Index

  • Abu Dhabi, 100
  • Acknowledging:
    • of inappropriate remarks or behaviors, 85–87
    • of women, 140–147
  • Al Gurg, Raja Easa, 2
  • Alkhudair, Khalid, 164
  • American Express, 23
  • Annis, Barbara, 131
  • Annis–Gray diagnostic survey, 147
  • Annual reviews, 81
  • Apologizing, for inappropriate remarks or behaviors, 85–87
  • Arup, 158–159
  • Assumptions, avoiding, 133, 134
  • The Athena Doctrine (Gerzema), 103
  • Athletes, 41–42
  • Awkward situations, 76–77
  • Balkin, Yuriy, 140
  • Barclays, 23
  • Barra, Mary, 2
  • Barton, Dominic, 10, 15
  • Benevolent sexism, 73–74
  • Benioff, Marc, 81
  • Bias:
    • status quo, 103
    • unconscious, 22, 25–28, 81–83
    • witnessing, 87–90
  • Birks, Francesca, 159
  • Boards of directors, 51
  • Bonderman, David, 13
  • “Bossiness,” 72
  • Boston Consulting Group, 132
  • Brain, information processing by, 26
  • Brizendine, Louann, 24
  • Business case for gender balance, 36–38, 44–53
  • Cambridge Associates, 124
  • Cartier Women's Initiative, 8, 140
  • Casadevall, 117
  • Casey, Dennis, 42
  • Catalyst, 61
  • Catz, Safra, 2
  • Center for the Study of Men and Masculinities, 89
  • Chan, Elsa T., 107
  • Change, and engagement of front-line leaders, 10
  • Chatham House, 70
  • The Checklist Manifesto (Gawande), 178
  • Cherie Blair Foundation, 140
  • CK, Louis, 13
  • Clavellina, Aline, 144–146
  • Coaching, 41–42
  • Columbia University, 13, 46
  • Compensation reviews, 81
  • Correll, Shelley, 112
  • Cranfield International Centre for Women Leaders, 60
  • Cranfield School of Management, 22, 60
  • Creativity, 16
  • Credit, taking, 147
  • Crying, 115
  • Cultural differences, 82, 110
  • Culture, organizational/workplace, 23–24, 69–76
  • “Culture fit” questions, 108
  • Cummins, 100–101
  • Decision making, 16
  • Decision pyramid, 64
  • Direct constructive feedback, 114
  • Discrimination, witnessing, 87–90
  • Diversity:
    • benefits of, 52
    • Mike Gamson on, 35
    • in meetings, 52–53
    • Christopher Mims on, 49
  • Dubai, 100
  • Easa Saleh Al Gurg Group, 2
  • Education rates, 20
  • Eliminating (undesirable behaviors), 62, 67–91
    • in awkward situations, 76–77
    • checklist for, 179
    • example of, 78
    • and future planning, 77
    • guidelines for, 79–91
    • microagressions, 69–76
    • and what women want, 68
    • and workplace culture, 69–76
  • Emotions, 74
  • Encouraging, 62, 129–151
    • and avoiding assumptions, 133, 134
    • checklist for, 179
    • example of, 136
    • guidelines for, 135–150
    • and letting women be heard/acknowledged, 140–147
    • and proactively mentoring, 137–140
    • and providing professional development opportunities, 148–149
    • and recognizing women for their efforts/results, 147–148
    • self-assessment, 150
    • and valuing/appreciating women, 131–134
    • and what women want, 130
  • “Endearing” names, calling women by, 72
  • Endeavor, 140
  • Engaging, 63, 153–166
    • checklist for, 179
    • example of, 159
    • and future planning, 158
    • guidelines for, 158, 160–166
    • and understanding women's challenges at work, 155–156
    • and what women want, 154
    • “work-keeping” vs., 157–158
  • Equality, return on, 48
  • Ernst & Young Global Limited, 5
  • Expanding, 62, 93–127
    • checklist for, 179
    • example of, 100–101
    • and future planning, 98
    • and giving feedback, 95–98, 112–115
    • guidelines for, 99, 101–126
    • and insufficiency of removing structural barriers, 95
    • and interactions with female colleagues, 109–112
    • and investing in women-led businesses, 122–125
    • and recruiting practices, 102–109
    • self-assessment, 126
    • and sponsoring high-potential women, 115–121
    • and what women want, 94
  • Facebook, 2
  • Federal Reserve Bank of Kansas City, 137–139
  • Feedback, giving, 95–98, 112–115
  • The Female Brain (Brizendine), 24
  • Fiske, Susan, 73
  • 500 Startups, 13
  • Flip It to Test It approach, 83
  • Fortune 100 companies, 23
  • 4M Designers, 164
  • Fourth industrial revolution, 56, 58
  • Friedman, Adena, 117–118
  • Front-line leaders, engagement of, 10
  • Front-line managers, 22
  • Future planning:
    • and eliminating undesirable behaviors, 77
    • and encouraging, 134
    • and engaging, 158
    • and expanding, 98
  • Gamson, Mike, on diversity, 35
  • Gawande, Atul, 178
  • GDP (gross domestic product), 15, 50
  • GE (General Electric), 131
  • Gender balance, 35–53
    • business case for, 44–53
    • objections to attempts to achieve, 39–44
    • and winning, 36–38
    • women's role in achieving, 38–39
  • Gender equality, stalled march to, 55–56
  • Gender gap, global, 20
  • Gender parity:
    • benefits of, for everyone, 15–20
    • meaning of, 29
    • stalled progress in quest for, 20–25
    • traditional approaches to achieving, 14
  • General Electric (GE), 131
  • General Motors (GM), 2, 23
  • George, Esther, 137–139
  • Georgia, Republic of, 11
  • Gerzema, John, 103
  • Ghaffari, Kuros, 163
  • Gilbert, Wade, on athletes' motivation, 41–42
  • Glick, Peter, 73
  • Glowork, 164
  • GM (General Motors), 2, 23
  • Google, 149
  • Gray, John, 131
  • Gross domestic product (GDP), 15, 50
  • G20 nations, 70
  • Guidelines:
    • for eliminating undesirable behaviors, 79–91
    • for encouraging, 135–150
    • for engaging, 158, 160–166
    • for expanding, 99, 101–126
  • Guiding truths, 1–8
  • Guillén, Mauro, 103
  • Harvard Business School, 16
  • Hekman, David R., 107
  • HerCareer.pk, 164
  • HerFloor, 164
  • Hewlett Packard, 108–109
  • High-potential women, sponsoring, 115–121
  • Hoeing, Tom, 138–139
  • Hollywood, 13–14
  • Howe, Darcy, 171–172
  • Inappropriate remarks and behaviors, apologizing for, 85–87
  • Inappropriate touching, 74–75
  • Incomes, 16
  • India, 82
  • Industrial revolution, fourth, 56, 58
  • Information processing, by the brain, 26
  • Interactions, with female colleagues, 109–112
  • International Finance Corporation, 51
  • Interruptions, 140, 142
  • Interviews, structured, 107–108
  • Invesco, 124
  • Investing, in women-led businesses, 122–125
  • Investing in Women Study, 51
  • Jaber, Tamara Abdel, 122–123
  • Jain, Trupti, 8
  • Job ads, 104, 105
  • Job candidates, 107
  • Job descriptions, 104, 105
  • Johnson, Stefanie K., 107
  • Jokes, 86
  • Jordan, 122, 125
  • Kalanick, Travis, 12
  • Kanze, Dana, 13
  • Kelan, Elisabeth, 22, 60, 63
  • Kilani, Khaled, 122–123, 125
  • Kimmel, Michael, on men challenging other men, 89
  • KPMG, 164
  • Lamasney Perez, Lourdes, 117
  • Lauder Institute, 103
  • Lauer, Matt, 13
  • Leadership, gender-balanced, 51
  • Leadership ambition gap, 132
  • Liew, Jeremy, 122
  • Lightspeed Venture Partners, 122
  • LinkedIn, 35
  • Listening, 143–144
  • Locker-room banter, 43
  • Lucas Point Ventures, 46, 122
  • Luebkeman, Chris, 159, 162
  • Macroaggression, 69
  • The Male Brain (Brizendine), 24
  • Managers, 22
  • “Mansplaining,” 143
  • Matfield, Kit, 104
  • McClure, Dave, 13
  • McGinn, Kathleen L., 16–17
  • McKinsey & Company, 10, 14–15, 50, 61, 102, 155
  • Media sector, 13–14
  • Meetings:
    • amplifying voices of women at, 142–144
    • diversity in, 52–53
    • eliminating undesirable behavior in, 78
    • locations for, 80
    • scheduling, 79–80
    • social get-togethers vs., 111
  • Men:
    • education rates for, 20
    • focus of, in professional settings, 1
    • as managers, 22
    • similarities between women and, 25
  • Men's room, talking in, 97–98
  • Mentoring, proactive, 137–140
  • Mentors, sponsors vs., 116
  • Merrill Lynch, 172
  • #MeToo movement, 4, 13–14, 86
  • Mexico, 12
  • Microagressions, 69–76
  • Microsoft, 23
  • Middle East, 82
  • Middle managers, 22
  • Mims, Christopher, on value of diversity, 49
  • Modern workplace, 23–24
  • Motivation, of female vs. male athletes, 41–42
  • Muizz, Abdul, 164
  • Nasdaq, 117
  • The National, 101
  • Networking, 111–112
  • New York Times, 26
  • Noland, Marcus, on profitability of having women in the C-suite, 47
  • Nooyi, Indra, 2, 141
  • Note-taking, 162
  • Objectification of women, 43, 70
  • Occupational choices, 17
  • Office hours, 23
  • “Office-keeping,” 155–158
  • Ogilvy, 117
  • Oracle, 2
  • Organizational culture, 23–24
  • Ouenniche, Rachid, 100–101
  • Overnight stays, 80
  • Pakistan, 164
  • Palma, 122–123
  • Patriarchal societies, 82
  • PepsiCo, 2, 141, 160
  • Peterson Institute, 47
  • Pirlot, Clémentine, 70
  • P&L opportunities, 131–132
  • Political rights, 55
  • Power to Fly, 124
  • Pressman, Ron, 131
  • Pressner, Kristen, 83
  • Proactive mentoring, 137–140
  • Procter & Gamble (P&G), 12, 23
  • Productivity, 50
  • Professional development, providing opportunities for, 148–149
  • Profitability, 16, 47
  • Property rights, 55
  • Pujol, José María, 117
  • PwC, 23, 45
  • Questions, “culture fit,” 108
  • Quinton, Adam, 46, 122
  • Recognizing, 147–148
  • Recruiting practices, 102–109
  • Return on equality, 48
  • Returnships, 107
  • Reviews, compensation, 81
  • Rietbork, Robert, 160
  • Roche, 83
  • Rose, Charlie, 13
  • Salary reviews, 81
  • Salesforce, 81, 107
  • Sandberg, Sheryl, 2
  • Saudi Arabia, 164
  • Schedules:
    • for meetings, 79–80
    • work, 84–85
  • Schwab, Klaus, 56, 58
  • Self-assessments, 113, 133–134
  • Self-confidence, 133
  • Sexism, 70, 73–74
  • Sexual innuendo, 75
  • Share prices, 16
  • Shlieienkov, Sasha, 70–72
  • Simard, Caroline, 112
  • Social get-togethers, 111
  • Social rights, 55
  • South Africa, 12
  • Speaking times, 144
  • Sponsoring, of high-potential women, 115–121
  • Stanford University, 112
  • Status quo bias, 103
  • Stereotyping, 39–40
  • Sterneck, Robin, 131–132
  • Stony Brook University, 89
  • Structural barriers, removing, 95
  • Structured interviews, 107–108
  • Sweden, 73, 123–124
  • Team, building a, 37, 41
  • Technology companies, 133
  • Techstars, 140
  • TEDWomen, 158
  • Time's Up movement, 14
  • Touching, inappropriate, 74–75
  • Treating women differently, 40–44
  • Trump, Donald, 12, 26
  • 20-first, 61
  • UAE, 12
  • Uber, 12–13
  • Ukraine, 12, 140
  • Unconscious bias, 22, 25–28, 81–83
  • Undeterred (Anderson), 7, 17, 38
  • Undoing gender, 63
  • United States, 12
  • U.S. State Department, 163
  • Venture capitalists (VCs), 13, 73, 83, 122–125
  • Visibility, increasing, 146–147
  • The Wall Street Journal, 15, 49
  • The Way WoMen Work (website), 7–8
  • WE 4.0 At a Glance, 32, 174–177
  • WE 4.0 Checklist, 32, 178–179
  • WE 4.0 framework, 1, 55–65
    • benefits of utilizing, 63–65
    • functioning of, 167–170
    • overview of, 60–63
    • and stalled march to gender equality, 55–56
    • and three stages of women's rights, 55
    • you as integral part of, 170–173
  • Weinstein, Harvey, 13
  • Wittenberg-Cox, Avivah, 61
  • Women:
    • advancement of, 29
    • describing, 82–83
    • educated, as underutilized asset, 7
    • education rates for, 20
    • focus of, in professional settings, 1
    • macroaggression against, 69
    • microagressions against, 69–76
    • objectification of, 43, 70
    • purchasing power of, 36
    • role of, in achieving gender balance, 38–39
    • similarities between men and, 25
  • Women-led businesses, investing in, 122–125
  • Women's Networks, 131
  • Women's rights, three stages of, 55
  • Woodfield, Andy, on progression for women, 45
  • Working hours, 83–84
  • Working together, 29
  • “Work-keeping,” 155–159
  • Workplace culture, 69–76
  • Workplace rights, 55
  • Workplaces, modern, 23–24
  • Work with Me (Annis and Gray), 131
  • World Economic Forum, 9, 55, 56, 58
  • Zaleski, Katharine, 124
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