女性CEO是如何突破職場天花板的？

The number of women leading Fortune 500 companies in 2017 broke a record at 6.4%, or 32 women in the top spot at companies on the list. But when the 2018 list was released in May, that number toppled with just 4.8% of listed companies led by women.

2017年領導財富500強企業的女性人數創下了6.4％的記錄，有32位女性名列榜首。但是，在5月份公佈2018年度名單時，這一數字卻下跌了，僅有4.8％上市公司是由女性領導的。

FIND THE RIGHT FIT

找到合適的人選

Until companies improve their diversity efforts, women need to first seek out organizations committed to diversity and developing women as leaders, says Stacey Caywood, CEO of Wolters Kluwer Legal & Regulatory, a $1 billion global legal and compliance firm with roughly 3,500 employees.

威科法律法規公司的首席執行官史黛絲•凱伍德表示，在企業進行改善，做到多元化之前，女性首先需要去尋找致力於發展多元化和培養女性領導者的企業。威科法律法規是一家價值10億美元的全球法律合規公司，擁有大約3,500名員工。

“I think it’s really important for everyone, maybe in particular for women, to make sure that you’re really looking at an organization that has strong alignment with your own values,” she says.

她說：“我認爲這對每個人來說都非常重要，特別是對於女性來說，要確保你所關注的組織和自己的價值觀是緊密一致的。”

Beyond finding the right environment to grow, women can be savvy about their own leadership development. Caywood and three other formidable women who landed the top spot at their companies weigh in with advice on becoming a top CEO candidate.

除了尋找適當的成長環境之外，女性還要善於培養自己的領導力。凱伍德和其他三位在公司中佔據重要席位的卓越女性對想要成爲首席執行官的人提出了建議。

GROW STRATEGICALLY—AND BOLDLY

戰略性發展——要大膽

Good CEOs understand every aspect of a company’s operations, so your career trajectory will look more like a lattice than a straight line. You need to learn different functions, says Diane Dietz, president and CEO of Rodan & Fields, a $1 billion direct sales skincare and beauty products company with more than 700 employees.

優秀的CEO對公司運營的各個方面都有了解，所以你的職業發展軌跡看上去更像格子，而不是一條直線。羅敦與菲特公司（美國藥妝品牌）的總裁兼首席執行官黛安娜•迪茨說，你需要學習不同的職業技能。羅敦與菲特是一家護膚和美容產品直銷公司，價值10億美元，擁有700多名員工。

Dietz herself is a good example. She held an executive role at grocery giant Safeway, overseeing all aspects of operations, and spent 18 years with Procter & Gamble, where she oversaw a turnaround of the Crest brand. Even with her vast experience, after Safeway was purchased by a private equity firm, she began looking for president roles before a mentor asked her why she was looking for “another number-two role.” That helped Dietz realize she was ready to think bigger.

迪茨本人就是一個很好的例子。她曾在雜貨巨頭西夫韋擔任高級執行官，負責監督各個方面的運營。她還在寶潔公司工作了18年，負責監督佳潔士的品牌轉型。雖然有豐富的經驗，在西夫韋被一傢俬募股權公司收購後，她開始尋找總裁職位。隨後，一位導師問她，爲什麼又要找“二當家的職位”。這幫迪茨意識到，她已經做好準備，思考更大的格局。

“I think men sometimes are more willing to say, ‘Well, I’m gonna go for it.’ And sometimes they’re not even as qualified as the woman who is saying, ‘I’m not ready yet,'” she says.

“我認爲男性有時更願意說，‘好的，我會去做。’有時候，他們還比不上說‘我還沒準備好’的女性，後者可能更能勝任工作。”她說。

BE THE BOSS PEOPLE BRAG ABOUT

成爲大家稱讚的上司

Another way to inspire faith in your leadership ability is to build a strong succession pipeline, Bernick says. Too many people overlook the importance of having strong successors in place at every level. You don’t want to end up in a situation where you’re so good in a role that you get stuck there because there’s no one to fill your shoes, she says. “Work on having at least two people who are superstars who could take your job,” she says.

伯尼克說，要激發信心，讓人們信任你的領導能力，另外一種方法就是建立一個強大的接班人儲備。太多人忽視了在各個層面上設立強而有力接班人的重要性。她說，你不希望最終遇到這樣的處境，即你在這個崗位上表現得非常好，但是卻被卡住了，因爲沒人能夠擔任你的職位。她說：“至少要有兩個超級優秀的人，能來接手你的工作。”

And bond with your team, she adds. Be collegial. Don’t be afraid to share some personal details about your life. All in all, be a great boss. “When your team is bragging about your management style to other employees, that’s absolutely the best kind of validation, and I think people notice,” she says.

她補充說，要同你的團隊凝聚在一起。要合羣。不要害怕同人分享你個人的生活細節。總而言之，做一個好老闆。“當你的團隊成員向其他員工誇獎你的管理方式時，這就是最好的肯定，我認爲人們會注意到，”她說。

FIND MENTORS WHO WILL PUSH YOU

尋找激勵你的導師

Each of the CEOs interviewed agreed that mentors were critical. Go beyond the established mentor programs in your company and seek out people who will push you, Dietz says. She again points to the mentor who encouraged her to think bigger than a president role. She encourages CEO-wannabes to find people who will say, “Do this. Try that. Push for this.”

受訪的每位CEO都認爲導師很關鍵。迪茨說，要超越你們公司安排的顧問方案，尋找能激勵你上進的人。她再次提到那位鼓勵她考慮比總裁更高職位的顧問。她鼓勵想要做CEO的人們去找到一個說“做這個。試試那個吧。這個再加把勁。” 的人。

Caywood says it’s also important to find “internal experts” who can give you counsel in specific areas or disciplines. Having people to whom you can turn with questions about an area you don’t know well is invaluable, she says.

凱伍德說，找到“內部專家”也很重要。他們可以在特定領域或學科爲你提供建議。她說， 有人能夠爲你解答不熟悉領域的問題，這是非常寶貴的。

翻譯：Claire