The Essential Guide to Mental Toughness for Women in the Workspace: How to Feel Good about Saying No
According to a 2019 Georgetown study, 1 in 8 Americans believe women are too emotional to lead. Ultimately, this affects compensation, as women earn 54 to 91 cents on the dollar compared to men, in the same role, with the same expertise, experience, and credentials. Additionally, men were promoted three times more often than women during the pandemic. Why is this disparity so pervasive? There are a lot of reasons, but there are two big ones: cultural expectations and societal norms. Women are told from a very early age to stay in their seats, be quiet, keep their heads down, always do their best, and someday they'll be recognized and rewarded. This book addresses how we can overcome the special challenges all women face in the workspace. It answers the following questions for women:
- How do we overcome career setbacks and professional disappointments so we can keep moving forward?
- How do we manage the inappropriate comments of a bad boss, a snarky colleague, or an insubordinate subordinate?
- How do we successfully set and maintain boundaries? (Especially when we "don't want to disappoint others" or feel we "must do it ALL perfectly.")
- How do we manage our own unrealistic expectations about who we think we "should be" and what we think we "should be doing"?
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The Essential Guide to Mental Toughness for Women in the Workspace: How to Feel Good about Saying No
The Essential Guide to Mental Toughness for Women in the Workspace: How to Feel Good about Saying No
According to a 2019 Georgetown study, 1 in 8 Americans believe women are too emotional to lead. Ultimately, this affects compensation, as women earn 54 to 91 cents on the dollar compared to men, in the same role, with the same expertise, experience, and credentials. Additionally, men were promoted three times more often than women during the pandemic. Why is this disparity so pervasive? There are a lot of reasons, but there are two big ones: cultural expectations and societal norms. Women are told from a very early age to stay in their seats, be quiet, keep their heads down, always do their best, and someday they'll be recognized and rewarded. This book addresses how we can overcome the special challenges all women face in the workspace. It answers the following questions for women:
- How do we overcome career setbacks and professional disappointments so we can keep moving forward?
- How do we manage the inappropriate comments of a bad boss, a snarky colleague, or an insubordinate subordinate?
- How do we successfully set and maintain boundaries? (Especially when we "don't want to disappoint others" or feel we "must do it ALL perfectly.")
- How do we manage our own unrealistic expectations about who we think we "should be" and what we think we "should be doing"?
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Description
According to a 2019 Georgetown study, 1 in 8 Americans believe women are too emotional to lead. Ultimately, this affects compensation, as women earn 54 to 91 cents on the dollar compared to men, in the same role, with the same expertise, experience, and credentials. Additionally, men were promoted three times more often than women during the pandemic. Why is this disparity so pervasive? There are a lot of reasons, but there are two big ones: cultural expectations and societal norms. Women are told from a very early age to stay in their seats, be quiet, keep their heads down, always do their best, and someday they'll be recognized and rewarded. This book addresses how we can overcome the special challenges all women face in the workspace. It answers the following questions for women:
- How do we overcome career setbacks and professional disappointments so we can keep moving forward?
- How do we manage the inappropriate comments of a bad boss, a snarky colleague, or an insubordinate subordinate?
- How do we successfully set and maintain boundaries? (Especially when we "don't want to disappoint others" or feel we "must do it ALL perfectly.")
- How do we manage our own unrealistic expectations about who we think we "should be" and what we think we "should be doing"?
