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Stage.” Here you will learn how to take the stage mentally. It all begins with the conscious choice to come out from the wings and be fearless in your desire to be heard, every day – even when others may not agree with you. It means finding the confidence to accept that others want to see, hear, and be led by you. You'll discover how to silence that inner voice that says “You shouldn't speak up now,” or “You can't add any value to this discussion.” You will learn how to feel comfortable speaking up, discussing your accomplishments, showing courage, and holding your ground when others seek to undercut you or dissuade you from taking the stage.

      Part 2 shows readers how to “Create a Strong Script” – either one that's written or one that's simply in your mind. Here you will discover how to take the stage verbally. Every time we speak – whether at the podium, at meetings, in one-on-one encounters, or on the phone – we create scripts. Sometimes we only have time to create a brief mental outline of what we want to say; in other instances we can put pen to paper. Whatever the format, your script should portray you and your ideas in the best light. Unfortunately, many women undermine their leadership by crafting weak scripts that call attention to their perceived inadequacies, or present them as perpetually busy, always sorry, often worried, confused, or stressed. A woman might say, “I'm sorry, it was my fault,” “Don't mind me, I'm having a bad day,” “I'm buried in work.” This part of the book will show you how to script yourself as a confident leader, not only with strong language, but also with a clear message, a persuasive structure, an opening grabber that gets the audience's attention, and a closing call to action. You will learn how to craft compelling scripts for all situations – from formal meetings and career discussions to elevator conversations.

      Part 3 explains how to “Unlock the Power of Your Voice.” Here you will discover how to take the stage vocally. We should use our voices as instruments of leadership; yet many women reduce this power by softening or sweetening their tones, or rushing so no one can interrupt them. They also often lift their voices at the end of sentences, which makes them sound as though they are asking a question rather than speaking decisively. Such “upspeak” makes women sound unsure of themselves. This part will teach you to overcome such minimizing vocal patterns and reclaim the true power of your voice.

      Part 4 shows you how to “Stand Out on Stage.” Here you will learn how to take the stage physically. Having a strong physical presence is important for leaders and shows others that you are confident and capable. Women often project a less than confident physical presence. Their minimizing body language can involve everything from poor posture, small gestures, and furtive or weak eye contact to ingratiating facial expressions and clothing that distracts from their leadership. This part of the book shows you how to project a strong, self-affirming physical presence.

      In sum, the four parts of the book will make clear how to take the stage mentally, verbally, vocally, and physically.

      This book does not advocate that women try to become men or simply agree to play by men's rules. Rather, Taking the Stage calls on women to develop a more forceful approach to leadership and to make certain that their voices and ideas are heard. Self-confidence and assertiveness do not belong to men alone, although these qualities are often associated with the “male” style of leadership. Such strengths are a woman's birthright, too.

      Nor does arguing that women need to become bolder and more assertive suggest that we should dismiss the special qualities women bring to their leadership. Dr. Judy Rosener writes in a Harvard Business Review article, “Ways Women Lead,” that “effective leaders don't come from one mold…[Women's] nontraditional leadership style is well suited to the conditions of some work environments and can increase an organization's chances of surviving in an uncertain world.”3 Indeed, women's collaborative style of leadership is critical to today's organizations. Women listen well, demonstrate empathy, work well together, and can be extremely supportive. Women are also more likely to develop other women.4 In their book The Athena Doctrine, John Gerzema and Michael D'Antonio aptly conclude that “the world would be a better place if men thought more like women.”5

      But by themselves, the “female” qualities of leadership can produce an overemphasis on others and an underemphasis on ourselves. With such a focus, many women lose out on jobs, promotions, kudos, air time, and power. Women need to supplement their “female” approach with the self-assertiveness that men display. If women follow the path recommended in this book, they will be embracing both what we think of as “male” and “female” qualities and achieving a holistic leadership style.

      How difficult will it be for women to develop this new style of leadership, which combines “male” and “female” qualities? And to put the issue more broadly, how difficult will it be for corporate cultures to change? Some assert that there are “social norms that are so gendered and so stereotyped that even though we think we've gone past them, we really haven't.”6 But in the firms that want to make progress in this area, much has been accomplished. Changing the course of history – or corporate history – is not easy. It's time now for women to move beyond negative assumptions and look to themselves for the courage and determination needed to rise through the ranks and create a new model for female leadership.

      Male leaders also have a vested interest in this positive transformation of female leadership. John Montalbano, chief executive officer of RBC Global Asset Management, told me in an interview, “If you have a strong culture, the professionals in your organization have a keen interest in winning. Winning ultimately means having the best talent around the table. And when you identify great talent regardless of gender or race, you must foster it and allow it to have a meaningful contribution within the organization.”

      Our Time Is Now!

      Why is the need for this book so pressing? In some respects women have made great strides. Women today are more educated and professionally ready than they have ever been. Young women are now more likely than young men to enroll in and graduate from higher education.7 Women receive nearly 60 percent of college degrees, up from one-third in 1960.8 Some have called this the “feminization of higher education.”9

      But despite those gains in education and the increasing number of women in professional programs, study after study shows that very few females reach the higher echelons of leadership and power. Women's progress up the corporate ladder – in America and around the world – by all accounts has been painfully slow.10 The New York Times sums it up: “Men still control the most important industries, especially technology, occupy most of the positions on the lists of the richest Americans, and continue to make more money than women who have similar skills and education.”11

      This lack of progress hurts companies as well as individual women. Studies by the research firm Catalyst show that corporations in which more women are on the board and in the top executive ranks have higher earnings and better returns on investment.12 Women are not only important consumers, their values shape our society in ways that differ from their male counterparts. They are also an extraordinary source of talent. Companies ignore them at great risk to the bottom line.

      In a Fortune magazine article, Warren Buffet emphasizes his belief that promoting women makes for good business. He writes, “Women are a major reason we will do so well…We've seen what can be accomplished when we use 50 % of our human capacity. If you visualize what 100 % can do, you'll join me as an unbridled optimist about America's future.” He concludes, “Fellow males, get on board.”13

      The implications of Taking the Stage extend far beyond personal development. We in The Humphrey Group have seen a huge groundswell in corporate commitment to this program. It's no longer just women who see this need. Male executives champion this program

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