The Latest Insights from Leading NOW

In general, it is a mentor’s job to help her protégé position herself to achieve career success and the protégé’s job to work with her mentor to achieve career goals. When it comes to career success, our research indicates that men and women speak differently about mentors and their roles. Understanding this difference will help engage managers and executives as better mentors (and women as stronger protégés).

Too often mentors coach women on confidence and personality rather than business and financial ability. Diversity Executive magazine recently interviewed Susan L. Colantuono, CEO of Leading Women. Below are excerpts from the interview. (Please share this important info liberally with colleagues in and outside your company and other women in your organization.)

"Acquaintances...represent a source of social power, and the more acquaintances you have, the more powerful you are." Malcolm Gladwell in The Tipping Point "Leaders who are good networkers...are the connectors...They master what sociologist Mark Granovetter calls the 'weak tie', a friendly yet casual social connection." Robin Gerber in Leadership the Eleanor Roosevelt Way

One of 2013's top stories for women in leadership was to see Mary Barra, CEO of General Motors become the first woman CEO of any auto company! Mary's route to the top is similar in many ways to other Fortune 500 women. Like most F500 women CEOs, Mary:

Resilience - the ability to overcome challenges and turn them into opportunities - may be the new criterion for professional advancement, according to Accenture. A global research study entitled Women Leaders and Resilience: Perspectives from the C-Suite, reports that more than two-thirds (71%) of surveyed senior level executives report that resilience is critical in determining employee retainability during an economic downturn. Moreover, these leaders view women as slightly more resilient than men and are providing their female professionals with programs to develop resilience.

Lipstick, diamonds and Gucci won't advance women in their careers. Nor will useful, but insufficient, advice on work/life balance, resilience or authenticity. Women are given abundant advice on how to look and how to be, but it only gets them so far. There's a not-so-little hidden secret that women aren't being told about career success.

Riding toward our campsite at the head of the Gardiner River in Yellowstone National Park, Vickie points across a valley to the top of a hill. "There’s a Grizzly up there," she says.

A few years ago I sat down with an executive coaching client (let's call her Jeanne) who was a new Director of HR. As we discussed her leadership goals and challenges, Jeanne told this story, "Last week my COO walked into my office and said, 'I've had it with George. I want him fired. Make it happen.'" Jeanne went on, "I wasn't comfortable with the demand, but because the COO is my primary customer, I went ahead and did what he wanted."

You've probably heard the saying, "You can lead a horse to water, but you can't make it drink." In other words, a horse that's led to water will drink only if it's thirsty. While we might be able to guilt a person who isn't thirsty into taking a drink, this saying does hold an important leadership lesson for women. It's this: as a leader we can clearly point someone in the direction of success, performance or achievement, but in the end, the person must be thirsty for success, performance or achievement or no action is taken.