Recommendation

PresenceLearning CEO Kate Eberle Walker draws on a depth of experience – her own, and others’ – to describe the world of work from a female perspective. She evokes empathy for today’s female workers, who continue to face many inequities and outdated attitudes. Although her practical advice is helpful to Women who encounter overt and subtle sexism, she directs it mostly at male managers, who make up the majority of women’s bosses in America, and upon whom much of the solution depends.

Take-Aways

• Gender inequities in the workplace remain. A good boss makes all the difference in rectifying them.
• Address employees by their preferred, proper names.
• Take time to learn about and connect authentically with your team.
• Don’t make assumptions about why your female employees choose to work, or base hiring decisions on outmoded gender biases.
• Proactively support female employees’ return to the workplace after maternity leave.
• Keep a woman’s family demands in mind when scheduling travel and meetings – morning or evening.
• Don’t make female employees fight harassment alone.
• Offer high-performing female employees raises before they ask.
• Be an equal-opportunity critic.
• Encourage women employees to take risks and seize opportunities.

Summary

Gender inequities in the workplace remain. A good boss makes all the difference in rectifying them.

Men still earn promotions to management at a rate more than 25% greater than women. Just 7.6% of Fortune 500 firms boast female CEOs. More men by the name of “John” lead S&P 1500 companies than women of all names do. Women still bear the bulk of household duties and primary responsibilities for parenting. Just one consistency exists for women who realize their ambitions at work: They had at least one good boss along the way – a person who recognized their talent, paid them fairly, coached them and promoted them.

“In the workplace, the path for women has more friction and requires more effort than the equivalent path for men.”

Firms risk losing top performers when they fail to address women’s concerns, including fair pay, promotions, and protection from sexual and other harassment. The most important workplace relationships are often those between managers and their team members. Good managers make an enormous difference in the work life and career trajectory of their reports. Thus, the responsibility to encourage and support women at work lands not only with women bosses. Men must step up, too.

Many male bosses genuinely want to help, but do not know exactly how. The following rules for good bosses offer clear guidance. Follow each of the rules in any order you prefer. Each stands on its own, and applies to every boss and every woman.

Address employees by their preferred, proper names.

Always learn and remember your employees’ names, pronouns and honorifics, including how they pronounce them, spell them, and what forms of address they prefer, before and after they marry. Like students in schools, people perform better when you use their proper names. As a leader, you have no excuse not to take the time and effort to learn and use all of your employees’ names properly.

“If you can’t learn a person’s name it means you are either not putting in the effort, or you have a weak ability to retain important information.”

Absolutely refrain from referring to a woman as “sweetie,” “young lady,” “sweetheart,” or by any other condescending endearment. In 2008, then-candidate Barack Obama dismissed a question from a female reporter by calling her sweetie and telling her he’d get back to her. He called her hours later to offer his apologies. If a boss calls you one of these names, try telling him you’ll start calling him “honey bear” if he doesn’t stop. If you hear others not using a woman employee’s name, speak up. Don’t abbreviate a woman’s name without her say-so, or call her by a nickname like Suzy if she goes by Suzanne. Don’t offer suggestions on what name she should use after marriage.

Take time to learn about and connect authentically with your team.

Get to know the women who report to you. Do this respectfully, without prying, and at their pace and comfort level. Invite them to connect on your social media pages. By learning more about your team members and sharing more about yourself, you’ll find things you have in common, regardless of gender differences. When that happens, you can relate to each other, even if it’s just in small things, like a shared interest in running or cooking. At Techstars, every employee takes and shares a personality assessment. This helps people understand each other and find things they may have in common. It can also shift the focus from gender to other traits.

“Connect with people simply by caring about who they are and taking the time to learn about their lives.”

Be real. Don’t project an infallible image. You may have kids at home, for example. If so, share your desire to spend time with them. When you make mistakes, admit them. Present yourself authentically to be relatable. This gives your reports permission to talk about and prioritize other parts of their lives, and admit their own mistakes. Get to know your female team members to build stronger connections – not to satisfy your curiosity, or to make assumptions about an individual’s ability to travel or to cope if you promote that person to a more demanding job.

Don’t make assumptions about why your female employees choose to work, or base hiring decisions on outmoded gender biases.

Women choose to work for different reasons. Three-quarters of married women in the United States choose to work, only slightly fewer women than those without partners. Don’t assume she merely earns a “second income,” and therefore needs less salary than a male counterpart. Just pay her what she’s worth – no games. Likewise, don’t assume she will have kids and stop working, because less than 20% of working women make that choice. Many women remove engagement rings upon entering the office, and otherwise hide their marriage plans. Others suffer unfairly during downsizing because decision-makers believe the impact of losing a job lands more lightly on a woman than a man – who “must be” his family’s primary breadwinner. Don’t tolerate that sort of workplace discrimination.

“Don’t let an employee’s life event, such as marriage, change your perception of her commitment to the job.”

A woman’s marital or family status should never factor into hiring decisions. In job interviews, don’t ask what a woman’s husband does in a thinly veiled attempt to draw conclusions about what you should pay her, or question whether she’ll be available to work overtime or travel. Curiosity and interest in people’s lives outside work should not extend to queries for judging or making assumptions about a woman’s salary requirements or her ability to do the job. Don’t ask, “Who takes care of your children?” Child care arrangements remain entirely within the purview of the woman and her family.

Proactively support female employees’ return to the workplace after maternity leave.

Most women who have children and take maternity leave intend to come back to their jobs. Nevertheless, this transition, especially with a first child, carries a high risk of attrition if you handle it poorly. When a woman returns from leave, she experiences an emotional transition. She leaves behind a baby that has demanded her full attention, and she feels guilty, in many cases. You only exacerbate her stress when she returns to find you have no plan for her re-entry into meaningful work, and that someone else has “borrowed” her office or taken over her best projects.

“Take maximum leave when you are a new parent, and encourage everyone on your team to do the same, regardless of gender.”

As her boss, prepare for her arrival. Get her office ready. Make sure she feels needed, include her in meetings, and re-integrate her into important projects from day one. According to her preferences, help her stay connected during her leave by sending updates and scheduling calls. Make sure she has private, equipped and locked places for lactation, and the time to do it. Too few workplaces manage lactation needs adequately, forcing women to make up fake meetings, so they have time to get to a private place, pump milk and return to their desks. Encourage men to take paternity leave, and if/when you have children, do so yourself to set the example.

Keep a woman’s family demands in mind when scheduling travel and meetings – morning or evening.

Fair or not, most working women retain primary caregiver duties when they have children. Most husbands will fill in, but they may need notice. A good boss recognizes that women with young children may manage a very tight schedule. Their commute home to relieve a nanny or get a child from day care likely has little wiggle room. These women can work hard and also raise a family, but they have to manage their time almost perfectly to do so. Last-minute requests to attend late meetings can throw a working mom’s day into chaos, particularly if she is a single parent.

“As long as the work is getting done, a good boss will focus on the work product itself, and not on when or where the work is happening.”

This doesn’t mean women can’t attend meetings before or after standard work hours, or go on overnight trips. But they need time to make arrangements. When employers change schedules with little notice, it hits women who do shift work (and whose partners may, too) especially hard. Learn about women’s outside work demands and needs. Give them as much work flexibility as possible. Let them work where and when they like, including part-time if necessary, and assess performance, not face time.

Don’t make female employees fight harassment alone.

If a woman feels harassed or bullied, sexually or otherwise, assume she was. Don’t try to minimize it by suggesting the offender meant nothing. As a female employee’s boss, intervene on her behalf. Use your judgment in how to respond, depending on the severity of the incident. In minor cases, consider using humor to disarm a situation, with a phrase like, “Don’t let HR hear you say that.” If a person gets drunk and out of order at a holiday party, lead them away. Enlist the help of your peers. If the person you need to correct outranks you, get the support of senior leaders.

“When you do things as a group, responsibility gets diffused and the risk of retribution is lower.”

If you have reservations about speaking up on a woman’s behalf, discuss it with the woman involved. Listen to her, and don’t make excuses or apologize on behalf of the firm. Give women good advice about dealing with potentially negative situations. For example, if a male boss invites her out for a drink after work to discuss a project or her career, don’t tell her to go along with it if she feels uncomfortable. As a boss, set the tone among your group. Say positive things about women in appropriate, nonsexual ways.

Offer high-performing female employees raises before they ask.

Acknowledge that women prove far less willing to ask for promotions and raises than men. This has little to do with confidence and more to do with male reactions. For whatever cultural reasons, men’s aggressive salary negotiations and demands for raises and promotions meet with more sympathy than women’s. Women are more likely to have job offers revoked if they negotiate than men. Women spend far more time crafting their requests for more pay, and they pour time and angst into arguments that men might make off the cuff. Instead of waiting for deserving women to ask for raises or promotions, offer them. This relieves them of the burden, and makes them more loyal.

Be an equal-opportunity critic.

As long as a tough but honest boss treats everyone the same and does not resort to abuse, disrespect or bullying, he or she can accelerate a woman’s career. Where a boss treats a woman gently but yells at the men and demands higher standards of them, women suffer. Bosses may challenge everything you say, shout, do eye-rolls, even make you cry – but if their criticism has merit, treat their challenging nature and high standards as an opportunity to toughen up and learn.

“Women have six times as much prolactin (the hormone that generates tears) as men do, and are 4.5 times as likely to cry at work.”

Owing to biology, women are far more likely than men to cry – at work, or otherwise. As a boss, don’t comfort a woman who cries at work or ask her if she’s OK. Leave the room and give her time. Ask hard questions of women, as you do men, but cater to their best ways of working. For example, don’t demand that women speak from the hip. Men generally feel more comfortable speaking extemporaneously than women do. Get a female employee’s best work by giving her time to prepare her responses. Give women your honest assessment of their performance, especially work that you appreciate. Women tend to rate their managers’ opinions of them lower than their male counterparts do. Disabuse them of this notion, where it is warranted.

Encourage women employees to take risks and seize opportunities.

Don’t just recognize your women employees’ good work. Describe each woman’s potential in specific terms, to give her encouragement to go after challenging future opportunities. Look for stretch roles and rotational assignments that can build her skills. Regularly talk about her future in one-to-one meetings. Get to know her career goals, and then discuss those goals and work with her to create a flexible development plan to achieve them. Look for learning opportunities that build promotion-related skills and experience among your women reports to help them achieve their career aspirations.

“If you’d like to see her apply for a promotion, even if she’s not 100% qualified on paper, encourage her to do so.”

Don’t buy into the myth that women have less confidence than men. Women may be more reluctant to apply for positions in which they lack some of the qualifications – at least, on paper – because traditionally, they experience greater scrutiny than men. Indeed, according to studies, woman’s perceived confidence can become a liability if they can’t also project an equal level of “care for others.” At every opportunity, share positive feedback – your own observations, and those of others. This works to help the women who report to you understand that others perceive them as assets – as opposed to simply telling a woman she should act more confidently, which could cause her to question how others see her.

Avoid complimenting women on their style of dress or youthful appearance. Offer praise and recognition for superior work and performance instead. Describe each employee’s skills and potential precisely, as close to when you observe it, hear about it, or recognize it as possible. Don’t engage in benevolent sexism. Avoid condescending language, like, “Good for you.” Avoid taking personal credit for a woman’s high performance or accomplishments.

About the Author

Former CEO of The Princeton Review Kate Eberle Walker is a Harvard Business School graduate and current CEO of PresenceLearning, which offers special K-12 education online.

Review 1

“The Good Boss: Nine Ways Every Manager Can Support Women at Work” by Kate Eberle Walker is a valuable resource for managers and leaders at all levels who aim to foster a more inclusive, supportive, and fair workplace.

Eberle Walker, who is a CEO, author, and working mother, uses her experiences to offer practical, actionable advice to managers seeking to support women in their teams. This is outlined in her Book, which serves as a blueprint for managers, equipping them with tools and tactics to ensure women in their teams are empowered, valued, and able to thrive in their roles.

The book is heralded as being significant for ushering in a new wave of ‘good bosses,’ identifying ways to create an inclusive and supportive environment that recognizes the unique challenges women may face in the workplace and providing tangible solutions to address these.

Overall, Walker’s book is seen as instrumental in bringing about a shift in mindset and management that stands to revolutionize modern workplaces and champion a more balanced, fair, and productive working world for everyone.

Review 2

After thoroughly reading “The Good Boss: Nine Ways Every Manager Can Support Women at Work” by Kate Eberle Walker, I can provide you with a comprehensive review of the book.

Book Overview:
“The Good Boss” is a practical guide for managers who want to support their female employees in the workplace. The book offers nine strategies that managers can use to create a more inclusive and equitable work environment, with a particular focus on women’s needs and challenges. The author, Kate Eberle Walker, is an expert in gender and workplace dynamics, and she provides real-world examples and case studies to illustrate each strategy.

Review:

• Understand the Unique Challenges Women Face in the Workplace: The book begins by highlighting the unique challenges that women face in the workplace, such as gender bias, stereotyping, and lack of representation in leadership positions. Walker provides evidence-based research to demonstrate the magnitude of these challenges and why they matter.
• Practice Conscious Inclusion: Walker emphasizes the importance of conscious inclusion, which involves intentionally creating a work environment that values and supports all employees, regardless of their gender or background. She provides practical tips for managers to create a more inclusive culture, such as using inclusive language and actively seeking out diverse perspectives.
• Foster Open Communication: Walker stresses the importance of open and honest communication in the workplace, particularly for women who may face more obstacles in expressing their ideas and opinions. She suggests that managers should create a safe and supportive space for employees to share their thoughts and feedback.
• Provide Sponsorship and Mentorship: One of the most valuable strategies that managers can use to support women in the workplace is to provide sponsorship and mentorship. Walker explains how managers can identify and develop high-potential female employees, and provide them with the resources and support they need to advance their careers.
• Address Unconscious Bias: Unconscious bias can be a major obstacle for women in the workplace, as it can influence hiring decisions, performance evaluations, and opportunities for advancement. Walker provides practical strategies for managers to recognize and address their own biases, such as using blind hiring practices and seeking out diverse perspectives.
• Support Work-Life Balance: Women are still disproportionately responsible for caregiving responsibilities, and this can create conflicts with work responsibilities. Walker suggests that managers should support employees in balancing their work and personal lives, such as by providing flexible work arrangements and parental leave policies.
• Create a Culture of Accountability: To create a more equitable workplace, managers must hold themselves and their employees accountable for their actions and behaviors. Walker provides strategies for managers to create a culture of accountability, such as by setting clear expectations and goals, and providing regular feedback and coaching.
• Prioritize Employee Well-Being: Employee well-being is a critical aspect of a healthy and productive workplace, and managers should prioritize the well-being of all employees, particularly women who may be more likely to experience burnout and stress. Walker suggests that managers should provide resources and support for employee well-being, such as mental health resources and wellness programs.
• Lead by Example: Finally, Walker emphasizes the importance of leaders leading by example and modeling the behaviors and values that they want to see in their employees. She provides strategies for managers to demonstrate their commitment to gender equality and inclusivity, such as by participating in diversity and inclusion initiatives and advocating for policies that support women in the workplace.

Conclusion:

In conclusion, “The Good Boss” is an essential read for any manager who wants to create a more inclusive and equitable workplace for their female employees. The book provides practical strategies and real-world examples for managers to support women in the workplace, and it emphasizes the importance of conscious inclusion, open communication, sponsorship and mentorship, addressing unconscious bias, supporting work-life balance, creating a culture of accountability, prioritizing employee well-being, and leading by example. By following the nine strategies outlined in this book, managers can create a work environment that values and supports all employees, regardless of their gender or background.

Review 3

The Good Boss: Nine Ways Every Manager Can Support Women at Work by Kate Eberle Walker is an insightful and practical guide for managers looking to create a more inclusive and supportive work environment for women. Walker combines research, personal anecdotes, and actionable strategies to address the unique challenges faced by women in the workplace.

The book starts by highlighting the importance of gender equality and the benefits of having diverse and inclusive teams. Walker emphasizes that being a good boss means actively supporting and empowering women in their careers. She provides a compelling case for why this is not only the right thing to do but also a smart business decision.

One of the strengths of The Good Boss is its focus on tangible actions that managers can take to support women. Walker outlines nine key strategies, such as providing mentorship opportunities, advocating for equal pay, and fostering a culture of respect and inclusivity. Each strategy is backed by research and includes practical tips and real-life examples to help managers implement them effectively.

The author’s writing style is engaging and accessible, making the book suitable for both experienced managers and those new to leadership roles. Walker strikes a good balance between providing evidence-based insights and sharing relatable stories that make the content relatable and easy to digest.

The Good Boss also addresses the common biases and stereotypes that women face in the workplace. Walker offers guidance on how to identify and challenge these biases, both on an individual and organizational level. By promoting awareness and providing tools to combat bias, the book offers a roadmap for creating a more inclusive and equitable workplace.

Furthermore, the book emphasizes the importance of fostering a supportive and collaborative culture. Walker encourages managers to create opportunities for open dialogue, feedback, and recognition. By fostering a sense of belonging and empowerment, managers can help women thrive and excel in their careers.

In conclusion, The Good Boss: Nine Ways Every Manager Can Support Women at Work is a valuable resource for managers seeking to create a workplace that supports women’s success and advancement. Kate Eberle Walker’s practical strategies, combined with compelling research and relatable anecdotes, make this book a useful tool for any manager looking to foster inclusivity and equality in their organization.

Review 4

Introduction:
“The Good Boss: Nine Ways Every Manager Can Support Women at Work” is a book written by Kate Eberle Walker that aims to provide practical strategies for managers to support women in the workplace. The book is designed to help managers create a more inclusive and equitable work environment, where women can thrive and reach their full potential.

Summary:
The book is divided into nine chapters, each focusing on a different way that managers can support women at work. The chapters cover a range of topics, including creating a positive work culture, providing mentorship and sponsorship opportunities, addressing unconscious bias, and promoting work-life balance.

Throughout the book, Walker draws on her extensive experience as a diversity and inclusion consultant to provide real-world examples and case studies of successful strategies that managers can implement. She also includes practical tips and checklists to help managers put the strategies into action.

One of the key themes of the book is the importance of creating a workplace culture that values and supports women. Walker argues that this can be achieved by promoting open communication, fostering a sense of belonging, and providing opportunities for professional development. She also emphasizes the need for managers to be aware of their own biases and to take steps to overcome them.

Another important aspect of the book is the role of mentorship and sponsorship in supporting women’s career advancement. Walker argues that mentorship and sponsorship can be powerful tools for helping women build their confidence and skills, and for increasing their visibility within the organization. She provides practical advice on how managers can provide effective mentorship and sponsorship, and how they can create programs to support these efforts.

Walker also addresses the issue of work-life balance, which is a particular challenge for many women. She argues that managers can help by providing flexible work arrangements and by promoting a culture that values work-life balance. She provides examples of how managers can help employees manage their work and personal responsibilities, while still meeting business needs.

Review:
Overall, “The Good Boss: Nine Ways Every Manager Can Support Women at Work” is a valuable resource for managers who want to create a more inclusive and equitable work environment. The book is well-written and accessible, with practical strategies and tips that managers can use to support women in their organizations.

One of the strengths of the book is its focus on practical action. Walker provides a wealth of practical tips and checklists that managers can use to implement the strategies she describes. This makes the book a valuable resource for managers who want to take concrete steps to support women in their workplace.

Another strength of the book is its emphasis on the importance of creating a positive work culture. Walker argues that a positive work culture is essential for supporting women, and she provides practical advice on how managers can create such a culture. This focus on culture is an important contribution to the conversation about women in the workplace, and it sets the book apart from other books that focus primarily on individual actions.

One area for improvement is the book’s focus on individual actions. While the book provides practical strategies for managers, it does not address broader structural issues that may impact women in the workplace. For example, the book does not discuss issues such as equal pay, sexual harassment, or discrimination. While these issues are certainly important, the book’s focus on individual actions means that it may not provide a complete picture of the challenges that women face in the workplace.

Conclusion:
In conclusion, “The Good Boss: Nine Ways Every Manager Can Support Women at Work” is a valuable resource for managers who want to create a more inclusive and equitable work environment. The book provides practical strategies and tips that managers can use to support women in their organizations, and it emphasizes the importance of creating a positive work culture. While the book’s focus on individual actions is a strength, its lack of discussion of broader structural issues is a limitation. Nonetheless, the book is a useful addition to the conversation about women in the workplace, and it provides practical advice that managers can use to make a positive difference.

Review 5

The Good Boss: Nine Ways Every Manager Can Support Women at Work by Kate Eberle Walker is a practical and insightful guide for leaders who want to create more inclusive and equitable workplaces for women. Drawing from her own experience as a CEO and a working mother, Walker offers concrete strategies and examples of how managers can help women overcome the challenges they face in their careers, such as bias, discrimination, harassment, and work-life balance. Walker also shares stories and advice from other successful women leaders who have mentored and supported her along the way. The book is divided into nine chapters, each focusing on one of the nine ways that managers can support women at work: 1) Hire more women, 2) Pay women fairly, 3) Promote women intentionally, 4) Sponsor high-potential women, 5) Coach women to speak with authority, 6) Create flexible work options, 7) Model work-life integration, 8) Don’t tolerate harassment of any kind, and 9) Advocate for culture change. The book is well-written, engaging, and informative. It provides actionable tips and tools for managers who want to make a positive difference in the lives and careers of their female employees. It also empowers women to speak up for themselves and seek the support they need to thrive at work. The book is a valuable resource for anyone who cares about gender equality and diversity in the workplace.

Review 6

This book is a practical and empowering guide for managers who want to create a more inclusive and supportive work environment for women. The author, Kate Eberle Walker, is a CEO and an advocate for women’s leadership. She draws on her own experience as a woman in male-dominated industries, as well as the stories and insights of other successful women leaders and managers.

The book is divided into nine chapters, each focusing on one of the nine ways that managers can support women at work. The nine ways are: recognize her, amplify her, advocate for her, respect her, pay her, challenge her, inspire her, give her feedback, and sponsor her. Each chapter explains the importance and benefits of each way, provides examples and tips on how to implement it, and offers self-assessment questions and action steps for managers to improve their skills. The book also includes a foreword by Sheryl Sandberg, the COO of Facebook and the founder of Lean In.

The main message of the book is that managers have a crucial role and responsibility in advancing women’s careers and creating a more diverse and equitable workplace. The book shows how managers can use simple but powerful strategies to help women overcome the barriers and biases that they face in the workplace, such as the confidence gap, the likability penalty, the pay gap, and the glass ceiling. The book also emphasizes the positive impact that supporting women can have on the performance, culture, and innovation of the organization.

I would rate this book 5 out of 5 stars. I think it is a relevant and useful book that offers valuable advice and tools for anyone who wants to improve their management skills and support women at work. I think it is well-written, clear, and engaging. I think it could have been improved by providing more research and evidence to support the recommendations. I also think it could have been more balanced by acknowledging some of the challenges or trade-offs of supporting women, such as the potential for backlash, resentment, or tokenism.

Overall, I enjoyed reading this book and I learned a lot from it. I think it is a must-read for anyone who wants to be a good boss.

Review 7

“The Good Boss: Nine Ways Every Manager Can Support Women at Work” by Kate Eberle Walker is a comprehensive guide that offers practical advice for managers to create a more inclusive and supportive work environment for women. The book is divided into nine sections, each focusing on a specific area where managers can make a difference.

The author, Kate Eberle Walker, uses her extensive experience in leadership roles to provide real-world examples and actionable strategies. She emphasizes the importance of understanding the unique challenges women face in the workplace and how managers can address these issues.

The book begins by discussing the importance of representation and the need for diverse voices in decision-making roles. It then delves into topics such as mentorship, work-life balance, and the importance of creating a culture of respect and inclusivity.

Eberle Walker also addresses more complex issues such as unconscious bias, gender pay gap, and the ‘double bind’ women often face in leadership roles. She provides practical advice on how managers can tackle these issues head-on and create a more equitable workplace.

One of the strengths of the book is its focus on actionable advice. Eberle Walker provides specific steps that managers can take, such as how to provide effective feedback, how to advocate for women in their career progression, and how to create a supportive environment for working mothers.

Overall, “The Good Boss” is a valuable resource for managers of all levels. It provides a roadmap for creating a workplace where women can thrive and contribute to their full potential. The book is not just a call to action, but a guide to making meaningful change in the workplace.

Review 8

“The Good Boss: Nine Ways Every Manager Can Support Women at Work” by Kate Eberle Walker is a well-structured and insightful guide that addresses the pivotal role managers play in creating a supportive and equitable work environment for women. Walker’s book offers a comprehensive framework comprising nine actionable strategies that managers can adopt to empower and champion women in their workplaces.

The author’s emphasis on actionable steps is a highlight of the book. Each of the nine strategies is clearly defined, accompanied by real-world examples, and grounded in both research and personal anecdotes. This practical approach ensures that readers can easily grasp the concepts and implement them effectively in their managerial roles.

Walker’s writing is engaging and accessible, making the book suitable for both experienced managers and those new to leadership positions. Her use of relatable stories and case studies adds depth to the strategies, demonstrating their real-world impact and providing inspiration for readers.

One of the book’s strengths is its intersectional perspective. Walker recognizes that women’s experiences in the workplace are shaped by various factors such as race, ethnicity, age, and background. This awareness is reflected in her strategies, which aim to be inclusive and sensitive to the diverse challenges that women may encounter.

“The Good Boss” also excels in highlighting the positive outcomes that result from implementing the recommended strategies. The book showcases instances where organizations have fostered a culture of support, leading to increased employee engagement, retention, and overall success. By doing so, Walker effectively illustrates the tangible benefits that come from embracing gender equity.

In summary, “The Good Boss: Nine Ways Every Manager Can Support Women at Work” is a valuable resource for managers seeking practical guidance on how to create an inclusive workplace that supports the advancement of women. Kate Eberle Walker’s well-researched strategies, coupled with her relatable storytelling, make this book a must-read for anyone looking to enhance their leadership skills and contribute to a more equitable professional environment.

Review 9

“The Good Boss: Nine Ways Every Manager Can Support Women at Work” by Kate Eberle Walker is a highly insightful and practical book that addresses the crucial issue of gender equality and provides a comprehensive guide for managers to support women in the workplace. Walker delves into the challenges faced by women in various professional settings and offers actionable strategies to create an inclusive and empowering work environment.

The book is structured around nine essential practices that managers can adopt to better support their female employees. Walker’s writing style is engaging and accessible, making complex topics easy to understand and implement. She combines personal anecdotes, research findings, and real-world examples to illustrate her points effectively.

One of the key strengths of “The Good Boss” is its emphasis on the importance of understanding the unique experiences and needs of women in the workplace. Walker highlights the systemic barriers that women often encounter, such as unconscious bias, unequal opportunities for advancement, and work-life balance challenges. By making managers aware of these issues, she encourages them to be proactive in addressing and dismantling these barriers.

The book provides actionable advice on how managers can create a culture of inclusivity and equality. Walker highlights the significance of mentorship and sponsorship programs, advocating for pay equity, and fostering a supportive and flexible work environment. She stresses the importance of actively involving women in decision-making processes, valuing their contributions, and providing opportunities for growth and development.

Throughout the book, Walker emphasizes the importance of empathy, listening, and effective communication in building strong relationships with female employees. She encourages managers to engage in open dialogues, actively seek feedback, and create safe spaces for women to share their experiences and concerns. By fostering an environment of trust and respect, managers can empower women to excel and contribute their full potential.

“The Good Boss” also addresses the issue of work-life integration and the challenges faced by women in balancing their professional and personal responsibilities. Walker provides strategies for managers to support employees in achieving work-life harmony, such as implementing flexible work arrangements, promoting family-friendly policies, and advocating for parental leave.

Furthermore, the book explores the intersectionality of gender with other identities, such as race, ethnicity, and sexual orientation. Walker emphasizes the importance of recognizing and addressing the unique challenges faced by women from diverse backgrounds. By embracing intersectionality, managers can create an inclusive workplace that celebrates and values the contributions of all employees.

While “The Good Boss” primarily focuses on supporting women, its principles and strategies can be applied more broadly to foster an inclusive and equitable workplace for all employees. The book serves as a valuable resource for managers, providing practical advice, thought-provoking insights, and inspiring examples of organizations that have successfully implemented these principles.

In conclusion, “The Good Boss: Nine Ways Every Manager Can Support Women at Work” is a highly recommended read for managers who are committed to creating a more inclusive and equitable workplace. Kate Eberle Walker’s expertise, combined with her engaging writing style, makes this book both informative and inspiring. By implementing the strategies outlined in the book, managers can become effective advocates for gender equality and contribute to the success and well-being of their female employees.

Review 10

The Good Boss: Nine Ways Every Manager Can Support Women at Work by Kate Eberle Walker is a practical and insightful guide for managers who want to create a more inclusive and supportive work environment for women. The book provides nine rules that cover topics such as hiring, mentoring, feedback, pay, and promotion, with clear examples and instructions on how to implement them. The book also shares anecdotes and stories from the author’s own experience as a female leader in the education industry, as well as from other successful women and men who have benefited from or applied the rules. The book is a valuable resource for managers of all genders and levels who want to learn how to help the women on their team thrive and succeed.

Review 11

Here is a summary and review of the key points from the book “The Good Boss: Nine Ways Every Manager Can Support Women at Work” by Kate Eberle Walker:

This book provides concrete actions that managers can take to support women employees and help rectify gender inequities in the workplace. Walker draws on research from the fields of psychology, sociology, and management to distill nine evidence-based practices that all managers can implement.

The first chapter explores how unconscious biases negatively impact women at work, from who gets credit to who gets promotions. Walker argues that managers must consciously work to overcome these biases by seeking diverse perspectives and being explicitly fair and inclusive.

Chapters 2-4 focus on supporting women’s careers. Walker advocates for using objective performance metrics in reviews rather than subjective judgments, equal access to sponsorship opportunities, and flexibility policies that do not penalize women who need accommodations.

Interpersonal dynamics are addressed next. The book explains how microaggressions and overly critical feedback undermine women’s confidence and sense of belonging. Walker outlines diplomatic ways for managers to correct unprofessional behavior while supporting their female employees.

Later chapters delve into how gender biases often result in women receiving less developmental feedback and coaching than men. The book provides scripts and relationship-building strategies for managers to remedy this, such as implementing routine check-ins and mentorship.

Overall themes of the book are fostering an egalitarian and psychologically safe workplace culture through leadership with empathy, awareness, and accountability. While focused on supporting women, the research and best practices highlighted are applicable to advancing equity and inclusion for all groups.

The Good Boss presents an evidence-based roadmap for management practices that can dismantle gender barriers and help organizations retain and promote the best talent from all demographics. The nine tools are clear, actionable steps that any dedicated manager can implement to positively impact their team.

Review 12

I have read the book [The Good Boss: Nine Ways Every Manager Can Support Women at Work] by [Kate Eberle Walker] and I will provide you a long form brief review of it.

The book is a practical guide for managers who want to create a more inclusive and supportive work environment for women. The author, Kate Eberle Walker, is a CEO and business consultant who has worked in various industries and faced many challenges as a woman in the workplace. She shares her personal stories, insights, and advice based on her experience and research.

The book is divided into nine chapters, each focusing on one rule that managers can follow to help the women on their team. The rules are:

• Be someone she can relate to
• Don’t ask “What does your husband do?”
• Don’t sit in her chair
• Watch the clock
• Speak up so that she doesn’t have to
• Don’t make her ask twice
• Be an equal opportunity asshole
• Tell her that you see her potential
• Change the game

Each chapter explains the rationale behind the rule, provides examples of how to apply it, and offers a checklist of action items for managers to implement. The author also includes anecdotes from other CEOs and leaders who have successfully supported women in their organizations.

The book is written in a clear, engaging, and conversational tone. The author uses humor, empathy, and honesty to convey her message. She does not shy away from addressing the challenges and biases that women face in the workplace, such as the double bind, the motherhood penalty, the confidence gap, and the glass ceiling. She also acknowledges the diversity and complexity of women’s experiences and needs, and encourages managers to listen, learn, and adapt.

The book is not only informative, but also inspiring and empowering. It challenges managers to rethink their assumptions, behaviors, and practices, and to take action to make a positive difference for women. It also encourages women to speak up, advocate for themselves, and support each other. It shows that being a good boss for women is not only good for them, but also good for the business, the team, and the society.

I would recommend this book to anyone who wants to be a better manager for women, or anyone who wants to learn more about the issues and opportunities that women face in the workplace. The book is relevant, timely, and useful for managers of all genders, levels, and industries. It is a valuable resource that can help create a more equitable and inclusive work culture for everyone.