| Researcher, Nancy Adler conducted a
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| | (New York)Here are some pointers for
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| monumental study in the mid 1980's to
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| | establishing credibility:- Be visible.
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| address myths about women and
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| | Attend and host meetings between your
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| international business. Her study
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| | company and your international
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| investigated if commonly held myths about
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| | counterparts whenever possible.
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| women in international business were true
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| | International travel is often associated
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| including: women are not interested in
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| | with decision-makers in a firm, so being
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| International business, women were not
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| | present adds to your
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| willing to travel overseas for a variety
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| | credibility.- Introductions are
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| of reasons namely family responsibilities
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| | important, particularly for women. If you
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| and women would not be viewed as credible
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| | are doing business with a firm for the
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| in overseas business due to the local
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| | first time, have yourself introduced by a
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| perception of women. Her study results
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| | higher-ranking person in your company who
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| revealed that many of these false
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| | already knows the people with whom you
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| perceptions were indeed myths often held
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| | will be dealing.- If you cannot have
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| by male managers and HR personnel, and
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| | someone introduce you, ask a
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| that women were interested and willing to
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| | higher-ranking person in your company to
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| conduct business overseas.Today many of
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| | send a fax or written correspondence in
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| these same myths still exist despite the
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| | advance, outlining your title,
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| dramatic increase of women in business
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| | responsibilities and background.- Make
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| and women owned businesses and women
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| | sure your business card indicates a
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| traveling overseas.Here are some facts
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| | distinctive title such as "Manager" or
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| published by the U.S. Department of Labor
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| | "Director" so that your position can be
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| (DOL) ( The National Association of Women
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| | clearly understood. If there is any doubt
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| Business Owners (NAWBO) ( and the Small
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| | about your title, it may be automatically
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| Business Administration (SBA) ( on women
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| | assumed that you have a lesser role than
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| in the work force:- Women account for
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| | other members on your team.- Some women
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| over 46% of the work force in America and
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| | wear a school ring or a graduate school
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| this is expected to increase to 48% by
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| | pendant to subtly advertise their
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| the year 2005.- Women comprised 43% of
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| | background. Others wear corporate pins
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| employees in American executive,
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| | designating tenure, thus demonstrating
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| administrative, and managerial
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| | their level of experience.- In general,
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| occupations in 1995 and this number is
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| | foreigners will often look and respond
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| growing.- Businesses owned by women
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| | more to the men on your team than the
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| number 8 million in the U.S., and they
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| | women. This is because there are fewer
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| employ one out of every four workers.
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| | women in executive positions outside of
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| They are growing at double the rate of
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| | the U.S. Prepare for this by advising
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| all businesses.- 33% of women business
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| | your colleagues of tactics that will help
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| owners report that they exported in their
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| | you and the other female members,
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| first or second year of operation and the
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| | including making seating arrangements
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| majority reported that they were
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| | that will place you in a position of
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| successful on their first
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| | authority.- If someone appears confused
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| transaction.- In 1998 over 23 million
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| | about your name and rank, offer him
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| Americans traveled overseas and the
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| | another business card, even if you have
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| primary areas of travel were Europe,
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| | already given him one. This is a subtle
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| Asia, Japan and Latin America.It is no
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| | way of reinforcing your title and
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| longer just a rumor that women have
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| | ensuring acknowledgment of your
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| become major players in the U.S.
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| | participation as an active member at the
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| workforce and in the global business
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| | meeting.- Women should lead business
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| environment. More and more women are
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| | discussions where possible. If there is
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| traveling overseas to conduct business
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| | only one woman and everyone is of equal
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| for their corporations or for their own
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| | rank, let the woman take the lead to help
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| business ventures.Despite these
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| | establish her credibility.- A female team
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| significant advances of women in
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| | leader may experience a problem
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| International business we still find
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| | establishing her credibility unless team
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| commercial guidebooks that suggest that
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| | members defer to her as the authority
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| women should not be in International
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| | figure on the team. American men need to
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| business. Most books in this genre were
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| | be aware that their tendency to jump in
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| written by men and either do not address
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| | and answer questions, especially when a
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| women's particular issues in
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| | woman is speaking, undermines her
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| international business or, worse, they
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| | authority and the team's effectiveness.
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| suggest that women should not even be
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| | Women should advise team members not to
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| sent on foreign business assignments due
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| | answer questions directed to her and to
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| to role differences which these men
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| | otherwise defer to her whenever
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| perceive to be unconquerable obstacles.
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| | appropriate. A good response when asked a
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| In contrast, my own research (1992, 1993,
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| | question that should be directed to a
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| 1995, 1997, 1998) indicates that women
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| | female colleague is: "Jane is the best
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| can and are successful in international
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| | person to answer that question."- Be
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| business, despite the variety of
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| | professional. Present yourself in a
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| viewpoints they encounter around the
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| | sincere, confident, professional manner,
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| world. Specifically, my research has
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| | both in appearance and speech, to create
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| demonstrated that establishing
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| | a good first impression. Be yourself. Do
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| credibility during the initial stages of
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| | not come on too strong, but don't defer
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| business is one area that businesswomen
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| | when it is appropriate for you to
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| find critical to their
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| | respond. Deferring to age and position
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| success.Establishing Your CredibilityFor
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| | is, however, always acceptable for both
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| men, credibility is often derived from
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| | sexes.- Be aware of women's roles in
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| their gender and their status in the
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| | other countries. If you understand where
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| company. For women, credibility is more
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| | women are in their own corporate
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| often derived from their individual
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| | environment it will give you insight into
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| skills. Women report that they often have
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| | how the culture may perceive you.The Role
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| to work extra hard to establish
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| | of the ManagerManagers can be very
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| credibility because of their gender.Some
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| | effective in international business by
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| women explain:When I conduct business in
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| | helping to enhance their team's
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| most countries I am consciously aware
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| | credibility. The manager can introduce
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| that my male colleagues have more
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| | the staff members by title and outline
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| credibility than I do, just because of
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| | their areas of expertise, act as
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| gender differences. In most countries
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| | moderator to refer questions to the
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| women are not expected to have
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| | appropriate team member, and highlight
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| significant positions of authority, so I
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| | the staff's achievements.In particular,
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| am frequently viewed in the same way. I
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| | managers can help in the following
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| am first assumed to be an administrator,
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| | ways:- It is important that all team
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| not the decision-maker in the group,
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| | members, including management, understand
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| whereas my male colleague is first viewed
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| | their roles at the meeting and, more
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| as the manager or decision-maker. I feel
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| | importantly, that they do not act out of
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| I have to work doubly hard to establish
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| | role. If one of your colleagues is acting
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| my credibility before I can effectively
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| | out of role, call for a break to explain
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| conduct business and I'm aware that I
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| | how the group loses effectiveness when it
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| need to do this immediately so that the
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| | is not cohesive.- As a woman, you should
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| business can start. (Chicago)When I
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| | advise management that your personal
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| travel outside the U.S. for the corporate
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| | credibility may be jeopardized if your
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| office, I am viewed as foreign first, and
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| | role is undermined, and that this could
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| female second. However, I feel I am still
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| | hinder the success of the team at any
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| met with some degree of skepticism as to
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| | follow-up meetings.- Managers can help
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| what my role is and how much authority I
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| | enhance the credibility of female
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| have for the corporate office. Due to
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| | teammates by reinforcing their authority
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| this, I take extra steps to make sure
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| | during the meeting. For example, if a
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| that the proper introductions are made in
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| | woman is not receiving the appropriate
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| advance to limit concerns that men might
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| | respect, the manager may once again bring
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| have about my credibility. (Los
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| | attention to her role and
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| Angeles)As a woman business owner I
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| | authority.Despite commonly held myths
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| realize that I am not the norm in many
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| | about women in International
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| countries. Therefore I have to develop
| |
| | businesswomen are traveling and
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| methods by which to establish my self and
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| | conducting business internationally in
|
| my company as credible for my foreign
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| | increased numbers and they are successful
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| business associates. This requires
| |
| | in their business dealings. Establishing
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| preparation and advance communication
| |
| | credibility in advance is one of the key
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| about my firm, our success and our
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| | areas where women can do to ensure her
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| viability -- perhaps more than is
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| | business success.
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| required for men who run their own firms.
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|
