Pushback: How Smart Women Ask--and Stand Up--for What They Want
Format: PDF / Kindle (mobi) / ePub
Popular leadership blogger gives the low-down on standing up for yourself
In Pushback, top leadership consultant Selena Rezvani argues that self-advocacy is critical to success. Yet women initiate negotiations four times less often than men, resulting in getting less of what they want—promotion opportunities, plum assignments, and higher pay. This book shines a light on the real rules of holding your own and pushing back for what is rightfully yours. Drawing on interviews with high-level leaders, Rezvani offers readers in the first half of their career the unedited truth about how women have asked their way to the top and triumphed—and how you can too.
- Includes interviews with top business leaders such as Marie Chandoha, CEO of Charles Schwab Investment Management; Cindi Bigelow, President of Bigelow Tea Company; Fizzah Jafri, COO at Morgan Stanley; Rosemary Turner, President at UPS; and Irene Chang Britt, Chief Strategy Officer at Campbell's Soup
- Offers a reliable and methodic approach to negotiating and navigating tough conversations
- Highlights compelling facts and research from the world of psychology and leadership
Insightful and accessible, Pushback is a timely resource for savvy women who want to leverage their skills, promote themselves effectively, and fast track their careers.
if you flip that around, the perception of you when you don't negotiate is much more negative than the perception of you when you do negotiate. So in wanting everyone to look positively on our behavior—which is a stereotype—one of the things we can do is ask, ‘How am I really going to be perceived if I don't negotiate?’ If you don't negotiate for your salary, they walk away happy that they paid you less but wonder why they hired you.”4 The Effect of Fact Finding on Emotion Many of us
was sought out by a different company and given an attractive offer. The company had been my client, there were stock options involved, and they were going public in a few months. I debated that offer back and forth for a while. I asked, ‘What's the best thing that could happen? What would it be like if it went famously well?’ I always consider, ‘If the best thing happens in this situation, where am I and how would I feel?’ Then I play the inverse: ‘What if someone else takes the new job (and
professors corrected us every time we made a case or point starting with “I think,” “I feel,” or “I believe.” “Stick with verifiable information,” they urged us, “and you'll find that people can criticize your argument much less.” Fizzah Jafri, COO, Fixed Income Research and Economics at Morgan Stanley, built on this idea, noting, “I start [making a case] by getting a lot of data: costs, numbers, turnover; anything impacting the end decision. This tangible information makes you sound smart. If
and potential needs within the department Typical assistant arrangements within the company (level of seniority, revenue generated, etc.) Benchmarking: how competitors configure their work units and the employment of assistants Creating a Baseline One of the most simple yet most effective ways to leverage data is by creating a baseline. A baseline is more than just a hunch on how things are in a given department or on a project; a baseline illustrates accurately how things actually look
management: aids for successful; passionate Charles Schwab Investment Management Chesapeake UPS Choices Citibank Closing the deal Co-investing in negotiation Collaborative approach to conflict Comcast Sports Group Communication: body language; dead-end questioning used for; deepening questions used for; exercising silence as part of; humor used as part of your; packing your message; passionate; preferred method for negotiation; 70/20/10 rule for de-escalating deadlocked; tenor and volume