Nan Langowitz, Associate Professor of Management and Entrepreneurship at Babson College, encourages moms with entrepreneurial aspirations. In an article currently appearing on the Good Housekeeping Web site, she notes that, even in these uncertain economic times, there are tools that smart entrepreneurs can use to be successful.

Renée Loth, editorial page editor of the Boston Globe, really got my attention this morning.  Loth wrote about the governance situation in the state of New Hampshire.  Her attention was caught by a series of recent legislative actions in the New Hampshire House of Representatives over the past few months. The House voted to raise the state’s gasoline tax, allow the use of marijuana for medical purposes, discontinue the use of capital punishment, and to allow same-sex marriage in the state (all these are still pending items).  Loth’s suggestion is that these changes represent a shift to a more liberal state - due to a historical fact.  She writes, “Since January, the New Hampshire Senate has been making history as the first majority female legislative body in the country……It’s as if there was a bloodless coup of the state’s political establishment in November, and women were the avatars of change.”   The explanations she suggests for why this is the case (extremely low pay therefore more like a volunteer activity), how it might change the way government works (importance of those relationships), and what might be the outcome (solving the tough problems by connecting the dots) give us a lot to think about.  

I’d just like everyone to check out the column and give it some thought in a business context as well. We talk a great deal about differences in management styles of women, and some good research supports that. Other (also good) research questions it.  I often see and hear entrepreneurial discussions about how women will create businesses that allow people to work together in different ways - usually a suggestion of a kinder and gentler business world.  I just don’t see that reality very often when I’m out and about in these businesses.  

We certainly need more innovation in our business models.  We need more innovation in our governmental models as well.  I know I’m going to be watching New Hampshire.  I’m not the only one. If you do check out the link to Loth’s column - you’ll see that several of the first responders to the article are pretty darn concerned about what’s going on up there. Your thoughts?

Submitted by: Patti Greene

Sitting at the Babson Executive Education Center, listening to a group of very talented women managers discuss their work, careers, and challenges, marveling at their willingness to open up about their own situations and to offer each other advice and support. It’s our semi-annual, week-long Women’s Leadership executive program and the ideas are flowing and tight bonds are forming.

Many compelling questions about leadership are explicit and implicit in our discussions this week. For example:

• What does it take for a manager with substantial operational responsibility to create the space herself to be strategic?
• How can managers with substantial operational responsibility manage the tensions between delivering short-term results and taking strategic action? 
• How can women leaders create broader awareness of who they are and of the value they are creating for the company – without being self-promotional and stealing time from actually doing your job?
• How does a person learn to look at herself and identify what is really driving her or holding her back? 

Many powerful ideas have been stimulated and shared, like:

• Too often women’s skill in managing and enhancing operations dooms us to being perceived as lacking strategic capability. Yet so many women are capable of moving very successfully at and between the operational and strategic levels. We need to show the value of shaping strategic decisions according to operational potential and constraints. 
• Risks typically provide value, though not sure value. We need to take more risks. We need to develop resilience (everyone fails, failing is learning) and a thick skin.
•  When people accuse women of having a fear of success, they probably have it wrong. Fear of success is really a doubt about whether I want what that “success” will bring me. Especially if it means I have to be a different kind of leader than I want to be. I need to shape the role so that it fits and satisfies me.
• Corporate entrepreneurs create value for companies. I do that; maybe I am a corporate entrepreneur. Maybe I need to change how I operate to create more value.   
•  I am in charge of my own career. I have to take initiative to shape it to meet my personal and professional goals. If I need to be strategic, I need to develop and delegate more, create and enforce my boundaries, and just do it. 

And there are moments of enormous camaraderie, connection, and support, like:

•  All of us adopting one participant’s mantra of “game on!”
• Hearing someone say, “you have done a very thorough job of mentoring your people; give yourself more credit for that,” or “why are you shouldering that burden by yourself”
•  Three voices chiming in on a response to a peer: “Who says?!” 

Submitted by Anne Donnellon
Associate Professor and Faculty Director for Babson’s Fast Track MBA Program

The Women’s Leadership Program has a special place in my heart. It was not until I came for my WLP interview that I was convinced Babson was the school for me. Coming from a culture where women are not expected or encouraged to out-earn their husbands, I never felt so empowered until the Center for Women’s Leadership gave me a chance to realize it and recognized my potential to actualize it.

During my WLP years, I got the chance to meet Suzy Welch, organize a fundraiser for helping women dress for business success, sit on the Executive Board as Treasurer, and help other girls discover their place here in Babson’s Women’s Leadership Program. Sounds like my work is done! But if I learned anything in this program, is that a woman’s work is never done. The statistics do not lie: there are far less women CEOs, women are making less than men of equal job standing, and the national average of female students in business school is still hovering at 30%.

I find comfort, however, in the amazing work our program is doing for girls like me, girls like you, and women all over the world. I take solace in the fact that this support network will always keep a light on for me. And I feel a deep sense of gratitude that I was fortunate enough to have been a part of such a wonderful community of inspiring, courageous, and dedicated women.

As I look back on what this program has done for me, besides the fabulous scholarship, the warm sense of community, a strong support network, a fabulous mentor (whom I still keep in touch with for an occasional game of Scrabble!), and inspiration from all the other outstanding women around me, I learned that what I really got out of it all is a new mindset. We are not the weaker sex. We are a different sex. We are bright. We are powerful. We are talented. And like I said – a woman’s work is never done. We have an entire world out there to change ladies! There’s no time to waste. The only time we have is now. And the Women’s Leadership Program helped me discover that this is my time.

So what will I be doing with my time now that I am only days away from being an alumnus and not a student anymore? I am happy to announce that (even in this economic recession!) I will be consulting with the New England Consulting Group. In the near future, I plan on going back to school for journalism and combine that degree with my Babson education to be a business news anchor or correspondent for a business publication. Look for me on the cover of each and every business magazine or publication! Because even if I don’t make it onto the cover of Business Week or Forbes as a superstar CEO, at least I might in the magazine as a writer! Till then, though, keep your head and ambitions high.

Kind and best regards,

Deborah Cynn

Babson College Class of 2009

It can be incredibly refreshing to start learning about something new. I’ve been spending the last few months focused on learning more about digital media, including virtual reality and social media.  Two recent trips really made me think about the future of business models.  Now, I admit that I am fascinated by business models, how businesses work, and how they create  (or don’t create) value.  There are often questions about whether women-owned or women-led businesses are structured, work differently, or at least have different cultures than those owned or led by men.  Let’s face it, there are a lot more questions in this area than there are answers.  But I’m curious as to what the long-term impact of digital media is going to be on our businesses.

My first trip was to the Game Developers Conference (GDC), definitely entirely new territory for me. Professor Heidi Neck and I went to learn more about Serious Games.  These are games, mostly but not entirely digital, that are used for serious purposes – hence the clever name.  We heard from large organizations such as Hilton and the American Army as to how they are using games for training.   We also talked with smaller business owners that helped us think through how Serious Games might be used more extensively in higher education.  It was a large conference and was run just like you’d expect – key note speakers, panels, exhibit halls, and lots of meeting and greeting in the hall ways.  Heidi and I came away with the business cards of our new support group and felt it was time well spent.  Check here for an overview of the conference.

The week after GDC I went to the Digital Marketing Conference.  Yes, the entire conference was on-line and I sat at my computer from 10:30 until 5:00 doing conference types of things.  I went to the sessions, heard the keynote, hung out in the lounge for a while, and visited the exhibits.  I did exactly the same things virtually that I had just done physically.  When I sat back to compare the two experiences, the two trips came up pretty even – with two very great exceptions.  If thinking about learning, I learned a great deal at both conferences.   More than I could readily absorb in the given time.  The digital conference was actually better at having a resource center where white papers and copies of most of the presentations could be instantly downloaded.  This was a very nice feature.  The exhibitors at both conferences were friendly and helpful, and I’ve been inundated with follow-up requests from most of them.   Good news or bad news – some of both.

The first major difference was in the networking.  At GDC Heidi and I had great hallway and lunch table conversations and came home with lots of cards.  The most amusing memory is a short, very short, talk with a young man who said he was from Sony.  When we asked him what he did, he just gave a small smile and said, “I can’t tell you.”  Ironic, the Army guy was telling us everything.  In contrast, I came away from the Digital Marketing Conference without one single individual contact to follow up with later.  Part of that is my fault.  There was a way to switch from group chat in the lounge or in the conference hall, but I didn’t figure it out fast enough.    Too bad, I did hear one group talking about switching to Second Life at the end of the conference to go for a drink.    I was the wallflower due to my more limited technological expertise.  But it wasn’t all my fault.   It was just much harder to connect.

The second major difference was a no brainer.  For GDC I flew to San Francisco, stayed in the hotel, and ate out for every meal.  The Digital Marketing Conference was free.  I didn’t even need a new outfit since flannels worked just fine.  

So, what do I take away for business models?  The social media currently available has the potential to change the way we think about opportunities, resources, and types of leadership.  If we only use them to create the same types of businesses and jobs, shame on us.  So, what might we do differently?

Submitted by: Patti Greene, Professor of Entrepreneurship, Babson College

I just came back from two weeks in Jeddah, Saudi Arabia, where we launched an amazing cross-cultural venture. The US-Saudi Women’s Forum on Social Entrepreneurship is a collaboration of Babson’s Center for Women’s Leadership, Wellesley Centers for Women, Dar Al-Hekma College in Jeddah, and ICF International. Over 90 undergraduate women from four schools in Jeddah attended the four-day program which introduced them to the foundations of social entrepreneurship and began tapping into their passions and talents for creating sustainable ventures. Thirty of them were selected to attend a two-week advanced program here at Babson, this July 10-25.

I had fully intended to blog while I was there. But the truth is that my mind was so busy processing everything I was seeing and hearing and learning that I simply couldn’t find the words to talk about it. I’m still not sure that I can. This was my first trip to the Middle East, and it was 14 days of sheer wonder—and total cognitive dissonance!  

So many of the things I thought I “knew” about that part of the world turned out to be either totally outdated, just plain myths, or often very Western interpretations of the reality. For example, yes, it is true that right now women cannot drive in Saudi Arabia. But it was fascinating to learn about the formal and informal groups (led by both women and men) who are working within the legal system and challenging the social systems to change that.  Not, mind you, because women are desperate to drive; the traffic there is a nightmare! But because the real issue isn’t about driving per se; it’s about women’s access to any kind of autonomy and transportation.  With the lack of public transportation (there isn’t any—for anyone), coupled with norms regulating who women can ride with, (taxis are generally not acceptable) women’s access to education, to jobs, and to healthcare has become severely restricted–as is their access to commercial establishments where they, like their Western counterparts, have major buying power. For me, all of this was nearly incomprehensible.

Women have no role in Saudi civil society or in business? Well, I got to learn about the women, wearing abayas and head coverings—or not— who are taking their places on the local councils, which have both elected and appointed members, the women who are growing the ranks of non-segregated employees in major businesses, and the women who are blossoming and thriving as breathtaking for-profit entrepreneurs and social entrepreneurs. 

Getting to actually meet and talk with some of these amazing women left me in awe of their wisdom, their courage, and their unflagging optimism. The Senior Director of Corporate Social Responsibility for one of the largest Saudi holding companies is also the mother of an autistic son. She has started a social enterprise venture to help other parents of autistic children. A mother and daughter have merged their talents, significant connections, and bottomless passion to launch a women’s awareness center with a special emphasis on educating women about breastfeeding.  The executive director of the Jeddah Chamber of Commerce Khadijah Bint Khowalid Business Women’s Center is a savvy political force and a tireless advocate for women. On the one hand, these conversations were utterly familiar, but at the same time, completely alien.  The stories were joyous and heartbreaking.  My reactions ranged from wonder to infuriation. But bottom line, it was women doing what we do around the world–making a difference.

And then there were the wonderful faculty at Dar Al Hekma College, who became real colleagues, and the smart, eager, thoroughly delightful young women who, underneath those abayas, look just like our women students here at Babson. I’ll write about that the next time.

Submitted by: Janelle Shubert, Director, The Center for Women’s Leadership at Babson

Every day we are bombarded with anxiety provoking headlines citing massive layoffs, shrinking 401k balances and decaying home values. Regardless of the data’s relevance to our own personal situation (remember, bad news sells!), this doom and gloom news cycle contributes to a general feeling of apprehension and worry. I’m almost (almost!) beginning to long for the days when headlines focused on undergarment challenged starlets, verses the inherent risk in credit default swaps.

How can we stay positive in our turbulent economy? Focus on what is IN our control, like our personal abilities –and strengthen them! Dramatic change can lead to new business opportunities, but may require new skills. Especially in times of financial turmoil, it’s critical for you to understand the reasons for financial swings and their impact on your firm’s operations.

Feeling a little shaky about your financial skills? It may be the perfect time for a ‘refresher’ Finance course! There is a powerful amount of information contained in financial reports, data and language. With an understanding of that information and how to apply it, you can make better decisions, and leverage innovative opportunities—improving your personal performance. Acquiring a financial “tool kit” will help you weather the road ahead, and expand your career options-regardless of today’s headlines.

Join us May 11 &12 at Babson’s Executive Education Center for Finance for Today’s Non Financial Manager. In a small group setting, we’ll focus on a customized plan for YOU, –how to apply your new financial skills to make an immediate impact.

Submitted by Victoria Sassine, Adjuct Lecturer in Finance, Babson College

Two Boston area organizations are hosting events this April that will be of interest to women entrepreneurs or women who aspire to be entrepreneurs:

April 8, 7:30-9 a.m., The Downtown Women’s Club of Boston presents Wendy Hanson, co-author of the new book, The Sassy Ladies’ Toolkit for Startup Businesses, will talk about her book and share her expertise and business tips for starting up and growing your business.

April 29, 5:30-7:30 p.m., The Boston Women in Finance will host an entrepreneur panel with Kathleen Utecht - Co-founder, Green Rock Entertainment (makers of Cahooties, www.cahootie.com), Alison Barnard - Founder, Injeanius (www.injeanius.com), and Paula Harris - Co-founder, WH Cornerstone (www.whcornerstone.com) who was recently recognized in Women’s Business as one of the Top 10 Financial Advisors in the Boston area.

March was Women’s History Month, and we focused on discovering and applauding the improvements in women’s lives and the contributions that women have made—and continue to make—in society. Like everyone, we love a good celebration! While we’re generally pretty optimistic and positive here at CWL, Katha Pollit’s article is a sobering reminder of where we are on the journey to equality. Katha was a visitor to Babson in the fall and made all of us stop and think, even while she made us laugh. Read her article. Count blessings. But don’t count chickens that haven’t yet hatched.

Submitted by Jan Shubert, Director, Center for Women’s Leadership

Articles about happiness aren’t too common these days.  However, according to The Nielsen Happiness Study, the team found that globally, women are happier than men in 48 of the 51 countries surveyed in April 2008.

What lies at the root of our capability for happiness? According to this study, women derive satisfaction more from non-economic factors than men.  In a recession, this means we may have a stronger constitution for leading teams, building budgets, and thinking up new strategies and products when the outcome isn’t necessarily going to result in quick, easy profits. What an advantage to get up in the morning, don your work clothes, head out with some home-brewed coffee and arrive at work raring to go despite the negative headlines, drastic radio reportage, and glaring TV squawk box warnings of financial doom.   Just remembering that natural selection has granted us powers to see through and beyond the menacing forest for the promise of trees can help us set the tone for our teams.  Our ability to re-frame goals and objectives for the longer term can help us lead uneasy, anxious people so they stay more focused and productive.  We also have outside interests and friendships that sustain and rejuvenate us - so go ahead, call that friend for 5 minutes mid-day if that keeps you happy and focused.

Working with other like-minded co-workers and peers can strengthen our resolve to remain productive in this onslaught of bad news.  While you may not have consciously identified colleagues who have this positivity edge, think to the people you gravitate towards in meetings or at the cafeteria.  How are they positioning themselves? What do they talk about with their teams?  Many times you will find that these people are more creative and intuitive.  They are spending time fact-finding and taking the pulse of others so they can hone their ideas to work in lean times.  Take some time this week to tap into other women who are staying strong in this naysayer environment.  While these strengths may be more inherent for women than men, truly successful leaders in a downturn of both genders are making the most of their networks, relationships and vision to build for the future.  They are also making time for personal pursuits and pleasures to stoke the fires for the hard road ahead.

Submitted by: Julia dePeyster, Assistant Director, Center for Women’s Leadership