Ceo Woman Quotes

Don’t live like a CEO when you’re still a sandwich artist.

It was another example of a phenomenon I call "the talking dog syndrome." Some people are still amazed that any woman (this includes Governors' wives, corporate CEOs, sports stars and rock singers) can hold her own under pressure and be articulate and knowledgeable. The dog can talk!

Unfortunately, the term “identity politics” has been weaponized. It is most often used by speakers to describe politics as practiced by members of historically marginalized groups. If you’re black and you're worried about police brutality, that’s identity politics. If you’re a woman and you’re worried about the male-female pay gap, that’s identity politics. But if you’re a rural gun owner decrying universal background checks as tyranny, or a billionaire CEO complaining that high tax rates demonize success, or a Christian insisting on Nativity scenes in public squares — well, that just good, old fashioned politics. With a quick sleight of hand, identity becomes something that only marginalized groups have. The term “identity politics,” in this usage, obscures rather than illuminates; it’s used to diminish and discredit the concerns of the weaker groups by making them look self-interested, special pleading in order to clear the agenda for the concerns of stronger groups, which are framed as more rational, proper topics for political debate. But in wielding identity as a blade, we have lost it as a lens, blinding ourselves in a bid for political advantage. WE are left searching in vaid for what we refuse to allow ourselves to see.

Failure was a luxury we couldn't afford, all chained together as we were, our fates locked up tight. One box office flop from a female director and no one wanted "girl" movies, one stock market plunge from a company with a woman CEO and women couldn't lead, one false accusation and we were liars, all of us. Because when we failed it was because of our chromosomes, it wasn't because of a market dip or an ineffective advertising campaign or plain bad luck.

His height forced her to stand on her toes. For a woman who’d been taller than most of the boys in her class in high school, that particular physical trait provoked a flurry of sensual images to flash through her mind. Sex against a wall. It was a possibility. And given the breadth of his shoulders, she imagined he’d hold her up just fine. Oh, glorious day.

A human rights activist is the worst type of person to mess with. If I can choose an enemy between the worst finance CEO, or the worst human rights violating dictator, and a human rights activist, I would choose the former. A human rights activist doesn't let go; doesn't have a peace of mind till responsibility for a wrongful act is finally reached. That's the uncomfortable type of person that cannot stand injustice, the type of person that doesn't fear "social desirability" sanctions for confronting wrongdoers directly, upsetting the silence and the status quo, and for screaming loud. That's the person that dares to stand up -- for themselves, for others. That's the type of person who doesn't lay low, doesn't fear being perceived as uncomfortable, the type of person that doesn't just "go along". I do not want as an enemy a person who cannot let go and forget injustice, but who instead will plug away till the very end, till justice is reached. I do not want that man or woman as an enemy.

For two goddamn years, I’d worked alongside this woman and I never thought I would see the day when she had the audacity to turn in a two weeks’ notice. She was now my highest paid employee by far and her recent benefits were so over the top and beyond the scope of what any Fortune 500 CEO offered, that George made me submit to a quarterly psychiatric exam to make sure I knew “what the hell she was being offered access to.

Words like mompreneur, SHE-EO, and girl boss illuminate the notion that entrepreneur and CEO are not actually gender-neutral teens but are tacitly coded as male. The suggest that when a woman endeavors in business, we can’t help but to cutesy-fy her title.

Too many of the women lack critical assignments that will give 'star' visibility in their companies, even though they are considered high potential," she said. "Such assignments enable a woman to prove herself by showcasing her skills, tenacity, leadership, and making a difference to the company's bottom line.

But then, a funny thing happens when a woman or a person of color is promoted to the head of the company. White male managers stop collaborating with their coworkers—especially their women coworkers and coworkers of color. Why do white men decrease their level of performance when a woman or person of color becomes CEO? Because suddenly they feel less connected to the company.

The head of the initiative was the former CEO of a website that served as a repository of humorous images and videos optimized for social media virality—mostly cats doing improbable things, like riding robotic vacuum cleaners and getting stuck in hamburger buns. The website had raised nearly forty-two million dollars in venture capital. He would be working alongside another entrepreneur, a woman who had founded an on-demand housekeeping platform that had shut down amid a spate of lawsuits. The audacity was breathtaking.

I vowed to myself that day that I would be wealthy when I grew up. It was my birthday-candle wish. I stood in that tiny dining room on stained carpet, in front of the yard-sale table, and I promised myself something better. I will never live like this when I have the ability to prevent it. I was vehement in this: someday I would be rich. I’m not supposed to say that, I know. Social media is filled with hundreds of male CEOs and self-made entrepreneurs who tout the power of wealth and the justification for achieving it. But, if you’re a woman, it’s frowned upon. It’s impolite. It’s not something good girls do. Good girls don’t talk about money, and they certainly don’t claim it as a life goal, regardless of their reasons why.

It is best to be the CEO; it is satisfactory to be an early employee, maybe the fifth or sixth or perhaps the tenth. Alternately, one may become an engineer devising precious algorithms in the cloisters of Google and its like. Otherwise, one becomes a mere employee. A coder of websites at Facebook is no one in particular. A manager at Microsoft is no one. A person (think woman) working in customer relations is a particular type of no one, banished to the bottom, as always, for having spoken directly to a non-technical human being. All these and others are ways for strivers to fall by the wayside — as the startup culture sees it — while their betters race ahead of them. Those left behind may see themselves as ordinary, even failures.

Ian rested his hands behind his head. “I’m already picturing myself in the Sterling luxury suite at Soldier Field, right above the fifty-yard line.” Both the lawyer and pragmatic woman in Brooke felt the need to manage her CEO’s expectations. “You’re getting way ahead of yourself here, Ian. In fact, I think you just lapped yourself.” “A man can dream, Brooke.” She chuckled. “Who are you kidding? You barely use our suites at Wrigley Field and the United Center.” He waved this off. “Yeah, but football’s different. If we get this deal with the Bears, you better believe my butt will be at Soldier Field for every home game.” He saw her fighting back a grin. “What?” “I just wonder what it is about men and football,” Brooke said. Sure, because of her job she could hold her own when it came to talking sports, but—wow—had her eyes been opened when she’d been down in Dallas, negotiating the Cowboys deal. Those men didn’t just love football, they lived football. “Is it a warrior-metaphor kind of thing? The idea that the strongest, toughest men of the region strap on their armor and step onto the battlefield to face off against the strongest, toughest opponents?” “As a matter of fact, that’s exactly what it is.” “I see. And remind me: in what century did it become customary for one’s army to be attended at the battle ground by hot girls with spanky pants and pom-poms? Was that a tradition Napoleon started?” Brooke pretended to muse. “Or maybe it was Genghis Khan.” “You scoff at America’s sport. I have fired people for less.” Brooke threw Ian a get-real look. “No, you haven’t. You don’t fire anyone without trotting down to my office and asking me first whether you’ll get sued. And then I’m always the one that has to fire them, anyway.” “Because you do it with such charm,” Ian said with a grin

The CEO answered by saying the bill was too high, that he’d pay half of it and that they would talk about the rest. After that, he stopped answering her calls. The underlying dynamic was that this guy didn’t like being questioned by anyone, especially a woman. So she and I developed a strategy that showed him she understood where she went wrong and acknowledged his power, while at the same time directing his energy toward solving her problem. The script we came up with hit all the best practices of negotiation we’ve talked about so far. Here it is by steps: A “No”-oriented email question to reinitiate contact: “Have you given up on settling this amicably?” A statement that leaves only the answer of “That’s right” to form a dynamic of agreement: “It seems that you feel my bill is not justified.” Calibrated questions about the problem to get him to reveal his thinking: “How does this bill violate our agreement?” More “No”-oriented questions to remove unspoken barriers: “Are you saying I misled you?” “Are you saying I didn’t do as you asked?” “Are you saying I reneged on our agreement?” or “Are you saying I failed you?” Labeling and mirroring the essence of his answers if they are not acceptable so he has to consider them again: “It seems like you feel my work was subpar.” Or “… my work was subpar?” A calibrated question in reply to any offer other than full payment, in order to get him to offer a solution: “How am I supposed to accept that?” If none of this gets an offer of full payment, a label that flatters his sense of control and power: “It seems like you are the type of person who prides himself on the way he does business—rightfully so—and has a knack for not only expanding the pie but making the ship run more efficiently.” A long pause and then one more “No”-oriented question: “Do you want to be known as someone who doesn’t fulfill agreements?” From my long experience in negotiation, scripts like this have a 90 percent success rate. That is, if the negotiator stays calm

In a Harvard Business Review article titled “Do Women Lack Ambition?” Anna Fels, a psychiatrist at Cornell University, observes that when the dozens of successful women she interviewed told their own stories, “they refused to claim a central, purposeful place.” Were Dr. Fels to interview you, how would you tell your story? Are you using language that suggests you’re the supporting actress in your own life? For instance, when someone offers words of appreciation about a dinner you’ve prepared, a class you’ve taught, or an event you organized and brilliantly executed, do you gracefully reply “Thank you” or do you say, “It was nothing”? As Fels tried to understand why women refuse to be the heroes of their own stories, she encountered the Bem Sex-Role Inventory, which confirms that society considers a woman to be feminine only within the context of a relationship and when she is giving something to someone. It’s no wonder that a “feminine” woman finds it difficult to get in the game and demand support to pursue her goals. It also explains why she feels selfish when she doesn’t subordinate her needs to others. A successful female CEO recently needed my help. It was mostly business-related but also partly for her. As she started to ask for my assistance, I sensed how difficult it was for her. Advocate on her organization’s behalf? Piece of cake. That’s one of the reasons her business has been successful. But advocate on her own behalf? I’ll confess that even among my closest friends I find it painful to say, “Look what I did,” and so I don’t do it very often. If you want to see just how masterful most women have become at deflecting, the next time you’re with a group of girlfriends, ask them about something they (not their husband or children) have done well in the past year. Chances are good that each woman will quickly and deftly redirect the conversation far, far away from herself. “A key type of discrimination that women face is the expectation that feminine women will forfeit opportunities for recognition,” says Fels. “When women do speak as much as men in a work situation or compete for high-visibility positions, their femininity is assailed.” My point here isn’t to say that relatedness and nurturing and picking up our pom-poms to cheer others on is unimportant. Those qualities are often innate to women. If we set these “feminine” qualities aside or neglect them, we will have lost an irreplaceable piece of ourselves. But to truly grow up, we must learn to throw down our pom-poms, believing we can act and that what we have to offer is a valuable part of who we are. When we recognize this, we give ourselves permission to dream and to encourage the girls and women

Everywhere you look with this young lady, there’s a purity of motivation,” Shultz told him. “I mean she really is trying to make the world better, and this is her way of doing it.” Mattis went out of his way to praise her integrity. “She has probably one of the most mature and well-honed sense of ethics—personal ethics, managerial ethics, business ethics, medical ethics that I’ve ever heard articulated,” the retired general gushed. Parloff didn’t end up using those quotes in his article, but the ringing endorsements he heard in interview after interview from the luminaries on Theranos’s board gave him confidence that Elizabeth was the real deal. He also liked to think of himself as a pretty good judge of character. After all, he’d dealt with his share of dishonest people over the years, having worked in a prison during law school and later writing at length about such fraudsters as the carpet-cleaning entrepreneur Barry Minkow and the lawyer Marc Dreier, both of whom went to prison for masterminding Ponzi schemes. Sure, Elizabeth had a secretive streak when it came to discussing certain specifics about her company, but he found her for the most part to be genuine and sincere. Since his angle was no longer the patent case, he didn’t bother to reach out to the Fuiszes. — WHEN PARLOFF’S COVER STORY was published in the June 12, 2014, issue of Fortune, it vaulted Elizabeth to instant stardom. Her Journal interview had gotten some notice and there had also been a piece in Wired, but there was nothing like a magazine cover to grab people’s attention. Especially when that cover featured an attractive young woman wearing a black turtleneck, dark mascara around her piercing blue eyes, and bright red lipstick next to the catchy headline “THIS CEO IS OUT FOR BLOOD.” The story disclosed Theranos’s valuation for the first time as well as the fact that Elizabeth owned more than half of the company. There was also the now-familiar comparison to Steve Jobs and Bill Gates. This time it came not from George Shultz but from her old Stanford professor Channing Robertson. (Had Parloff read Robertson’s testimony in the Fuisz trial, he would have learned that Theranos was paying him $500,000 a year, ostensibly as a consultant.) Parloff also included a passage about Elizabeth’s phobia of needles—a detail that would be repeated over and over in the ensuing flurry of coverage his story unleashed and become central to her myth. When the editors at Forbes saw the Fortune article, they immediately assigned reporters to confirm the company’s valuation and the size of Elizabeth’s ownership stake and ran a story about her in their next issue. Under the headline “Bloody Amazing,” the article pronounced her “the youngest woman to become a self-made billionaire.” Two months later, she graced one of the covers of the magazine’s annual Forbes 400 issue on the richest people in America. More fawning stories followed in USA Today, Inc., Fast Company, and Glamour, along with segments on NPR, Fox Business, CNBC, CNN, and CBS News. With the explosion of media coverage came invitations to numerous conferences and a cascade of accolades. Elizabeth became the youngest person to win the Horatio Alger Award. Time magazine named her one of the one hundred most influential people in the world. President Obama appointed her a U.S. ambassador for global entrepreneurship, and Harvard Medical School invited her to join its prestigious board of fellows.

Hillary fulminates over CEOs making “300 times more than the American worker.” Putting aside the fact that this number is overstated by including restricted, non-cash, and deferred compensation, and that it only looks at the biggest companies in America even though those CEOs represent fewer than two tenths of one percent of all CEOs in the country, the insincerity of this complaint coming from a woman who earns speaking fees of over $80 per second is transparent.

Yes, it is still an issue... People see one woman get a CEO role or voted in as Prime Minister and they think it's job done. It's not.

Executive Presence: The Missing Link between Merit and Success, author and CEO of the Center for Talent Innovation, Sylvia Ann Hewlett, sums up the situation: “If you’re tough, you’re a bitch and no one wants to work for you, but if you’re not tough, you’re not perceived as leadership material and you won’t be given anyone to work for you. It’s a high-wire act that every capable woman has had to perform, and the higher she goes, the more perilous the act.”1

Why, then, don’t we hear the same cries of “cultural appropriation” when Archie Comics’ Jewish co-CEOs green-light Archie’s murder in defense of a gay senator or Marvel’s Hispanic editor decides to make Captain America black and Thor into a woman? Why, especially, is a non-Nordic male allowed to rub his grubby fingers all over an ancient Nordic male god to suit his half-assed “progressive” agenda?

Though it's often considered insulting to note, women in the aggregate have different preferences: we tend to put "people jobs" over "things jobs", as someone once put it to me. This has caused feminists a great deal of consternation. Pricked by the embarassment of natural differences between men and women, they blame society and insist women need to be taught to adopt different preferences. But behind this insistence lies the idea that women's preferences are inferior. Young girls are left to conclude that they must strive to be more like men- they must close the novel they were enjoying and take up coding. They must want things men want because men want them. The talking point about the dearth of women CEOs is a classic. The fact of this disparity might just as easily be understood differently: CEOs lead fairly unbalanced lives. They make a lot of money and have very little time. Their relationships suffer. They have high rates of divorce. Women might recognize this difference and assume that men are the ones to be pitied. We might just as easily say: Women are so much better adjusted, so much wiser for preferring relationships to dollars. We might as easily say: Of course women prefer literature to software engineering! It's far more interesting. It has the power to transport, to move hearts and minds. Literature is the story one generaton tells to the next. So many women study, teach and produce great literature. Who is the wiser sex? Instead we presume that if men dominate the STEM departments, they must be occupying the university's Arcadia. If CEOs are overwhelmingly male, then women are being unfairly excluded- by men who outfox them, a system that diminishes them, preferences that lead them astray. We want to have it both ways: acknowledging sotto voce that Sumner Redstone, Rupert Murdoch, and Jeff Bezos have not enjoyed enviable personal lives, while insisting every woman should or would stand in their shoes, given half a chance. [...] We must stop. It's a dumb habit, thoughtless and base. It reflects an unflattering insecurity we shouldn't indulge. The jealousy at its heart suggests that either we believe women aren't truly capable, or they have somehow be duped, made victims by a "system" that, generation after generation, locks us out and shuts us in with so many glass ceilings and walls. It's an exhausting set of untruths. Worst of all, girls are listening.

Caste is the granting or withholding of respect, status, honor, attention, privileges, resources, benefit of the doubt, and human kindness to someone on the basis of their perceived rank or standing in the hierarchy. Caste pushes back against an African-American woman who, without humor or apology, takes a seat at the head of the table speaking Russian. It prefers an Asian-American man to put his technological expertise at the service of the company but not aspire to CEO. Yet it sees as logical a sixteen-year-old white teenager serving as store manager over employees from the subordinate caste three times his age. Caste is insidious and therefore powerful because it is not hatred, it is not necessarily personal. It is the worn grooves of comforting routines and unthinking expectations, patterns of a social order that have been in place for so long that it looks like the natural order of things. What

Caste is the granting or withholding of respect, status, honor, attention, privileges, resources, benefit of the doubt, and human kindness to someone on the basis of their perceived rank or standing in the hierarchy. Caste pushes back against an African-American woman who, without humor or apology, takes a seat at the head of the table speaking Russian. It prefers an Asian-American man to put his technological expertise at the service of the company but not aspire to CEO. Yet it sees as logical a sixteen-year-old white teenager serving as store manager over employees from the subordinate caste three times his age. Caste is insidious and therefore powerful because it is not hatred, it is not necessarily personal. It is the worn grooves of comforting routines and unthinking expectations, patterns of a social order that have been in place for so long that it looks like the natural order of things.

If I had been a quiet, polite and measured woman, I would not have got to the top.

If men’s wages too have been depressed, if there literally aren’t enough jobs, or enough money to pay for them (what with the dire need to pay CEOs so many more times more than anyone else, not to mention the precious shareholders), then the category ‘woman’ remains a useful one for the ‘first fired, last hired’ policy that has characterized the employment market for much of the last hundred years or so.

In a Harvard Business Review article titled “Do Women Lack Ambition?” Anna Fels, a psychiatrist at Cornell University, observes that when the dozens of successful women she interviewed told their own stories, “they refused to claim a central, purposeful place.” Were Dr. Fels to interview you, how would you tell your story? Are you using language that suggests you’re the supporting actress in your own life? For instance, when someone offers words of appreciation about a dinner you’ve prepared, a class you’ve taught, or an event you organized and brilliantly executed, do you gracefully reply “Thank you” or do you say, “It was nothing”? As Fels tried to understand why women refuse to be the heroes of their own stories, she encountered the Bem Sex-Role Inventory, which confirms that society considers a woman to be feminine only within the context of a relationship and when she is giving something to someone. It’s no wonder that a “feminine” woman finds it difficult to get in the game and demand support to pursue her goals. It also explains why she feels selfish when she doesn’t subordinate her needs to others. A successful female CEO recently needed my help. It was mostly business-related but also partly for her. As she started to ask for my assistance, I sensed how difficult it was for her. Advocate on her organization’s behalf? Piece of cake. That’s one of the reasons her business has been successful. But advocate on her own behalf? I’ll confess that even among my closest friends I find it painful to say, “Look what I did,” and so I don’t do it very often. If you want to see just how masterful most women have become at deflecting, the next time you’re with a group of girlfriends, ask them about something they (not their husband or children) have done well in the past year. Chances are good that each woman will quickly and deftly redirect the conversation far, far away from herself. “A key type of discrimination that women face is the expectation that feminine women will forfeit opportunities for recognition,” says Fels. “When women do speak as much as men in a work situation or compete for high-visibility positions, their femininity is assailed.” My point here isn’t to say that relatedness and nurturing and picking up our pom-poms to cheer others on is unimportant. Those qualities are often innate to women. If we set these “feminine” qualities aside or neglect them, we will have lost an irreplaceable piece of ourselves. But to truly grow up, we must learn to throw down our pom-poms, believing we can act and that what we have to offer is a valuable part of who we are. When we recognize this, we give ourselves permission to dream and to encourage the girls and women around us to do the same.

Getting to fifty-fifty is incredibly complex and nuanced, requiring many detailed solutions that will take decades to fully play out. To accelerate the process, change needs to start at the top. Like Stewart Butterfield, CEOs need to make hiring and retaining women an explicit priority. In addition, here is the bare minimum of what we can do at an individual and a systemic level: First of all, people, be nice to each other. Treat one another with respect and dignity, including those of the opposite sex.That should be pretty simple. Don’t enable assholes. Stop making excuses for bad behavior, or ignoring it. CEOs must embrace and champion the need to reach a fair representation of gender within their companies, and develop a comprehensive plan to get there. Be long-term focused, not short-term. It may take three weeks to find a white man for the job, but three months to find a woman. Those three months could save three years of playing catch-up in the future. Invest in not just diversity but inclusion. Even if your company is small, everything counts. And take the time to educate your employees about why this is important. Companies need to appoint more women to their boards. And boards need to hold company leadership to account to get to fifty-fifty in their employee ranks, starting with company executives. Venture capital firms need to hire more women partners, and limited partners should pressure them to do so and, at the very least, ask them what their plans around diversity are. Investors, both men and women, need to start funding more women and diverse teams, period. LPs need to fund more women VCs, who can establish new firms with new cultural norms. Stop funding partnerships that look and act the same. Most important, stop blaming everybody else for the problem or pretending that it is too hard for us to solve. It’s time to look in the mirror. This is an industry, after all, that prides itself on disruption and revolutionary new ways of thinking. Let’s put that spirit of innovation and embrace of radical change to good use. Seeing a more inclusive workforce in Silicon Valley will encourage more girls and women studying computer science now.

Oh. Liam." Madison cut her off, smirking when Liam walked out of the restroom behind her, still adjusting his tie. "Nice to see you again." Totally nonplussed, Liam smiled. "Madison." "Men's room closed?" "Not at all." He put an arm around Daisy's shoulder and pressed a kiss to her cheek. "Just needed a little alone time with may fiancée." Madison's smile faded. "You're still engaged?" "Yes, we are." He held up Daisy's hand to show off the diamond ring he'd bought her to replace the Sharks ring he'd given her at the bus stop. "When you meet the woman you want to spend the rest of your life with, you don't let her go." Daisy slipped an arm through Liam's. "How's Orson?" "Orson?" Madison frowned as if she had no idea who Daisy was talking about. "Oh. He's gone. Maybe New York?" "I'm sorry to hear that." "I was sorry to hear that Organicare was going under." Madison's smirk returned. "I was wondering if you were interested in coming back to work for me. I need a senior software engineer and---" "Organicare isn't going under," Daisy said. "We've given the company a total overhaul and we've just secured our Series B funding. I've had interest from other investors and I'm here to meet some of them right now. So, if you'll excuse me..." "She's the CEO," Liam said, beaming. "She saved the company and now she's running the whole show." "Congratulations." Madison's voice was flat as she checked her watch. "You're right about the time. I've got a meeting in five minutes. I'd better go." "You didn't have to do that," Daisy said to Liam. "It was a little bit petty." "You enjoyed every second of it." Her lips tipped in a smile. "Okay. I did. She was like every mean girl in high school who mocked me, and now the tables have turned and not only am I running a company, I got the coolest guy in school.

The receptionist, a fifty-something woman, was a rigid gatekeeper—her attitude matching her tight bun. Her dark hair was pulled back so fiercely, it appeared to tug at her skin. She wasn’t impressed that they were the PWCPD or that they wanted an audience with Charles Windsor, the CEO. She scowled and asked, “What is this regarding?

For an engineer in Silicon Valley, your day is something like this,” said 26-year-old tech entrepreneur Henry Pasternack.* “You get on a bus in the morning, and there are no women. You work in a department in which there are twenty men and one woman. You go to lunch, and there are some women—maybe they work in sales and marketing—but they’re all talking either to each other or to the CEO . . . For guys in tech, there’s

When I rose to CEO in 2006, the press was again thrilled to celebrate my exoticism as a woman and Indian immigrant. I was presented in a sari and sometimes enhanced by bare feet.

I define my roles as a woman, whether that means a mother at home, a CEO, both, neither or more.

My girlfriend is coming with us," he ordered. I stilled. "Girlfriend?" "Woman, I don't care which label you use." He tugged me closer, his palm to my cheek. "Mine." Happy tears welled in my eyes. The paramedic huffed. "I was going to say she can come, but you didn't let me finish. Nice speech, though." I grinned at her. "It was, wasn't it? He's in love with me." "I'd hold on to that one, honey." I met Mav's gaze. "I think I might.

Agent, the company has taken a special interest in this. CEO Wu herself is receiving the communiques. You will take any measures needed to ensure successful completion of your mission.” “Yes, VPSO.” “Agent.” The woman’s sharp tone froze him in his place. “It’s Senior VPSO.

Men…if you want a good woman…treat her like one!

including Microsoft’s CEO Satya Nadella, who grew up in Hyderabad but has lived for decades in the Seattle area of the USA. Satya Nadella is a brilliant man, but his early cultural training carves deeply his thinking about how women should behave at work. At a conference to celebrate over 8000 female engineers in Arizona, USA, Nadella was asked what advice he would give a woman on how to ask for a salary raise. He said, ‘It’s not really about asking for a raise, but knowing and having faith that the system will give you the right raise . . . that might be one of the “initial superpowers” that, quite frankly, women who don’t ask for a raise have. It’s good karma. It will come back.

If a woman is kind, she is attractive to men. Bitches are also attractive because they play on contrasts...

I have been in this role a long time. I am tired of being called a woman CEO. I prefer just CEO.

Mav laughed and pressed a kiss to her temple. "Damn, I love you." She went still, like a woodland creature who'd spotted a predator. "You look more scraed of me than the assassin chasing us," he said dryly. "Mav-" a taut whisper filled with so much emotion. He loved this woman. This smart, spunky, loyal woman. He'd convince her of that after they got out alive.

Bahira Shami is a young CEO tasked with ensuring the successful operation and growth of Beauty Elite Group. It's her mission to keep every department focused on their task and to her high standards. Bahira Shami plans to continue her growth with this company, gathering a team of like-minded professionals. She is proud of the company culture she has fostered at Beauty Elite Group. Bahira Shami got named Woman of the Year by the Houston Major.

European bride-ale (the origin of bridal) payment of beers from a bride’s family to a groom’s.

You can’t seriously expect me to trust my mane to a woman?” Sexism, alive and well in Arik’s world, the fault of the females in his pride who’d raised him. No coddling for Arik. They didn’t believe in letting him play with dolls or caving to others. His mother and aunts, not to mention his numerous female cousins, had taught him to be tough. They didn’t allow softness in his world, not when they groomed him as the future leader of their pride. He was all male, all the time, and dammit, a man used a barber, not a hairdresser. Even if she was cute. “Suit yourself. I’ve got more than enough men to take care of—” Was that his cat growling? “— without adding a pompous one to the list.” “Pompous?” Even if she’d pegged him right, it didn’t stop his indignant glare. A glare she chose to ignore. She crossed her arms over her chest, plumping her cleavage— ooh, pretty, shadowy cleft. His curious nature drew his eyes to the mysterious and beckoning vee until she cleared her throat. “My eyes are up here, big guy.” Caught. Good thing he was a cat. His kind had no shame, nor did they apologize. He shot her his most engaging, boyish grin. “My name is Arik. Arik Castiglione.” She didn’t react to his smile or titles, so he elaborated, “The CEO for Castiglione Enterprises.” He stretched his lips wide enough to engage his deadly dimple. And still failed to impress. She raised a brow. “Is that supposed to mean something?” Surely she jested. Within his mind, his poor lion lay down in a traumatized heap and crossed its paws over its eyes. “We are the largest importer of meat in the world.” Her shoulders lifted in a shrug. “I don’t check the label to see who brings me my steak. I just eat it.” “What about our chain of restaurants? A Lion’s Pride Steakhouses.” “Those I’ve heard of. Decent, I hear, but overpriced. I can get a bigger plate of food at LongHorn. And according to my girlfriends, the male waiters are cuter too.

truly believe that the single most important career decision that a woman makes is whether she will have a life partner and who that partner is. I don’t know of one woman in a leadership position whose life partner is not fully—and I mean fully—supportive of her career. No exceptions. And contrary to the popular notion that only unmarried women can make it to the top, the majority of the most successful female business leaders have partners. Of the twenty-eight women who have served as CEOs of Fortune 500 companies, twenty-six were married, one was divorced, and only one had never married.12 Many of these CEOs said they “could not have succeeded without the support of their husbands, helping with the children, the household chores, and showing a willingness to move.”13 Not surprisingly,

Charlie and I believe our four criteria are essential if directors are to do their job — which, by law, is to faithfully represent owners. Yet these criteria are usually ignored. Instead, consultants and CEOs seeking board candidates will often say, “We’re looking for a woman,” or “a Hispanic,” or “someone from abroad,” or what have you. It sometimes sounds as if the mission is to stock Noah’s ark. Over the years I’ve been queried many times about potential directors and have yet to hear anyone ask, “Does he think like an intelligent owner?” The questions I instead

Chapter 11: Working Together Toward Equality For a long time, the focus has been on making sure women have the choice of working outside the home or in the home. The fact that women have this right is celebrated. The question now is, are we so focused upon the issue of personal choice that we’re failing to encourage women to go for positions of senior leadership? Men and women both need to support each other. Women have not always been there supporting each other, and many times women have actually done the opposite. When Marissa Mayer was named CEO of Yahoo, she was in her third trimester of pregnancy. She announced that her maternity leave would be a few weeks long, and she would be working throughout it. Many feminists were upset with her, arguing that Marissa was “hurting the cause by setting up unreasonable expectations.” Whatever women decided for themselves as far as leave should be fully supported. Sometimes women who are already in power become obstacles to more women gaining power. This was especially true in the days of tokenism, when women would look around and see that only one woman would be allowed to climb the ladder into the senior management. Women can view other women as rivals and treat them with hostility, or undermine them, ignore them, or even sabotage them.

Get out,” Evan Williams said to the woman standing in his office doorway. “I’m going to throw up.” She stepped backward, pulling the door closed, a metal clicking sound reverberating through the room as he grabbed the black wastebasket in the corner of his office, his hands now shaking and clammy. This was it. His last act as the CEO of Twitter would be throwing up into a garbage can.

don’t think this is realistic,” he said. “The CEO would be an older white man.” My colleague and I agreed that might often be the case, but explained that we wanted to focus more on Linda’s needs and motivations than on how she looked. “Sorry, it’s just not believable,” he insisted. “We need to change it.” I squirmed in my Aeron chair. My colleague looked out the window. We’d lost that one, and we knew it. Back at the office, “Linda” became “Michael”—a suit-clad, salt-and-pepper-haired guy. But we kept Linda’s photo in the mix, swapping it to another profile so that our personas wouldn’t end up lily-white. A couple weeks later, we were back in that same conference room, where our client had asked us to share the revised personas with another member of his executive team. We were halfway through our spiel when executive number two cut us off. “So, you have a divorced black woman in a low-level job,” he said. “I have a problem with that.” Reader, I died. Looking back, both of these clients were right: most of the CEOs who were members of their organization were white men, and representing their members this way wasn’t a good plan for their future. But what they missed—because, I recognize now, our personas encouraged them to miss it—was that demographics weren’t the point. Differing motivations and challenges were the real drivers behind what these people wanted and how they interacted with the organization. We thought adding photos, genders, ages, and hometowns would give our personas a more realistic feel. And they did—just not the way we intended. Rather than helping folks connect with these people, the personas encouraged the team to assume that demographic information drove motivations—that

It is best to be the CEO; it is satisfactory to be an early employee, maybe the fifth or sixth or perhaps the tenth. Alternately, one may become an engineer devising precious algorithms in the cloisters of Google and its like. Otherwise one becomes a mere employee. A coder of websites at Facebook is no one in particular. A manager at Microsoft is no one. A person (think woman) working in customer relations is a particular type of no one,

Hillary exhibited a dry, acerbic wit that didn’t easily translate into lines made for mass consumption on the campaign trail. In a Q&A with Goldman Sachs CEO Lloyd Blankfein, Hillary relayed how, as secretary of state, she’d argued with a Chinese diplomat that his country had no more right to claim the South China Sea than the United States had to the Pacific. “But they have to take New Jersey,” Blankfein injected. “No, no, no,” Hillary said. “We’re going to give them a red state.