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”Particularly in engineering, you get better results if you have diversity,” she says. Shanahan of the Society of Women Engineers says the difference isn’t just financial. Catalyst, a New York City–based nonprofit aimed at advancing women in business, recently ranked Fortune 500 companies by participation of women in top management levels and found that the more diverse those circles, the better the company’s financial results.
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Both men and women have benefited from that, Coon says.Īnother surprising boon for women engineering managers could be the free market’s obsession with share prices. Running a meeting or making a presentation remotely is now easier, as is staying home with a sick child or watching a kid’s soccer match-BlackBerry in hand, of course. Chris Coon says that when she was promoted to a vice president position in national operations at Denver-based Qwest Communications, her husband took early retirement. They’re much more willing to see their wives take on big jobs outside the home. It’s not only companies that are changing, but also husbands. ”I look at it as an opportunity to make my voice heard.” ”If you’re one of three or four women out of a hundred, then people recognize you,” she says. People will ask for your feedback and pay attention to what you have to say. The result is that women are more welcome in executive circles.īesides, Nunes says, being different can also be a good thing. ”Corporate America is much more about collaboration these days,” she says. Even five years ago, management style was much more ”top-down, military,” where bosses made decisions and gave orders. ”They’re much more collaborative-let’s figure out a way to do this so that everybody wins,” she says. Most women engineers she knows do in fact fit the stereotype. Not that there’s anything wrong with that, says Sharon Nunes, vice president of IBM’s Big Green Innovations program.
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