
In North America, this is traditionally the last week at work before the Christmas and Hanukkah holidays when most businesses and organizations slow down or close up altogether. Rather than writing my typical Christmas Blog, I thought I would salute the end of year reflection with a piece on Sheryl Sandberg’s book Lean In: Women, Work, and the Will to Lead published in 2013. Listening to the audio version of this book has been a great assist to my psychotherapy-informed coaching role with working professionals.
Written before the “Cancel Culture” and “Me Too” movements in 2015 and 2017 respectively, Sandberg scatters her chapters with pearls of wisdom that are applicable to all working professionals. She likens a person’s professional trajectory as a jungle gym instead of a ladder, and explains that most people’s climb up the proverbial corporate ladder is neither linear nor as planned as one might think. Sandberg actually challenges the use of developing long-term goals and instead fosters the importance of flexibility in the face of growth and change. It is as important to know when to move to another company, role, or line of work as it is to stay. Understanding the impact of ongoing obstacles at work in light of your own desires for growth and change may be a real indication that the environment is simply not the best place for you to thrive. She shares several examples where people move upwards in the face of adversity.
Over the course of the past six years in private practice, I have witnessed a number of high quality professionals feeling exasperated by a number of factors at work that mostly stifle professional growth and creativity. Often bogged-down by confusing processes for which few were accountable, many people just decided to leave and move on to new positions. High quality professionals and subject matter experts do have options, and have exercised them pre and post-Covid. Many workplaces have learned to accommodate up and coming talented employees who simply left environments that failed to understand the needs of growing families, team work, the impact of family medical emergencies on work, and the role of health insurance and financial benefits on health and wellbeing. Most successful companies have updated their approach to recruiting and maintaining productive professionals.
Sandberg cites many sources in her book that support her views about the impact of being female in the workplace, most specifically the negative impacts. Sandberg suggests that women benefit from male mentorship, especially in light of the persistent reality that men dominate most of the top-tiers of business, government, and industry. In many ways, her book developed a post-gender model of mentorship where people engage and contest issues based on fact, productivity, and merit. Sandberg’s lengthy professional career and personal life as a working mother provided her with many anecdotes and firsthand accounts about working in fast paced growth environments where rumour and gossip prevented women from advancement. Perhaps, the explosion of data-based decision-making in all fields is an effort to minimize the negative blows on workers based on gender, race or lifestyle choices.
The current claim of data-based decision making is that your business – whatever it may be – has outcomes that can in fact be measured. For example, if your business is in retail and aims to sell a variety of products, then the the number of items sold is the data that would indicate your on the right track. Service industries that aim to build and retain a client-base for which particular services are provided measure success by the number of clients served, as well as client-retention over time. Industries that make and create products report data based on the numbers of items produced, and usually how widely these items are sold. There are also many other types of organizations that aim to improve the environment, reduce crime, increase affordable housing and more. Everything can be converted into data and measured once the unit of measurement in your industry has been identified. Even your personal wellness can be converted into data, once you decide what is the best way to measure your own health and wellbeing.
Data can also be helpful during difficult situations at work, where individuals appear to be difficult with peers, negligent in their duties, or absent from team work. Establishing clear measures of success and productivity can help to re-incentivize disengaged professionals and teams to work together in ways that bring out the best in one another and where everyone feels there is room for creative contribution and growth.
As we all begin to turn our minds to family traditions, and to slow down to appreciate all the goodness in our lives here in Canada, it is a fitting holiday time to re-appreciate Sandberg’s publication in the spirit in which it was written, and in retrospect of the important social movements of recent times that yelled loudly at us all for attention. As we inch towards a New Year with trepidation, excitement, and uncertainty with which each new beginning hails, there is some reassurance that the data may in fact help to lead the way forward.
Merry Christmas and Happy New Year,
Lisa Romano-Dwyer PhD, RSW Owner, Lakeside Wellness Therapy Affiliates



