by Kathryn Heath, Jill Flynn, Mary Davis Holt Jun 2014 hbr.org —
A senior manager is asked to give up an executive committee seat because the CEO wants to shrink the group’s size and plans to retain only “the most engaged” members.
The leader of a $50 million division is passed over for promotion to the C-suite after failing to fully participate in strategic discussions in which “you have to shout to be heard.”
The people described above have several things in common. They are all successful and ambitious. They are all admired by colleagues and superiors. Yet they have all failed to assert themselves in high-level meetings. And they are all women. read more...