女性CEO是如何突破职场天花板的？

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年领导财富500强企业的女性人数创下了6.4％的记录，有32位女性名列榜首。但是，在5月份公布2018年度名单时，这一数字却下跌了，仅有4.8％上市公司是由女性领导的。

FIND THE RIGHT FIT

找到合适的人选

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.

威科法律法规公司的首席执行官史黛丝•凯伍德表示，在企业进行改善，做到多元化之前，女性首先需要去寻找致力于发展多元化和培养女性领导者的企业。威科法律法规是一家价值10亿美元的全球法律合规公司，拥有大约3,500名员工。

“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.

她说：“我认为这对每个人来说都非常重要，特别是对于女性来说，要确保你所关注的组织和自己的价值观是紧密一致的。”

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.

除了寻找适当的成长环境之外，女性还要善于培养自己的领导力。凯伍德和其他三位在公司中占据重要席位的卓越女性对想要成为首席执行官的人提出了建议。

GROW STRATEGICALLY—AND BOLDLY

战略性发展——要大胆

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.

优秀的CEO对公司运营的各个方面都有了解，所以你的职业发展轨迹看上去更像格子，而不是一条直线。罗敦与菲特公司（美国药妆品牌）的总裁兼首席执行官黛安娜•迪茨说，你需要学习不同的职业技能。罗敦与菲特是一家护肤和美容产品直销公司，价值10亿美元，拥有700多名员工。

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.

迪茨本人就是一个很好的例子。她曾在杂货巨头西夫韦担任高级执行官，负责监督各个方面的运营。她还在宝洁公司工作了18年，负责监督佳洁士的品牌转型。虽然有丰富的经验，在西夫韦被一家私募股权公司收购后，她开始寻找总裁职位。随后，一位导师问她，为什么又要找“二当家的职位”。这帮迪茨意识到，她已经做好准备，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.

“我认为男性有时更愿意说，‘好的，我会去做。’有时候，他们还比不上说‘我还没准备好’的女性，后者可能更能胜任工作。”她说。

BE THE BOSS PEOPLE BRAG ABOUT

成为大家称赞的上司

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.

伯尼克说，要激发信心，让人们信任你的领导能力，另外一种方法就是建立一个强大的接班人储备。太多人忽视了在各个层面上设立强而有力接班人的重要性。她说，你不希望最终遇到这样的处境，即你在这个岗位上表现得非常好，但是却被卡住了，因为没人能够担任你的职位。她说：“至少要有两个超级优秀的人，能来接手你的工作。”

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.

她补充说，要同你的团队凝聚在一起。要合群。不要害怕同人分享你个人的生活细节。总而言之，做一个好老板。“当你的团队成员向其他员工夸奖你的管理方式时，这就是最好的肯定，我认为人们会注意到，”她说。

FIND MENTORS WHO WILL PUSH YOU

寻找激励你的导师

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.”

受访的每位CEO都认为导师很关键。迪茨说，要超越你们公司安排的顾问方案，寻找能激励你上进的人。她再次提到那位鼓励她考虑比总裁更高职位的顾问。她鼓励想要做CEO的人们去找到一个说“做这个。试试那个吧。这个再加把劲。” 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.

凯伍德说，找到“内部专家”也很重要。他们可以在特定领域或学科为你提供建议。她说， 有人能够为你解答不熟悉领域的问题，这是非常宝贵的。

翻译：Claire