Introduction to Hermananas Leading Network presented at CALSA 2013 Summer Institute in Carlsbad, CA.

1. Cafecito
Summer Institute 2013
Carlsbad, San Diego
July 17, 2013

2. Ofelia Ceja-Lariviere, CALSA President
Yvette Irving, CALSA Regional Representative
Dr. Irella Perez, CALSA Regional Representative
Dr. Nancy Carroll, Regional Representative
Socorro Shiels, CALSA Director of Mentoring
Shawn Hetherman, Sodexo Director Business
Development
Elizabeth Zamora-Mejia, Legal Counsel Atkinson
Andelson, Loya, Ruud & Romo
HERMANAS LEADING NETWORK

3. 9:00 am to 9:15 am (Ofelia)
Welcome
Introduction (Quick show of hands of level positions and location)
9:15 am to 9:25 am (Elizabeth)
Presentation of data showing need to support Latina’s in their leadership journey
9:25 am to 9:40 am (Yvette)
Presentation of our network, 3 phases
1.) Background, Mission, Initiatives
2.) Implementation of Initiatives
3.) Monitor and Measure success for sustainability
Include 2012 Survey response as appropriate
9:30 am to 10:00 am (Irella)
Homework statements, calendar and one or two very short inspirational testimonies
10:00 am to 10:10 am (Shawn)
PIE presentation – Overview or Example of Future Personal Development
10:10 am to 10:30 am (Socorro)
Group Discussion – in remaining time seek comments, suggestions, thoughts from group
Closing - recapping
Final remarks
Agenda

5. “In the future, there will be no
female leaders. There will just be
leaders.”
-Sheryl Sandberg, COO Facebook

6. • U.S. Fortune 500 chief executives:
2.4% Female
• Overall corporate executives:
Less than 15% Female
• Female managers' earnings:
78 -87 cents for every $1
earned by male managers
Female Underrepresentation in Management

7. WHY Are Women so
underrepresented in Education
Leadership?

8. Female Underrepresentation in the
Superintendency
Latino v. Latina
Superintendents in
California
Latino
73%
Latina
27%
Superintendents in
California
Non-
Latino/a
92%
Latino/a
8%

9. Jessie Ceja
DISSERTATION
DOCTOR OF EDUCATION
in
EDUCATIONAL LEADERSHIP
at
CALIFORNIA STATE UNIVERSITY, SACRAMENTO
SPRING
2013
BARRIERS, RESILIENCY, LEADERSHIP, MENTORING AND NETWORKING:
FACTORS INFLUENCING THE ASCENSION OF LATINO/AS TO THE
SUPERINTENDENCY OF PUBLIC SCHOOL DISTRICTS IN CALIFORNIA

10. Primary Barriers reported in the ascension of
Latinas to the superintendency
• Lack of networking and socialization skills
• Lack of mentors/role models
• Latina superintendents face gender barriers in addition to
race/ethnicity barriers

11. Primary Barriers :
Networking
Male superintendents:
• Have more opportunities for
networking and bonding
• Form more informal
relationships to help their
careers
Jessie Ceja, Dissertation (2013)

12. “Latina women are less likely to be appointed to the
superintendency because they have been unable to build
strong and informal job contact systems based on
professional relationships.”
A Persistent Barrier
Jessie Ceja, Dissertation (2013)

13. • Mentoring, networking, and peer support groups
• Latina superintendents who are the “glass-ceiling
breakers” should mentor those aspiring to be
superintendents
Key Factors allowing Latina Administrators to
overcome barriers

14. PHASE ONE: HISTORY
PHASE TWO: IMPLEMENTATIONS IN 2013-14
PHASE THREE: SUSTAINABILITY
MISSION: To increase the number of Latinas successful women in the higher ranks
of education serving students
GOALS:
To deliver content focused on personal development that is relevant to our
women members.
To create an environment that encourages women to be bold and take
calculated risks.
To provide events (in person & virtual), that promote networking among our
women members.
Overview of Latina Leadership Series

15. Review of Survey Results
CALSA Latina Leadership Series Interest
Survey
August 2012

16. Demographics
1. Which title best describes your
current position?
0 10 20 30 40
Superintendent
Cabinet Level
District Administrator
- mid level
Site Administrator
Percentage
2. How many years have you been
in your current position?
0 10 20 30 40 50
0-2 years
3-5 years
5-7 years
7+ years
74% are currently Site or District
Administrators
70% have < 5 years in their current
position
Percentage

17. Demographics
3. Which best describes your
current district demographics?
53%
26%
21%
Urban
Suburban
Rural
4. Which best describes your
current district size?
0 10 20 30 40
Small <1,000
Mid-Medium 1,000-
5,000
Medium 5,001 -
15,000
Mid-Large 15,000-
25,000
Large 25,000+
Percentage

18. Demographics
5. How many total years have
you been in education?
(both teaching and administration positions)
2%
22%
31%10%
35% 6 to 9
10 to 15
16 to 20
21 to 25
25+
Number of
Years:
6. What is your gender?
Female
Male
The group representing 21-25 years
has the smallest representation at 10%.
No one reported <5 years.

19. 0 5 10 15 20 25 30 35 40 45
County Office
Professor
Site Administrator
Consultant
District Administrator
Cabinet Administrator
Superintendent
Long Term
Plan
Demographics
7. What is the next step in your
career? (short term plan)
8. What is your final career
objective? (long term plan)
Percentage
43% aspire to become Superintendent. An almost equal percentage aspire to
Cabinet Administrator (20%) as those who want to be Consultants (19%).

20. 9. Which area would you say you are most skilled in?
Demographics
0 20 40 60 80
Teaching & Learning
Student Services
Human Resources
Business
Technology
Percentage

21. 10. Please rate your level of interest in the following topics:
(Most Interested)
0.0 10.0 20.0 30.0 40.0 50.0 60.0 70.0 80.0 90.0 100.0
Building & maintaining community support
Mitigating opposition and conflict in tough
discussions and decisions
Becoming politically savvy
Reaching consensus in difficult times
Creating meaningful relationships with
your school board
Networking for meaningful leadership
Somewhat Interested
Very Interested
Total
When combining SI & VI responses, effective networking is most desired. When
reviewing just VI responses, mitigating opposition & conflict ranks highest. The
greatest interest lies in developing networking, influencing and diplomacy skills.

22. 0.0 10.0 20.0 30.0 40.0 50.0 60.0 70.0 80.0 90.0 100.0
Developing an outstanding application
packet
Asessment of readiness for the next career
move
Availing oneself of resources available
Preparing for the next career move &
positioning for future moves
Navigating racial & ethnic identity and
politics
Somewhat Interested
Very Interested
Total
10. Please rate your level of interest in the following topics:
(Moderately Interested)

23. 0.0 20.0 40.0 60.0 80.0 100.0
Participating in mock interviews
Preparing for interviews
Connecting with search firms
Securing the assistance of a mentor(s)
How to reasearch a district
Negotiating your salary or contract
Somewhat Interested
Very Interested
Total
10. Please rate your level of interest in the following topics:
(Least Interested)

24. 2013
August
September - Latina Leadership Recruitment Reception - South and
North
October 17 - ACSA / AASA Woman in School Leadership Forum
November 6-9 - ACSA Leadership Symposium
December
2014
January - Focus on Results - Latina Leadership Forum
February
March - International Woman’s Day - Latina Leadership Event - South
and North
April 2-5 - Anaheim - CABE
May
June
July 24-25 - CALSA Leadership Institute (up North)
Calendar of Events

25. Your Personal Brand
Equity & PIE
sodexoUSA.com

26. Over 10 years ago, Sodexo started on a journey to
increase Diversity and Inclusion throughout the
organization.
Globally, our CEO is committed to elevating women &
persons of color in our organization
Helps differentiate us from our competitors
Helps us to become an employer of choice
We use Mentoring and Network Groups as a way to
support our diversity efforts and provide a positive forum
for professional development.
Our mission: To Improve the Quality of Life Where We
Operate
27
Why Sodexo?

27. 28
Today, we are a recognized leader in
Diversity and Inclusion
Profiles in Diversity Journal
• Diversity Leader Award
• Innovations in Diversity
DiversityInc #1
• African Americans (#1)
• Asian Americans (#10)
• Executive Women (#3)
• Global Diversity (#5)
• Latinos (#4)
• LGBT employees (#5)
• Recruitment & Retention (#2)

28. Every successful brand is built around a
central, compelling idea. An idea that has real
value for the organization and its stakeholders
alike. Brand strategy is key to unlocking that
value and crafting a powerful strategy that
delivers results.

29. The Brand Called You
30
• What makes you
Different ?
• How do you Market
yourself ?
• What’s your real Power?
Or Added-Value?
• How’s Your Brand
Doing?

30. • The PIE MODEL examines the relationship
between 3 key dimensions that impact an
Individual’s career
• P erformance
• I mage
• E xposure
31
The PIE MODEL

31. • P is the table stakes-- fundamental
• I & E critical to creating alliances regarding personal value
proposition
• Fit and comfort are about I & E
• I & E more critical as you progress up the career ladder or
across the growth lattice
• Correct balance for proper positioning
• E is driven by relationships
32
Why is PIE Important?

32. What are you known for ?
• What is your personal business brand?
• Have you taken time to create your personal brand
identity and share that with others?
• Do you understand how your current personal brand is
impacting your Performance, Image and Exposure?
• Do you feel your Image is impacted by stereotypes?
• Would you like to be more visible?
33
Pie Assessment

33. 34
What aspect of PIE did he miss?

34. “Fortune does favor the bold and
you’ll never know what you’re
capable of if you don’t try.”
-Sheryl Sandberg, COO Facebook