The lessons the SES women learned were significant to their careers. When these lessons are combined with the source in which the lesson was learned, they make a powerful developmental tool. When the woman knows what she needs to learn (the lesson), she is able to use this knowledge as a development tool to plot how she can get the experience, and who she needs to assist her in achieving her objective. This knowledge can increase the base from which the woman operates. The lessons and events can be her planning guide to ensure she gets the lessons required to make her next career goal achievable. The study identified 16 sources that taught the women executives the lessons that helped them climb the ladder to SES. The first column of the following list of events shows the percentage of lessons learned by the event. The second column indicates the number of women who reported the event as being significant in their career progression. The events were considered significant when a cumulative percentage of 75 percent was achieved. The list that follows shows those sources, in rank order; an asterisk denotes those considered significant:
|Number of Women|
Reporting This Lesson
|• Managing a Larger Scope||19.1||43.0|
|• Bosses/Role Models||14.6||47.0|
|• Project/Task Force Assignments||11.0||29.0|
|• Changing Jobs||8.6||24.0|
|• First Supervisory Job||8.1||28.0|
|• Starting from Scratch||7.4||20.0|
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Publication information: Book title: How Women Executives Succeed:Lessons and Experiences from the Federal Government. Contributors: Danity Little - Author. Publisher: Quorum Books. Place of publication: Westport, CT. Publication year: 1994. Page number: 67.
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