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47
The Catalyst Corporate Board Resource
(CBR), which is chaired by Coy G. Eklund,
president and chief executive officer of
Equitable Life Assurance, whose own
board includes four women, represents an
attempt to organize just such a network
along rational, objective lines. Catalyst has
researched and identified a comprehensive
national collection of accomplished women
who are potential candidates for corporate
boards. CBR currently contains the dos-
siers of 837 of the most outstanding
women in the country, dossiers cross-
indexed by geography and field.
Dossiers: collections
of various papers for a
specific purpose, es-
pecially for showing
and describing the
qualifications of a
candidate for a job.
Cross-indexed: re-
ferred from one part of
a file to another. In
this case, you could
look up female candi-
dates by geographic
location or field of
work.
In a sense, CBR was launched before its
time, insofar as the supply of well-known,
accomplished women was sufficient to
meet the early, limited demand. However,
in the years ahead, it is likely that the
movement to recruit women directors will
accelerate.
Currently 365 corporations, including
every one of the top ten, have added
women directors. Of the corporations,
2 have four, 5 have three, and 50 (including
1 of the top 10) have two.
Accomplished:
skilled, well trained.
It has become difficult to think of a board
without women. Two factors will further
expedite the process of assimilation:
1. The disappearance of the novelty
of having a woman on the board.
2. The recognition of the contribution
women can make, with the clarification and
realization of the incentive to recruit
women that I mentioned earlier.
Expedite: speed up
the progress of; help
along; assist; facilitate.
Assimilation: absorp-
tion, integration, be-
coming a part of an-
other group.
48
In the former connection, one of the
most delightful comments I have heard is
from Alice F. Emerson, who said:
“I didn't realize how strange I looked to the
other directors until a second woman was
added and sat across from me at the table.”
TEXT 4
Why I am Not A Manager
Here's what you get: pressure from above and resentment from
below. Who needs it?
By Robert J. Samuelson
IN 1997, REPORTS THE LABOR DEPARTMENT, THERE
Were 18 million executives, managers and administrators in the United
States. I am not one of them. I have never “managed” anyone or any-
thing. No one works for me or is supervised by me. This is the way it's
always been and almost certainly, will always be. At various employers,
no one has ever hinted that I deserved greater power and responsibility.
Perish the thought.
All this may explain why I have a certain grudging respect for
managers. I am obviously unfit to do whatever it is they do. They seem
to relish responsibility, while I dread it. They have, or feign, confi-
dence, while I shudder at putting a subject and verb in every sentence.
What also baffles me is why people want to be managers. Granted,
some rewards aie tempting: power, money, status and (possibly) the
respect of co-workers. But the drawbacks seem as plain: resentment
from below, pressure from above: loud criticism of failures; silence
over successes. No thanks.
Now, “manager” is a marvelously elastic tide. It covers a lot of
ground, from exalted CEOs (chief executive officers) to plant managers
to school principals – to produce managers at supermarkets. Almost half
of all managers now (44 percent) are women, says the Labor Depart-
ment. In 1997, it counted 711,000 marketing and advertising managers,
535,000 building and real-estate managers, 108,000 personnel manag-
The Catalyst Corporate Board Resource Dossiers: collections In the former connection, one of the
(CBR), which is chaired by Coy G. Eklund, of various papers for a most delightful comments I have heard is
president and chief executive officer of specific purpose, es- from Alice F. Emerson, who said:
Equitable Life Assurance, whose own pecially for showing “I didn't realize how strange I looked to the
board includes four women, represents an and describing the other directors until a second woman was
attempt to organize just such a network qualifications of a added and sat across from me at the table.”
along rational, objective lines. Catalyst has candidate for a job.
researched and identified a comprehensive Cross-indexed: re- TEXT 4
national collection of accomplished women ferred from one part of
who are potential candidates for corporate a file to another. In Why I am Not A Manager
boards. CBR currently contains the dos- this case, you could Here's what you get: pressure from above and resentment from
siers of 837 of the most outstanding look up female candi- below. Who needs it?
women in the country, dossiers cross- dates by geographic By Robert J. Samuelson
indexed by geography and field. location or field of
work. IN 1997, REPORTS THE LABOR DEPARTMENT, THERE
In a sense, CBR was launched before its Were 18 million executives, managers and administrators in the United
time, insofar as the supply of well-known, States. I am not one of them. I have never “managed” anyone or any-
accomplished women was sufficient to Accomplished: thing. No one works for me or is supervised by me. This is the way it's
meet the early, limited demand. However, skilled, well trained. always been and almost certainly, will always be. At various employers,
in the years ahead, it is likely that the no one has ever hinted that I deserved greater power and responsibility.
movement to recruit women directors will Perish the thought.
accelerate. All this may explain why I have a certain grudging respect for
Currently 365 corporations, including managers. I am obviously unfit to do whatever it is they do. They seem
every one of the top ten, have added to relish responsibility, while I dread it. They have, or feign, confi-
women directors. Of the corporations, dence, while I shudder at putting a subject and verb in every sentence.
2 have four, 5 have three, and 50 (including What also baffles me is why people want to be managers. Granted,
1 of the top 10) have two. some rewards aie tempting: power, money, status and (possibly) the
It has become difficult to think of a board respect of co-workers. But the drawbacks seem as plain: resentment
without women. Two factors will further Expedite: speed up from below, pressure from above: loud criticism of failures; silence
expedite the process of assimilation: the progress of; help over successes. No thanks.
1. The disappearance of the novelty along; assist; facilitate. Now, “manager” is a marvelously elastic tide. It covers a lot of
of having a woman on the board. Assimilation: absorp- ground, from exalted CEOs (chief executive officers) to plant managers
2. The recognition of the contribution tion, integration, be- to school principals – to produce managers at supermarkets. Almost half
women can make, with the clarification and coming a part of an- of all managers now (44 percent) are women, says the Labor Depart-
realization of the incentive to recruit other group. ment. In 1997, it counted 711,000 marketing and advertising managers,
women that I mentioned earlier. 535,000 building and real-estate managers, 108,000 personnel manag-
47 48
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