There is nothing new here in terms of an invention; feminine energy has always been there, if repressed, within organisations. Now it is coming to the forefront because the old ‘command and control’ management methods are breaking down. The ground is fertile for rapid change.

The growth of feminine energy is not about gender, it is about both men and women tapping into their own feminine and male energies and utilising them to lead their teams.

There are two companies that spring to mind, who are not only fiscally successful but have females at the heart of management, embrace inclusion and equality and have a uniquely positive energy and momentum as a result: Core Media Dublin and Pluto Events and Marketing Solutions. They believe in feminine energy, not necessarily women being better at doing the job. That is the difference.

Utilising feminine energy such as empathy, listening and the use of honed instincts can result in a more successful outcome in a possibly challenging project situation. Although clear logical thinking is paramount to leading and decision making, the feminine view – which may be as simple as to reflect on an issue a little longer, or look at the ‘what ifs’ – can reap benefits in the end.

My own experience through my working life has demonstrated to me that our soft power in getting things done and influencing in a particular way can be far more powerful than the often ‘cut and dry’, singular attitude of male colleagues. The most powerful combination of all is a male or female leader who uses both: who asks your opinion and uses it.

The most successful teams are the ones that acknowledge the key strengths in each person and work to them. Organisations should not be homogenous armies with cliched mantras about mission statements. It is not possible that each team member can be the same, if strengths are played to there is a huge feeling of momentum and better results come from that.

Another aspect of the feminine energy, is developing relationships with clients through the grinding day to day tasks of agency life, (not the more perceived power environments of the board room) those who own the relationship, own the business. Often I have surprised a male ‘boss’ because I got something over the line with a more junior person on the client side. I have treated more junior staff with the same respect as their MD, as I know they will work their way through the ranks in due course. It also helps with building trust: giving them tools that help them in turn persuade their SMT. Now those ‘juniors’ are key decision makers in new companies. We were all juniors once.

Mona Patel in her Forbes article (June 2017) states: “Just as we must support women in embracing an energy in business that has been previously associated with weakness, we must also support men in tapping into their feminine energy and recognizing the value those traits can bring to the table. Perhaps by shifting the way we look at leadership and breaking the stigmas associated with feminine energy, we can create an environment that promotes greater retention, success and loyalty by being more effective leaders.”

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