Andrea Belk Olson Why Overproductivity is Counter-Productive for Women in Business
I was employed as one of the first female executives in a male-dominated industry. To say this was a challenge is an understatement. While I was very experienced in my role, was provided a great team of 40+ direct and indirect reports, had an ample budget, and latitude to design and implement a new vision, it was still an uphill battle. The organization was fundamentally a “good ol’ boys” club, and I was neither old nor a boy. So I started like many women do, diving headfirst into being as productive as humanly possible. And it was exactly the opposite of what I needed to do to get ahead.
I tackled an inordinate amount of organizational challenges, from re-architecting a global brand to implementing new digital platforms and processes, to employee engagement strategies. On top of this, I joined multiple organizations, gained a series of certifications, and did countless customer visits across the globe. I became exhausted. Rarely was I even home. Yet with all of this investment, my organizational status didn’t change. Intent on “climbing the ladder”, I would propose to the CEO new strategic opportunities to grow the business, with a clear and detailed business plan, full of benchmarking and competitive data. My team was challenged but was given more latitude and independence than other departments (and most all still stay in frequent communication 15 years later). What was the problem?
In short, it was being overprotective. Many women in leadership and executive roles fall into this trap as well. While I was focused on productivity and accomplishing as much as possible to “prove my worth”, my male peers were taking a more strategic approach. It wasn’t that they produced less (though it might have felt that way at times), it was that they were selective about what they focused on. They didn’t try to change the world, they just tried to change one thing – and then moved onto the next. They identified specific areas where they would focus their time and ONLY spent their time there. It was clear – I was simply taking on too much.
This is a common trap, specifically for women, across all roles in business. I’ve spoken to countless women who are tired, burnt out and frustrated about all of the work and time they put in without promotions, raises, or sometimes even praise. But I contest we are putting this burden upon ourselves. Without taking a strategic approach to how we select the things we commit to and identify how they impact our larger goals, we end up doing too much with little return.
By examining the behavior and strategic approach of my male counterparts, 5 strategies that I was missing became clear throughout all of my over-productivity:
1. Strategic Use of Time – My peers didn’t fill up every minute of their day. They didn’t feel guilty when setting aside time to be uninterrupted. They didn’t volunteer or take on commitments that didn’t align fully with their department’s mission. In short, they were selective with their time and were confident and steadfast to those decisions.
2. Strategic Communication – My male counterparts focused a strong amount of time on communication with each other and the CEO. Information was provided in small, digestible chunks, rather than lengthy multi-page studies, whitepapers or reports. They stayed attentive and attuned to the ever-changing trends in the company, focusing on financial performance and strategically selected when and where a new “ask” would be made. They were both casual and formal in their communications, but found a solid balance between them – they weren’t “on” and intense about the business when it wasn’t suitable.
3. Strategic Selection of Commitments – When my peers did commit to something outside of their area, such as taking on a board seat or volunteering for a committee, they did so strategically. It was rarely a commitment for personal interest, but rather a strategic connection to their department, or an area where they would increase their visibility and engagement with other leaders that would help downstream initiatives. They didn’t overcommit – each one had only a handful of additional commitments and turned down many more. If a new opportunity arose, they would evaluate and leave one before adding another.
4. Strategic Development of Personal Brand – My peers also were very purposeful when it came to building their own personal brand within the organization. Whether it be new idea generation, competitive intelligence, or financial acumen, each took on a focused and consistent approach to ensure the organization as a whole knew they were the “go-to” guy in their respective areas. They didn’t try to wade into territory they weren’t knowledgeable in, and this also helped each of them to clearly identify who the subject-matter experts were.
5. Strategic Control – In most circumstances, my peers focused on ensuring they maintained control and knowledge about the things that mattered most. Never did they show up to an important meeting unprepared. Never did they voice being overwhelmed or having too much to do – if this was the case, it was always framed in a business perspective, rather than a personal one. They would take time off when they needed to, without apology. They never stated their team couldn’t take on more, but rather focused on defining the scope and timing of additional initiatives.
In short, what I learned was that while I was focusing on building respect and gaining inclusiveness with my male peers, it wasn’t about my skill sets, ability or knowledge. My peers were taking a different approach to their productivity, and it was effective, both personally and professionally. As women in business, we should re-examine our approach – instead of trying to prove our worth by doing everything, we should take a page from the boys and craft a strategy.
About the Author:
Andrea’s 22-year, field-tested background provides unique, applicable approaches to creating more customer-centric organizations. A 4-time ADDY® award-winner, she began her career at a tech start-up and led the strategic marketing efforts at two global industrial manufacturers.
In addition to writing, consulting and coaching, Andrea speaks to leaders and industry organizations around the world on how to craft effective customer-facing operational strategies to discover new sources of revenues and savings.
Connect with Andrea to access information on her book, workshops, keynote speeches, training or consulting. More information is also available on www.pragmadik.com and www.thecustomermission.com.
