Sheryl Sandberg: Most Powerful Women In Business

In 2010, Sheryl Sandberg gave a TED Talk entitled “Why We Have Too Few Women Leaders.” Sandberg,the Chief Operating Officer of Facebook and the ex-vice president for Google’s Global Online Sales and Operations and chief of staff for the Secretary of the Treasury, uses her current position as a powerful working woman, as well as a strict logical structure and pathetic examples, to argue that women should be more aggressive in professional arenas.

Lean In: Women, Work and The Will To Lead, by Sheryl Sandberg, addresses how women can achieve professional achievement and overcome the lack of leadership progress that has been absent over the past few years. Sandberg uses personal experience, research and humor to examine the choices that working women make everyday. She argues that women can achieve professional goals while still being happy within their personal lives. She argues this by going into detail about what risks to take, how to pursue certain professional goals and how to overcome struggles such as balancing a family and a career. All through Lean In, Sandberg uses the fourth dimension of interpersonal effects through a Narrative to show her indicated stance on gender

Clutterbuck & Megginson (1999, p.17) describe mentoring as being like ‘standing in front of a mirror with a trusted other, who can help you see things that you do not know how to see, or that have become too familiar for you to notice’. It is a helping relationship between an individual with potential and an individual with expertise. This multi-dimensional relationship is a partnership between those in similar roles, who can support each other. A number of roles of the mentor have been listed by Bolton (2010, p.193): role model, enabler, teacher, encourager, counsellor, befriender, facilitator, coach, confidante, supporter and ‘un-learner’. To be successful roles and responsibilities of those involved need to be clear and they need to be matched to each other and understand expectations of them.

Mentors are influential, senior organizational members with advanced experience and knowledge committed to providing perception to a mentee’s career development. A mentor supports a mentee’s views of self within a work role as well as it supports the mentor’s sense of self for the valuable wisdom and experience they have to share.

Mentors serve as a confidant, counselor, guide and advisor to a participant. They share an understanding of the organization, its mission, and the formal and informal operating processes, and share experiences which contributed to their own success, setting an example for the participant to follow. They assist the participant in career development ideas or for pursuing career opportunities. Mentors encourage participants to become more efficient and productive in their career field through self-development and other activities, and suggest appropriate training and developmental opportunities to further the progress of the participant toward leadership positions. The Mentor will provide input to the participant 's supervisor in developing their Individual Development Plan (IDP), helping the participant to set clear, realistic career goals and periodically reviews progress, making constructive suggestions on career development. Vitally important, the Mentor must ensure the mentoring relationship remains visibly and consistently professional. Mentors must ensure that their meetings are for clear purposes related to mentoring, that there is visible progress by the participant toward legitimate mentoring goals, and that office relationships between the mentor and participant

Mentoring in the workplace can be described as a relationship in which a more experienced colleague uses his or her greater knowledge and understanding of the work or workplace to support the development of a more junior or inexperienced member of staff.

Sheryl Sandberg’s argument is that women are capable of reaching the same career heights that men are. We are held back by stereotypes, gender bias, fear, and the assumption that if we choose to have a career, we can’t have a fulfilling home life. Traditionally, women should seek a good husband first, and if we can manage to fit in a bit of a career on the side, good for us. Ms. Sandberg points out that girls are taught from a young age that society doesn’t favor women who are bossy, assertive, and ambitious; attributes that are nurtured in boys right from the start, and which cultivate leadership skills. Since we are taught to be sensitive and be “ladylike,” the fear of “not being liked...making the wrong choice...overreaching...failing” tends

Since the beginning of the American feminist movement in 1848 at the Seneca Falls Convention to the present, gender equality has been heavily debated and discussed. The liberties being called for by feminists have changed over the years, but their message has always remained the same; equality for all women and men. “Lean In…”, written by modern day feminist and COO at Facebook, is a new age telling of the difficulties and inequalities women face in the current day corporate front office. The author, Sheryl Sandberg, uses personal anecdotes and experiences to come up with her own versions of the definition of feminism, the importance of a “life partner”, and how women are to achieve

One problem with relying only on informal mentoring is that women, minorities, and nontraditional leaders are rarely chosen as mentees (Sherman, 2002). Women and clinician-educator faculty in particular are at risk of inadequate mentoring relationships (Ramani et al., 2006). Mentoring may be one suitable approach to overcoming gender related barriers and fostering the career advancement of female leaders (Hoigaard & Mathisen, 2009). Females with formal mentors are less satisfied with their mentoring programs than are their male counterparts due to the lack of in-depth understanding of the mentoring process and relationship building when working with female protégés (Hoigaard & Mathisen, 2009). Female mentors with female protégés reported

Sheryl Sandberg discussed in her book Lean In, how women unintentionally hold themselves back in their careers. She spoke to women about the issues they face in the workplace, and about how they could benefit themselves and their careers by taking risks and accepting challenges, while forgetting about the dangerous myth of “having it all” and setting boundaries for themselves, the current COO of Facebook and the former Google executive has written a book called Lean In, a sort of feminist manifesto about a women’s involvement in the workplace, acknowledging the lack of females in leadership positions and encouraging women to be more assertive in their career goals, ”it is time for us to face the fact that our revolution has stalled” she said. She also talks about her struggles and achievements on the way to becoming a member of Fortune’s list of the 50 Most Powerful Women in Business and also one of Time’s 100 Most Influential People in the World. “A truly equal world would be one where women ran half our countries and men run half our homes.

In 2013, Sheryl Sandberg’s book “Lean in: Women, Work and the Will to lead” was publish (need info about Sandburg is and what she do), I had drop out Saint Paul College dude to my father’s illness. I had to return home to tend to my parents because they were my first priority. Maybe because of my family situation I agreed and relate to some of Sandberg’s theory but not all of story has valid proof in her first chapter, “What would you do if you weren’t afraid?” she shear historical experience of the women in her family tree. Also she express the struggles of women hood and their careers lifestyles. Follow by her views of comparison about the male roles vs. the female roles in education and career options.

In 2013, Sheryl Sandberg released the best – selling novel, Lean in, that calls on professional women to “lean in” by aiming for leadership positions in their jobs and examines what factors prevent woman from doing so. Last year, her non – profit organization launched a public awareness campaign, Lean In Together, or #LeanInTogether, to partner with the NBA and WNBA. This campaign was focused on men’s roles in reaching gender equality. However, the book and campaign has faced its criticism. Reviewers have deemed the book too narrowly focused on women like Sandberg who are educated, white, and provided with opportunities out of the reach of an average female. Other critics have questioned Sandberg’s relevant guidance to the average woman, since

Mentoring is a strategy that is beneficial to increased productivity in the workplace as well as a fulfilling love for one’s career. Mentoring can take place at many levels. It can occur at an education level or as we enter into prospective careers. Those who miss out on the opportunity to be mentored, have a lower chance to perform at high levels or receive positions that are more successful. Mentors and protégé’s work on challenging tasks and activities together, in an effort to enhance the skills of the protégé. The earlier a protégé is taken under the wing of a mentor proves extremely beneficial.

Mentorship is very important in the workplace especially in the area of training and development. The mentor-protégé relationship is a much needed relationship that begins in the early career stage and this relationship involves the current or new employees and the supervisor or other colleagues that provide work-related guidance. The relationship itself is comprehensive and involves “educational, occupational, physical, social, and spiritual development” (Greenhaus,, Callanan, & Godshalk, 2010, p 211). One of the initial task of the early career the establishment of the career field which involves the gaining of the workplace competence, learn what is needed to excel in the organization, and to gain acceptance in the workplace to be recognized as the valued employee. There are many ways of achieving the above mentioned advantages in the workplace which one main method is through the use of the mentorship program.

With the development of the more organic and less formal organisational structures the role of mentors has shifted with these changes. Unlike previously where mentors where seen as formal trainers who taught newcomers the processes and got them acquainted with the cultures and the systems within the organisation. Which required good interpersonal skills and a good knowledge of the activity or tasks the mentee would have to undertake, and be able to effectively relay or demonstrate the tasks or activities to the mentee. As opposed to more recently where a mentor would have to be more of an emotional counselor and demonstrate more skills than were traditionally required from