Recently I had the opportunity to attend a hiring day: a showcase of the best and brightest graduates applying to IBM. There were talented men and women from various universities with deep skills and knowledge in IT, technical and business on show applying to IBM’s graduate program.
As in most interview situations the candidates were eager to put their best foot forward whilst controlling their nerves. I observed a difference in the way the males and females managed this. The male candidates stumbled with nervous pauses but were still able to communicate their ideas in a logical manner.
The female candidates covered their lack of confidence with “girl talk”; ‘well, sort of’; ‘kind of’; ‘I guess’ ‘like- well sort of this is what I would try to recommend” whilst apologising profusely for their nervousness. Her ideas were with equal merit, but the delivery affected the impact of her influence and ultimately the interviewers’ perception of her abilities.
The ability to project confidence through communication is essential to effective leadership.
According to the Australian Institute of Management’s course, Leadership Challenges for Women, many women speak and act as though their opinions and judgements are not valid despite the fact they are entirely competent.
Popular commentators appear to accept a view that women’s communication styles are naturally, and therefore appropriately, different from men: more indirect, quiet and narratively focused. According to Professor Mary Barrett from the University of Wollongong, linguists know there is nothing subordinate about women’s typical communication styles; rather women’s styles are construed as subordinate in women’s interactions with men.
We frequently hear a lack of confidence is a critical factor blocking women’s rise to the top in workplaces. Many believe things will be fixed by the next generation but what factors make a 20 year old female graduate apologise for her presence in making her mark in the workplace? How early can women start to under-rate what they are capable of? Or undermine themselves, unknowingly, by not applying for a job or a promotion to leadership because of a risk-averse nature inculcated at an early age?
Is learning to communicate with confidence the key to getting ahead at work?