we actually have …
There are people who might want
the bottom line up front or people
who want to see the logic, then get
to the bottom line.
But this is still going on.”
CEO: OK …
Carolynn: This is the calendar that
is going to be in every issue, so
everybody knows what’s going on.
CEO: So, let’s all get back together
this afternoon for an update, and
[taps Derrick on back] keep that
going with those sales. Fantastic!
Derrick: Thanks.
Carolynn: Thank you.
How can she make the CEO more
aware of her efforts?
ALMA MORALES RIOJAS: I would
send him a text message.
ALMA MORALES RIOJAS: Find
out how this person operates. I’d
have to do my homework. What do
I have to learn about what my boss
likes? Do you like a brief review? If
you do, I’m going to have it ready
for you the next time.
But part of it is also taking
that responsibility. To me, every
individual that’s in that picture is a
leader. You either take the role of
taking a positive action to set up
the situation the way you would
like for it to go, or you know what?
You’re going to deserve everything
that you get.
COLE BROWN: Derrick was very
succinct and presented it in a
very direct fashion. Now that
may be the desired style of
the leader. Whereas Carolynn,
when she started presenting,
she had an entire packet. Her
message was: “I want you to
review materials.” That may
not be the best way to convey
to that leader. Obviously, a
leader sometimes has to be open
to different styles. Be sensitive to
whom you are working with and
how you are going to best get your
message across.
ELIZA BYARD: It also makes me
think of Fred, who was there in
STEPHANIE STREET: She also
has the benefit of knowledge. She
knows that her boss interrupts
women, and he gets to stop her.
It’s a great opportunity for her
to observe. But she understands
what those hot buttons are. And
so now, she can take that and
say, “OK, so what do I need to
do differently in order to ensure
that when I do go in there, I get
the same air time?” because she
knows that [Derrick] was quick,
he was fast, and he had the numbers. He was able to get it from
the data perspective.
How does she take that information and then translate hers to
the data as well? Then there’s no
argument. And say, “OK, so my
approach is very similar to my male
counterpart’s. But there’s some-
“Communicate IN THE style
OF THE person THAT YOU WANT TO
convince. WHEN YOU USE THE WRONG
STYLE, YOU ARE GOING TO BE UNSUCCESSFUL.”
DR. dt ogilvie, RUTGERS UNIVERSITY
terms of learning the culture a
little better, because the questions
that you could ask when you go in
could also be key. Say, “It’s about
if the way I’m presenting to you
really isn’t what you need in the
meeting to get the work done. So
I’d love to learn more about what
you need from me for us to work
best together.”
And then you’ve defined the
terms. You’ve set the conversation
up. So if the behavior continues,
then you might be in a place
where you say, “You know, I was
doing the things you want me to.
thing going on here. And I’m not
getting the same receptivity that
my male counterparts are. Let’s
talk about that.” Give him specifics.
DR. dt ogilvie: I tell my clients that
they have to communicate in the
style of the person that you want
to convince. When you use the
wrong style, you are going to be
unsuccessful.
LINDA AKUTAGAWA: Age also
makes a difference ... the CEO may
not see her as credible because she
is younger.
STEPHEN YOUNG: To analyze the
methodology of the style of the
person is so critical to be effective.
STEPHANIE STREET: She needs
to give the boss that awareness.
And if he’s still doing it, then she’s
going down a different path here.
It’s about creating the fairness and
the equity, and not having that
