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11/08/2013 by Debora Spar Shared by Zoe Hoeppner, MSLOC Student, @@zoehoeppner

11/08/2013 by Debora Spar Shared by Zoe Hoeppner, MSLOC Student, @@zoehoeppner

Shared by Ryan Smerek, MSLOC Faculty "Public policy expert Anne-Marie Slaughter made waves with her 2012 article, "Why women still can't have it all." But really, is this only a question for women? Here Slaughter expands her ideas and explains why shifts in work culture, public policy and social mores can lead to more equality - for men, women, all of us. "

Shared by Ashley Punzalan, MSLOC Student "I had an epiphany the other day. I was in the middle of marking up a memo on U.S. drone policy while simultaneously ordering a custom-decorated cake for my daughter's sixth grade musical cast party and planning my remarks for a roundtable on women in national security. Suddenly, it hit me: I hate Sheryl Sandberg. It's not because she's so rich, or because she's the COO of Facebook, or because she has gleaming, meticulously coiffed hair. True, Facebook is the Internet equivalent of Shiva, Destroyer of Worlds, and my own hair will never approach the glossy perfection of Sheryl Sandberg's. I have nothing against rich people, who sometimes fund my projects or buy me lunch at fancy restaurants. Rich people, I love you!"

By Jeanne Ebersole, MSLOC 2012 Few women hold roles at the top levels of organizations and of those who do, many have reported their intent to leave within five years. This study investigates the transition experiences of executive women who have opted out. It explores the genesis of their desire to opt-out, the support they received and would have liked to receive as well as the role of coaching in the process. Participants reported experiencing a distinct transition process with identifiable phases and that coaching would be useful in the transition.

Author: Phyllis Korkki Date: April 12, 2014 Shared by: Jessica Catz, MSLOC Student Who really makes the changes in an organization? It's not always the people with the highest executive titles. A growing body of research has pointed to the importance of informal leaders known to researchers as "brokers," who have the gift of connecting employees in productive new ways.