Today’s Business Week Online contained an intriguing article entitled, “This Time It’s Mine: Why high-powered women are leaving Corporate America to become entrepreneurs.” The article cites research from Catalyst stating that although women represent 46% of the nation’s workforce (and growing), they only hold about 6% of the highest-paying positions. Frustration has led many high powered women to leave the rungs of corporate ladders to build their own future. This exodus from the Fortune 500 is not primarily based on financial motivations. Instead, they are driven by the idea of “doing it my way” by exercising complete or nearly complete control over either newly created enterprises or smaller existing organizations.

For those seeking venture funding for their new initiatives, shocking findings by Chicago marketing firm re:invention and their study partner Growthink Research show that of the $19 billion in venture capital in 2003, only 4.2% was for women-led firms. To assist with these and other barriers to entry, the United States Small Business Administration has created a destination site called the Office of Women’s Business Ownership. Director Wilma Goldstein, an advocate for women business owners in both the public and private sector, leads this center. Director Goldstein also governs the Women’s Network for Entrepreneurial Training, which facilitates interaction between successful women CEOs and small business owners.

Perhaps I should not be surprised by the lack of diversity at the top of most organizations, yet I continue to observe unfounded social stigmas associated with minority leaders. And the irony was not lost on anyone when Harvard announced their first female President following the ridiculous statements of her predecessor.

Here’s to hoping that opportunity and equal access are granted to all eligible leaders. A promise which - if kept, adopted and socially embraced - will stop warranting front-page news.

Let’s keep the conversation going.

As my wife and I strolled through the mall this past weekend, we stared in amazement as the overly stern-faced and frantic shoppers
rushed about. Had we time-warped to late November? Was there significance to the line at the jewelry counter? Why did it smell overwhelmingly of chocolate?

Oh, it’s nearly Valentine’s Day.

We had forgotten that the provisioning of goods is paramount to the survival of amorous relationships in today’s society. For us, a nice dinner with a few glasses of wine does the trick, but in general, Valentine’s Day is a tradition that promotes chocolate smiles and blooming buds over a heart-warming pattern of red and white. So who started this whole mess anyhow?

Leave it to the good folks of the History Channel to devote a complete minisite to this holiday. A few historical highlights:

·      Rumor has it that Saint Valentine gained fame after performing marriages against the decree of Emperor Claudius II (which outlawed marriage for young men under the belief that it made for better soldiers);

·      Valentine was put to death, and in 496 A.D., Pope Gelasius set aside February 14 to honor St. Valentine, the patron saint of lovers;

·      In 1835, his remains (we think) were given to Father John Spratt, whose Whitefriar Street Church in Dublin still displays the black and gold casket every Valentine’s Day; and

·      Now, approximately 180 million Valentine’s Day cards are sent each year to loved ones.

Like most holiday icons, I’m certain Saint Valentine would be horrified to see what we’ve made of his namesake. So off to the jewelry and flower shops we go, thankful for the fact that we won’t be put to death if the wrong bauble is selected. Ah, but the heart wants what the wallet gives….

Let’s keep the conversation love going.

In case you hadn’t noticed, the New York Times has recently changed its online policy to promote readership. That means you can go to http://www.nytimes.com and register, for free, thereby gaining access to one of the most widely read newspapers in the world.

As a business owner, consumption of this invaluable service ensures that I remain at least on par with over 20 million other individuals and businesses. In an era of overwhelming choice in information, the Times still carries disproportionate weight over many other news sources. You don’t have to agree with every OpEd to observe that coverage in the Times can make (and break) the back of emerging solutions and ideas. Hired media relations staff froth at the opportunity to place their clients wares within the highly selective pages of this paper, and like others I’m often surprised at what does make the cut. However, when I see an article such as Sunday’s piece on “For Entrepreneurs: A Crash Course in Accounting”, I can’t help but think that somewhere within the caffeinated walls of the twenty-four hour newsroom, someone is looking out for the little guy.

Let’s keep the conversation going.

The Office of Personnel Management (OPM) deployed its new Management Competency Assessment Tool, or MCAT, during a briefing to federal civilian agencies yesterday afternoon. In her January 25th memo to the Chief Human Capital Officers, Director Linda Springer stated:

“The MCAT is a Web-based instrument for assessing the skill levels of managers, supervisors, team leaders, and others in key leadership and performance management competencies. It allows an individual to conduct a self assessment and receive a supervisory assessment to determine competency strengths and areas for improvement. Agencies can use the results of the assessments to support their leadership competency gap analysis, succession management, and development efforts.”

According to a Government Executive article published yesterday, MCAT applies a five-level scale across twenty-eight leadership and six performance management competencies. GovExec also reports that the system is not mandatory, which is somewhat surprising given the results from the 2006 Federal Human Capital Survey which show that only 49% of respondents have a high level of respect for their organization’s senior leaders (question 36), with only 38% agreeing that their leaders generate high levels of motivation and commitment in the workforce (question 37).

With employee attraction and retention continuing to challenge both civilian and military agencies, significant enhancements to leadership approaches, accountability and sustainability need to occur. MCAT does represent a positive development, but without required participation, OPM may not see demonstrable results for quite some time.

Let’s keep the conversation going.