Champion You Program Overview, Men

Program Overview

Savvan Learning Solutions’ Champion You virtual instructor lead training (VILT) gives men the tools and insights needed to advance their career goals. It is a self-development program to provide the steps on being men in leadership as a supporter of upward mobility in women and others as an upskill program to increase a sense of inclusivity and collaboration leading to equality, well-being, and a sense of pride in the workplace. A hand-up, the value in leadership to become a 2-person ladder in reaching the top of the wall together.

The series will offer three 1.1/2 – hour virtual led sessions.

Do-it-Yourself Learning works well with virtual instructor led classrooms, connecting your goals to accomplish with added team support.

(Program features small groups, 1-9 participants per session in a private virtual classroom).

Champion You – Viewpoint

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Champion You: Men are strategic, inclusive of the 2-person wall in support of upward mobility as change makers as they work in their leadership roles and on the business.

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Women and men have historically supported each other, yet to an extent. Let’s talk about what we can do to support the growth of each as the photo depicts, sponsorship to reach new professional skills in the quest for upward mobility.

Men and women support other women in a limited capacity based on age, social economic indicators, education, race, and politics. As we discuss in Women in Leadership, Champion You, women need to do more in support of other women, and men.

Women have long supported their men in their careers and at home.

Men we are at yet another important time in our history. In some industries the slowed economic conditions have limited promotions and wage growth. Technologies have changed the way we work permanently. Many job roles are sent abroad Men tend to support men in their quest for upward mobility. It would be of value for more men to support women in the workplace as they do in their homes. In the program we begin to learn the differences in each gender, their strengths and focus on a direction to encourage strengths in each other. Look for ways to engage those who will help you grow professionally in meeting your goals.

 “My strength is seeing through the smoke and chaos, and operating where everything is exploding.” – Darla Moore, CEO of Rainwater, Inc.

Where areas are men skilled in business?

    • Men are skilled in the areas of Finance, Business Acumen, and Operational Strategy.

What we know are facts…

    • Men occupy leadership and management roles more than women.
    • Salary gap, men earn more than women in the exact same role, same education, and same experience.
    • Board membership, men occupy most of the roles. And a known fact when women are on the board, they bring more creativity and innovation to the business increasing performance and revenues for the organization

See related article: One Is Enough Why There Aren’t More Women Executives _4-8-15_WSJ

Where men need improvement is in the areas where women have the advantage:

    • Stronger Building Collaboration and Teaming
    • Promotion of Management and Leadership roles within
    • Communication and Building Relationships

Let’s take a look at history to see the significance of where we are today.

There has been an elevated role for men serving in the WW I, WW II, and Korean wars. Viet Nam began to change men to an extent, yet not a wholesome lasting change.  Women worked to support the country as men went to war. Women picked up all responsibilities on the home front including child care and in the factories or work environments, wherever there was a need. Women worked in ammunition plants, farm hands, psych nurses, wet nurses, educators, scientists and telephone operators to name a few roles they played.

You may say, yes well that is ‘old hat’, however what has stayed the same in many cases is men in business roles. Men have seen improvements along with success in their roles over the years. The past 10-years, the economy did affect many men middle-management roles and put men either out of work or put their skills to work in lower paying jobs, under-utilizing their skill sets.

See related article: More Men in Prime Working Ages Don’t Have Jobs_2-6-2014_WSJ

Women have been in these same type roles with little promotion opportunities as their male counterparts. Women today in 2015 still don’t have access to the same types of roles in the ‘C’- Suite and in Line of Business roles that men enjoy as leaders and managers in today’s work environment.

Men hold certain level of positions that they excel at including the use of business acumen required in those roles. The language that is associated with those roles in describing business strategies have long been within a domain for men. Women have been typically in a supporting role, and seen as tactical in the work they do, even if they earned their way to the top, legitimately.

Read more: A Transparent Barrier

 “The test of a first-rate intelligence is the ability to hold two opposing ideas in mind at the same time and still retain the ability to function.” – F. Scott Fitzgerald

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The communication used by men and women are different. Men don’t hear what women say. Men need to learn the different communication styles women use in relationship building and collaboration practices. Men need practice in listening and hearing those differences so they can support women. Women hear what men say, and how it is heard may causes similar issues, particularly if there is lack of support for their ideas. Women don’t hear what men don’t say.

Men tend to be inclusive with other men in their trusted network, and support those who are most like themselves, (which we all do). It is far easier when we understand the rules of the game.

Men’s communication style tends to be directive, authoritative in voice, and non-emotional. In people development roles historically, they tend to be factual based in dealing with emotional concerns with direct reports. Women colleagues, and subordinates that are different than themselves, and have more distance from those who are most unlike themselves. Men support those that are most like themselves, which makes sense. As part of the program, learning the ‘how to’ in bridging that gap. (Slowly)

 “If you’re not confused, you don’t know what’s going on.” – Warren Bennis

Awareness of Advantages

Men are unaware of their advantages as men, period. Race is another factor for both men and women. Let’s say the male holds roles in business that are considered strategic in making decisions. Therefore, they are in a position to help women reach equal positions. Are men the keeper of the glass barrier? Are men the barrier preventing others who are different in gender and race from moving forward? Do men provide a rope for others to climb once they are established?

 See related article: The Saturday Essay Women at Work A Guide for Men_12-14-14_WSJ

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Rather than our own self-interest and our biased choices that lead to past behaviors. Having self-interest is good to a point, we all do it. Yes, and begin looking when the objective of our own self-interest becomes a biased decision and a way of life, to the point of exclusion. This behavior hurts everyone including the originator, which prevents the glass ceiling from being shattered.

The time is ripe to focus on inclusion principles inherent in culture, communications, collaboration, and influencing which all have direct impact on biased decisions and challenges we face daily. These behaviors are at home, the workplace, educational communities, sports, churches, membership organizations, government, and military to name just a few places.

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“The day soldiers stop bringing you their problems is the day you have stopped leading them. They have either lost confidence that you can help them or concluded that you do not care. Either case is a failure of leadership.” – Colin Powell

The Men in Leadership, Champion You Offering:

If men represented in top management came in with the intention inclusion and diversity in their leadership and management teams, would it make it a difference to women? Yes, a presumption is, that it would be of value to the organization, to the business and to the social diversity benefits to the top management team. Would men learn how to engage and enrich behaviors exhibited by male managers and are designed to sponsor the growth of women throughout the organization and motivates women in non-management, non-leadership roles to begin their upward mobility quest for management?

We will look at some of the skills and behaviors that men currently have, that women could learn from them. And that the skills and behaviors that women have could begin a cross training effort in helping men recognize what they need to do differently to encourage inclusion and diversity with people are most not like themselves.

What are men most skilled at? What are women most skilled at? What do men need to do differently in their own practice in updating their skills and behaviors to support their own growth and the growth of women in management and leadership?

The outcome, increased performance for the organization. More innovation, creativity that may be associated with a blended diversity in gender in management and leadership roles. If that was an outcome for you personally and for your organization would you want it? How much risk is in it for you to support your own goals for upward mobility?

Benefits of program:

    • Improve skills in various communication areas, becoming that 2-person wall and leave a rope behind for others to climb.
    • Build collaborative teaming principles.
    • Incorporate empathy and compassion as leaders in power.
    • Build relationships that are inclusive focused with others most unlike yourselves.
    • Help promote leadership and management roles with sponsorship.

For those men in leadership and management roles, and non-leadership, non-management roles

    • Men in Leadership, and Management roles
    • Men in non-leadership, and management roles that are looking to improve their current skill sets to achieve advancement in their career roles.

Virtual and classroom deliverable offerings:

    • The program features small groups for the most effective teaming principles, under 10 people in a virtual setting and multiple classroom offerings.
    • The program deliverable type includes virtual instructor led training as well as classroom style face-to-face offerings.

Program Highlights

        • Men are strategic leaders and managers.
        • Find the time to review your professional skills, especially when you are feeling a bit off your game.
        • Provide sponsorship to women and men.
        • Engage the ‘know-how’ to enable women.
        • Listen and hear differently to position women for advancement. 
        • Listen to unconscious choice of words that are empowering to others.
        • See women and men as courageous with inclusivity.
        • Engage in collaboration in support of women and men versus competition.
        • Become the step up to one another versus providing a positive leadership model for the next generations of the future.
        • Women and men in collaboration promote the strengths of each other’s talents while providing a 2-person rope to pull each other up in leadership roles.