Have you registered? Don’t miss the 3rd Annual Working Mother Media Women of Color Conference & AWLN Workshop
July 20-21, 2005, in New York City
AWLN will host a Networking Meeting on 7/20 at 5pm - Location and info provided at the conference or by RSVP to AWLN_RSVP@yahoo.com.
The theme of this year’s conference is “TRUST: A Business & Cultural Imperative.”
AWLN’s own Chair of Best Practices, Jane Hyun, will co-host the workshop “Mentoring Women of Color - What’s Different?” on July 20th at the conference.
Register Now at http://www.workingmother.com/wocreg/index.html
General Membership Meeting & Conference Discussion
“Mentoring Women of Color - What’s Unique/Different for Asian Women”
Date: Wednesday, July 20, 2005
Time: 5:00 - 6:00 pm EST
Place: New York East Room, Sheraton NY Hotel and Towers, New York City
In-person attendance only, no teleconference available. Watch for a review of this topic in our next newsletter.
AWLN’s First Virtual Networking Session: Expand your network, Chat with us!
Date: August 23, 2005
Time: 4:30pm PST (7:30pm EST)
In response to member requests for internet networking, AWLN will host virtual networking chats beginning in August. Join us for one of these sessions designed to help members expand their network by getting to know other members and the AWLN Board.
Chats will be limited to 20 members per session, will last 1.5 hours and are for AWLN members only. RSVP and AWLN Membership is required to gain access information.
To reserve your spot, please RSVP to AWLN_RSVP@yahoo.com
Join AWLN to participate in this event and receive information on future AWLN events.
AWLN’s June 2005 Event Review
“Communicating with Impact and Presence to Increase Your Career Mobility”
By Emily Chiu, AWLN Professional Development Chair
On Tuesday, June 21, 2005, the Asian Women Leadership Network co-sponsored an inspiring event with Springboard and Paul, Hastings, Janofsky & Walker LLP. Virginia Reed, Coach and World-Renowned Pioneer of Communication Effectiveness, spoke to a large group of members about the importance of your professional image.
While it is near-impossible to encapsulate all the nuggets of her wisdom, here are a few take-aways based from those members:
Body language says a lot. Virginia illustrated this by asking the audience for adjectives to describe her as she entered a room slouching. We all had similar impressions. One of her points is that we all make judgments in a matter of seconds. Pick an outfit for the day, remember your audience, and consider the event carefully. It’s important to ‘learn the dance.’ Dancing, yoga, and sports help improve your ‘dance.’
Focus on breathing deeply. Virginia will not go through one week without a 2-hour yoga session, for the sake of her loved ones! Learning to take deep breaths helps calm you and increase focus.
Recognize there are gender differences. Women tend to position themselves in an asymmetrical positions, while men exude confidence by taking a symmetrical spot. She asked us to sit in symmetrically - no leg-crossing or tilted heads, for example. It was unanimous that we appeared to be more balanced and sturdy.
The majority of participant surveys returned gave this event a resounding “Excellent” rating!
We thank Springboard and Paul, Hastings, Janofsky & Walker LLP for their support. For more information on our co-sponsors, see their websites: www.springboardleadership.com/about_philosophy.shtml and www.paulhastings.com
Mentoring, Part 3: Developing A Productive Mentoring Relationship
By Sunita Chaudhuri and Janice Won, AWLN Co-Executive VPs
This article is the third in a series of articles on mentoring.
Our last article provided useful tips on finding a mentor who can help you achieve specific goals. Once you’ve found a mentor, how do you ensure success of the mentoring relationship - for you and for your mentor?
Establish a common understanding of your goals and mutually agree on the parameters for your mentoring relationship. How often and when you’ll generally meet? What are the preferred means contact? It is the protégé’s responsibility to initiate the meetings, and the mentor’s responsibility to be available and accessible.
Build an atmosphere of mutual trust. Respect the confidentiality of discussions between you so that there can be an open dialogue about a broad range of topics. Self-disclosure involves taking some risks in raising sensitive issues you might not ordinarily discuss within your own corporate culture. However, a mentor who respects confidentiality and provides you with a safe environment to talk about difficult topics will ultimately be able to engage in productive brainstorming on approaches for handling these situations.
Be open to constructive advice. Feedback should be valued, whether or not you might agree with it. Making it easier for your mentor to give you straight feedback will maximize your opportunities for finding solutions to tough situations you may encounter in your career. Your mentor offers guidance, but only you can decide what is best for you.
Evaluate your relationship periodically. How has your career changed since the beginning of the relationship? Are mentoring discussions productive? It is important to talk to your mentor about actions you took to achieve your goals and how effective they were. Debriefing with one another will keep your mentoring relationship results-oriented.
As you begin to achieve your goals and become more independent, your mentoring relationship may come to an end. Continue to stay connected and build on the learnings gained during the relationship. It is important to have a number of different mentors to provide you with different perspectives as your career develops.