The Latest Insights from Leading NOW

The first time I heard the term elevator speech was in the middle of the dot-com bubble. I had been hired to design a three-day new employee orientation program for webMethods and the CEO was laying out the specifications. Among them he said this, "Everyone at webMethods must understand that they're salespeople. They must know our elevator speech and be able to pre-qualify potential customers anywhere they meet someone -- on the plane, at a cocktail party, at a conference."

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

When it comes to closing the gender gap at the top, we have over 13 years of research, so you can imagine how I struggled to create a 10 minute talk (I failed - it's about 14). But it's the most succinct summary of what we know and you're sure to hear something to help close the gender gap at the top and/or achieve your career goals!

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.

Career advice received by women covers only 2/3 of the success equation in business. This Missing 33%® has serious implications for a woman’s chances of being seen as high potential, receiving promotions to senior positions, receiving optimal benefits from mentoring relationships and nurturing the next generation of women leaders.

There's a not-so-little hidden secret that women aren't being told about career success. It's a rarely discussed element that holds women back... or propels them ahead. It's one element on which they are consistently rated as under-performing their male counterparts. It is one element missing from (or under-taught in) most organizations' leadership development programs - and frequently totally absent from the activities of women's networks, affinity groups or leadership forums. This one element is the vital missing piece of the success equation for women. I call it The Missing 33%®. It is business savvy with all its related skills and knowledge.