraged women not to 鈥渆quate being liked to doing a great job鈥攁nd vice versa.鈥� The likability factor is a mere add-on, but not a prerequisite, for making an impact.

How would you advise young women to start getting prepared for leadership positions?

Indira narrated her experience working with Martha as a vice-president of research at the University of British Columbia as a great informal learning opportunity. By observing Martha鈥檚 style of leadership, Indira imbibed many principles which she transferred to her tenure as president of the University of Alberta.

Indira summarized her advice with this: 鈥淚f you have an opportunity to work with an outstanding leader, make notes.鈥� 

Martha, in her response, provided a juxtaposition between mentors and sponsors. 鈥淲hile mentors offer you guidance and support you in your career, sponsors recommend you for opportunities and spread good word about your capabilities.鈥� She noted that sponsors, although we may be unaware of who they are, are instrumental in moving up the ladder of leadership. How do we then catch the eye of these sponsors? She advised upcoming leaders to 鈥渒eep doing your best, excelling in whatever you do, and be original.鈥�

丁香园AV President Joy Johnson noted that incumbent leaders have the responsibility to take note of young people with leadership potential and recommend them when an opportunity arises.

The authors noted that there was a gap in how much women uplifted and recommended other women for leadership opportunities when compared to their male counterparts. They both encouraged women to empower each other in this regard.

How should leaders act/respond in moments of crisis?

Indira and Martha agreed that in moments of crisis, leaders can feel alone and without any support. Indira recounted a time she had to make a decision against the general opinions of others, but she chose to follow her principles and what she knew to be right. In the midst of complications, she encourages everyone to honour their rightful, personal principles when making tough decisions and stick to them until the end of the crisis.

Martha also shared an experience during her time as president of UBC where she had to respond to comments made by a UBC community member. Her major take-away from that incident was to 鈥渢ake control of the situation before it鈥檚 out of your control.鈥� She stressed the importance of taking action as soon as possible in order to pre-empt an alternate, incorrect narrative from surfacing. 

Have you experienced trauma through a series of microaggressions?

Martha Piper narrated a time where her safety and that of her family鈥檚 were under threat, but she got through the situation by having a solid support system she could rely on. 鈥淵ou need support structures outside of your institution. You need people that will believe in you whether you are right or wrong,鈥� she stated. Indira also echoed the need for a support system as a leader.

Do you ever feel confined to narrow stereotypes as powerful women leaders?

Indira stated confidently that 鈥渁s a woman of colour, I feel liberated and not confined as a leader.鈥� She noted that women, unlike men, are not confined to as many standards or precedents to follow. Women leaders can choose to lead and set the bar for what leadership should look like. Martha indicated that confinement isn鈥檛 the issue鈥攊t is how female leaders choose to respond to pushback when they do things differently.