There are numerous differences between men and women's natural approaches to leadership. To really understand those differences, let's take a look at the all-female founding team at Globalization Partners and see how their androgynous approach to company culture resulted in growing the company from zero to more than $17 million in annual revenue with business done in more than 150 countries in just three short years.
An inclusive culture doesn't support the company -- it drives it
Some feminists might celebrate the fact that women compose 75 percent of Globalization Partners' work force. CEO and founder Nicole Sahin actually wants that number to decrease to about 50 percent. This isn't some philosophical or moral question but a strategic goal. The company revolutionized its industry in part because its all-female founding team brought a radically different perspective to the marketplace. But, those same women know that to stay innovative, they must continue to strive for a company comprising varied perspectives, experiences and skill sets. Diversity doesn't do much, but inclusivity can be amazing.
When a new hire comes onboard, Nicole begins to build a personal relationship with them. Not only does she want to hear their ideas and gain fresh insights, she wants them to feel that they're welcomed and a valuable addition to the overall fabric of the company. In short, she wants them to know their diverse perspective isn't just permitted but expected.
Purpose and profit go hand in hand
Globalization Partners is a professional employer organization: They help companies hire foreign employees quickly. But, when I talked to the leadership team about why they do it, the conversation quickly switched from money to meaning. They felt they created and facilitated relationships across borders and boundaries.
Nicole said, "Through global commerce, comes peace."
Echoing her sentiment, general counsel Nancy Cremins said, "It's hard to go to war against your teammate or someone you value who works for you."
It's not just about turning a profit or gaining market share but about accomplishing something worthwhile while doing so.
Think about it, then take the risk
Despite being in the midst of that phenomenal growth, Nicole made the decision to stop taking new clients for several months.
For any high-growth startup, that's just unthinkable. But, Globalization Partners' leadership team was concerned that the operations that led to their success might not be sustainable as they grew. So they stopped taking on new business, continued to service their existing clients, and focused on building a structure for the future. It turned out to be the right choice.
This is a textbook example of the differences between men and women: Men see business barriers as obstacles, while women often see them as opportunities. Realizing they didn't have a scalable framework, the team allowed the challenge to become the catalyst they needed to step back, rework their business model, then get back into the fray.