This true story exemplifies how 3 women transform the C-suite. The company name, industry, and individual identities have been changed to maintain confidentiality.
The situation, however, is very real and demonstrates a principle I coined years ago. The rule of 3 reflects how 3 women transform the way people work together. They change what teams discuss, the nature of those conversations and the relationships among members. The end result is better, more robust and effective solutions. People experience more joy and a greater sense of accomplishment.
Z Corporation’s C-Suite
Tim has been the CEO of Z Corporation for five years. During his tenure the company has increased the number of employees by 50%, introduced innovative new products, and more than doubled in value.
At times, however, it was like pulling teeth to get the more tenured executives to embrace change. Most of them believe pushing people harder for better performance is the only way to achieve aggressive business goals.
According to Tim,
Pushing for better performance will get you only so far. To crush the competition and sustain top performance, you need to lead with purpose, passion, inspiration, and emotional intelligence.
Rather than continue pulling teeth, Tim decided to transform the team. He hired executives who thought differently and he made sure their voices were heard. Having worked with a number of highly effective women leaders, Tim observed how they changed what groups talk about and how discussions play out. So his transformation plan included bringing more highly qualified women onto the team. It took several years, but according to Tim and the companies growth, it was worth the time and effort.
Transformation at the C-suite
After 6 months in her new role, Marie, SVP of new product development, shared her vision, goals and strategy at an executive team meeting. She did it differently, no power point, no handouts. Marie didn’t speak, Instead her 6-member team stood at various points around the room. They spoke in rounds, painting a picture of the future with word-images. They brought the vision to life with stories of the future. They described people using Z’s products and how they enhanced people’s lives. It was poetry in motion, captivating, emotional. Marie’s team touched the executives minds, hearts and imaginations.
When Marie’s team was done, a rich silence hung in the air. Then one executive asked what was next on the agenda. Someone responded and the team was off and running on a new topic.
Then Alice spoke up.
“Wait a minute. Something important just happened in this room. What Marie’s team presented here was different. It was compelling, We need to stop and pay attention.”
Anna spoke next, affirming Marie and her team. Other executives followed suit. A vision requires empowered motivated employees to make it a reality.The conversation Alice enabled, motivated and empowered Marie’s team. It also supports Tim’s beliefs that women transform the way people work together.