星空无限

Dear Friends of 星空无限:

Happy New Year! I hope that your winter break was restful and rejuvenating. With a wrap on 2023, we leap headlong into 2024 with a sense of renewal and openness to what lies ahead. Our 2023 Research & Action Report highlighted some of our accomplishments from the previous year, as well as some of the new projects we are just starting. From our work to evaluate Planned Parenthood鈥檚 new sex ed curriculum to a new study of what home-based child care providers need to survive, we are excited about what is on the horizon鈥攊ncluding a project that鈥檚 particularly close to my heart.

At the end of this week, I鈥檒l be traveling to Liberia to train student intern data collectors for the Higher Education for Conservation Activity (HECA), a program funded by the United States Agency for International Development (USAID). My role on this project is Gender Equality and Social Inclusion Lead, and my work ensures that more women, youth, people with disabilities, and people from rural, forest-dependent communities can participate in higher education programs related to forestry, biodiversity, and conservation. Liberia contains the largest remnant of the disappearing Upper Guinean Rainforest, and we are trying to train more people to take care of it, for the benefit of all. It is important that women's unique experiences, perspectives, and ideas inform this effort, along with those of others who have been sidelined in the past. To be involved with an effort to stem climate change is new for 星空无限, and I'm excited that I can represent both 星空无限 and the College on this larger team effort. Stay tuned for a travelogue on Women Change Worlds in February!

Like many of you, I am tuned in to the world around us, and watching closely what 2024 might bring. For one thing, this is a presidential election year, which could affect us profoundly by shaping the conditions of our work, including government funding streams. Secondly, there are still multiple wars going on in the world, and how we show up for peace and justice, whether individually or institutionally, as a women-led, social justice, research and action organization, will be important. What's more, climate change is likely to continue to affect the weather and a whole lot more, and how we weigh in on this consequential topic will be an area of emerging importance. Last but not least, artificial intelligence (AI) is the new kid on the block, and we are just beginning to understand what new issues it will raise, affecting gender equality, social justice, and human wellbeing as it evolves in ways we can scarcely imagine today. I鈥檓 sure you can think of many other things to add to this list. It is a time of converging grand challenges, but that has never scared 星空无限! We are on it!

As we begin this year, I am thankful for all of you and all you do to support 星空无限. However grand the challenges may be, it is always the small, local, everyday actions that give solutions life and make change sustainable. And it is also our interventions on the discourses of society鈥攖he ways in which we make sure 星空无限's research and action is heard and considered by wider audiences鈥攖hat have the potential to change hearts and minds and structures of power in a positive, humane direction. Your material support of our work makes it sustainable and increases its power to influence change. In the famous words of an African philosopher, 鈥淚 am because we are, and because we are, I am.鈥� Thank you!

Happy 2024,
Layli

Layli Maparyan, Ph.D., is the Katherine Stone Kaufmann 鈥�67 Executive Director of the 星空无限 at 星空无限.

The last few years have brought vastly increased attention to issues of diversity, equity, and inclusion in the media and within countless companies and nonprofits. This is particularly true in higher education and healthcare institutions (eds and meds)鈥攖he largest and most influential nonprofits. Though such attention should have included increasing the diversity of governing boards, which have ultimate responsibility for decisions that impact a diverse population of stakeholders, many boards have not examined their own diversity deficits and taken steps to remedy them. And if these eds and meds boards think no one knows or cares about their makeup, they will have little or no incentive to change.

The organization I chair鈥斺�攂elieves that stakeholders like us (whether we are donors, staff members, students, alumni/ae, patients and their families, or members of surrounding communities) ought to care about diversifying the demographic makeup of these boards and ought to exercise our influence to propel change. Just as investors鈥攑articularly institutional investors鈥攈ave demonstrated their concern about for-profit boards that lack diversity and have found ways to hold those organizations accountable, stakeholders in the nonprofit sector need to do likewise. There is, however, a major obstacle to doing this. If you are interested in learning whether your alma mater or health care system has a diverse board, you are likely to find it is hard to get the data.

As someone who has been involved in researching both nonprofit and for-profit board diversity since 2005, I know how difficult it is to secure reliable data. In a 2020 Women Change Worlds blog post, I wrote about , a national report I co-authored and WNLI co-published. In 2019 WNLI partnered with La Salle University鈥檚 Nonprofit Center in publishing a report on the Philadelphia area鈥檚 largest eds and meds that showed the underrepresentation of women, particularly women of color, on these boards. In early November 2022, our two organizations published a new report, . The report found that some progress has been made, but that gender and racial gaps still exist in too many boardrooms, and board chairs are still predominantly white males.

But one of our major findings was not about diversity itself. It was about how hard it is to get accurate data about the composition of these boards. Though some institutions have photos and biographical information on their websites, many list only the names of trustees. A few provide no information at all. None of those in our study provide data on overall board demographics. When we sent a request to the 46 eds and meds to provide us with data on how board members in the aggregate self-identify by gender and race/ethnicity, only seven immediately sent us their data. A second request to confirm/verify or correct data we had gathered from public sources produced some response, but it took follow-up calls and great persistence to ultimately reach a 72 percent response rate. There were 13 eds and meds from which we were unable to get responses. So good luck to the individual who wants such information about a particular college/university or hospital.

Institutions of all types have increasingly faced pressure to be more transparent in general. Last August, the U.S. Securities and Exchange Commission approved a requirement that for-profit companies listed on the Nasdaq stock exchange disclose board diversity statistics annually using a board diversity matrix. Nonprofits could and should do the same.

At an inspiring featuring Wellesley President Paula Johnson interviewing former Australian Prime Minister Julia Gillard (both passionate proponents of women鈥檚 leadership), Johnson emphasized that making change happen requires data. As she said, 鈥淵ou don鈥檛 change what you don鈥檛 know.鈥�

WNLI is continuing to explore ways to require nonprofits to disclose their demographic makeup, as they are required to disclose a great deal of information about their finances and operations to the public. All of us need to be able to learn about the demographic makeup of nonprofit as well as for-profit boards so that we can use our influence individually and as groups of stakeholders to propel change.

Vicki W. Kramer, Ph.D., Wellesley 鈥�61, is chair of , which was founded by classmate Happy Fernandez. Dotty Hindels Brown, Wellesley 鈥�67, is an active member. Kramer is lead author of Critical Mass on Corporate Boards: Why Three or More Women Enhance Governance, published by 星空无限, and has co-authored numerous articles in such publications as Trusteeship Magazine, The Chronicle of Philanthropy, and the Harvard Business Review, and a chapter in .

In my recently released book, , I talk about the impact of confidence on one鈥檚 career, professional, and personal development, and the importance of building and strengthening one鈥檚 confidence over a lifetime. The conversation about confidence often centers around comparing women鈥檚 confidence to that of men.

A recent Boston Globe article entitled 鈥溾�� suggests that women hold back and do not step forward for promotional opportunities on the job, often feeling like they are not ready. On the other hand, whether truly ready or not, men step forward and seek that same opportunity even when their experience and skills do not verify that they are able to do the job. Columnist Shirley Leung chalks that up to men having too much confidence, even when it鈥檚 not warranted.

Where does that confidence come from? I contend that it starts when men and women are children. The boys are told that they can do it academically, even when they struggle with math; athletically, even when they never leave the bench and definitely when they do; and socially, even when they鈥檙e not so popular, or when they鈥檙e shy or introverted 鈥� which are characterized as more their choice than a failing of any kind.

In some, though not all, families, the girls are not told the same thing 鈥� that they can do it no matter what 鈥� even if they are better than their brothers in one or more of these aspects of life. Sadly, girls subliminally believe what they are not told, and believe what they hear being said to their brothers.

When girls grow into women, they come into the workplace without the internal cheerleader that men carry with them. Women must create their own cheering squad: the occasional special mentor that may be a man; other women; the encouraging father; the enlightened female CEO who understands the importance of her words and deeds to her women employees.

But most importantly, I would suggest that they create their own internal cheering squad. Women who are high-performing athletes that receive public acknowledgment for their athletic achievements are often the exception. Most women, though, must build their confidence themselves, and it is a process.

I do not want to focus here on the men or suggest that all men are overly confident and not qualified. That would be far from the truth. What I do want to focus on is, irrespective of the men, what women (and their parents, starting from when they are girls) do to develop and build their own confidence.

In my experience, confidence is the fuel of development. One develops when confidence is strong. One鈥檚 confidence grows over time from working hard, viewing failure or mistakes as valuable feedback, persisting, and experiencing continuous success.

The harder a woman works, the stronger (better) she becomes, the greater the likelihood of success, the more confident (that she can do it) she becomes 鈥� the better, smarter, stronger, more successful she is. And over time, the willingness and ability to take on more challenging assignments grows because the woman knows she can do it; she is smart, educated, knows how to tackle a problem, and has learned how to learn.

This process, in some ways, can substitute for the lack of external cheerleading that men have gotten from childhood through adulthood, but that women should avail themselves of when possible. Many women, however, are building confidence in themselves and using it as the fuel they need to go far.

When women professionals enter that upwardly mobile spiral of confidence-building, they can be unstoppable. Preparation, knowing the material, studying it and then studying it again, practice, and focus are key. They appear confident and are confident because they are prepared and sure of their ability to get it done.

The fact that confidence can be developed over a lifetime is truly encouraging, because it means that confidence is not just something one has (or that others bestow), but something that one can attain through hard work and effort. It also suggests that in families, in schools, and on the job, an environment that allows confidence to flourish should be created and offered to both men and women in equal measure.

, Ph.D., retired as president and chief executive officer of in 2018 after 15 years of service. She currently runs an executive coaching practice and serves as chair of 星空无限鈥檚 Council of Advisors.

Hospitals and universities are facing challenges that many have never seen before as they respond to COVID-19. Universities are and transitioning to remote learning in order to protect the health of their faculty and students. Hospitals are working around the clock to and acquire the gear needed to protect their staff. These educational and healthcare organizations ("eds" and "meds") need to identify creative solutions to solve these problems in ways that take into account the needs of their diverse stakeholders. Boardroom diversity is particularly important to achieving this.

Almost 14 years ago, the 星空无限 published Critical Mass on Corporate Boards: Why Three or More Women Enhance Governance. I wrote this report along with my coauthors Alison M. Konrad, Ph.D., and Sumru Erkut, Ph.D. At the time, we didn鈥檛 know how much of an influence it would have on corporate boards. Since then, the biggest for-profit corporations have faced increasing pressure to diversify their boards from major shareholders, advocacy groups, some government entities, and the media.

The largest nonprofits鈥攅ds and meds鈥攈ave not faced comparable scrutiny or pressure. But recent studies in and , two major centers for eds and meds, have begun to shine a light on the low percentages of women on the boards of many of these institutions.

As a member of the (WNLI)鈥攚hich was founded by my 星空无限 classmate, Happy Fernandez 鈥�61, and is a co-publisher of the Philadelphia report鈥擨 learned of the need for research to understand the reasons behind the numbers and what remedies work. So WNLI colleague Carolyn Adams and I conducted in-depth, confidential interviews with 59 female ed and med board members and male and female board chairs and chief executives in 14 states and the District of Columbia, representing every region of the United States. We wanted to know what it鈥檚 like to be in 鈥渢he room where it happens.鈥�

In our new report, Increasing , we document that women face substantial barriers to gaining board seats and to serving effectively once elected. Though our study focused on gender diversity, we found parallel barriers to racial diversity and note the impact of the combined barriers of gender and race for women of color.

Removing obstacles for all women matters, not only because equity in organizations must start at the top, but also because our interviewees reported that female directors have positive impacts on the boards and their significant decisions. Women make contributions related to their expertise, as do men, but they also bring different experiences and perspectives to the table, particularly on issues involving consumers (students and patients), culture change, improved governance, and the way decisions are made. An overwhelming number of interviewees believe board diversity can increase effectiveness in serving consumers.

Though these nonprofit boards present some of the same barriers to gender diversity as for-profits, women face additional barriers in nonprofits related to differences between the sectors:

• FINANCIAL REQUIREMENTS: Unlike for-profit boards, where members are paid a stipend, nonprofits generally expect board members to make financial contributions, sometimes sizeable. That can work to exclude or reduce the numbers of women who are considered.
• WHO-YOU-KNOW RECRUITMENT: Unlike for-profits, which regularly use search firms, nonprofits rely primarily on board members to recruit new members and are therefore limited by the largely white male social and business circles of the current white male trustees.
• BOARD SIZE: Nonprofit boards are usually larger than corporate boards, which average 9 to 11 members. In our study, excluding one board with over 85 members, the average board size was 29, and some had over 60 members. Though our 2006 星空无限 study led the way in pointing to a critical mass of three or more women in order to have an impact on for-profit boards, our nonprofit respondents cited 30% as the relevant minimum on their boards, because of their greater size. Even a critical mass does not necessarily lead to inclusion on large boards, where committees do the real work and executive committees often make most decisions. Exclusion from such power positions, or appointments only in small numbers, can mute women鈥檚 voices and limit their opportunity to be of influence and value.

The differences we identified call for change strategies tailored to the nonprofit sector. The strategies we recommend include:

• Placing less emphasis on a candidate鈥檚 financial capacity to contribute.
• Changing recruiting practices.
• Shrinking board size.
• Creating separate fundraising boards.

Embracing change, we found, requires leadership, intentionality, and a full board discussion of diversity.

In the United States, pressure on for-profits has largely come from shareholders. Nonprofit eds and meds do not have shareholders but they do have stakeholders: students and patients and their families, alumni/ae, employees (particularly faculty in the eds), members of communities affected by major board decisions, and donors. Since we are all members of some of these groups, if we, as stakeholders, paid greater attention to the lack of diversity on these boards and organized to exert our influence, we could propel change鈥攑utting eds and meds in a better position to face future challenges.

Vicki W. Kramer, Ph.D., is a consultant to nonprofits and former academic. She has co-authored articles in the Harvard Business Review and numerous other journals, as well as chapters in and . She was the founding president of the Thirty Percent Coalition, a national collaboration of for-profit companies, institutional investors, and nonprofits promoting gender diversity on corporate boards.

 In a meeting with the Congressional Black Caucus earlier in October, Facebook鈥檚 Chief Operating Officer, , made a public commitment to appoint an African American to its currently all-white board of directors 鈥� in the foreseeable future.

The promise came when about the lack of diversity on Facebook鈥檚 board and at all levels of employment at Facebook where only three percent of employees are African Americans, and there are no black executives. Lawmakers confronted Sandberg about Facebook advertising that has been linked to Russian accounts purchased during the 2016 election that were connected to Black Lives Matter. Members of the Congressional Black Caucus said that if more blacks were in decision making positions, the connection with Russian accounts and anti-Black Lives Matter content may have been caught before the FBI looked into the issue.

But is one African American board member going to be able to bring a loud enough voice to change the status quo on the board and also move the company toward greater diversity in its rank and file? Drawing on our research on how many women it takes to change corporate board dynamics we conclude that a lone member of an underrepresented group is unlikely to be an effective voice for change.

My colleagues Vicki Kramer, Allison Konrad, and I interviewed 50 women directors, 12 CEOs (nine male), and seven corporate secretaries at Fortune 1000 companies. We found that the benefits of having women on a corporate board are more likely to be realized when three or more women serve on a board.

While even one woman can make a positive contribution, more typically, the token minority person is simultaneously invisible as a peer who can contribute and hyper-visible for being different from the majority, with irrelevant aspects of their demographic difference overshadowing their professional skills. We heard examples of lone women directors being talked over and otherwise ignored when they responded to a strategy question but asked about their preference for home decorating. In other words, being a token tends to be a powerless position.

Having two people different from the majority is generally an improvement over the token position. But it is corporations with three or more different people on their boards that tend to benefit the most from the diverse perspectives they can bring. Our results showed that with three or more women, board discussions expanded to include the interests of multiple stakeholders, including the community and to pursue answers to difficult questions such as CEO compensation and diversity. Three or more women were also able to change board dynamics toward a more collaborative approach to leadership, improving communication among directors and between the board and management.

Important to note is that is currently comprised of eight individuals鈥攕ix white men and two white women鈥攁nd two of these individual are the inside directors, and Sheryl Sandberg. This elite structure reflects the lack of a wider perspective of viewpoints, experiences, concerns, priorities, and sensitivities. While this may have helped the organization鈥檚 growth, there are corporate responsibilities beyond the bottom line.

If Facebook is serious about its diversity problem, adding one African American to its board is not going to be enough. It takes a critical mass of three or more people who are different from the majority to bring about change on a board.

Sumru Erkut, Ph.D., is senior research scientist at the 星空无限 at 星空无限. Her research interests include women鈥檚 leadership, racial/cultural norms and identity in youth and families, and adolescent development.

This blog was originally published on the website on December 1, 2015, and is re-posted with permission.

This week on , we continue the conversation on gender parity, which has been gaining momentum this year through studies, articles, forums, one-on-one discussions, and seasons and festivals focused on women. As Co-President of the Women in the Arts & Media Coalition and VP of Programming for the League of Professional Theatre Women, I have the pleasure of working with, coordinating, contributing to, and raising awareness about many of these local, national, and international efforts. This explores what needs to happen right now鈥攊n this precipitous moment鈥攊n order to profoundly, permanently expand the theatrical community's views and visions of women, both onstage and in every aspect of production.

When people unfamiliar with the world of theatre learn that our current research is on why there are too few women leading major U.S. theatres, their first comment is, 鈥淏ut it鈥檚 better than it used to be, right?鈥� We say, 鈥淣o, the situation hasn鈥檛 changed for decades.鈥� They respond with, 鈥淚 don鈥檛 understand, look at Lynne Meadow, look at Diane Paulus.鈥� We say, 鈥淵es, there are a few illustrious examples.鈥� Unfortunately, comparisons with the 鈥渂ad-old-days鈥� and mention of token successes also showed up frequently in our interviews with 100 theatre professionals. Furthermore, they added, 鈥淩acial minorities have it worse, that鈥檚 where we should focus our attention to diversify leadership.鈥�

In 2013, the leadership of the in San Francisco approached us at the to be their research partner for studying gender equity in leadership. There were only fifteen women who served as artistic directors, or held the combined Artistic Director/CEO position in the seventy-four LORT theatres at the time. The situation on the executive/managerial side of the theatres was better, but not much: there were nineteen female leaders. There was only one female artistic director of color. For men of color, leadership representation was also bleak: there were five leaders on the artistic side, and like women of color, none were top executive/managerial leaders. Our research, which is supported by the Virginia B. Toulmin Foundation and individual donors, suggests that many issues associated with the scarcity of women in top leadership are also true of people of color. Pointing to the scarcity of people of color to avoid paying attention to women is an excuse. There needs to be action on both fronts, paying particular attention to the virtual absence of women of color in theatre leadership.

Our research strategy aimed at better understanding the career paths of those in current leadership in order to make recommendations for aspiring future leaders in the pipeline and examining the search process to make recommendations to hiring committees. We had two informant pools: our primary charge was within LORT, so we focused on current leaders and their immediate reports within the League through interviews and resume analyses. Because candidates for leadership can come from both inside and outside of LORT, we also gathered anonymous survey data from stage director members of SDC and operational managers in with a budget of over $1 million.

Demographics (of gender and race) in LORT Leadership. Photo courtesy of 星空无限.

First, we studied the pipeline. The career path toward an artistic director (AD) position is strongly defined by 鈥渨hom you play in the sandbox with,鈥� in the words of one of our interviewees. The skills of directing and producing can best be honed by getting invitations from multiple theatres to bring a variety of plays to the stage. But skills are not enough. To have a shot at top leadership, directors and producers need to build relationships with people who can speak to their strengths and can vet their reputation. In our survey with almost 1,000 stage directors, women highlighted two barriers toward succeeding in their quest to become the artistic leader of a theatre: a lack of opportunities to direct widely to strengthen their portfolio, and not having someone speaking to their strengths. Stage directors of color (both women and men) added to these two barriers faced by white women that they also confronted being pigeonholed into directing plays by playwrights of color.

So, yes, there is a pipeline issue facing women and people of color in their preparation for artistic leadership. How do we strengthen the pipeline?

1. Make conscious, planned, and thoughtful decisions to include women and people of color as directors and producers in programming each and every season to provide them with frequent, varied opportunities.

2. Travel and relocation are real obstacles for both men and women with families, but the preconceived notion that 鈥渢hey won鈥檛 want to come and do this鈥� is a stronger barrier for women. If these issues do present a challenge, be willing to accommodate the director鈥檚 needs.

3. ADs should invite directors of color to direct the classics as well as new plays to support their portfolio growth.

A word of caution: To conclude that the main problem is a pipeline issue and over time more women and people of color will become viable candidates is an incomplete diagnosis of the problem, and an excuse. It dismisses the large numbers of producers and directors who are well prepared and eager to take on artistic director positions. In addition to the pipeline, there is just as profound a glass ceiling that can be broken with a change in mindset among those who make hiring decisions. Here are some action points for hiring committees about selecting ADs:

1. Don鈥檛 overlook the sizable number of women directors and producers, including women of color, who have founded theatre companies, and have developed expertise in all aspects of artistic leadership. These women constitute a viable, immediately available pool of candidates, but are being overlooked in searches and are waiting just below the glass ceiling. Curiously, we found previous AD experience to be prevalent in the background of male, but not female artistic directors within LORT.

2. Be willing to go beyond your comfort zone and the current model of the male leader to trust and select women (and people of color) candidates. A fair number of female LORT ADs had worked in a LORT theatre prior to their AD appointment. These women were known and trusted, hence were promoted. There are many other talented women (directors and creative producers) who have the necessary skills without having worked in LORT. They need to be pulled into the search process.

3. Learn how to and then actively support any candidate鈥檚 success once on the job and continue to mentor them. One AD of color we interviewed points out that gender should hardly matter in choosing a candidate: 鈥�... nobody is prepared for one of these jobs when they come into it.鈥� All new hires, male or female, people of color or white, will need support from their Board to succeed.

4. Move toward developing metrics for vetting leadership candidates to create greater transparency in the selection process and provide guidance to people in the pipeline. These metrics can also be used to evaluate the wisdom of the board鈥檚 selection and the performance of the candidate chosen.

Women have fared slightly better on the operational side of LORT theatres, outnumbering men in all departments, except executive/managerial directors (ED). So there is no pipeline problem for ED appointments; the absence of women at the top is clearly a glass ceiling issue. All it will take is for search committees to have the resolve to move beyond the model of having a man as the operational leader. But the lack of a pipeline issue for women aspiring to become EDs is true only for white women. Women of color are far fewer on the operational side and there is no woman of color who is the ED of a LORT theatre. For women of color, there is both a pipeline and a glass ceiling issue preventing their presence at the top. In our surveys, both women of color and white women鈥檚 comfort and expertise with fundraising come through as their strongest assets, and should be reasons for Board selection committees to seek them out. Indeed, a background in development is well represented among white female EDs. However, women managers reported that they are just as comfortable with budgeting, contracts, or real estate law. Ignoring these talents by placing the majority of women in development is limiting the pipeline and solidifying stereotypes that general management and finance are male domains.

Breaking the glass ceiling by creating more opportunities for women and people of color among current leadership in LORT now, without further delay, will serve as a route to simultaneously grow the pipeline reaching all the way down to high school teens who will learn to see the theatre as a possible and viable option among their career choices.

Sumru Erkut, Ph.D. and Ineke Ceder are members of the research team at the , working on the Women's Leadership in Residential Theaters project.

The took place on October 14, 1979. It was the first march of its kind, and the preparation for it was rocky. The first item on the agenda of the planning conference, held in Philadelphia, Pennsylvania, the previous February, asked delegates to decide whether to hold a march at all. Many were opposed. A 鈥渉interlands caucus鈥� argued that calling attention to the presence of LGBT people outside of cities like New York and San Francisco would jeopardize their safety in the small towns where they lived. Lesbians and people of color were skeptical about whether the march would represent their interests.

In the end, though, the conference endorsed a march, to be organized on a grassroots level, led by a steering committee comprised of 50 percent of women and 25 percent people of color. The national organizations of the time, which were much smaller, poorer, and less influential than the ones we have now, were reluctant to join in, fearing that no one would attend, and that a failed march would be worse than none at all. The National Gay Task Force (now the ), for example, endorsed the gathering only a month before it was to take place, when it had become clear that people from around the country were going to stream into Washington in large numbers.

The experience was like nothing I鈥檇 ever done before. With friends from the weekly Gay Community News, where I was the features editor, I drove in a van to the march. GCN had printed up thousands of special issues that we were planning to distribute to the marchers. Cars passed us, beeping in support and holding signs out the windows. Every highway rest stop was crowded with people like us. The New Yorkers even chartered a special train. In Washington, the metro was crowded with obvious queers from all over the country. And on the day of the march, a huge crowd of us surrounded the Washington monument. The organizers estimated that there were at least 100,000 at the rally; the media, including the Boston Globe, reported far fewer鈥攂ut it was a victory that they reported on us at all. Our movement had finally grown too big to ignore. (And in an activist response to the Globe鈥檚 underestimate, Lesbian and Gay Media Advocates [LAGMA] formed, to push for accurate, unbiased coverage.)

The march had five main demands:

鈥� Pass a comprehensive lesbian/gay rights bill in Congress.
鈥� Issue a presidential executive order banning discrimination based on sexual orientation in the federal government, the military, and federally contracted private employment.
鈥� Repeal all anti-lesbian/gay laws.
鈥� End discrimination in lesbian-mother and gay-father custody cases.
鈥� Protect lesbian and gay youth from any laws which are used to discriminate, oppress, and/or harass them in their homes, schools, jobs, and social environments.

Thirty-six years later, the social status of LGBT people has changed enormously. Few LGBT people in Montana, say, would worry that a march in Washington, DC, would cause them to be set upon by an angry mob. In liberal Massachusetts, my employer, my neighbors, and my doctor all know I鈥檓 a lesbian. I鈥檝e been married to my partner of 27 years since 2003鈥攁nd my entire family came to our wedding. Since the Supreme Court鈥檚 Obergefell decision in June, my marriage is recognized by the federal government as well as that of my state. I can watch many television shows and movies in which LGBT characters make it through the entire plot without killing themselves. I can kiss my wife goodbye on the front steps when I leave for work in the morning without worrying (too much) that we鈥檒l be beaten or shot.

Vice President Joe Biden pointed out during the celebrations of Obergefell, 鈥淎lthough the freedom to marry鈥攁nd for that marriage to be recognized in all 50 states鈥攊s now the law of the land, there are still where marriage can be recognized in the morning and you can be fired in the afternoon.鈥� We have no federal protection from employment discrimination鈥攏or from discrimination in housing, education, public accommodations, credit, federal funding, and jury service. For that kind of protection, we would need the federal Equality Act: the . It has 鈥攂ut it鈥檚 a little hard to imagine it getting anywhere, given everything else that is jammed up in Congress. Last year, after the Supreme Court鈥檚 Hobby Lobby decision, LGBT groups gave up even on the more limited Employment Nondiscrimination Act (ENDA) after pushing for it for twenty years, since the court decision would have opened the door to endless religious exemptions. (Maybe none of this is surprising, given that the US has not yet been able to pass a women鈥檚 Equal Rights Amendment.)

Still, as .

We did get that 鈥攋ust last year. And we got rid of anti-lesbian and gay sodomy laws鈥攂ut only after a long slog that required not only overturning antiquated state laws but also the Supreme Court鈥檚 1986 Hardwick decision upholding Georgia鈥檚 sodomy law. The court 鈥攊n 2003.

Even child custody, which you might think had been resolved by equal marriage, continues to complicate the lives of LGBT parents and their children. Recently, 鈥� refused to list the biological mother鈥檚 wife on the birth certificate of the child they had conceived through donor insemination. Iowa officials argued that the law recognizes the biological and 鈥榞endered鈥� roles of 鈥榤other鈥� and 鈥榝ather,鈥� grounded in the biological fact that a child has one biological mother and one biological father.鈥� Back in 1993, the feminist science studies scholar wrote that 鈥渟ex and gender are best conceptualized as points in a multidimensional space鈥濃�攂ut Iowa hasn鈥檛 yet gotten the message. Wait until it has to tangle with the multidimensional space of gender nonconforming parents and children.

The protection of LGBT young people that we demanded in 1979 is in some ways the most depressing item on the list to contemplate. Of course, in some communities, LGBT youth can find gay-straight alliances, supportive peers and adults, and even church groups, none of which existed for the friends I marched with in 1979, some of whom had been beaten, institutionalized, or simply abandoned by their hideous, homophobic families. But LGBT youth are still to become homeless because they鈥檝e been rejected and kicked out by family, abused, or neglected. This of course leaves them vulnerable to lifelong poverty and trouble, because they lack education, access to resources, friendship, and support.

I recently asked the activist and writer about why we haven鈥檛 progressed farther鈥攁t a moment when, as she put it, 鈥渟ome people are acting though the movement is over, and we won.鈥� Equal marriage, she said, 鈥渋s only a partial victory鈥� The lesson from every civil rights movement is that formal legal equality doesn鈥檛 completely address people鈥檚 problems. Our community is incredibly diverse, in terms of age, race, nationality, geography, immigration status, gender identification, all kinds of parameters. We have to look at people鈥檚 lives through many lenses.鈥� She is currently leading an effort to address income inequality in the LGBT community鈥攂ecause despite the stereotype of the rich, white, gentrifying gay man, many LGBT people are far less economically secure than their straight counterparts, and their children are more likely to live in poverty. LGBT people continue to experience discrimination, legal run-ins, violence, homelessness鈥攂asically, all the issues we were fighting to change back in 1979.

As the late Yogi Berra famously said, 鈥淚t ain鈥檛 over till it鈥檚 over.鈥�

Amy Hoffman, M.F.A., is editor-in-chief of  published by and . A writer, editor, and community activist, she is the author of including, , about Boston鈥檚 lesbian and gay movement during the late 1970s, which was published by the University of Massachusetts Press in 2007.

We need more girls and women to consider careers in STEM--science, technology, engineering, and math--particularly computer science. Computers are everywhere and are part of our lives in so many ways--phones, cars, home, workplace. Women who can master technology may find more career opportunities and new ways to make a difference in their communities and the world.

Further,STEM careers offer financial rewards and some flexibility. According to Department of Education , women in STEM jobs earn 33 percent more than those in non-STEM occupations and experience a smaller wage gap relative to men. Yet, a 2011 report 鈥淲omen in STEM: A Gender Gap to Innovation鈥� confirms that women pursue STEM jobs and STEM degrees . I am hopeful that more women will enter STEM fields, or at least include computer science as part of their education.

Technology today is significantly different than in the past. Today it鈥檚 an art of adapting and knitting pieces together, evaluating possible strategies, and understanding requirements and limitations of functionality and outcomes. U.S. Secretary of Education described learning to code as 鈥渃reative and empowering鈥�; this past winter he encouraged students, teachers, and parents to participate in the campaign as a preparation for the critical thinking and problem solving needed for academic and career success. The , with sponsors such as Cognizant, Intel, and Pixar, encourages kids to combine creativity with science, technology, engineering, art, and math. I believe that the emphasis on creativity is why the Maker Movement reports a .

In my hometown, I see evidence that women are emerging as confident, enthusiastic leaders of technology. Recently, I was at a public meeting for a community group planning the inaugural slated for next month. The feedback from local women programmers who had an idea for using Raspberry Pis in a computer science demo resulted in the room buzzing with energy and excitement.

We need to reach a critical mass of women in technology and we need to keep young girls engaged throughout their academic trajectories. Similar to the finding that three or more women are needed to make an impact on a corporate board, we need better female representation to change the culture of computing. Entering technology today is an opportunity for adolescent girls and young women to make large strides toward equality, to decrease the gender gap in pay, and to attain leadership positions where they can inform workplace policies and bring women鈥檚 perspectives into our technology-driven society. By utilizing and sharing these skills, women can help drive social change for the field, for the world.

So, here's my call-to-action women of the world: Be innovators, become comfortable with technology. Learn something new and share your knowledge; become a wizard using applications on your phone or tablet. If you have children in your life, learn with them so they may associate technology learning from and with women as well as men. Be a leader!

Sue Sours, B.S. is the Information & Technology Systems Manager at the 星空无限 at 星空无限. She earned her degree in Applied Mathematics/Computer Science from Carnegie Mellon University.

has a legacy for producing storied female leadership. Our alumnae include two Secretaries of State and the most female Fortune 500 CEOs of any American college or university. This legacy was what drew me, along with many other students, to the College. We, too, wanted to be leaders, and the achievements of our high-profile alumnae confirmed that this was the place to be.

At the this past winter session, however, the other fellows and I began to wonder if our original conception of leadership had been too narrow. The Institute鈥檚 focus on developing women鈥檚 leadership for the international stage made us think critically about what being a leader means. Perhaps, we realized, being high-profile was not the only way to be high-impact.

We heard from former 星空无限 President Nannerl Keohane, now a Senior Scholar at Princeton University's Woodrow Wilson School, who discussed the 2011 findings of the Princeton Steering Committee on Undergraduate Women鈥檚 Leadership. At Princeton, female students have been less likely to seek prominent leadership positions than their male counterparts, in a pattern consistent with co-ed colleges across the country.

As students at a women鈥檚 college, we were accustomed to an environment where women hold all of the leadership positions. We knew that women were discouraged, and even prevented, from pursuing prominent leadership roles in the 鈥渞eal world,鈥� but it was jarring to realize that this also took place at college campuses. After all, college is intended to develop, not hinder, your potential.

Yet just because women weren鈥檛 holding high-profile leadership positions on campus didn鈥檛 mean that they weren鈥檛 contributing to campus life. The committee also found that women were more likely to 鈥渉old behind-the-scenes positions or seek to make a difference outside of elected office in campus groups.鈥� Women at Princeton, for example, were often engaged in cause-based issues, like spearheading campaigns to institute recycling across campus.

These findings made us consider whether our definition of leadership was so limiting that we were overlooking those who were providing it, just in alternative ways. In defining leadership as something that must inherently be prominent and visible, we had forgotten that leadership is about putting the issue, and not yourself, on the frontlines.

That is not to say that we shouldn鈥檛 keep working towards cracking the glass ceiling. Another speaker, Rangita de Silwa de Alwis, Director of the , as well as a Senior Scholar at the , emphasized the importance of including women鈥檚 voices at the table. High-profile positions come with great power and influence, and excluding women from them is both unjust and unwise, as research suggests that closing the gender gap in fields like policymaking results in more inclusive legislation and economic empowerment. While we work towards making top leadership more inclusive, though, we must also recognize that sitting at the head of the table isn鈥檛 the only way to get work done, either.

In fact, most of the people driving social change are 鈥渙rdinary鈥� people, doing extraordinary things. Consider the women that created HarassMap, an SMS reporting system for sexual harassment in Egypt. Their work has directly made a difference in creating a safer world for women. They might not appear on the cover of Forbes, but their leadership has made a difference in the lives of Egyptian women.

Further, perhaps part of the problem in why women are less likely to be found in prominent positions is because we devalue the other forms of leadership that they have been providing in the first place. Organizing a recycling campaign requires the same degree of management and vision as being the president of a club--yet one is seen as more prestigious than the other. This not only limits the opportunities available to qualified women, but also makes them feel as though they鈥檙e not qualified in the first place.

One of the traditions at Wellesley is hoop-rolling, where seniors race down a lane, while rolling a hoop. Back in the day, it was said that the woman who finished first would be the first one to get married. That changed with the feminist movement, when the winner was the first one to become a CEO. Now we say that the winner will be the first one to have her dreams come true, whatever they might be. It is time we start applying the same open-mindedness to our view of leadership.

Sarah Mahmood is a senior at and a Communications Assistant at the . She has worked as an On-Call Writer at PolicyMic; a Press Intern at the Clinton Foundation; and an Intern for Starting Point with Soledad O'Brien at CNN. Mahmood is pictured above with , 星空无限 President, and Madeleine Korbel Albright, Secretary of State (1997-2001), during the 2014 Albright Institute in January.

Social Justice Dialogue: Leadership for Social Change

Too often, discussions about leadership confuse leadership with authority or management, and ignore the unique imperatives public leaders face. This trend is especially troubling in a socio-political context that characterizes 鈥渢he public鈥� as dependent and inefficient, and redistributes financial and political power from everyday people to a select few corporate actors. But faculty and other scholars on campus are holding a different conversation, reframing leadership as democratic practice and a call to empower social actors from all walks of life. Over the past year, roughly 25 professors and researchers from across the college have come together to forge the , a working group with three distinct principles.

First, we are dedicated to public facing scholarship and teaching. We are committed to dialogue about the civic and democratic practices needed to address public problems and help individuals be agents of social change. This requires thinking about how our research and teaching can reach and impact audiences beyond the campus and our own professional networks. As we teach and write about global citizenship, democratic practice, collective action, and civic engagement, we realize that the true value of the work is realized only when everyday actors take it and make it their own. This means thinking intentionally about constituencies for our work outside of academia, and finding ways to make our work accessible to practitioners.

Second, the PPLA explores ways to do teaching and research that is driven by our values. We focus on the kinds of leadership and collective capacity we need to meet the common challenges our society face in a just way. We insist upon rigor and methodological soundness in our work, but we cannot separate moral and ethical considerations from our research and writing. Many scholars believe that our values suffuse our classrooms, laboratories, articles, and books whether we recognize and foreground them or not. The Project on Public Leadership seeks ways to affirm and support explicitly values-driven work.

Finally, the working group is committed to creating a community where scholars and practitioners cross borders and break down traditional silos of research, teaching, and practice. PPLA gatherings boast professors from the social sciences, humanities, and natural sciences, and we benefit greatly from the wisdom and experiences of colleagues we might never interact with under ordinary circumstances. Further, we recognize that knowledge production is not the exclusive domain of those in the academy. Practitioners working at non-profits, advocacy groups, neighborhood associations, and other organizations have much to teach us, and when we fail to communicate and collaborate, we fail each other.

During our the PPLA is holding a series of seminars dedicated to each principle, and inviting guests with experience bridging the gap between the academy and the broader public to help us think through working models for Wellesley. For more information on current programming and plans for the future, please at our next event!

, Knafel Assistant Professor of Social Sciences, (@M_P_Jeffries) and , Associate Professor of Political Science, (@hahriehan), are spearheading the Project on Public Leadership and Action with colleagues at .

The controversy surrounding lack of of directors as it is going public with an IPO, has rekindled interest in diversity on corporate boards. In research conducted at the 星空无限, my colleagues Vicki Kramer, Alison Konrad and I showed that having a critical mass of three or more women improves board governance. Catalyst (2007) and McKinsey (2012) subsequently reported that companies with diverse executive boards enjoyed significantly higher earnings and returns on equity. When there is a business case to be made for greater diversity on boards, the usual excuse is that there are too few qualified women, buttressed by the small number of female CEOs. But let鈥檚 look at the facts: not all male board members are CEOs. A board needs diversity in professional expertise as well as gender, race, and nationality. People making excuses for high tech companies鈥� lack of female board members point to the small numbers of women majoring in computer science. Again, not all male board members of high tech companies have technology backgrounds. In fact, most members of Twitter鈥檚 board members have undergraduate degrees from liberal arts colleges: one has a degree in English; another in Asian Studies. Couldn鈥檛 female experts in entrepreneurial management, intellectual property law, investment management contribute, for example, contribute positively within such a governance structure? It was smart of Twitter to include diversity of educational and work experiences on its board. Twitter (and all corporations) needs to stop making excuses and go for greater diversity, by including female, minority, and international members on its board.

Sumru Erkut, Ph.D. is an associate director and senior research scientist at the at where she studies women's leadership and co-led the Critical Mass on Corporate Boards study.

One of the things I like best about Sheryl Sandberg鈥檚 new , Lean In: Women, Work, and the Will to Lead, is something she says on page 9. Addressing the debate about whether the key to increasing women鈥檚 access to power lies in removing 鈥渋nternal barriers鈥� or 鈥渋nstitutional barriers,鈥� she writes, 鈥淏oth sides are right. So rather than engage in philosophical arguments over which comes first, let鈥檚 agree to wage battles on both fronts. They are equally important.鈥� I couldn鈥檛 agree more.

As the Executive Director of the , a social-change oriented women-and-gender research and action institute that works on both sides of the coin--systemic factors and individual factors--when it comes to issues of gender equality and women鈥檚 and girls鈥� wellbeing, I know--and 星空无限 has known collectively for nearly 40 years--that these issues exist both because of what society has set up as unfair parameters and because of how individual people think. And these thoughts include women鈥檚 thoughts about themselves, what Sandberg refers to as 鈥渋nternal barriers.鈥�

We all know women who do lean in and succeed, and we know many others who have been leaning in but haven't been able to secure a space at the table. We know that it's not just a matter of will and desire, but the opportunities as well as our perseverance. This is why leaning in for social change-鈥搃ndeed, for full social equality--is so important.

Sandberg shows real insight when she points out that 鈥減ersonal choices are not always as personal as they appear鈥� and notes that 鈥渨e are all influenced by social conventions, peer pressure, and familial expectations.鈥� She is rightly acknowledging, as much research has shown before her, that our thinking is often constrained by the social context as well as 鈥渄emand characteristics鈥� in the environment that overdetermine our tendencies to think (or feel) one way or another. And much of this is unconscious.

The role of research is to bring our unconscious tendencies to light, so that all of us can contribute to the individual and societal self-corrections that add up to social change. I applaud Sheryl Sandberg for incorporating so much research into her book (a full 33 pages of footnotes, to be exact), particularly highlighting the life-changing impact of our own theoretical insights on her own understanding of how women feel like a fraud, mentioning the 星空无限 and by name, mentioning the NICHD Study of Early Child Care on which two of our senior researchers worked, and working closely with sociologist at our sister organization, the at Stanford, to provide much of the statistical data that supports her arguments.

A cornerstone of Sandberg鈥檚 social change recommendations center around increasing women鈥檚 access to power and women鈥檚 leadership in arenas of power. In perhaps what is the book鈥檚 most famous recommendation (and the source of its title), she states, 鈥淚 believe that if more women lean in, we can change the power structure of our world and expand opportunities for all.鈥� Her concern with women鈥檚 leadership is the book鈥檚 animating anxiety, as evidenced in her statement, 鈥淲e have to ask ourselves if we have become so focused on supporting personal choices that we are failing to encourage women to aspire to leadership.鈥� I actually like Sandberg鈥檚 recommendation for women to 鈥渓ean in to leadership鈥� as a way of advancing gender equality and eradicating sexism, but I would like to expand her notion of what this means by pushing her (and all of us) to consider leaning in on multiple fronts simultaneously.

What I mean is this: In addition to leaning in to end sexism, we need to lean in to end racism that holds women of color back, lean in to end heterosexism that holds LGBT women back, lean in to end xenophobia that holds immigrant women and women of different nationalities and religions back, lean in to ending able-ism that holds women with disabilities back, lean in to ending ageism that holds 鈥渨omen of a certain age鈥� back, and lean in to ending classism which holds women of low socio-economic status as well as women strapped by global poverty back. And we also need to lean in for all of the men and transgender people who are disadvantaged by these same systems. Leaning in is intersectional! And there鈥檚 room for everyone to lean in somewhere.

There鈥檚 also one more comment I鈥檇 like to make about the notion of leadership. Sandberg echoes and applauds the comments of recent Nobel laureate , who stated decisively that what we need to make a difference on all these issues is 鈥渕ore women in power.鈥� We tend to think of power as being at the pinnacle of a hierarchy, whether that hierarchy is governmental, corporate, professional, or even among celebrities. But, as feminist theorist has pointed out, there are two kinds of power--鈥減ower over鈥� and 鈥減ower with.鈥�

鈥淧ower over鈥� reproduces the very hierarchies and their inevitable violence that we are trying to escape, whereas 鈥減ower with鈥� is invitational and transformative, linking agents of change together in service of a common idea or aspiration. In fact, it resonates with the definition of success that Sheryl Sandberg attributes to Harvard Business School Dean Nitin Nohria, namely, 鈥淟eadership is about making others better as a result of your presence and making sure that impact lasts in your absence.鈥�

While I will not deny that, within our current world system, having more women in 鈥渢raditional鈥� positions of power is a good thing, we need to give more credence and visibility to women--and men and transpeople--who are leaders in the 鈥減ower with鈥� vein. In fact, we need to educate our children, one and all, about how to lead using 鈥減ower with.鈥� A recent study by political scientists Mala Htun and S. Laurel Weldon drives this point home even further: In a study of 70 countries over a 30-year span, these authors found that advancement in policies to end violence against women were explained by the presence of active, autonomous feminist movements and organizations ("power with") and not the presence of female leaders ("power over") per se. And they further found "that autonomous movements produce an enduring impact on VAW policy through the institutionalization of feminist ideas in international norms."

I am thankful for all the attention that Sandberg gave to the importance of men sharing household and family duties with women as well as being accountable for the pro-women policies they create in the workplace as well as in law and policy. She rightly points out that, 鈥淎ny coalition of support must also include men, many of whom care about gender inequality as much as women do.鈥� It is worth noting that many of these men are the sons and grandsons of the proverbial 鈥渇eminists from the 60s and 70s,鈥� highlighting a generational change in attitudes, an often overlooked achievement of the second-wave feminist movement, or 鈥渨omen鈥檚 lib.鈥� This article by Kunal Modi, 鈥淢an Up on Family and Workplace Issues,鈥� which she cites, is a worthwhile . Sandberg also applauds lesbian and gay couples for the level of equity they demonstrate with regard to sharing household duties, suggesting that heterosexual couples and families could learn a thing or two from their LGBT counterparts.

There鈥檚 no doubt that Sheryl Sandberg鈥檚 new bestseller Lean In has generated considerable buzz and controversy. The issues she addresses are front and center in many people鈥檚 lives. Although her perspective is heavily race-d and class-ed, she acknowledges this with fairness. Having now read the book cover to cover, I find myself wishing that fewer people would spend so much time searching for the flaws in her perspective and more people would take up her challenge to 鈥渨ork together toward equality.鈥� From my perspective, Sheryl Sandberg鈥檚 Lean In is a real clarion call for those of us who are working on issues that will improve women鈥檚 lives--professional and otherwise--to join forces, be more systematic and strategic about our change work, and to align efforts. Equipped with a both/and perspective that acknowledges both societal and individual impediments to gender equality and women鈥檚 empowerment, I would love to see more of us just lean in to social change.

Layli Maparyan, Ph.D., is the Executive Director of the at .

Five years ago, my colleagues , Ph.D., , Ph.D. and I studied the effect on boardroom dynamics of increasing women鈥檚 presence. We interviewed 50 women directors, 12 CEOs (9 male), and seven corporate secretaries at Fortune 1000 companies. The results showed that the .

Two recent of Fortune 500 women board directors, executive officers, and top earners, show that 鈥渨omen鈥檚 share of Board Director and Executive Officer positions increased by only half a percentage point or less during the past year鈥濃�攖he seventh consecutive year of no improvement in the number of board seats women held. The reports further demonstrated discouraging data for women of color and women鈥檚 earnings at the highest levels within the organizations.

What we found in our study鈥攁nd what studies since have verified鈥攊s that women directors make distinct types of contributions that men are less likely to make. For example, they can broaden boards鈥� discussions to include the concerns of a wider set of stakeholders, including shareholders, employees, customers, and the community at large. And even more germane to the distressing news about the lack of growth in women鈥檚 representation reported by Catalyst in 鈥淲omen and Men in U.S. Corporate Leadership,鈥� women鈥檚 presence on a corporate board has a positive impact on women in the corporation. In other words, increasing the number of women on corporate boards is a good beginning for increasing the number of women leaders in a corporation.

A recent from April 2012 shows that diversity in the top echelons of corporate diversity is associated with better financial results. In 180 publicly traded companies in the U.S., U.K., France, and Germany, companies making up the top quartile of executive board diversity (in terms of women and foreign national on senior teams) returns on equity and margins on earnings before interest and taxes of were 53% higher compared to companies in the bottom quartile.

So if top team diversity is good for the bottom line, why aren鈥檛 corporations rushing to diversify their leadership? The answer may be the persistent bias in viewing men with identical credentials to women as more competent than the women. The results of a recent , online Sept. 17 can shed light on this gender bias. The study focused on the scarcity of women in academic science, where women are also highly underrepresented. In this experiment, science faculty from research-intensive universities rated the application materials of a graduate student鈥攚ho was randomly assigned either a male or female name鈥攆or a laboratory manager position. Faculty participants rated the male applicant as significantly more competent and hireable than the identical female applicant. (Faculty participants also selected a higher starting salary and offered more career mentoring to the male applicant.)

It appears that undervaluing women鈥檚 credentials, seeing them as lacking the necessary competence, to be a laboratory manager or a corporate leader, is pervasive and quite resistant to change. This gender bias operates most forcefully in situations where people are evaluating candidates with whom they have little personal familiarity. Curiously, in actual organizational settings the results of field studies (not laboratory experiments) have shown that there are few differences in how male and female managers are perceived. Greater familiarity with the actual characteristics and performance of managers one works with seems sufficient to overcome masculine biases. However, hiring and promotions decisions are made by people who do not know the candidate personally. When there is no familiarity with the person being evaluated to trump the bias that makes men seem more competent, men are chosen over equally competent women.

How are we to bring rationality to evaluating women on their merit? Becoming aware of implicit biases is a first step. Training can help us to be aware of our implicit biases. When faced with a hiring or promotion decision, we need to compel ourselves to justify an 鈥渁utomatic鈥� assumption that a male candidate is more competent. Having diversity on evaluation committees is another must.

Sumru Erkut, Ph.D. is an Associate Director and Senior Research Scientist at the 星空无限 at 星空无限. She is the author of Inside Women's Power: Learning from Leaders.