Business Case Studies, Executive Interviews, Deborah Kolb on Women Entrepreneurs

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Executive Interviews: Interview with Deborah Kolb on Women Entrepreneurs
January 2008 - By Dr. Nagendra V Chowdary


Deborah Kolb
Professor Deliotte Ellen Gabriel Professor for Women and leadership Faculty Affiliate,
Center for Gender in Organization Ph. D.,
Massachusetts Institute of Technology

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  • What specific issues/concerns in negotiations and gender-related happenings are engaging your research attention at the moment?
    Most research on gender and negotiation compares men and women's success in negotiating about a limited range of issues primarily compensation. However, when you look at what happens within organizations, there are significant number of areas or domains of negotiation that will influence compensation.For example, certainjobs are gendered in that they are a good 'fit' with feminine characteristics and others with masculine ones. These requirements can be formally written into job descriptions and/or become the informal criteria by which people are moved into jobs.

This type of gendering of jobs can mean that creating opportunities can become amajor issue of negotiation for some, not others.

  • Are great negotiators born or made? In other words, is it possible to turn a 'poor' negotiator into a good one? Is it largely a matter of self-confidence?
    People debate whether negotiation is an art or science and it is probably a bit of both. But it is certainly possible to turn a poor negotiator into a fine one if you give people the tools to do so. Self confidence comes fromhaving good frameworks that help you prepare for a negotiation. Just recently on Good Morning America, I helped prepare a woman who never negotiates to negotiate over the price of furniture and she was very successful getting more than 10% off the price at 3 different stores. When you talk about negotiating for opportunities as above, you have to help people appreciate your value to the organization that is what builds confidence.

  • What is/are the most important quality/qualities a good negotiator should have?
    There are three important qualities for a good negotiator: The first is preparation and preparation not just on the substantive issues being negotiated, but also on what I call the "shadow negotiation" which means getting yourself into a good position to negotiate by being clear about your alternatives should negotiation not produce the results you want. The second quality is appreciating the position and interests of the other side you will do well in a negotiation to the degree that you help others do so as well. I always suggest that people think about the five good reasons the other party has to say no to you and be prepared to address those issues. The final quality is keeping an open mind and thinking creatively always think yes, and, not yes, but when people make proposals that do not seem to suit your needs. Think about ways that you can build on them.

  • Given the global nature of many business negotiations these days, is it more difficult than ever to prepare for a tough negotiation? Any advice in these situations?
    Once you are dealing in a global economy, there are potential cultural issues thatmight come up and that can complicate negotiations. While there aremany resources that purport to offer advice on dealing in different cultures, one needs to be careful about importing stereotypes that can make a situation worse.The best advice is to have a good cultural informant perhaps as a partner in complex negotiations.

  • How good are women as negotiators? Can you share with us your research insights on women as successful negotiators?
    We tend to think about negotiating primarily in terms of salary and compensation and we know that women, for a host of reasons, do not do aswell in these negotiations.When negotiations are framed solely in terms of self advancement, women can experience backlash when they ask. Butwhatwe have found is that to the degree that awoman ties what she needs to succeed to what is good for her organization or group, that backlash dissipates and indeed women are very good negotiators. Indeedwomenwho do linkwhat they need to succeed with what is good for their organization receive higher performance reviews, are more likely to be offered leadership development opportunities, are more satisfied with their work and are less likely to leave their organizations.

  • What's your assessment of "glass ceiling" that seem to exist so prevalently? What it takes to break that glass ceiling? Are there best corporate examples that have tried to break the glass ceiling?
    The definition of the glass ceiling has shifted over the past 20 years. It used to be that it was at the middle management level that women were underrepresented, but now it is at the top. Some believe it is merely a pipeline issue, but our research suggests something else. We call it "Second generation gender issues" which are accepted cultural norms and work practices that look like they are natural and neutral but can have differential impacts on different groups of men and women. For example, if a parent wants to negotiate a flexible work arrangements, s/he does so against an assumption that an ideal worker is the one who is totally committed to the organization. Or if a woman performs what we call "invisible work", being available to other women to help and support them, or being asked to sit on diversity task forces these activities are not likely to be rewarded in the same way that taking on a strategic client might. Therefore the person doing this work needs to negotiate value for that work or else, it does not count. Breaking the glass ceiling means having both individuals and organizations recognize these second generation issues and working to change them. Many of the organizations that come to our School the Simmons School of Managementto help them develop theirwomen leaders have been doing a good job at working through these issues. Deloitte and Touche, for example, has made many changes in developing leaders, redesigning their client assignment processes and making flexible work arrangements more accessible. All of these have contributed to their leadership in helping crack the glass ceiling.

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