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"Womenomics describes the workplace trend that finally makes it possible for women to be successful and sane at the same time. And happily, it's a recession-friendly formula.--Tina Brown, founder, The Daily Beast
--This text refers to the
Paperback
edition.
Review
"Employers should be listening to what talented women want and use this book to hold up their end of the bargain, so that the best and brightest can have both a job and a life."--Rosabeth Moss Kanter, Ernest L. Arbuckle Professor of Business Administration, Harvard Business School, and author of Confidence
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Most Helpful Customer Reviews
4 of 4 people found the following review helpful
Format:Hardcover
How to describe this book? It seems to combine features from several different categories, including those that are primarily a manifesto, a call-to-arms, a social commentary, an exhortation, or a collaborative memoir. Frankly, I am intrigued by the fact that it is not easily categorized. Some reviewers consider it a "must read" for women, others for "men," and still others (I among them) for both. Credit Claire Shipman and Katty Kay with identifying and then addressing a number of critically important challenges that are currently creating turmoil in the contemporary workplace. For example, for individuals:
1. How to balance what is most important in one's career with what is most important in one's personal life?
2. How to achieve and then sustain quality of life as well as (at lest a sufficient) standard of living?
3. How to achieve better results with less effort and in less time?
4. To paraphrase Ernest Becker, how to deny the death that occurs when we become wholly preoccupied with fulfilling others' expectations of us?
And for companies, these are among the most important challenges that Shipman and Kay identify and then address:
1. To attract, hire, and then retain the talented men and women we need, are there gender-specific rules of engagement that must be in place? If so, what are they?
2. What is a "status trap" and how can we avoid or eliminate it in our organization?
3. How can we most effectively help our people to achieve their career and personal goals?
4. What are real-world examples of organizations that have successfully responded to challenges such as those just listed? What are the most important lessons to be learned from them?
With regard to the term "womenomics," Shipman and Kay define it as "1. Power. 2. A movement that will get you the work life you really want. 3. The powerful collision of two simple realities: a majority of women are demanding new rules of engagement at the very moment we've become [begin italics] the [end italics] hot commodity in today's workplace." The last claim offers but one of several indications that Shipman and Kay are vulnerable to hyperbole and puerile imagery as when asserting that their book "is not a gauzy, candle-lighting manual. We're not going to advise you to rub peppermint scrub on your feet to `take care of yourself,' or to make time for your herb-infused yoga." My own preference is for less heat and more light.
That said, they offer some excellent insights when examining a workplace - indeed a global marketplace -- in which change remains the only constant. In Chapter Seven, they offer sound advice to those who wish to negotiate successfully for terms of engagement that will enable them to achieve professional success and personal fulfillment. "Underpinning your entire negotiating strategy is a simple tactic - you have to sell this as win-win. Your bosses will usually only sign on if it makes good business sense for them as much as it makes good lifestyle sense for you." The first eight Rules they identify and discuss are best revealed within the narrative, in context. The ninth and last Rule, "Know when to quit," is followed by five eminently sensible observations to consider. Shipman and Kay conclude their book with a number of strong reassurances that can be articles of faith for those readers - both male and female - who summon the courage and sustain the determination to "start living and working the way they really want to," and, to help others to do so also.
1. How to balance what is most important in one's career with what is most important in one's personal life?
2. How to achieve and then sustain quality of life as well as (at lest a sufficient) standard of living?
3. How to achieve better results with less effort and in less time?
4. To paraphrase Ernest Becker, how to deny the death that occurs when we become wholly preoccupied with fulfilling others' expectations of us?
And for companies, these are among the most important challenges that Shipman and Kay identify and then address:
1. To attract, hire, and then retain the talented men and women we need, are there gender-specific rules of engagement that must be in place? If so, what are they?
2. What is a "status trap" and how can we avoid or eliminate it in our organization?
3. How can we most effectively help our people to achieve their career and personal goals?
4. What are real-world examples of organizations that have successfully responded to challenges such as those just listed? What are the most important lessons to be learned from them?
With regard to the term "womenomics," Shipman and Kay define it as "1. Power. 2. A movement that will get you the work life you really want. 3. The powerful collision of two simple realities: a majority of women are demanding new rules of engagement at the very moment we've become [begin italics] the [end italics] hot commodity in today's workplace." The last claim offers but one of several indications that Shipman and Kay are vulnerable to hyperbole and puerile imagery as when asserting that their book "is not a gauzy, candle-lighting manual. We're not going to advise you to rub peppermint scrub on your feet to `take care of yourself,' or to make time for your herb-infused yoga." My own preference is for less heat and more light.
That said, they offer some excellent insights when examining a workplace - indeed a global marketplace -- in which change remains the only constant. In Chapter Seven, they offer sound advice to those who wish to negotiate successfully for terms of engagement that will enable them to achieve professional success and personal fulfillment. "Underpinning your entire negotiating strategy is a simple tactic - you have to sell this as win-win. Your bosses will usually only sign on if it makes good business sense for them as much as it makes good lifestyle sense for you." The first eight Rules they identify and discuss are best revealed within the narrative, in context. The ninth and last Rule, "Know when to quit," is followed by five eminently sensible observations to consider. Shipman and Kay conclude their book with a number of strong reassurances that can be articles of faith for those readers - both male and female - who summon the courage and sustain the determination to "start living and working the way they really want to," and, to help others to do so also.
Most Helpful Customer Reviews on Amazon.com (beta)
Amazon.com:
59 reviews
66 of 71 people found the following review helpful
Excellent guide for the savvy women executive
1 Jun 2009
Format:Hardcover|Amazon Vine™ Review
(What's this?)
Womenomics is based on the premise that women are demanding new rules of engagement with the corporate world. Women achievers are not willing to sacrifice family and freedom. But many don't know how to go about negotiating for what they want, say the authors. They have to overcome their own guilt and fear, so they can ask for what they want.
The book's advice seems entirely sound and appropriate for senior women executives in many fields. The authors refer to women in politics, media, finance and other industries. They suggest very specific strategies to negotiate for a desirable work schedule. The best part of the book demonstrates what happens when companies stop worrying about face time and focus exclusively on results. Just about everyone who works for an organization has tales of useless meetings and absurd ideas about what constitutes work.
However, I will be interested to see if female executives find the book helpful. As a sometime career consultant, I believe that implementing these strategies calls for strong corporate political skills. You have to know just how and when to make your pitch. The women we meet here have demonstrated their ability to contribute uniquely to their organizations. Many hold competing offers so they're in very strong positions.
I'd also like to see more discussions of the trade-offs involved Turning down a lifetime opportunity to enjoy your child's first day at school may seem like a no-brainer. Later those opportunities may be gone and the world looks different when you're ten years older. Regrets go both ways.
Ultimately, I'm concerned that Womenomics suggests that only married women with children face challenges of juggling work and personal life. Increasingly both men and women are resisting corporate demands and more of us are living in one-person households. Companies that claim to be family-friendly often expect single people to take up the overflow. Many corporate executives (both male and female) will understand when you say, "I want to see my son's soccer game." Meanwhile the components of a single person's life can seem frivolous and unnecessary, yet single people need time to develop and maintain networks of personal and social support.
The authors do not mention the trade-offs that take place in family-friendly workplaces. To take just one example, a female college professor negotiated for a teaching schedule that would allow her to be home by early afternoon, when her kids got home from school. Since there are only so many classrooms and time slots, someone else had to accept a less desirable schedule to accommodate her needs.
So bottom line: The book's advice seems sound, although I wonder if a strong, successful corporate women will need to read this book to figure out how to get what she wants. And I'm all in favor of family-friendly workplace policies, as long as we remember that some families consist of just one person and maybe a dog.
The book's advice seems entirely sound and appropriate for senior women executives in many fields. The authors refer to women in politics, media, finance and other industries. They suggest very specific strategies to negotiate for a desirable work schedule. The best part of the book demonstrates what happens when companies stop worrying about face time and focus exclusively on results. Just about everyone who works for an organization has tales of useless meetings and absurd ideas about what constitutes work.
However, I will be interested to see if female executives find the book helpful. As a sometime career consultant, I believe that implementing these strategies calls for strong corporate political skills. You have to know just how and when to make your pitch. The women we meet here have demonstrated their ability to contribute uniquely to their organizations. Many hold competing offers so they're in very strong positions.
I'd also like to see more discussions of the trade-offs involved Turning down a lifetime opportunity to enjoy your child's first day at school may seem like a no-brainer. Later those opportunities may be gone and the world looks different when you're ten years older. Regrets go both ways.
Ultimately, I'm concerned that Womenomics suggests that only married women with children face challenges of juggling work and personal life. Increasingly both men and women are resisting corporate demands and more of us are living in one-person households. Companies that claim to be family-friendly often expect single people to take up the overflow. Many corporate executives (both male and female) will understand when you say, "I want to see my son's soccer game." Meanwhile the components of a single person's life can seem frivolous and unnecessary, yet single people need time to develop and maintain networks of personal and social support.
The authors do not mention the trade-offs that take place in family-friendly workplaces. To take just one example, a female college professor negotiated for a teaching schedule that would allow her to be home by early afternoon, when her kids got home from school. Since there are only so many classrooms and time slots, someone else had to accept a less desirable schedule to accommodate her needs.
So bottom line: The book's advice seems sound, although I wonder if a strong, successful corporate women will need to read this book to figure out how to get what she wants. And I'm all in favor of family-friendly workplace policies, as long as we remember that some families consist of just one person and maybe a dog.
27 of 32 people found the following review helpful
Sounds nice but...
22 Jun 2009
Format:Hardcover|Amazon Vine™ Review
(What's this?)
The timing of this book's release is unfortunate. Women who work for more traditional companies and are somewhat desperate to keep their jobs don't think about carving out time for themselves. They want more hours. They don't want to make waves.
The authors are powerful and prominent women in a relatively creative environment. They have the luxury to seek balance in their work and personal lives. Also, many of the women profiled in this book can negotiate from a position of strength with their employers. The reality for many of us who work in more prosaic industries, whose companies see their top and bottom lines dwindling, in workplaces where layoffs have taken place or could at any time, is that we are grateful to have a job to come to, and we are not writing our own tickets. The sad part is that many women probably do pick up this book hoping for a magic bullet, only to discover that it might as well be fiction. It's not about us.
The authors do make an ineffective argument that their strategy is suited to hard times as well as boom times. Also, to their credit, their underlying message that all women do valuable work is important. However, it is not groundbreaking and not particularly convincing. If this book had come out in rosier financial times, it would have a much different impact. Instead, the authors seem out of touch and only remind many of us what we can't have. Not a message we need to hear right now.
The authors are powerful and prominent women in a relatively creative environment. They have the luxury to seek balance in their work and personal lives. Also, many of the women profiled in this book can negotiate from a position of strength with their employers. The reality for many of us who work in more prosaic industries, whose companies see their top and bottom lines dwindling, in workplaces where layoffs have taken place or could at any time, is that we are grateful to have a job to come to, and we are not writing our own tickets. The sad part is that many women probably do pick up this book hoping for a magic bullet, only to discover that it might as well be fiction. It's not about us.
The authors do make an ineffective argument that their strategy is suited to hard times as well as boom times. Also, to their credit, their underlying message that all women do valuable work is important. However, it is not groundbreaking and not particularly convincing. If this book had come out in rosier financial times, it would have a much different impact. Instead, the authors seem out of touch and only remind many of us what we can't have. Not a message we need to hear right now.
12 of 14 people found the following review helpful
For working mothers
2 Sep 2009
Format:Hardcover|Amazon Verified Purchase
This book is for working mothers not really for working women. I was so disapointed in this book! I do not have kids and did not feel like this was applicable to my life at all. Here's the big mystery solved: if you have kids, your career won't/can't be first. Wow. Really? If you didn't know that you should NOT be having children.
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