1. GLASS CEILING POLITICAL MATURATION OF FEMALE MANAGERS

2. ISSUES WITH INCREASED WOMEN AT WORK SEXUAL HARRASSMENT COMPARATIVE WORTH GLASS CEILING

3. CENTRAL QUESTION HOW DO WOMEN BREAK THE GLASS CEILING

4. METHODOLOGY ASK WOMEN WHO ROSE TO THE TOP THREE TIERS IN FORTUNE 500 COMPANIES

5. OTHER SALIENT QUESTIONS ON THE CAREERS MOBILITY OF WOMEN HOW MANY OF THEM DO NOT MAKE IT TO THE TOP TIERS IN THEIR COMPANIES? WHAT HINDERS THEIR CAREER PROGRESS

6. IMPLICIT ASSUMPTION IN THE MAINIERO ARTICLE WOMEN WHO DO NOT LEARN TO PLAY THE ORGANIZATIONAL POLITICS FAIL TO MAKE THE UPWARD CAREER PROGRESS

7. MAIN ARGUMENT DELICATE POLITICAL SKILLS ARE REQUIRED FOR WOMEN’S CAREER ADVANCEMENTS

8. COUNTER ARGUMENT WOMEN DO NOT HAVE TO PLAY THE POLITICAL GAME JUST DO THE JOB. DO IT WELL. BEWARE OF WHAT IS GOING ON. BE SMART ABOUT MANAGING YOUR CAREER BE SURE TO ACQUIRE THE RIGHT RESOURCES TO GET YOUR JOB DONE

9. POLITICAL MATURATION PROCESS POLITICAL NAIVETTE BUILDING CREDIBILITY REFINING A STYLE SHOULDERING RESPONSIBILITIES

10. POLITICAL NAIVETTE BEGINS WITH IGNORANCE OF POLITICS IN THE FIRM LACK OF AWARENESS ABOUT HOW ONE SHOULD BEHAVE AND INSISTENCE ON SPEAKING THE TRUTH LITTLE KNOWLEDGE ABOUT THE CORPORATE CULTURE NO AWARENESS OF POPULAR VIEWPOINTS NON-CONFORMIST BEHAVIORS AND VIEWS

11. LEARNING IN STAGE 1 TOP PERFORMANCE IS THE KEY PERFORMANCE WILL SHIELD WOMEN FROM POLITICAL BLUNDERS SPEAKING THE TRUTH WITHOUT GETTING FIRED FOR IT LEARN THE CORPORATE CULTURE FAST TEMPER OUTSPOKENNNES WITH THE CORPORATE CULTURE, DO NOT LOSE IT

12. BUILDING CREDIBILITY AMONG SUBORDINATES, PEERS AND BOSSES. BUILD A TRACK RECORD OF ACCOMPLISHMENT –TURNAROUND –PERFORM AGAINST THE STREOTYPE –WORK WITHIN THE SYSTEM, ONLY MUCH BETTER –WORK HARD, HARDER THAN OTHERS –ESTABLISH A SOLID AND UNQUESTIONED RECORD

13. SECOND STAGE LEARNING BUILD VISIBILITY –INVOLVE IN INNOVATIVE PROJECTS NEW PRODUCT INTRODUCTIONS NEW MARKET DEVELOPMENT NEW REPORTING SYSTEMS BUILD ALLIANCES INSIDE OUTSIDE

14. REFINE A UNIQUE STYLE REFOCUS ATTENTION MORE TOWARDS SUBORDINATES LESS FOR BOSSES AND PEERS MORE DELEGATION DIRECT BUT INTERACTIVE STYLE PERSONAL INFLUENCE OPEN STYLE GOOD, SOLID PEOPLE MANAGER KEEP NETWORKING

15. SKILLS AT STAGE THREE CREATE A VISION PROVIDE RESOURCES EMPOWER SUBORDINATES PEOPLE ORIENTED MANAGEMENT SHARE POWER AND INFORMATION HELP THEM FEEL GOOD ABOUT THEMSELVES. ENHANCE THEIR SELF WORTH BE TOUGH AND STRONGLY ASSERTIVE WHEN NEEDED

16. SHOULDER RESPONSIBILITY ACCEPT ASSIGNMENTS AND INCREASING LINE RESPONSIBILITY ACCEPT CRITICAL AND TOUGH ASSIGNMENTS ADJUST TO BEING THE ONLY WOMEN IN THE RANK BUILD COALITIONS AND SUPPORT MENTOR OTHERS MANAGE LIFE BALANCE, YOU ARE A ROLE MODEL!

17. SUMMARY WOMEN WHO BREAK THE GLASS CEILING ARE –DIRECT –BLUNT –TRUTHFUL –POLITICALLY SEASONED NETWORKING SKILLS COMMUNICATION SKILLS CULTURAL SKILLS TRANSFORMATIVE LEADERSHIP SKILLS USE POWER FOR OTHERS AS WELL AS THEIR OWN PURPOSES