Love It, 24 Oct 2008
I really like this book. For somebody like me with a low attention span, its really nice to pick up and dip in and out of. One to take with you on your business trips. It offers useful tips and helps you to be self-aware in how your conduct yourself professionally. Can't fault it.



Excellent!, 29 Jun 2005
I learnt some really interesting facts here - the things women do really are unconscious! I read this book to help with the literature review of my uni dissertation but found it so interesting, I've recommended it to others. I am now much more aware of my own 'unconscious' mistakes and other peoples... Really good book!

Packed with Knowledge !, 01 Mar 2005
Author, coach and psychotherapist Lois P. Frankel explains how traditionally feminine behavior undermines women's career growth. She makes you feel as comfortable as possible while teaching you about "girlish" behavior that holds you back at work. As soon as she describes a problem, she jumps in with doable solutions, some easy, some quite challenging or time-consuming. Frankel shares case histories and offers many applicable techniques. She uses humor deftly and warns the gung-ho not to change everything at once. Now the caveats: Frankel does not grapple with the insoluble problem that women who behave in more forceful, unfeminine ways are often disliked and rejected, a maddening 'Catch 22' if you want to advance. She should warn that even smart tactics rarely help in a truly sexist workplace. She also needs to say that the wish to be liked isn't girlish, feminine or womanly; it is human. Contrary to platitude, other people can hurt and stigmatize you with their verbal abuse or harassment, no matter how strong you are. Still, although she hasn't unraveled every knot, Frankel comes a long way toward helping women diagnose - with a self-assessment checklist - and correct inadvertent mistakes that could be holding them back. We recommend her valuable counsel to women who want to become respected leaders.

Sexual sabotage in the boardroom, 18 Mar 2004
How does a woman undo years of socialization of gender roles while working in business? This is a dilemma that women are facing as they push on the glass ceiling. What if the glass ceiling were as much self-created as part of corporate culture? These are some of the issues that Lois Frankel attempts to address in "Nice Girls."

Her analysis of gender training (such as Nice Girls Aren't Loud) are pretty much what I heard as a child. Yet...what a delicate line women must walk, as being tough is interpreted as bitchiness instead of hard-headed business savvy. So here's the problem; Frankel advises worrying less about being liked, advises apologizing sparingly -- not profusely and frequently, but that isn't the same as permission to have a take-no-prisoners attitude. While occasionally being disliked is going to be hard on women who work cooperatively and not in a hierarchical manner, Frankel explains why niceness may short-circuit the path to a deserved top spot.

While Frankel's book has excellent advice about avoiding subtle but destructive body language and practices like apologizing and making declarative statements into questions, as well as failing to blow one's own horn as needed, there are other books that explain the male-dominated playing field such as "Hardball for Women." It's not enough to understand our own failures to mesh into a world where men pretty much make the rules, it's also important to understand the rules thoroughly. "Rules favor the rulemakers, and when they don't, the rules are changed." Look at the troubles of Carly Fiorina and the attitudes towards Martha Stewart to see some of the pitfalls that can trap someone while following the advice in Frankel's book without understanding all the rules or new rules of behavior.

More Than Rosie the Riveter, 17 Mar 2004
Men are men. Women are women. Right? The matter of gender is easy enough to establish, but in Lois P. Frankel's book, "Nice Girls Don't Get the Corner Office: 101 Unconscious Mistakes Women Make That Sabotage Their Careers" we learn there are underlying mores and premises to follow if women want to be at the top of a company. These rules are unspoken, but Frankel demystifies the process by which some women hurt their success by playing into the cultural roles prescribed to them growing up.

Frankel presumes most women grew up in a home that oppresses women from growing up into full adults. What may have been true for 1954 is not as true today. However, her challenge is still with merit, and in 2004, it crosses the gender barrier. We men should be taking notes from Frankel. There are plenty of little boys among us who need to work as men.

"Rosie the Riveter" ads during WWII encouraged women into the workplace, but often as factory and shipyard works. There was no "Annie the Accountant" or "Sally the CEO" campaigns. Being all you can be means being more than you were as a child. Frankel helps show how women can be more than little girls in the office place, and garner success as a result.

It is important to note that as much as this is an important book for women who esteem to be seen as professional should read, men also should read it. Not every man has reached his potential, and some fall to the same problems, in a masculine variation, as do some women. Fear, exhibited through the lack of initiative and an overborne, unnecessary kindness, holds many people back.

Objective, straightforwardness is much of what Frankel asserts.

Being professional doesn't mean you need to convert into a stomping intimidator, but it does mean being firm, not wincing when rejection is forthcoming, and thinking about more than immediate relationships. It is about getting the job done well, in concert with others, but never becoming weak while doing it all. You have expertise. You have training. You have what it takes.

Although Frankel is a professional coach, her book itself shows a coach is not needed. You need to be in control of your career, without worrying about the next person. Retain your ethics, your integrity and your aplomb, but it is your job to lead the way through your professional life. No parents, no coach, no friends are responsible for this.

I fully recommend "Nice Girls Don't Get the Corner Office: 101 Unconscious Mistakes Women Make That Sabotage Their Careers" by Lois P. Frankel. Follow it up with the classic Dale Carnegie book, "How To Win Friends And Influence People," to learn the other side of the professional relationship balance.

Anthony Trendl

Love It, 24 Oct 2008
I really like this book. For somebody like me with a low attention span, its really nice to pick up and dip in and out of. One to take with you on your business trips. It offers useful tips and helps you to be self-aware in how your conduct yourself professionally. Can't fault it.



Excellent!, 29 Jun 2005
I learnt some really interesting facts here - the things women do really are unconscious! I read this book to help with the literature review of my uni dissertation but found it so interesting, I've recommended it to others. I am now much more aware of my own 'unconscious' mistakes and other peoples... Really good book!

Packed with Knowledge !, 01 Mar 2005
Author, coach and psychotherapist Lois P. Frankel explains how traditionally feminine behavior undermines women's career growth. She makes you feel as comfortable as possible while teaching you about "girlish" behavior that holds you back at work. As soon as she describes a problem, she jumps in with doable solutions, some easy, some quite challenging or time-consuming. Frankel shares case histories and offers many applicable techniques. She uses humor deftly and warns the gung-ho not to change everything at once. Now the caveats: Frankel does not grapple with the insoluble problem that women who behave in more forceful, unfeminine ways are often disliked and rejected, a maddening 'Catch 22' if you want to advance. She should warn that even smart tactics rarely help in a truly sexist workplace. She also needs to say that the wish to be liked isn't girlish, feminine or womanly; it is human. Contrary to platitude, other people can hurt and stigmatize you with their verbal abuse or harassment, no matter how strong you are. Still, although she hasn't unraveled every knot, Frankel comes a long way toward helping women diagnose - with a self-assessment checklist - and correct inadvertent mistakes that could be holding them back. We recommend her valuable counsel to women who want to become respected leaders.

Sexual sabotage in the boardroom, 18 Mar 2004
How does a woman undo years of socialization of gender roles while working in business? This is a dilemma that women are facing as they push on the glass ceiling. What if the glass ceiling were as much self-created as part of corporate culture? These are some of the issues that Lois Frankel attempts to address in "Nice Girls."

Her analysis of gender training (such as Nice Girls Aren't Loud) are pretty much what I heard as a child. Yet...what a delicate line women must walk, as being tough is interpreted as bitchiness instead of hard-headed business savvy. So here's the problem; Frankel advises worrying less about being liked, advises apologizing sparingly -- not profusely and frequently, but that isn't the same as permission to have a take-no-prisoners attitude. While occasionally being disliked is going to be hard on women who work cooperatively and not in a hierarchical manner, Frankel explains why niceness may short-circuit the path to a deserved top spot.

While Frankel's book has excellent advice about avoiding subtle but destructive body language and practices like apologizing and making declarative statements into questions, as well as failing to blow one's own horn as needed, there are other books that explain the male-dominated playing field such as "Hardball for Women." It's not enough to understand our own failures to mesh into a world where men pretty much make the rules, it's also important to understand the rules thoroughly. "Rules favor the rulemakers, and when they don't, the rules are changed." Look at the troubles of Carly Fiorina and the attitudes towards Martha Stewart to see some of the pitfalls that can trap someone while following the advice in Frankel's book without understanding all the rules or new rules of behavior.

More Than Rosie the Riveter, 17 Mar 2004
Men are men. Women are women. Right? The matter of gender is easy enough to establish, but in Lois P. Frankel's book, "Nice Girls Don't Get the Corner Office: 101 Unconscious Mistakes Women Make That Sabotage Their Careers" we learn there are underlying mores and premises to follow if women want to be at the top of a company. These rules are unspoken, but Frankel demystifies the process by which some women hurt their success by playing into the cultural roles prescribed to them growing up.

Frankel presumes most women grew up in a home that oppresses women from growing up into full adults. What may have been true for 1954 is not as true today. However, her challenge is still with merit, and in 2004, it crosses the gender barrier. We men should be taking notes from Frankel. There are plenty of little boys among us who need to work as men.

"Rosie the Riveter" ads during WWII encouraged women into the workplace, but often as factory and shipyard works. There was no "Annie the Accountant" or "Sally the CEO" campaigns. Being all you can be means being more than you were as a child. Frankel helps show how women can be more than little girls in the office place, and garner success as a result.

It is important to note that as much as this is an important book for women who esteem to be seen as professional should read, men also should read it. Not every man has reached his potential, and some fall to the same problems, in a masculine variation, as do some women. Fear, exhibited through the lack of initiative and an overborne, unnecessary kindness, holds many people back.

Objective, straightforwardness is much of what Frankel asserts.

Being professional doesn't mean you need to convert into a stomping intimidator, but it does mean being firm, not wincing when rejection is forthcoming, and thinking about more than immediate relationships. It is about getting the job done well, in concert with others, but never becoming weak while doing it all. You have expertise. You have training. You have what it takes.

Although Frankel is a professional coach, her book itself shows a coach is not needed. You need to be in control of your career, without worrying about the next person. Retain your ethics, your integrity and your aplomb, but it is your job to lead the way through your professional life. No parents, no coach, no friends are responsible for this.

I fully recommend "Nice Girls Don't Get the Corner Office: 101 Unconscious Mistakes Women Make That Sabotage Their Careers" by Lois P. Frankel. Follow it up with the classic Dale Carnegie book, "How To Win Friends And Influence People," to learn the other side of the professional relationship balance.

Anthony Trendl

Well-balanced and practical, 26 Aug 2008
I found this book easy-read and practical, with a well-balanced view on what women and men want. A must for businesses that want to attract women (and modern men) to buy their products and/or to attract and retain talent. It was great to read a book that speaks of the time we are in right now!

Good analysis + relevant advice for change, 18 May 2008
This book actually works. It explains why few women rise to the top. It is because companies are generally not aware of how men and women live different lives and that companies to a large extent are mostly based on a masculine logic.

In addition to a brilliant analysis, they present action tips on how to change your company and improve the business at the same time.

In case you're in a company struggling with not retaining you clever people, and in particular women, this book will leave you full of insight and energy enabling you to change status quo.

Clear Perspective, 01 Mar 2008
This book takes the gender debate on to the next level and way beyond some of the tired arguments of the past. It looks at the issues from every angle and provides incisive analysis set out with a clarity and directness that puts almost every other book in either the gender or business management categories to shame. A great read with some absolutely vital lessons for 21st Century business and society.

Looking at he whole picture at last!, 29 Feb 2008
This book should be compulsory reading for MBAs and Chief Execs' alike.

At last this book looks at the 'the whole picture' of the world of business. Since Adam Smith's day, economics have been bases on assumptions about humans that are really about archetypal male behaviour. In the 1970s women started challenging and rewriting 'malestream' sociology, in the 1980s the way jobs were classified in government statistics were reviewed to take account of a lot of the gender blindness there had been. And of course there have been lots of books about women ... but this one brings the whole together in a very clear way.
Maitland and Wittenberg-Cox state the obvious, once you've read it. But many decision-makers (like many academics) are so used to seeing the world from their own point of view that they haven't been able to see the obvious.

This book is full of pity anecdotes to illustrate their points, and also useful bullet points for those wanting to take action to change things. So it's a good read and a useful tool, and not actually difficult or demanding. It's the next steps that may be more challenging.



The best argument so far!, 28 Feb 2008
As a trainer with a focus on women's empowerment I have been struggling to compose the conclusive argument to convince corporate professionals that women must share half the pie.
Why Women Mean Business has finally provided me with a convincing message and pertinent evidence to make the case for including women. This book will be my ace card in making the pitch compelling and interesting. Avivah and Alison prove so convincingly the women will bring new voices and new choices to the international business party.

JoAnne Freeman leadership trainer and facilitator Switzerland

Love It, 24 Oct 2008
I really like this book. For somebody like me with a low attention span, its really nice to pick up and dip in and out of. One to take with you on your business trips. It offers useful tips and helps you to be self-aware in how your conduct yourself professionally. Can't fault it.



Excellent!, 29 Jun 2005
I learnt some really interesting facts here - the things women do really are unconscious! I read this book to help with the literature review of my uni dissertation but found it so interesting, I've recommended it to others. I am now much more aware of my own 'unconscious' mistakes and other peoples... Really good book!

Packed with Knowledge !, 01 Mar 2005
Author, coach and psychotherapist Lois P. Frankel explains how traditionally feminine behavior undermines women's career growth. She makes you feel as comfortable as possible while teaching you about "girlish" behavior that holds you back at work. As soon as she describes a problem, she jumps in with doable solutions, some easy, some quite challenging or time-consuming. Frankel shares case histories and offers many applicable techniques. She uses humor deftly and warns the gung-ho not to change everything at once. Now the caveats: Frankel does not grapple with the insoluble problem that women who behave in more forceful, unfeminine ways are often disliked and rejected, a maddening 'Catch 22' if you want to advance. She should warn that even smart tactics rarely help in a truly sexist workplace. She also needs to say that the wish to be liked isn't girlish, feminine or womanly; it is human. Contrary to platitude, other people can hurt and stigmatize you with their verbal abuse or harassment, no matter how strong you are. Still, although she hasn't unraveled every knot, Frankel comes a long way toward helping women diagnose - with a self-assessment checklist - and correct inadvertent mistakes that could be holding them back. We recommend her valuable counsel to women who want to become respected leaders.

Sexual sabotage in the boardroom, 18 Mar 2004
How does a woman undo years of socialization of gender roles while working in business? This is a dilemma that women are facing as they push on the glass ceiling. What if the glass ceiling were as much self-created as part of corporate culture? These are some of the issues that Lois Frankel attempts to address in "Nice Girls."

Her analysis of gender training (such as Nice Girls Aren't Loud) are pretty much what I heard as a child. Yet...what a delicate line women must walk, as being tough is interpreted as bitchiness instead of hard-headed business savvy. So here's the problem; Frankel advises worrying less about being liked, advises apologizing sparingly -- not profusely and frequently, but that isn't the same as permission to have a take-no-prisoners attitude. While occasionally being disliked is going to be hard on women who work cooperatively and not in a hierarchical manner, Frankel explains why niceness may short-circuit the path to a deserved top spot.

While Frankel's book has excellent advice about avoiding subtle but destructive body language and practices like apologizing and making declarative statements into questions, as well as failing to blow one's own horn as needed, there are other books that explain the male-dominated playing field such as "Hardball for Women." It's not enough to understand our own failures to mesh into a world where men pretty much make the rules, it's also important to understand the rules thoroughly. "Rules favor the rulemakers, and when they don't, the rules are changed." Look at the troubles of Carly Fiorina and the attitudes towards Martha Stewart to see some of the pitfalls that can trap someone while following the advice in Frankel's book without understanding all the rules or new rules of behavior.

More Than Rosie the Riveter, 17 Mar 2004
Men are men. Women are women. Right? The matter of gender is easy enough to establish, but in Lois P. Frankel's book, "Nice Girls Don't Get the Corner Office: 101 Unconscious Mistakes Women Make That Sabotage Their Careers" we learn there are underlying mores and premises to follow if women want to be at the top of a company. These rules are unspoken, but Frankel demystifies the process by which some women hurt their success by playing into the cultural roles prescribed to them growing up.

Frankel presumes most women grew up in a home that oppresses women from growing up into full adults. What may have been true for 1954 is not as true today. However, her challenge is still with merit, and in 2004, it crosses the gender barrier. We men should be taking notes from Frankel. There are plenty of little boys among us who need to work as men.

"Rosie the Riveter" ads during WWII encouraged women into the workplace, but often as factory and shipyard works. There was no "Annie the Accountant" or "Sally the CEO" campaigns. Being all you can be means being more than you were as a child. Frankel helps show how women can be more than little girls in the office place, and garner success as a result.

It is important to note that as much as this is an important book for women who esteem to be seen as professional should read, men also should read it. Not every man has reached his potential, and some fall to the same problems, in a masculine variation, as do some women. Fear, exhibited through the lack of initiative and an overborne, unnecessary kindness, holds many people back.

Objective, straightforwardness is much of what Frankel asserts.

Being professional doesn't mean you need to convert into a stomping intimidator, but it does mean being firm, not wincing when rejection is forthcoming, and thinking about more than immediate relationships. It is about getting the job done well, in concert with others, but never becoming weak while doing it all. You have expertise. You have training. You have what it takes.

Although Frankel is a professional coach, her book itself shows a coach is not needed. You need to be in control of your career, without worrying about the next person. Retain your ethics, your integrity and your aplomb, but it is your job to lead the way through your professional life. No parents, no coach, no friends are responsible for this.

I fully recommend "Nice Girls Don't Get the Corner Office: 101 Unconscious Mistakes Women Make That Sabotage Their Careers" by Lois P. Frankel. Follow it up with the classic Dale Carnegie book, "How To Win Friends And Influence People," to learn the other side of the professional relationship balance.

Anthony Trendl

Well-balanced and practical, 26 Aug 2008
I found this book easy-read and practical, with a well-balanced view on what women and men want. A must for businesses that want to attract women (and modern men) to buy their products and/or to attract and retain talent. It was great to read a book that speaks of the time we are in right now!

Good analysis + relevant advice for change, 18 May 2008
This book actually works. It explains why few women rise to the top. It is because companies are generally not aware of how men and women live different lives and that companies to a large extent are mostly based on a masculine logic.

In addition to a brilliant analysis, they present action tips on how to change your company and improve the business at the same time.

In case you're in a company struggling with not retaining you clever people, and in particular women, this book will leave you full of insight and energy enabling you to change status quo.

Clear Perspective, 01 Mar 2008
This book takes the gender debate on to the next level and way beyond some of the tired arguments of the past. It looks at the issues from every angle and provides incisive analysis set out with a clarity and directness that puts almost every other book in either the gender or business management categories to shame. A great read with some absolutely vital lessons for 21st Century business and society.

Looking at he whole picture at last!, 29 Feb 2008
This book should be compulsory reading for MBAs and Chief Execs' alike.

At last this book looks at the 'the whole picture' of the world of business. Since Adam Smith's day, economics have been bases on assumptions about humans that are really about archetypal male behaviour. In the 1970s women started challenging and rewriting 'malestream' sociology, in the 1980s the way jobs were classified in government statistics were reviewed to take account of a lot of the gender blindness there had been. And of course there have been lots of books about women ... but this one brings the whole together in a very clear way.
Maitland and Wittenberg-Cox state the obvious, once you've read it. But many decision-makers (like many academics) are so used to seeing the world from their own point of view that they haven't been able to see the obvious.

This book is full of pity anecdotes to illustrate their points, and also useful bullet points for those wanting to take action to change things. So it's a good read and a useful tool, and not actually difficult or demanding. It's the next steps that may be more challenging.



The best argument so far!, 28 Feb 2008
As a trainer with a focus on women's empowerment I have been struggling to compose the conclusive argument to convince corporate professionals that women must share half the pie.
Why Women Mean Business has finally provided me with a convincing message and pertinent evidence to make the case for including women. This book will be my ace card in making the pitch compelling and interesting. Avivah and Alison prove so convincingly the women will bring new voices and new choices to the international business party.

JoAnne Freeman leadership trainer and facilitator Switzerland

Turning diversity rhetoric into practicality, 19 May 2008
To anyone in the field of workplace equality, Sylvia Ann Hewlett will be well known as the author of Creating a Life. In this follow up to that bestseller, Hewlett has looked at the current state of women's careers, the reasons for the continuing existence of the glass ceiling and the male competitive model. But this is not another book that just presents the problem, well over half of the book is devoted to solutions that have been implemented in some of the leading corporations and some of the high powered environments of Wall Street and the City.

The book is in two parts - the first four chapters are devoted to a study of the issues: an analysis of why the male competitive model still continues to dominate, the non-linear nature of typical women's careers which include breaks for children and elder care responsibilities, the growing demands of what Hewlett calls `extreme jobs', and the business case for investing in diversity. What makes the analysis more interesting is specially commissioned research into feelings and motivations on careers and work conducted in the USA and the UK for both men and women. It shows the differences - but also some remarkable similarities.

The second part is composed of case studies from companies such as Goldman Sachs, BT, Ernst & Young, GE, Johnson & Johnson and Citigroup who have all implemented highly successful projects to encourage women returners (On-Ramps), flexible employment and working practices, maintaining ambition and re-engineering thinking about work and career paths. To a practical HR person this is probably the most significant section (although the chapter on the business case is very persuasive and in the language that Chief Executives can relate to).

Hewlett had been the catalyst in setting up the Hidden Brain Drain Task Force which brought together business people, consultants and academics to investigate the issues and solutions. At the 2006 summit of the group, the `core package' of six measures that emerged were: Establish a rich menu of flexible work arrangements; create arc-of-career flexibility; Re-imagine work life; Help women claim and sustain ambition; Harness altruism; and Reduce stigma and stereotypes. Each of the chapters in part two covers one of these subjects, each with three detailed case studies from the business world, with a summary of each solution stating the business case identified in that company, how to get started if you wanted to try to replicate the idea, and the critical elements for success. Individual examples add colour and interest.

This is an important book for all HR professionals and business leaders who are interested in turning the rhetoric on diversity into reality - and reaping the benefits, both financial and social. To the business leaders it makes a clear statement of the financial imperative of diversity, and backs that up with the analysis of (male) Chief Executives like Niall FitzGerald of Reuters and formerly Unilever, Jeremy Isaacs of Lehman Brothers and Ken Chenault of American Express. To the HR professional she elaborates on a range of immensely practical initiatives with a level of detail that can be used as a checklist to help start up something similar.

Practical strategies for addressing workplace gender and racial inequities., 17 Dec 2007
Economist Sylvia Ann Hewlett does an excellent job of outlining both subtle and bold barriers that relegate many talented women (and minorities) to the lower end of promotions and pay scales. Using ample documentation, she outlines the financial costs that corporations suffer when they operate with outdated career models designed for white male professionals. Hewlett also lines up practical solutions with real-life examples from top corporations. Though the book is marred by repetition and various examples are recycled in different chapters, overall, we consider this essential reading for senior corporate officials and staff members.

Love It, 24 Oct 2008
I really like this book. For somebody like me with a low attention span, its really nice to pick up and dip in and out of. One to take with you on your business trips. It offers useful tips and helps you to be self-aware in how your conduct yourself professionally. Can't fault it.



Excellent!, 29 Jun 2005
I learnt some really interesting facts here - the things women do really are unconscious! I read this book to help with the literature review of my uni dissertation but found it so interesting, I've recommended it to others. I am now much more aware of my own 'unconscious' mistakes and other peoples... Really good book!

Packed with Knowledge !, 01 Mar 2005
Author, coach and psychotherapist Lois P. Frankel explains how traditionally feminine behavior undermines women's career growth. She makes you feel as comfortable as possible while teaching you about "girlish" behavior that holds you back at work. As soon as she describes a problem, she jumps in with doable solutions, some easy, some quite challenging or time-consuming. Frankel shares case histories and offers many applicable techniques. She uses humor deftly and warns the gung-ho not to change everything at once. Now the caveats: Frankel does not grapple with the insoluble problem that women who behave in more forceful, unfeminine ways are often disliked and rejected, a maddening 'Catch 22' if you want to advance. She should warn that even smart tactics rarely help in a truly sexist workplace. She also needs to say that the wish to be liked isn't girlish, feminine or womanly; it is human. Contrary to platitude, other people can hurt and stigmatize you with their verbal abuse or harassment, no matter how strong you are. Still, although she hasn't unraveled every knot, Frankel comes a long way toward helping women diagnose - with a self-assessment checklist - and correct inadvertent mistakes that could be holding them back. We recommend her valuable counsel to women who want to become respected leaders.

Sexual sabotage in the boardroom, 18 Mar 2004
How does a woman undo years of socialization of gender roles while working in business? This is a dilemma that women are facing as they push on the glass ceiling. What if the glass ceiling were as much self-created as part of corporate culture? These are some of the issues that Lois Frankel attempts to address in "Nice Girls."

Her analysis of gender training (such as Nice Girls Aren't Loud) are pretty much what I heard as a child. Yet...what a delicate line women must walk, as being tough is interpreted as bitchiness instead of hard-headed business savvy. So here's the problem; Frankel advises worrying less about being liked, advises apologizing sparingly -- not profusely and frequently, but that isn't the same as permission to have a take-no-prisoners attitude. While occasionally being disliked is going to be hard on women who work cooperatively and not in a hierarchical manner, Frankel explains why niceness may short-circuit the path to a deserved top spot.

While Frankel's book has excellent advice about avoiding subtle but destructive body language and practices like apologizing and making declarative statements into questions, as well as failing to blow one's own horn as needed, there are other books that explain the male-dominated playing field such as "Hardball for Women." It's not enough to understand our own failures to mesh into a world where men pretty much make the rules, it's also important to understand the rules thoroughly. "Rules favor the rulemakers, and when they don't, the rules are changed." Look at the troubles of Carly Fiorina and the attitudes towards Martha Stewart to see some of the pitfalls that can trap someone while following the advice in Frankel's book without understanding all the rules or new rules of behavior.

More Than Rosie the Riveter, 17 Mar 2004
Men are men. Women are women. Right? The matter of gender is easy enough to establish, but in Lois P. Frankel's book, "Nice Girls Don't Get the Corner Office: 101 Unconscious Mistakes Women Make That Sabotage Their Careers" we learn there are underlying mores and premises to follow if women want to be at the top of a company. These rules are unspoken, but Frankel demystifies the process by which some women hurt their success by playing into the cultural roles prescribed to them growing up.

Frankel presumes most women grew up in a home that oppresses women from growing up into full adults. What may have been true for 1954 is not as true today. However, her challenge is still with merit, and in 2004, it crosses the gender barrier. We men should be taking notes from Frankel. There are plenty of little boys among us who need to work as men.

"Rosie the Riveter" ads during WWII encouraged women into the workplace, but often as factory and shipyard works. There was no "Annie the Accountant" or "Sally the CEO" campaigns. Being all you can be means being more than you were as a child. Frankel helps show how women can be more than little girls in the office place, and garner success as a result.

It is important to note that as much as this is an important book for women who esteem to be seen as professional should read, men also should read it. Not every man has reached his potential, and some fall to the same problems, in a masculine variation, as do some women. Fear, exhibited through the lack of initiative and an overborne, unnecessary kindness, holds many people back.

Objective, straightforwardness is much of what Frankel asserts.

Being professional doesn't mean you need to convert into a stomping intimidator, but it does mean being firm, not wincing when rejection is forthcoming, and thinking about more than immediate relationships. It is about getting the job done well, in concert with others, but never becoming weak while doing it all. You have expertise. You have training. You have what it takes.

Although Frankel is a professional coach, her book itself shows a coach is not needed. You need to be in control of your career, without worrying about the next person. Retain your ethics, your integrity and your aplomb, but it is your job to lead the way through your professional life. No parents, no coach, no friends are responsible for this.

I fully recommend "Nice Girls Don't Get the Corner Office: 101 Unconscious Mistakes Women Make That Sabotage Their Careers" by Lois P. Frankel. Follow it up with the classic Dale Carnegie book, "How To Win Friends And Influence People," to learn the other side of the professional relationship balance.

Anthony Trendl

Well-balanced and practical, 26 Aug 2008
I found this book easy-read and practical, with a well-balanced view on what women and men want. A must for businesses that want to attract women (and modern men) to buy their products and/or to attract and retain talent. It was great to read a book that speaks of the time we are in right now!

Good analysis + relevant advice for change, 18 May 2008
This book actually works. It explains why few women rise to the top. It is because companies are generally not aware of how men and women live different lives and that companies to a large extent are mostly based on a masculine logic.

In addition to a brilliant analysis, they present action tips on how to change your company and improve the business at the same time.

In case you're in a company struggling with not retaining you clever people, and in particular women, this book will leave you full of insight and energy enabling you to change status quo.

Clear Perspective, 01 Mar 2008
This book takes the gender debate on to the next level and way beyond some of the tired arguments of the past. It looks at the issues from every angle and provides incisive analysis set out with a clarity and directness that puts almost every other book in either the gender or business management categories to shame. A great read with some absolutely vital lessons for 21st Century business and society.

Looking at he whole picture at last!, 29 Feb 2008
This book should be compulsory reading for MBAs and Chief Execs' alike.

At last this book looks at the 'the whole picture' of the world of business. Since Adam Smith's day, economics have been bases on assumptions about humans that are really about archetypal male behaviour. In the 1970s women started challenging and rewriting 'malestream' sociology, in the 1980s the way jobs were classified in government statistics were reviewed to take account of a lot of the gender blindness there had been. And of course there have been lots of books about women ... but this one brings the whole together in a very clear way.
Maitland and Wittenberg-Cox state the obvious, once you've read it. But many decision-makers (like many academics) are so used to seeing the world from their own point of view that they haven't been able to see the obvious.

This book is full of pity anecdotes to illustrate their points, and also useful bullet points for those wanting to take action to change things. So it's a good read and a useful tool, and not actually difficult or demanding. It's the next steps that may be more challenging.



The best argument so far!, 28 Feb 2008
As a trainer with a focus on women's empowerment I have been struggling to compose the conclusive argument to convince corporate professionals that women must share half the pie.
Why Women Mean Business has finally provided me with a convincing message and pertinent evidence to make the case for including women. This book will be my ace card in making the pitch compelling and interesting. Avivah and Alison prove so convincingly the women will bring new voices and new choices to the international business party.

JoAnne Freeman leadership trainer and facilitator Switzerland

Turning diversity rhetoric into practicality, 19 May 2008
To anyone in the field of workplace equality, Sylvia Ann Hewlett will be well known as the author of Creating a Life. In this follow up to that bestseller, Hewlett has looked at the current state of women's careers, the reasons for the continuing existence of the glass ceiling and the male competitive model. But this is not another book that just presents the problem, well over half of the book is devoted to solutions that have been implemented in some of the leading corporations and some of the high powered environments of Wall Street and the City.

The book is in two parts - the first four chapters are devoted to a study of the issues: an analysis of why the male competitive model still continues to dominate, the non-linear nature of typical women's careers which include breaks for children and elder care responsibilities, the growing demands of what Hewlett calls `extreme jobs', and the business case for investing in diversity. What makes the analysis more interesting is specially commissioned research into feelings and motivations on careers and work conducted in the USA and the UK for both men and women. It shows the differences - but also some remarkable similarities.

The second part is composed of case studies from companies such as Goldman Sachs, BT, Ernst & Young, GE, Johnson & Johnson and Citigroup who have all implemented highly successful projects to encourage women returners (On-Ramps), flexible employment and working practices, maintaining ambition and re-engineering thinking about work and career paths. To a practical HR person this is probably the most significant section (although the chapter on the business case is very persuasive and in the language that Chief Executives can relate to).

Hewlett had been the catalyst in setting up the Hidden Brain Drain Task Force which brought together business people, consultants and academics to investigate the issues and solutions. At the 2006 summit of the group, the `core package' of six measures that emerged were: Establish a rich menu of flexible work arrangements; create arc-of-career flexibility; Re-imagine work life; Help women claim and sustain ambition; Harness altruism; and Reduce stigma and stereotypes. Each of the chapters in part two covers one of these subjects, each with three detailed case studies from the business world, with a summary of each solution stating the business case identified in that company, how to get started if you wanted to try to replicate the idea, and the critical elements for success. Individual examples add colour and interest.

This is an important book for all HR professionals and business leaders who are interested in turning the rhetoric on diversity into reality - and reaping the benefits, both financial and social. To the business leaders it makes a clear statement of the financial imperative of diversity, and backs that up with the analysis of (male) Chief Executives like Niall FitzGerald of Reuters and formerly Unilever, Jeremy Isaacs of Lehman Brothers and Ken Chenault of American Express. To the HR professional she elaborates on a range of immensely practical initiatives with a level of detail that can be used as a checklist to help start up something similar.

Practical strategies for addressing workplace gender and racial inequities., 17 Dec 2007
Economist Sylvia Ann Hewlett does an excellent job of outlining both subtle and bold barriers that relegate many talented women (and minorities) to the lower end of promotions and pay scales. Using ample documentation, she outlines the financial costs that corporations suffer when they operate with outdated career models designed for white male professionals. Hewlett also lines up practical solutions with real-life examples from top corporations. Though the book is marred by repetition and various examples are recycled in different chapters, overall, we consider this essential reading for senior corporate officials and staff members.

Highly Recommended for Men, Too!, 12 May 2004
Play Like a Man, Win Like a Woman is described as being helpful for women. I am sure that is the case.

Not being a woman, I have to share its benefits from my perspective.

I have enjoyed being a mentor for many working women, and this book does a nice job of addressing the kinds of issues that these women have brought up with me as well as the ones that I have brought up with them. In the past, I have provided copies of How to Be a Star at Work as a way to assist these women. In the future, I will provide this book, as well.

Play Like a Man, Win Like a Woman does an excellent job of explaining how the emphasis on relationships and results need to be balanced at work. That is a juggling act that seems to confuse many women, and I found this book to be accurate and constructive in this area.

Interestingly, I find that a lot of men miss these points, too. In these cases, the results are usually overemphasized at the expense of the relationships. I will also recommend this book to male colleagues and subordinates, both to make them more effective and to improve their understanding of how to communicate with female colleagues.

Basically, the book is all about miscommunication and misconception stalls that occur at work, especially the ones that tend to occur among men and women. The book is very effective in exploring those stalls and inproviding sound advice for overcoming the same stalls.

The only weakness I found in the book is that some subtle points about business interactions were missed. A lot of male aggressiveness and bluffing was described as just being acceptable, while the same thing by women is unacceptable. What Ms. Evans missed is that there is usually a kind of kidding humor involved to let everyone know that the aggressor is simply indicating a strong desire to play, backed up by self-confidence. That posture takes the sting out of the aggressiveness. When some women are aggressive, they may forget to use the kidding humor and relaxed tone that makes the aggressiveness tolerable to all.

Perhaps the greatest strength of the book is that it permits the reader to choose her/his own goals (and those may not be material success or power) while adapting the advice to one's own personality and preferences. Basically, any advice we get that suggest we act like the individuals we are is good advice.

After you read and apply this book, I suggest that you think about applying it to nonwork situations, as well. Your focus on relationships versus results may be out of balance in those circumstances, too.

Find the perfect balance!

Love It, 24 Oct 2008
I really like this book. For somebody like me with a low attention span, its really nice to pick up and dip in and out of. One to take with you on your business trips. It offers useful tips and helps you to be self-aware in how your conduct yourself professionally. Can't fault it.



Excellent!, 29 Jun 2005
I learnt some really interesting facts here - the things women do really are unconscious! I read this book to help with the literature review of my uni dissertation but found it so interesting, I've recommended it to others. I am now much more aware of my own 'unconscious' mistakes and other peoples... Really good book!

Packed with Knowledge !, 01 Mar 2005
Author, coach and psychotherapist Lois P. Frankel explains how traditionally feminine behavior undermines women's career growth. She makes you feel as comfortable as possible while teaching you about "girlish" behavior that holds you back at work. As soon as she describes a problem, she jumps in with doable solutions, some easy, some quite challenging or time-consuming. Frankel shares case histories and offers many applicable techniques. She uses humor deftly and warns the gung-ho not to change everything at once. Now the caveats: Frankel does not grapple with the insoluble problem that women who behave in more forceful, unfeminine ways are often disliked and rejected, a maddening 'Catch 22' if you want to advance. She should warn that even smart tactics rarely help in a truly sexist workplace. She also needs to say that the wish to be liked isn't girlish, feminine or womanly; it is human. Contrary to platitude, other people can hurt and stigmatize you with their verbal abuse or harassment, no matter how strong you are. Still, although she hasn't unraveled every knot, Frankel comes a long way toward helping women diagnose - with a self-assessment checklist - and correct inadvertent mistakes that could be holding them back. We recommend her valuable counsel to women who want to become respected leaders.

Sexual sabotage in the boardroom, 18 Mar 2004
How does a woman undo years of socialization of gender roles while working in business? This is a dilemma that women are facing as they push on the glass ceiling. What if the glass ceiling were as much self-created as part of corporate culture? These are some of the issues that Lois Frankel attempts to address in "Nice Girls."

Her analysis of gender training (such as Nice Girls Aren't Loud) are pretty much what I heard as a child. Yet...what a delicate line women must walk, as being tough is interpreted as bitchiness instead of hard-headed business savvy. So here's the problem; Frankel advises worrying less about being liked, advises apologizing sparingly -- not profusely and frequently, but that isn't the same as permission to have a take-no-prisoners attitude. While occasionally being disliked is going to be hard on women who work cooperatively and not in a hierarchical manner, Frankel explains why niceness may short-circuit the path to a deserved top spot.

While Frankel's book has excellent advice about avoiding subtle but destructive body language and practices like apologizing and making declarative statements into questions, as well as failing to blow one's own horn as needed, there are other books that explain the male-dominated playing field such as "Hardball for Women." It's not enough to understand our own failures to mesh into a world where men pretty much make the rules, it's also important to understand the rules thoroughly. "Rules favor the rulemakers, and when they don't, the rules are changed." Look at the troubles of Carly Fiorina and the attitudes towards Martha Stewart to see some of the pitfalls that can trap someone while following the advice in Frankel's book without understanding all the rules or new rules of behavior.

More Than Rosie the Riveter, 17 Mar 2004
Men are men. Women are women. Right? The matter of gender is easy enough to establish, but in Lois P. Frankel's book, "Nice Girls Don't Get the Corner Office: 101 Unconscious Mistakes Women Make That Sabotage Their Careers" we learn there are underlying mores and premises to follow if women want to be at the top of a company. These rules are unspoken, but Frankel demystifies the process by which some women hurt their success by playing into the cultural roles prescribed to them growing up.

Frankel presumes most women grew up in a home that oppresses women from growing up into full adults. What may have been true for 1954 is not as true today. However, her challenge is still with merit, and in 2004, it crosses the gender barrier. We men should be taking notes from Frankel. There are plenty of little boys among us who need to work as men.

"Rosie the Riveter" ads during WWII encouraged women into the workplace, but often as factory and shipyard works. There was no "Annie the Accountant" or "Sally the CEO" campaigns. Being all you can be means being more than you were as a child. Frankel helps show how women can be more than little girls in the office place, and garner success as a result.

It is important to note that as much as this is an important book for women who esteem to be seen as professional should read, men also should read it. Not every man has reached his potential, and some fall to the same problems, in a masculine variation, as do some women. Fear, exhibited through the lack of initiative and an overborne, unnecessary kindness, holds many people back.

Objective, straightforwardness is much of what Frankel asserts.

Being professional doesn't mean you need to convert into a stomping intimidator, but it does mean being firm, not wincing when rejection is forthcoming, and thinking about more than immediate relationships. It is about getting the job done well, in concert with others, but never becoming weak while doing it all. You have expertise. You have training. You have what it takes.

Although Frankel is a professional coach, her book itself shows a coach is not needed. You need to be in control of your career, without worrying about the next person. Retain your ethics, your integrity and your aplomb, but it is your job to lead the way through your professional life. No parents, no coach, no friends are responsible for this.

I fully recommend "Nice Girls Don't Get the Corner Office: 101 Unconscious Mistakes Women Make That Sabotage Their Careers" by Lois P. Frankel. Follow it up with the classic Dale Carnegie book, "How To Win Friends And Influence People," to learn the other side of the professional relationship balance.

Anthony Trendl

Well-balanced and practical, 26 Aug 2008
I found this book easy-read and practical, with a well-balanced view on what women and men want. A must for businesses that want to attract women (and modern men) to buy their products and/or to attract and retain talent. It was great to read a book that speaks of the time we are in right now!

Good analysis + relevant advice for change, 18 May 2008
This book actually works. It explains why few women rise to the top. It is because companies are generally not aware of how men and women live different lives and that companies to a large extent are mostly based on a masculine logic.

In addition to a brilliant analysis, they present action tips on how to change your company and improve the business at the same time.

In case you're in a company struggling with not retaining you clever people, and in particular women, this book will leave you full of insight and energy enabling you to change status quo.

Clear Perspective, 01 Mar 2008
This book takes the gender debate on to the next level and way beyond some of the tired arguments of the past. It looks at the issues from every angle and provides incisive analysis set out with a clarity and directness that puts almost every other book in either the gender or business management categories to shame. A great read with some absolutely vital lessons for 21st Century business and society.

Looking at he whole picture at last!, 29 Feb 2008
This book should be compulsory reading for MBAs and Chief Execs' alike.

At last this book looks at the 'the whole picture' of the world of business. Since Adam Smith's day, economics have been bases on assumptions about humans that are really about archetypal male behaviour. In the 1970s women started challenging and rewriting 'malestream' sociology, in the 1980s the way jobs were classified in government statistics were reviewed to take account of a lot of the gender blindness there had been. And of course there have been lots of books about women ... but this one brings the whole together in a very clear way.
Maitland and Wittenberg-Cox state the obvious, once you've read it. But many decision-makers (like many academics) are so used to seeing the world from their own point of view that they haven't been able to see the obvious.

This book is full of pity anecdotes to illustrate their points, and also useful bullet points for those wanting to take action to change things. So it's a good read and a useful tool, and not actually difficult or demanding. It's the next steps that may be more challenging.



The best argument so far!, 28 Feb 2008
As a trainer with a focus on women's empowerment I have been struggling to compose the conclusive argument to convince corporate professionals that women must share half the pie.
Why Women Mean Business has finally provided me with a convincing message and pertinent evidence to make the case for including women. This book will be my ace card in making the pitch compelling and interesting. Avivah and Alison prove so convincingly the women will bring new voices and new choices to the international business party.

JoAnne Freeman leadership trainer and facilitator Switzerland

Turning diversity rhetoric into practicality, 19 May 2008
To anyone in the field of workplace equality, Sylvia Ann Hewlett will be well known as the author of Creating a Life. In this follow up to that bestseller, Hewlett has looked at the current state of women's careers, the reasons for the continuing existence of the glass ceiling and the male competitive model. But this is not another book that just presents the problem, well over half of the book is devoted to solutions that have been implemented in some of the leading corporations and some of the high powered environments of Wall Street and the City.

The book is in two parts - the first four chapters are devoted to a study of the issues: an analysis of why the male competitive model still continues to dominate, the non-linear nature of typical women's careers which include breaks for children and elder care responsibilities, the growing demands of what Hewlett calls `extreme jobs', and the business case for investing in diversity. What makes the analysis more interesting is specially commissioned research into feelings and motivations on careers and work conducted in the USA and the UK for both men and women. It shows the differences - but also some remarkable similarities.

The second part is composed of case studies from companies such as Goldman Sachs, BT, Ernst & Young, GE, Johnson & Johnson and Citigroup who have all implemented highly successful projects to encourage women returners (On-Ramps), flexible employment and working practices, maintaining ambition and re-engineering thinking about work and career paths. To a practical HR person this is probably the most significant section (although the chapter on the business case is very persuasive and in the language that Chief Executives can relate to).

Hewlett had been the catalyst in setting up the Hidden Brain Drain Task Force which brought together business people, consultants and academics to investigate the issues and solutions. At the 2006 summit of the group, the `core package' of six measures that emerged were: Establish a rich menu of flexible work arrangements; create arc-of-career flexibility; Re-imagine work life; Help women claim and sustain ambition; Harness altruism; and Reduce stigma and stereotypes. Each of the chapters in part two covers one of these subjects, each with three detailed case studies from the business world, with a summary of each solution stating the business case identified in that company, how to get started if you wanted to try to replicate the idea, and the critical elements for success. Individual examples add colour and interest.

This is an important book for all HR professionals and business leaders who are interested in turning the rhetoric on diversity into reality - and reaping the benefits, both financial and social. To the business leaders it makes a clear statement of the financial imperative of diversity, and backs that up with the analysis of (male) Chief Executives like Niall FitzGerald of Reuters and formerly Unilever, Jeremy Isaacs of Lehman Brothers and Ken Chenault of American Express. To the HR professional she elaborates on a range of immensely practical initiatives with a level of detail that can be used as a checklist to help start up something similar.

Practical strategies for addressing workplace gender and racial inequities., 17 Dec 2007
Economist Sylvia Ann Hewlett does an excellent job of outlining both subtle and bold barriers that relegate many talented women (and minorities) to the lower end of promotions and pay scales. Using ample documentation, she outlines the financial costs that corporations suffer when they operate with outdated career models designed for white male professionals. Hewlett also lines up practical solutions with real-life examples from top corporations. Though the book is marred by repetition and various examples are recycled in different chapters, overall, we consider this essential reading for senior corporate officials and staff members.

Highly Recommended for Men, Too!, 12 May 2004
Play Like a Man, Win Like a Woman is described as being helpful for women. I am sure that is the case.

Not being a woman, I have to share its benefits from my perspective.

I have enjoyed being a mentor for many working women, and this book does a nice job of addressing the kinds of issues that these women have brought up with me as well as the ones that I have brought up with them. In the past, I have provided copies of How to Be a Star at Work as a way to assist these women. In the future, I will provide this book, as well.

Play Like a Man, Win Like a Woman does an excellent job of explaining how the emphasis on relationships and results need to be balanced at work. That is a juggling act that seems to confuse many women, and I found this book to be accurate and constructive in this area.

Interestingly, I find that a lot of men miss these points, too. In these cases, the results are usually overemphasized at the expense of the relationships. I will also recommend this book to male colleagues and subordinates, both to make them more effective and to improve their understanding of how to communicate with female colleagues.

Basically, the book is all about miscommunication and misconception stalls that occur at work, especially the ones that tend to occur among men and women. The book is very effective in exploring those stalls and inproviding sound advice for overcoming the same stalls.

The only weakness I found in the book is that some subtle points about business interactions were missed. A lot of male aggressiveness and bluffing was described as just being acceptable, while the same thing by women is unacceptable. What Ms. Evans missed is that there is usually a kind of kidding humor involved to let everyone know that the aggressor is simply indicating a strong desire to play, backed up by self-confidence. That posture takes the sting out of the aggressiveness. When some women are aggressive, they may forget to use the kidding humor and relaxed tone that makes the aggressiveness tolerable to all.

Perhaps the greatest strength of the book is that it permits the reader to choose her/his own goals (and those may not be material success or power) while adapting the advice to one's own personality and preferences. Basically, any advice we get that suggest we act like the individuals we are is good advice.

After you read and apply this book, I suggest that you think about applying it to nonwork situations, as well. Your focus on relationships versus results may be out of balance in those circumstances, too.

Find the perfect balance!

An economic approach to stay-at-home motherhood, 05 Oct 2007
Although nobody needs to convince me of the benefits of combining work with motherhood, this book provides a very good insight into the risks associated with becoming economically dependent (divorce, lack of pension benefits, potential serious illness or death of breadwinner, etc), which unfortunately a lot of women overlook when they decide to quit their jobs to raise their families. The book will reaffirm working mothers on their decision "to keep the two fronts open" and will be an eye-opener for stay-at-home-mums.

My only criticism will be that somehow the chapters feel a bit long. You get the point within the first 2/3 pages of each chaper and then it drags on a bit giving (too many?) examples/testimonies to illustrate the point.

Thought provoking book, that hits a point., 11 Jun 2007
This book has released all kinds of emotions in me, it has made me feel frustrated, angry, content and happy. I agree with the fact this book should be read by all females to make them aware of what the results of their decisions can be in the field of chosing or changing a career and why mothers really want to stop their careers, because they are being fooled into things by the outside worlds as much as themselves.

Love It, 24 Oct 2008
I really like this book. For somebody like me with a low attention span, its really nice to pick up and dip in and out of. One to take with you on your business trips. It offers useful tips and helps you to be self-aware in how your conduct yourself professionally. Can't fault it.



Excellent!, 29 Jun 2005
I learnt some really interesting facts here - the things women do really are unconscious! I read this book to help with the literature review of my uni dissertation but found it so interesting, I've recommended it to others. I am now much more aware of my own 'unconscious' mistakes and other peoples... Really good book!

Packed with Knowledge !, 01 Mar 2005
Author, coach and psychotherapist Lois P. Frankel explains how traditionally feminine behavior undermines women's career growth. She makes you feel as comfortable as possible while teaching you about "girlish" behavior that holds you back at work. As soon as she describes a problem, she jumps in with doable solutions, some easy, some quite challenging or time-consuming. Frankel shares case histories and offers many applicable techniques. She uses humor deftly and warns the gung-ho not to change everything at once. Now the caveats: Frankel does not grapple with the insoluble problem that women who behave in more forceful, unfeminine ways are often disliked and rejected, a maddening 'Catch 22' if you want to advance. She should warn that even smart tactics rarely help in a truly sexist workplace. She also needs to say that the wish to be liked isn't girlish, feminine or womanly; it is human. Contrary to platitude, other people can hurt and stigmatize you with their verbal abuse or harassment, no matter how strong you are. Still, although she hasn't unraveled every knot, Frankel comes a long way toward helping women diagnose - with a self-assessment checklist - and correct inadvertent mistakes that could be holding them back. We recommend her valuable counsel to women who want to become respected leaders.

Sexual sabotage in the boardroom, 18 Mar 2004
How does a woman undo years of socialization of gender roles while working in business? This is a dilemma that women are facing as they push on the glass ceiling. What if the glass ceiling were as much self-created as part of corporate culture? These are some of the issues that Lois Frankel attempts to address in "Nice Girls."

Her analysis of gender training (such as Nice Girls Aren't Loud) are pretty much what I heard as a child. Yet...what a delicate line women must walk, as being tough is interpreted as bitchiness instead of hard-headed business savvy. So here's the problem; Frankel advises worrying less about being liked, advises apologizing sparingly -- not profusely and frequently, but that isn't the same as permission to have a take-no-prisoners attitude. While occasionally being disliked is going to be hard on women who work cooperatively and not in a hierarchical manner, Frankel explains why niceness may short-circuit the path to a deserved top spot.

While Frankel's book has excellent advice about avoiding subtle but destructive body language and practices like apologizing and making declarative statements into questions, as well as failing to blow one's own horn as needed, there are other books that explain the male-dominated playing field such as "Hardball for Women." It's not enough to understand our own failures to mesh into a world where men pretty much make the rules, it's also important to understand the rules thoroughly. "Rules favor the rulemakers, and when they don't, the rules are changed." Look at the troubles of Carly Fiorina and the attitudes towards Martha Stewart to see some of the pitfalls that can trap someone while following the advice in Frankel's book without understanding all the rules or new rules of behavior.

More Than Rosie the Riveter, 17 Mar 2004
Men are men. Women are women. Right? The matter of gender is easy enough to establish, but in Lois P. Frankel's book, "Nice Girls Don't Get the Corner Office: 101 Unconscious Mistakes Women Make That Sabotage Their Careers" we learn there are underlying mores and premises to follow if women want to be at the top of a company. These rules are unspoken, but Frankel demystifies the process by which some women hurt their success by playing into the cultural roles prescribed to them growing up.

Frankel presumes most women grew up in a home that oppresses women from growing up into full adults. What may have been true for 1954 is not as true today. However, her challenge is still with merit, and in 2004, it crosses the gender barrier. We men should be taking notes from Frankel. There are plenty of little boys among us who need to work as men.

"Rosie the Riveter" ads during WWII encouraged women into the workplace, but often as factory and shipyard works. There was no "Annie the Accountant" or "Sally the CEO" campaigns. Being all you can be means being more than you were as a child. Frankel helps show how women can be more than little girls in the office place, and garner success as a result.

It is important to note that as much as this is an important book for women who esteem to be seen as professional should read, men also should read it. Not every man has reached his potential, and some fall to the same problems, in a masculine variation, as do some women. Fear, exhibited through the lack of initiative and an overborne, unnecessary kindness, holds many people back.

Objective, straightforwardness is much of what Frankel asserts.

Being professional doesn't mean you need to convert into a stomping intimidator, but it does mean being firm, not wincing when rejection is forthcoming, and thinking about more than immediate relationships. It is about getting the job done well, in concert with others, but never becoming weak while doing it all. You have expertise. You have training. You have what it takes.

Although Frankel is a professional coach, her book itself shows a coach is not needed. You need to be in control of your career, without worrying about the next person. Retain your ethics, your integrity and your aplomb, but it is your job to lead the way through your professional life. No parents, no coach, no friends are responsible for this.

I fully recommend "Nice Girls Don't Get the Corner Office: 101 Unconscious Mistakes Women Make That Sabotage Their Careers" by Lois P. Frankel. Follow it up with the classic Dale Carnegie book, "How To Win Friends And Influence People," to learn the other side of the professional relationship balance.

Anthony Trendl

Well-balanced and practical, 26 Aug 2008
I found this book easy-read and practical, with a well-balanced view on what women and men want. A must for businesses that want to attract women (and modern men) to buy their products and/or to attract and retain talent. It was great to read a book that speaks of the time we are in right now!

Good analysis + relevant advice for change, 18 May 2008
This book actually works. It explains why few women rise to the top. It is because companies are generally not aware of how men and women live different lives and that companies to a large extent are mostly based on a masculine logic.

In addition to a brilliant analysis, they present action tips on how to change your company and improve the business at the same time.

In case you're in a company struggling with not retaining you clever people, and in particular women, this book will leave you full of insight and energy enabling you to change status quo.

Clear Perspective, 01 Mar 2008
This book takes the gender debate on to the next level and way beyond some of the tired arguments of the past. It looks at the issues from every angle and provides incisive analysis set out with a clarity and directness that puts almost every other book in either the gender or business management categories to shame. A great read with some absolutely vital lessons for 21st Century business and society.

Looking at he whole picture at last!, 29 Feb 2008
This book should be compulsory reading for MBAs and Chief Execs' alike.

At last this book looks at the 'the whole picture' of the world of business. Since Adam Smith's day, economics have been bases on assumptions about humans that are really about archetypal male behaviour. In the 1970s women started challenging and rewriting 'malestream' sociology, in the 1980s the way jobs were classified in government statistics were reviewed to take account of a lot of the gender blindness there had been. And of course there have been lots of books about women ... but this one brings the whole together in a very clear way.
Maitland and Wittenberg-Cox state the obvious, once you've read it. But many decision-makers (like many academics) are so used to seeing the world from their own point of view that they haven't been able to see the obvious.

This book is full of pity anecdotes to illustrate their points, and also useful bullet points for those wanting to take action to change things. So it's a good read and a useful tool, and not actually difficult or demanding. It's the next steps that may be more challenging.



The best argument so far!, 28 Feb 2008
As a trainer with a focus on women's empowerment I have been struggling to compose the conclusive argument to convince corporate professionals that women must share half the pie.
Why Women Mean Business has finally provided me with a convincing message and pertinent evidence to make the case for including women. This book will be my ace card in making the pitch compelling and interesting. Avivah and Alison prove so convincingly the women will bring new voices and new choices to the international business party.

JoAnne Freeman leadership trainer and facilitator Switzerland

Turning diversity rhetoric into practicality, 19 May 2008
To anyone in the field of workplace equality, Sylvia Ann Hewlett will be well known as the author of Creating a Life. In this follow up to that bestseller, Hewlett has looked at the current state of women's careers, the reasons for the continuing existence of the glass ceiling and the male competitive model. But this is not another book that just presents the problem, well over half of the book is devoted to solutions that have been implemented in some of the leading corporations and some of the high powered environments of Wall Street and the City.

The book is in two parts - the first four chapters are devoted to a study of the issues: an analysis of why the male competitive model still continues to dominate, the non-linear nature of typical women's careers which include breaks for children and elder care responsibilities, the growing demands of what Hewlett calls `extreme jobs', and the business case for investing in diversity. What makes the analysis more interesting is specially commissioned research into feelings and motivations on careers and work conducted in the USA and the UK for both men and women. It shows the differences - but also some remarkable similarities.

The second part is composed of case studies from companies such as Goldman Sachs, BT, Ernst & Young, GE, Johnson & Johnson and Citigroup who have all implemented highly successful projects to encourage women returners (On-Ramps), flexible employment and working practices, maintaining ambition and re-engineering thinking about work and career paths. To a practical HR person this is probably the most significant section (although the chapter on the business case is very persuasive and in the language that Chief Executives can relate to).

Hewlett had been the catalyst in setting up the Hidden Brain Drain Task Force which brought together business people, consultants and academics to investigate the issues and solutions. At the 2006 summit of the group, the `core package' of six measures that emerged were: Establish a rich menu of flexible work arrangements; create arc-of-career flexibility; Re-imagine work life; Help women claim and sustain ambition; Harness altruism; and Reduce stigma and stereotypes. Each of the chapters in part two covers one of these subjects, each with three detailed case studies from the business world, with a summary of each solution stating the business case identified in that company, how to get started if you wanted to try to replicate the idea, and the critical elements for success. Individual examples add colour and interest.

This is an important book for all HR professionals and business leaders who are interested in turning the rhetoric on diversity into reality - and reaping the benefits, both financial and social. To the business leaders it makes a clear statement of the financial imperative of diversity, and backs that up with the analysis of (male) Chief Executives like Niall FitzGerald of Reuters and formerly Unilever, Jeremy Isaacs of Lehman Brothers and Ken Chenault of American Express. To the HR professional she elaborates on a range of immensely practical initiatives with a level of detail that can be used as a checklist to help start up something similar.

Practical strategies for addressing workplace gender and racial inequities., 17 Dec 2007
Economist Sylvia Ann Hewlett does an excellent job of outlining both subtle and bold barriers that relegate many talented women (and minorities) to the lower end of promotions and pay scales. Using ample documentation, she outlines the financial costs that corporations suffer when they operate with outdated career models designed for white male professionals. Hewlett also lines up practical solutions with real-life examples from top corporations. Though the book is marred by repetition and various examples are recycled in different chapters, overall, we consider this essential reading for senior corporate officials and staff members.

Highly Recommended for Men, Too!, 12 May 2004
Play Like a Man, Win Like a Woman is described as being helpful for women. I am sure that is the case.

Not being a woman, I have to share its benefits from my perspective.

I have enjoyed being a mentor for many working women, and this book does a nice job of addressing the kinds of issues that these women have brought up with me as well as the ones that I have brought up with them. In the past, I have provided copies of How to Be a Star at Work as a way to assist these women. In the future, I will provide this book, as well.

Play Like a Man, Win Like a Woman does an excellent job of explaining how the emphasis on relationships and results need to be balanced at work. That is a juggling act that seems to confuse many women, and I found this book to be accurate and constructive in this area.

Interestingly, I find that a lot of men miss these points, too. In these cases, the results are usually overemphasized at the expense of the relationships. I will also recommend this book to male colleagues and subordinates, both to make them more effective and to improve their understanding of how to communicate with female colleagues.

Basically, the book is all about miscommunication and misconception stalls that occur at work, especially the ones that tend to occur among men and women. The book is very effective in exploring those stalls and inproviding sound advice for overcoming the same stalls.

The only weakness I found in the book is that some subtle points about business interactions were missed. A lot of male aggressiveness and bluffing was described as just being acceptable, while the same thing by women is unacceptable. What Ms. Evans missed is that there is usually a kind of kidding humor involved to let everyone know that the aggressor is simply indicating a strong desire to play, backed up by self-confidence. That posture takes the sting out of the aggressiveness. When some women are aggressive, they may forget to use the kidding humor and relaxed tone that makes the aggressiveness tolerable to all.

Perhaps the greatest strength of the book is that it permits the reader to choose her/his own goals (and those may not be material success or power) while adapting the advice to one's own personality and preferences. Basically, any advice we get that suggest we act like the individuals we are is good advice.

After you read and apply this book, I suggest that you think about applying it to nonwork situations, as well. Your focus on relationships versus results may be out of balance in those circumstances, too.

Find the perfect balance!

An economic approach to stay-at-home motherhood, 05 Oct 2007
Although nobody needs to convince me of the benefits of combining work with motherhood, this book provides a very good insight into the risks associated with becoming economically dependent (divorce, lack of pension benefits, potential serious illness or death of breadwinner, etc), which unfortunately a lot of women overlook when they decide to quit their jobs to raise their families. The book will reaffirm working mothers on their decision "to keep the two fronts open" and will be an eye-opener for stay-at-home-mums.

My only criticism will be that somehow the chapters feel a bit long. You get the point within the first 2/3 pages of each chaper and then it drags on a bit giving (too many?) examples/testimonies to illustrate the point.

Thought provoking book, that hits a point., 11 Jun 2007
This book has released all kinds of emotions in me, it has made me feel frustrated, angry, content and happy. I agree with the fact this book should be read by all females to make them aware of what the results of their decisions can be in the field of chosing or changing a career and why mothers really want to stop their careers, because they are being fooled into things by the outside worlds as much as themselves.

The subtle links between language, gender and power, 27 Apr 2007
Communication and gender gaps plague the workplace. Groups at corporate meetings and presentations often ignore females' voices or relegate them to the background. Fortunately, Dr. Phyllis Mindell diagnoses the language problem that blocks women in business and provides grammatical cures for lackluster skills. Her book offers excellent examples, exercises and "action plans" to guide women (and, to a large extent, men, too) through the maze of language and politics. The text's only flaw is a small dose of repetition. Otherwise, getAbstract considers this book essential reading for women in the executive suite and those trapped below the glass ceiling.



Packed with tips to get from weak to strong language, 28 Sep 2003
The fundamental message of this book is that women undersell themselves by using weak language. Are you the victim of management training that taught you to talk about feelings and how you were effected by someone’s poor performance, lateness, interruptions, rather than the problem itself – “I am not happy with your work” “I feel upset when you interrupt me in meetings” ? Do wonder why you are not taken seriously, or seem not to exude power when you speak? Mindell tells us that the problem is weak language. “Your work is not properly structured/not on time/full of spelling mistakes etc” and “Interruptions disrupt the work of the group” are clearer and more powerful.

Mindell describes in detail the grammar and words that weaken language, explaining why women in particular often fall into the traps. She, then, leads the reader through 9 learning chapters full of techniques and tips to develop strong language and communication. It is a comprehensive workbook, emphasising practical development with dozens of tips, quick fixes, action plans and even crib sheets. But there is also plenty of substantive theory to explain why certain forms of grammar or words do not work and why others do. For example, over four pages she describes the problems of using "I" - that it makes the speaker seem childish, self-centered, it can bestow undeserved blame for issues and can lead to use of the f-word ("feel" – another no,no of powerful language). The weakness of “to be” verbs (is participating, was successful – instead of participates, succeeded, good strong action verbs) was a revelation to me.

Maybe it is all obvious and a matter of common sense to some. I defy even the best communicators not to benefit from her deep understanding of the problems and practical techniques drawn together and presented in this easy to follow way. And the rest of us with a lifetime of weak habits will make a step change in our communications both spoken and written. I have put her ideas into practice and in just two short weeks have received excellent feedback on my drafts.

The book is clearly structured. After an introductory chapter (rather poor and confused compared with what comes next), there are chapters on language pitfalls to avoid, strong language to use, body language, presentations, powerful writing and reading, listening skills, dealing with put-downs (including a fantastic “menu” to choose from depending on the situation) and finally a couple of chapters on leadership and language. This last section feels like an afterthought. It is underdeveloped for such a significant topic, almost meriting a book in its own right.

I stopped short of 5 stars for two reasons. Firstly, at times the book is slightly gimmicky, for instance I struggle to view a fictional spider (Charlotte from "Charlotte’s Web" by E B White) as a potential role model of strong language for women. Secondly, the first chapter is confusing, jumpy and repetetive, and the last section tails off. But the middle – some 200 pages is spot-on, insightful, and practical, guaranteed to improve communication.