Dr Denise Bjorkman
A neuroscience leadership series analyzing the world’s most celebrated women.
We can learn from benchmarking ourselves against others. We can learn through observational learning. This article is one of a series intended to explain how some women make it in the leadership stakes and others do not with some neuroscience insights. Through observation we are able to learn new skills and avoid the consequences of bad decision making and role modeling.
‘Observational learning occurs when an individual, this case a woman, capitalizes on the experience of another, to change own behaviour within a given context such as career mobilization.i In this case on women.
Cognitive flexibility, an element of EQ, is what is required to learn from observing these leaders and the lateral prefrontal cortex is where the most effort is required. It is where we will learn novel rules and gain fresh insights for application.
This article focuses on Catherine Ashton, the former High Representative of the European Union for Foreign Affairs and Security Policy.
The EQ factor
‘Hired for IQ and fired for EQ’ may well have been the mantra of corporations for the last decade as they jettisoned their non-performers from critical posts. Today however emotional intelligence is fast gaining glamour status in the world of negotiation, global politics and its cousins – diplomacy and brinkmanship beyond the workplace. Few women occupy this arena. It is my opinion that they have themselves to blame. The elevation of applied EQ as an indispensable skill for any high flyer in the private and public sector can be attributed to the recent efforts of Lady Catherine Ashton, as she clinched the historical nuclear deal with Iran. Good EQ is usually attributed to women. This has proved to be a fallacy as women it seems, spend more time bemoaning their fate than analyzing how to get around obstacles or modeling themselves on the greats of the era. Catherine Ashton helps us understand the benchmarks that have been set by today’s powerful women.
Intuiting meaningful opportunities
A state’s behaviour and reputation may rest on its diplomatic behaviour and the same principles apply to the EU as a collectivity of states. Understanding the nature of this through broad education, Ashton saw a gap or opportunity and took it. She chose to play in a so-called man’s world where she probably knew she would be noticed. Like Condoleezza Rice a soft career choice was not for her. No hiding within service industries where women feel safe and comfortable. It so happened that she chose a battle that would elevate her to global status. Following the ratification of the Lisbon Treaty she was appointed high representative for foreign affairs and security of the European Commission. Her posting and the vision of much needed centralized diplomacy in the EU brought with it vitriol and disdain. She neither beat her chest nor bemoaned her fate. EU bungling of the fiscal crisis and the expectations of its dissenting members following the Treaty did little to escalate her status. However, the seeming ease and quiet strategy with which Ashton clinched a much-desired nuclear de-escalation outcome with Iran in Geneva after ten years of resistance has earned her begrudging respect from all quarters.
Her challenges
Analyzing Ashton’s personal profile and the tactical nature of her approach to this sensitive issue which threatened more than just Middle East peace helps to give the study and application of EQ and a woman’s role in management and leadership greater currency. Historically she moved from being dismissed by her male counterparts as “Lady Qui?” to Lady ‘Who’s Who’ in the political hall of fame. For the media to explain her success as an indicator of high EQ is almost counter-intuitive. Traditionally visible and regulated influence, connections and strong verbal skills run central to EQ in the terrain of politics. But so does the ability to adapt rapidly to dynamically changing and challenging circumstances. Yet Ashton chose the path less travelled with dogged persistence after her questioned appointment into a post and division with muscle – once reported in The Guardian as ‘the most ridiculous appointment in history.’ I have conducted advanced MBA management courses for women worldwide and I accumulated case studies in each country.
Lady Ashton is known for always working on her own terms, but she excelled in quietly and persistently lobbying stakeholders till she gets what she wanted. She has been described as invisible and charmless. Yet this very quality of conscious or unconscious self- effacement enabled her to build trust and lasting friendships with those accustomed to environments of hidden agendas and self-aggrandizement. She understood how to adapt to rapidly changing moods without losing small gains.
Both the private and public sector must realize that EQ is becoming the golden thread of portfolio management, negotiations, trading, alliance building and economic stability. It can be learned. Of connections and alliances Ashton had no shortage. For years she straddled on-off negotiations subtly steering them towards a common goal. A change in the Tehran regime provided the opening she sought. She seized the day.
Know yourself first
Thanks to Ashton, emotional Intelligence has been given the stamp of approval it needed outside corporate politics in the EU. and more so for women. Remember its history and true origins. Its journey has been a long one with popular origins as far back as 2000 BC. In his famous Art of War, Sun Tzu demanded emotional intelligence of his army: ‘Thus it is said that one who knows the enemy and knows himself will not be endangered in a hundred engagements. One who does not know the enemy, but knows himself will sometimes be victorious, sometimes meet with defeat. One who knows neither the enemy nor himself will invariably be defeated in every engagement.’ This ‘knowingness’ is central to EQ. Psychologist Daniel Goleman is attributed with its reinvention as a brand in 1995. However, three decades ago, the US government used Harvard Professor David McClelland to refine the diplomat selection process by analyzing previous personality failures. The benchmark for diplomatic negotiations was raised when McClelland highlighted successful behavioural traits – the ability to rapidly read the vacillating moods and emotions of others and adapt accordingly – the hallmark of a good diplomat. “Goleman hasn’t exactly gone out of his way to acknowledge his forerunners.
Ashton knew what was keeping statesmen awake at night. That was her entry point. She knew who to impress. When I ask women if they know what keeps their bosses awake at night I am often met with blank stares. An astute answer to that question could be an indicator of the willingness and aptitude to add meaningful value – the kind of value that earns promotion and structural increases in pay. Women often want rewards but aren’t prepared to play by the rules of the arena. I have discovered that serious reading matter is often off the agenda of women in management. ‘The Economist? What’s that?’
We cannot be change agents unless we know what to change and we are prepared to pay the price: play by the rules of the turf. The language of business is obtained from more than a college course. It resides in ‘on the hoof experience’ and constant appraisal of what is happening in the world of business through the media.
Playing in the Team
To assume that Ashton alone brokered the nuclear peace deal dismisses other stakeholders to the process but that has never been her claim. Retired British and EU foreign policy strategist did much of the spade work in the last decade. But it was the quietly dressed, egoless, non-threatening and reserved Ashton who with zero prior experience in foreign policy doggedly lobbied affected States for consensus. She made it her business to learn. The subject was hot. She has been known for her consultative processes which diffuses perceptions of threat by her male colleagues. Armed with a mediated deal and a plan to help the Iranian leader save face, she had her clincher. Her failure to factor in the needs of Israel does not diminish the deal value. As a learned judge once said, “I know I have judged successfully when both sides are not completely happy.” Ashton is now renewing her status within the EU as a seasoned negotiator able to produce results.
Some lessons learned
So, what have we learned from Ashton? Hubris or arrogance was not her calling card. She eschewed traditional subjects to advance her career – those often chosen as escape holes by women – safe places. Women are often patronized. They may reek of weakness and subservience to male counterparts who seek to confirm stereotypical views. We are still asked to play mother at the boardroom table. We now know we are chosen for what we can do usually, while men are chosen for their potential. That is what men sell. Women harp on their pragmatism. Yes, that is what research tells us. Neuroscience also tells us that men in leadership are still hardwired to see us as caregivers, subservient and homemakers. We need to help with the rewiring. Consultative processes build bridges with the most difficult adversaries.
Ashton brazenly entered a male dominated field because that is where the action is, and value is easily perceived. She embraced the experience of colleagues acknowledging team effort and the expert knowledge that lies with each one. Ironically, she has succeeded at serving the nation and the globe – but she took that concept to another level. If serving is our métier, then let’s raise the bar.
In my next articles I will be analyzing some of most powerful women in the world historically including Condoleezza Rice, Christine Lagarde, Angela Merkel and Janet Yellen. Once again you will see common threads appearing.
I will also introduce the neuroscience of women who wish to raise the bar.
Join me.
i Carcea I, Froemke RC. Biological mechanisms for observational learning. Curr Opin Neurobiol. 2019 Feb;54:178-185. doi: 10.1016/j.conb.2018.11.008. Epub 2018 Dec 6. PMID: 30529989; PMCID: PMC6361711. https://pubmed.ncbi.nlm.nih.gov/30529989/