Rising Together

How We Can Bridge Divides and Create a More Inclusive Workplace


By Sally Helgesen

Foreword by Marshall Goldsmith

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In this follow-up to her international bestseller How Women Rise, Sally Helgesen draws on three decades of work with executives and aspiring leaders around the world to offer practical ways to build more inclusive relationships, teams, and workplaces.

Participants at leadership conferences often tell Sally, “Please don’t spend your time telling us why developing and retaining a diverse workforce is important. We get it. The problem is, we don’t know how to do it.” Rising Together provides that missing how in full detail by identifying both what holds us back and specific tactics that can help us move forward.

First, Sally identifies the eight common triggers most likely to undermine our ability to collaborate across divides—not only of gender, but also of age, ethnicity, race, sexuality, and life experience. These triggers are widespread, yet rarely acknowledged. They include differences in how people from different backgrounds view ambition, competence, perceptions, fairness, communication, networks, attraction, and humor.

Sally then offers specific practices designed to address these triggers: simple behavioral tweaks that we can use on a daily basis; a method for informally enlisting allies to hold us to account; and a means for cultivating and disseminating the dynamic power of we.

Rising Together is for readers at every stage and level in their careers who recognize that building a broad range of relationships is essential to their advancement, now and in the future. This book also serves as an indispensable guide for HR, diversity, and leadership professionals tasked with addressing the misunderstandings, resentments, and derailments caused by the eight triggers. Sally’s focus on behaviors—how we act—rather than bias—how we think—promises to redirect the inclusion conversation in a grounded, real-world way that brings us together.



My deepest thanks go to my agent Jim Levine, who encouraged—indeed, hounded—me to write this book for ten years. And to Courtney Paganelli, who works with Jim and came up with the perfect title, while encouraging me to update my frame of reference.

I am also grateful to Edward Tivnan, who gave me timely and professional book doctor support when I needed it most.

Thanks to my superb editor Lauren Marino, who went the extra mile and broadened my sense of this book’s subject, and to publisher Mary Ann Naples, who saw the potential and offered support. I know from experience how strong the team at Hachette is, and look forward to working with you all as we move forward.

Huge thanks to my own team: Luke Joerger, Isaac Bush, and the people at Hastings Digital Media, as well as my sister Cece Helgesen, whose marketing insights set things humming. Thanks to my assistant Cynthia Gray, who wrangles logistics and so I have time to write, and to Robert Trevellyan, on whose tech skills I rely every day.

Thanks to all my colleagues in the 100 Coaches network, especially those whom I interviewed for this book: John Baldoni, Chris Cappy, Bill Carrier, Patricia Gorton, Ruth Gotian, Jeffrey Hull, Terry Jackson, Tom Kolditz, Lindsey Pollak, Diane Ryan, Molly Tschang, Eddie Turner, and Bev Wright. And to Scott Osman, who makes the network a dependable joy.

Special thanks to Nancy Badore, Tom Peters, Art Kleiner, and of course Marshall Goldsmith for their career-spanning support. And to the many clients whose stories inform this book.

I am so grateful to my husband, Bart Gulley; my peer coach and friend-for-life Elizabeth Bailey; and to Marilyn Bethany and the whole Tivnan/Bethany clan, who served as my family during the pandemic. And to my always-in-touch Helgesen siblings.

Finally, I am indebted to dear late friends and colleagues Stanley Crouch and Roosevelt Thomas, whose thinking becomes more prescient with each passing day.

A Note on Names

The stories in this book are drawn from my many decades of working with clients around the world. In these stories, I use only first names and have changed some details to protect privacy.

I also sought insights from dozens of leadership coaches, authors, and experts, drawn from my rich global network. These individuals are identified by their full names.


by Marshall Goldsmith

Sally Helgesen’s amazing career has resulted in her becoming the world’s premier authority on women’s leadership and the #1 ranked coach for women leaders. Along with her classic works, The Female Advantage and The Web of Inclusion, she has most recently been the lead author of How Women Rise, one of the most widely read and critically acclaimed books for women in the workplace ever written.

With Rising Together, Sally takes her contribution to the next level, going beyond what women can do to succeed to focus on what we all can do to help one another build more satisfying careers and create a better world. Leaders everywhere who seek to move their teams, organizations, and relationships beyond infighting and blame and achieve positive partnerships can benefit from the wisdom in this book. Given today’s divisive environment, the timing could not be better.

Both Sally and I were mentored by the great Peter Drucker, the founder of modern management. Peter taught us, “We spend a lot of time teaching leaders what to do. We do not spend enough time teaching leaders what to stop.” In Rising Together, Sally does an incredibly thorough job of teaching leaders both what to stop and what to do by taking actions that create fruitful results.

In my New York Times bestseller Triggers, I show how our environment can set off positive or negative reactions that dramatically impact our behavior and how others perceive us. Sally goes well beyond my work to describe the most common triggers that inhibit our ability to form strong relationships across bounds. One of my favorite chapters, “It’s Not Fair,” graphically illustrates how our expectations can stir resentments that keep us, and everyone around us, stuck.

Sally also moves beyond buzzwords and exhortation to provide highly specific and original practices for creating what she calls cultures of belonging. Her emphasis on behavior as opposed to bias—on what we do as opposed to what we think–—has been missing from most diversity conversations and has the potential to transform them.

I’ve had the honor of knowing and working with Sally for over twenty-five years. She has never stopped growing as a professional and as a person. In Rising Together, she brings together decades of research, teaching, and coaching from every corner of the globe in order to build upon and extend her previous work.

To me, brilliance is the ability to create something that seems obvious and should have been done years ago—but has never been done. Rising Together meets this definition of brilliance. In hindsight, we should have had this book decades ago. It’s long overdue, but it’s just what our world needs now.

Thank you, Sally!


The How of Solidarity

A few years ago, I was scheduled to deliver a women’s leadership program at the Construction SuperConference in Las Vegas, a premier annual event for the industry. Given that I’ve delivered hundreds of such programs at conferences around the world, I had a preconceived notion of what I would encounter. I expected a hundred or so women who worked in a heavily male industry where they struggled to feel noticed, appreciated, and valued. I anticipated that they’d be eager for insights on how to build their careers and forge needed support in the face of skepticism or indifference.

My expectations were confounded when I arrived at the hotel conference room to discover a huge, standing-room-only crowd that was around 60 percent male. I’d been told, as I had on many similar occasions, to expect men in the audience. But typically only a handful showed up.

Given the high male turnout in Las Vegas, my prepared program felt misjudged, so I asked the male participants what had inspired them to attend this session. A forest of hands shot up. “A lot of the best talent these days is female,” a burly project manager explained. “But we have a hard time hiring women. And the ones we do hire often leave. If we can’t figure out how to become better places for women to work, we’re not going to have much of a future.”

One executive was particularly blunt. “We hope you’re not going to waste your time making the case for why developing and retaining women is important for our industry,” he said. “We know all about the whys. What we don’t know is how to do it. We haven’t got a clue.”

Rising Together is my response to that executive’s plea to provide some hows.

And the hows matter. Because when it comes to building honest and fruitful relationships across potential divides—not only of gender but of race, ethnicity, sexuality, and by generation—everyone is seeking clues.

Given the increasing diversity of the workplace in every corner of the globe, we all need to develop the skills required to build strong relationships with people we may view as different from ourselves. This is true whether we’re senior leaders, managers, individual contributors, new hires, entrepreneurs, professional service providers, supervisors, or gig workers.

The ability to adeptly build such relationships gives us a way to demonstrate appreciation and goodwill in situations that might otherwise be awkward, volatile, or confusing. It keeps us engaged and in the flow even as the world shifts around us. And it helps us create the kind of harmonious all-hands-on-deck teams that high-performing organizations rely upon.

This is to everyone’s advantage.

My purpose in writing Rising Together is to address the challenge of building broad, resilient, and diverse webs of relationship in two ways.

The first part of the book identifies eight common triggers that undermine our ability to connect with people whose history and values may be different from our own. These triggers get activated when situations, expectations, misapprehensions, or fears prevent us from responding in ways we intuitively know would serve us and those around us. Instead we retreat to our comfort zone, which keeps us stuck.

But identifying potential barriers is only the first step. We also need to take positive action. That’s why the second part of this book offers simple and very specific everyday practices that enable us—as individuals, in our organizations, on our teams—to create cultures of belonging.

This term, culture of belonging, may sound fuzzy or idealistic. And yet it can be clearly defined.

A culture of belonging is one in which the largest possible percentage of people:

Feel ownership in the organization, viewing it as “we,” not “they”

Believe they are valued for their potential as well as their contributions

Perceive that how they matter is not strictly tied to their positional power

The key question is: How can these feelings, beliefs, and perceptions be instilled?

In my experience, behaviors and actions are the key. This contrasts with the emphasis on mind-sets, assumptions, and the search for unconscious biases that has become the dominant means for addressing diversity in organizations in recent years.

Viewing inclusion as a practice, a how, enshrined in specific behaviors, makes it concrete and achievable rather than a vague aspiration or a well-intentioned expression of generalized goodwill. It also makes it measurable:

If you hear someone talking about his company or its leaders as “they,” you can bet he’s not experiencing it as inclusive.

If someone says her boss has little idea of her real talents, you can take it to the bank she doesn’t feel a part of a supportive team.

If your team members say they believe only muckety-mucks get a hearing, you may be earning a D on the inclusion front.


The need to create cultures of belonging is urgent now, given the unprecedented willingness of people to walk away from workplaces in which they feel undervalued, disconnected, or burnt out. Yet the pressure on retention, which is rooted in widespread disengagement, is hardly new. Gallup’s annual State of the Global Workplace poll found that only 15 percent of employees reported feeling actively engaged by their work in 2019. So it’s hardly surprising that the added pressures of the pandemic would set off the exodus of workers that’s become known as The Great Resignation or The Great Attrition.

This was a crisis waiting to happen. And it’s created a fresh imperative for organizations, and for every one of us, to get better at inclusion and belonging. This is the challenge of our historical moment.

The practice-based approach I advocate in this book derives from my direct experience. I have spent the last thirty-five years working in thirty-eight countries around the globe, always with a dual mission. I help women and other traditional outsiders to recognize, articulate, and act on their greatest strengths and identify the internal barriers that could hold them back. And I help organizations build inclusive cultures that enable the largest possible number of people to contribute their best talents.

This work has given me the opportunity to interview thousands of people in wildly varied settings.

I’ve spent the afternoon in a courtyard on Zamalek island in Cairo where women arrayed from head to toe in sky blue shucked corn as they discussed their professional aspirations.

I’ve sat up into the wee hours in Tokyo sushi bars where senior executives loosened their ties, ordered another round of sake, and bemoaned the cultural constraints that keep their organizations stuck.

I’ve listened to female artificial intelligence engineers in Silicon Valley and Singapore—among the most educated and skilled women on the planet—describe their fear of being perceived as “too ambitious” if they speak directly about their skills and aspirations.

And I’ve been approached by African American men eager to compare their experiences with traditional white male leaders to those faced by the women Marshall Goldsmith and I describe in our book How Women Rise.

These and thousands of other disparate encounters have convinced me that there’s never been a better time for us to collaborate broadly on helping one another to rise. Given the whiplash instability and economic tensions that have been a hallmark of the 2020s so far, this may strike some as wildly optimistic, especially given the very real divisions that the disruptions that the last fifteen years have kicked up.

Yet as I saw in Las Vegas, and as I hear on my travels, organizations have grown increasingly serious about doing what it takes to engage the broadest possible range of people. Leaders no longer expect, as many did even twenty years ago, that a highly diverse workforce will simply adjust to business as usual, or that people will repress what is distinctive about themselves in an effort to fit in. As the chief information officer (CIO) of a Fortune 100 manufacturing company based in the Midwest recently confided, “We’ve finally gotten the message that we need to meet our people where they are. And that we have a lot to learn from them.”

Just as important, individuals in companies who once may have felt like outsiders, unsure of their role or their prospects, have become far more assured of the value they have to contribute and more determined to be recognized for their potential. Growing confidence at all levels is in fact one of the primary reasons that people are increasingly willing to abandon jobs that may look good on paper but which they perceive as demeaning, unsatisfying, a poor fit for their talents, or a potential dead end.

This strengthened confidence has also led to greater solidarity as those who in the past were perceived as outsiders have become more eager to support one another and more skilled at doing so.

Solidarity is an old-fashioned word, long associated with labor or student strikes, that needs to be retrofitted for an era when the forces of division are active but the benefits of coming together are obvious and strong. Solidarity arises when we focus on what we have in common and what we are trying to achieve—our shared roots and shared purpose—rather than highlighting what divides us or where we may feel shortchanged. Although solidarity is often born out of painful experience, it always looks forward to what can be done.

Social movements such as Black Lives Matter and MeToo have been key to strengthening solidarity in our era, giving public expression to bitter forms of exclusion that were rarely shared and routinely glossed over. So too have the networks, initiatives, and employee resource groups that have evolved in organizations around the globe. They have given a voice and a forum to those who were formerly expected to simply adapt.

In the past, many who held senior positions were reluctant to join or even publicly support these initiatives. For example, during the 1990s, I was often asked by client companies to try to drum up support from high-level women for network events that served female employees at less senior levels. The majority who declined noted that they had “worked hard to be seen as a leader, not a woman,” and feared that signing on would undermine their hard-won status.

Today, senior female leaders are more likely to view supporting women at less senior levels as an opportunity to distinguish themselves, enhance their visibility, and build useful connections. In sum, a good career move. And because many senior women have by now benefited from these initiatives, they regard participation as a way to “pay it forward” by actively advocating for those who are coming up. I see a similar evolution in networks that serve people of color and sexual minorities.

History teaches that solidarity is powerful, with amplifying effects that can transform even situations that seem hopelessly entangled. Whereas mighty organizations—or nations, for that matter—can be quickly paralyzed by infighting and division, extraordinary things can happen at warp speed when people come together and focus on the we instead of the they.


As noted, Rising Together identifies both the triggers that can undermine this evolution as well as the practices that support it. I believe this practice-based approach is powerful precisely because it is rooted in everyday experience rather than policy or theory. It offers a bottom-up path to change that gives every one of us the opportunity to shape the cultures of which we are a part.

It’s also more helpful than the mind-set or unconscious bias approach because it relies upon the observable truth that people are more immediately affected by how we behave toward them—our actions—than by whatever happens to be running through our minds at the moment. In addition, it’s usually easier to try out new behaviors than to attempt to shift our internal thoughts. Practicing new behaviors increases the likelihood that we will elicit different responses from those around us, which in turn can result in our having different experiences. These experiences may then start to shift our thinking in a more organic way.

We’re all familiar with how this works.

For example, we think we don’t like a particular person. In response, an unconscious bias may kick in. As a result, we find ourselves meditating not only on why we don’t like this person, but why we don’t particularly care for this kind of person.

Then we have an encounter with this person in which we try, however awkwardly, to act in a more open and affirming way. We get a positive response, and soon discover that we have a number of things in common. We begin to revise our previous opinion of this particular person. And over time, we may begin to rethink the assumptions we’ve been making about others whom we’ve assumed to be in some way like them.

This mental evolution reflects a simple truth: that it’s easier to act our way into a new way of thinking than to think our way into a new way of acting.

This is why Rising Together asks us to consider how making small behavioral tweaks might support our ability to expand the workplace relationships that shape our careers and enrich our daily lives. Such an expansion can broaden our influence while also making us bigger people—more capacious, more open, more at ease in the world.


Eight Common Triggers


The Nature of Triggers

We rise together by understanding the common triggers that can hold us back

For decades, I’ve watched specific situations trigger negative perceptions and reactions between men and women at work. These situations are so routine they’ve come to feel like scenes from a play I’ve sat through too many times.


A woman—let’s call her Jen—shares an idea during a meeting of her extended team. Nobody acknowledges her or says a word in response. Ten minutes later, a male colleague—let’s call him Mark—makes the same point and is quickly recognized: “Great idea, Mark! Can you tell us how that would work?”

Jen is irritated that Mark is being credited with an idea she has put forth, but reluctant to stir the pot by pointing it out. After all, isn’t the idea what really matters, not who gets the credit? And if she says something, won’t she just seem petty? She doesn’t want to sound aggrieved or, God forbid, come off as a victim. And there’s no sense in making an enemy of Mark. So she tries to ignore her resentment and tells herself to move on.

Yet as the meeting progresses, Jen finds herself recalling other times when something similar has happened, to her or to other women in the company. These recollections feed her resentment and compound her sense of being invisible and undervalued. By the time the meeting’s over, she’s stewing.

In the hall outside, she grabs her friend Chantal and lets loose. “Can you believe how everyone responded as if my suggestion was Mark’s idea? I’ve seen the same thing happen to you. The guys here are incapable of hearing anything a woman says!”


Jason tells his junior colleague Kim that he’d like to recommend her for a position posted on their company’s internal network. He thinks she’d be perfect for the job. He also likes building the kind of give-and-take relationships that boost others while increasing the power of his network and establishing connections that may prove useful for him in the future. In addition, the company has been encouraging men to more actively engage women as allies, so this seems like an opportunity to score some points.

But Kim hesitates, saying she needs time to think about it. Jason wonders what there is to think about, but agrees. Then a few days later, Kim stops by his office to tell him that, while she appreciates his offer, she doesn’t feel ready for the new position. “I took a look at the posting and I don’t have all the skills they list,” she says. “Plus I’ve still got things to learn about the job I’m in now.”

Jason has heard Kim underplay her abilities in the past and views her line about needing to master all the skills before she even applies for a new job as a lame excuse. He wonders whether she’s one of those women who lack ambition. Just last month, another female colleague turned down a promotion that would have positioned her for a director-level position. What’s up with that? The company’s trying to push women forward but women seem to be pushing back.

He’s disappointed and decides to write Kim off.

These are stock scenarios. Versions of them happen all the time. What they have in common is that they usually trigger stock responses. Stock responses are rooted in the observations and experiences that shape our expectations without our even being aware of it. We interpret what is happening now through the lens of what we’ve observed (or think we’ve observed) in the past, or our beliefs about how other people—or the world—should be.

This is normal. It’s how we as humans operate. Stock responses appeal to us because they offer handy mental shortcuts for dealing with circumstances that routinely crop up. They feel easy because they’re familiar and they feel satisfying because they confirm what we’re already primed to believe. But because they deprive us of intention and choice, stock responses undermine our ability to address routine situations that can trigger us at any moment.


  • "What so often gets left out of the conversation on diversity is the how. By focusing on inclusive behaviors, Sally Helgesen provides it. Rising Together is a much-needed guide to going from awareness to action.”—Arianna Huffington, founder and CEO of Thrive Global
  • “Sally Helgesen has been highly influential in my career. When I first started on Wall Street, her books The Female Advantage and The Web of Inclusion were revelatory. How Women Rise and Rising Together are equally so. Elegant, enlightened, powerful and sage.”—Whitney Johnson, Top #10 Management Thinker and WSJ bestselling author of Smart Growth
  • “Sally Helgesen has been the architect of my awakening on the importance of women’s leadership and the pressing need for inclusive leadership. With Rising Together, she shows how it’s done.”—Tom Peters, author of The Excellence Dividend and The Compact Guide to Excellence
  • "Sally Helgesen is a legendary thinker in women's leadership, and a premier advocate for the importance of creating inclusive workplaces. In Rising Together, she offers a blueprint for how we can do so."—Dorie Clark, WSJ bestselling author of The Long Game
  • “Sally Helgesen has been one of my book heroes since I read The Female Advantage back in the ‘90s. In Rising Together, she brilliantly combines compelling stories with practical wisdom to have a major impact. The behavioral tweaks she shares for cultivating the power of we are key to creating more inclusive cultures.”—Stefanie Johnson, bestselling author of Inclusify
  • “Sally Helgesen is betting that the future of inclusive leadership lies in giving one another the benefit of the doubt in order to focus on behaviors that foster solidarity rather than division. In Rising Together, she lays out the how of inclusive practice, tying it to engagement, satisfaction, and performance.”—Keith Ferrazzi, author of Never Eat Lunch Alone and Connecting in the New World of Work
  • “I personally used key insights from How Women Rise to help foster diversity when I was CEO of Best Buy. Now Sally has done it again, providing an indispensable guide for changing behaviors in a way that helps everyone rise. A must read for every leader.”—Hubert Joly, former Best Buy CEO, author The Heart of Business, senior lecturer Harvard Business School
  • “Rising Together is the perfect guide to building equitable, safe, and diverse workspaces today.  In her signature conversational voice, Sally helps us gain greater awareness of the triggers and the habits that hold us back so we can build relationships that can help us all rise.  A must-read for veterans and newcomers in business!"—Sanyin Siang, CEO Coach, Thinkers50 Top Management Thinker, and author of The Launch Book
  • “If you want to be an inclusive leader, Rising Together is your GPS. Sally Helgesen will help you elevate your inclusion game, foster team trust at a faster rate, and build a new generation of leaders.”—Erica Dhawan, Wall Street Journal bestselling author of Digital Body Language
  • “Sally Helgesen has spent 35 years working with women around the world to advance their careers. With Rising Together, she draws on this rich experience to show how all of us can most effectively support colleagues across a range of boundaries.”—Minda Harts, author of The Memo and You Are More Than Magic
  • “As women become vitally important throughout the workforce, it’s time to look at the mindset, behaviors, and habits that create inclusivity.  Sally’s book, based on her decades of research, helps us pinpoint opportunities for individuals and organizations to truly ‘Rise Together.’"—Josh Bersin, Global HR Industry Analyst
  • "This hands-on manual is for everyone who acknowledges diversity is a reality, not an aspiration and that developing a meaningful range of relationships is essential. .. Helgesen, a leadership coach and author, draws on real scenarios and offers practical examples and exercises to help us build a broad, resilient and diverse web of relationships."—Financial Times
  • “Helgesen has done it again with Rising Together, in which she offers new ways for how companies and employees should approach the diversity, equity and inclusion (DEI) Gordian knot. By focusing on the how, she provides an extremely insightful and concrete pathway that is more effective than most current DEI approaches.”—Susan Fader, Quirk Magazine
  • "Exceptionally well written, organized and presented, Rising Together will be of particular and practical value to readers with an interest in workplace culture."—Midwest Book Review
  • Praise for How Women Rise
  • "A myth-busting "how to" for the next generation of women leaders, and those who want to see them succeed. These ideas will transform our workplaces, our careers, and our lives."—Rita McGrath, professor at Columbia BusinessSchool and a Thinkers50 Top Ten Business Thinker
  • "How Women Rise is a great read for any woman who wants to identify self-defeating behaviors that are holding her back, gain insight into why she engages in those behaviors, and develop skills to confidently achieve her goals."—Lois P. Frankel,Ph.D., author of Nice Girls Don't Get the Corner Office and See JaneLead
  • "The most powerful thing you can do for your career is to change what's in your control. Together, Marshall and Sally help women understand what they can change about their own behavior today to make greater contributions tomorrow. How Women Rise is a how-to guide for any woman seeking her next success."—Deanna Mulligan, CEO,Guardian Life
  • "Sally and Marshall give new meaning to the term 'dream team.' Together they have produced a masterpiece, an over-the-moon but magnificently down-to-earth leadership book for the ages."—Tom Peters,bestselling author of In Search of Excellence: Lessons from America'sBest-Run Companies
  • "Women suffer from gender bias and when they rise further, also from the general difficulties of leadership. When women approach the top of organizations, they can also bring their own strengths that may unfairly be seen as weaknesses. Sally Helgesen's expertise and Marshall Goldsmith's wisdom bring these insights to light, so that women and men and can do better together at reaching their goals for us all to move forward. This is a powerful and timely book."—Dr. Anthony Marx, President, New York PublicLibrary
  • "Women leaders will be driving forces in twenty-first century organizations. Practically and persuasively, Sally Helgesen and Marshall Goldsmith map out how this can and must happen."—Stuart Crainer and Des Dearlove, Founders of Thinkers50
  • "Many of the behaviors most prized in women socially are exactly the same behaviors that hold them back professionally. That paradox provokes huge amounts of conflict, anger, pain and frustration at work. But Sally and Marshall are here to help: identifying how and when to reconcile competing demands and motivators, without losing their identity, professionalism or power."—Margaret Heffernan,CEO and author of Willful Blindness
  • "Pick up this book. Scan the 12 habits. Circle the top three that make you say 'that's me!' Read those chapters, commit to one of the suggestions, and you're on your way. The authors know their material!"—Beverly Kaye, founderof Career Systems International and co-author of Love 'Em or Lose 'Em:Getting Good People to Stay
  • "Women who seek to rise, take note! This is your essential go-to guide. Also highly recommended for men who work with, for, or around women."—Liz Smith, CEO,Bloomin' Brands
  • "This is a must read for women aiming to get to the next level in their careers. It gives insights into challenges and practical tools to address them."—Michelle R.Clayman, Founder and Chief Investment Officer, New Amsterdam Partners andChair, Advisory Council, of the Michelle R. Clayman Institute for GenderResearch at Stanford University
  • "Fast forward your career with one powerful book from two of the world's most brilliant coaches! Marshall's famous strategies for behavior change combined with Sally's profound expertise on women will change your life from the first chapter. Start reading this book now!"—Carol Evans, Founderand President Emeritus of Working Mother Media
  • "The habits and beliefs in How Women Rise provide a wonderful and positive opportunity for women to be self-aware. Sally and Marshall show women how to make tangible and crisp changes that will help them be even more successful and fulfilled at work and at home."—Aicha Evans, SeniorVice President and Chief Strategy Officer at Intel Corporation and a Fortunemagazine Top Future Women Leaders in America
  • "A gem and a revelation. If you lead women, work with women, are a woman or know any women, you must read this book. Its sage and sane wisdom points the way to a life of genuine purpose and meaning."—Richard Leider,international bestselling author of The Power of Purpose, RepackingYour Bags, and Life Reimagined
  • "The best leaders understand that in the shadow of their strengths lurk silent career killers. Sally and Marshall offer a brilliant lens to understand and transcend the habits that hold us back. If you want to lead at the top, How Women Rise is for you."—Liz Wiseman,bestselling author of Multipliers and Rookie Smarts
  • "Whether you are just starting out in your career or a top executive, ample case studies, research, and wisdom make this engaging and actionable read a must read!"—Sanyin Siang, Executive Director of theFuqua/Coach K Center on Leadership & Ethics, Duke University
  • "Sally and Marshall enable leaders who are women to move from where they are to where they want to be by sharing a blueprint for challenging the status-quo and shining a light on leading change."—Frances Hesselbein,Winner of the Presidential Medal of Freedom
  • "I am broadly distributing Marshall's new book, How Women Rise, to our leaders across Best Buy, to help our women leaders achieve their career goals and mentor their female colleagues, and to help men better work with and support the development of their female colleagues."—Hubert Joly, Chairmanand CEO, Best Buy
  • "The top 3 reasons why I loved Sally and Marshall's book How Women Rise? 1) It's incredibly helpful to women, those with female colleagues or direct reports, and the healthy minority of men who are also more self-effacing than aggrandizing. 2) The book is filled with news you can use. It's has helped me, my C-level clients and will help you too. 3) The pages turn themselves. As a scientist as well as coach I can see the psychological and business sophistication behind the 12 habits. Start practicing today."—CarolKauffman, Harvard Medical School and Founder/Executive Director of the Instituteof Coaching
  • "It's easy to find oneself in the pages of How Women Rise. Sally and Marshall teach us how to shift out of auto-pilot, jettison our success-inhibiting habits, and actively steer for the career destination we desire."—Whitney Johnson, critically-acclaimed author of DisruptYourself
  • "Compelling, practical and highly engaging. Women seeking to make a career in law can benefit greatly from reading How Women Rise."—Jami Wintz McKeon,Chair, Morgan, Lewis & Bockius LLP
  • "Sally and Marshall's observations are brilliant-informed by both personal experience and deep scholarship. The behaviors they recommend are pragmatic and achievable; it is a book that will enhance women's effectiveness and ultimately their power."—Anna Fels, MD, authorof Necessary Dreams: Ambition in Women's Changing Lives
  • "Extraordinary real-life stories of women who wait to be asked to the party, get stuck in their comfort zone, seek perfection, and assume their hard work will be recognized. Sally and Marshall show us how to get unstuck and to 'stand out' so women can move forward in more purposeful, powerful, and productive careers. This is a must read with great actionable advice!"—Janice Reals Ellig,Chief Executive Officer of Chadick Ellig and one of BusinessWeek's"World's Most Influential Headhunters"
  • "Sally and Marshall have written a practical and entertaining career guide tailored to help women ascend to senior leadership roles in business, government, and not-for-profits."—Geoff Smart, Chairmanand Founder of ghSMART and bestselling author of Who and Power Score
  • "How Women Rise is absolutely the right book at the right time by the ideal authors. Sally and Marshall's experiences and perspectives in leadership development, career success, and professional and personal satisfaction are each world-class in their own right. But taken together, they are magnificently complementary, creating an inspiring and actionable guide that will change the careers and lives of women leaders everywhere."—James M. Citrin,leader of Spencer Stuart's CEO Practice and a member of the firm's WorldwideBoard of Directors
  • "A smart and well-researched handbook for women trying to make the next step in their careers.... Helgesen and Goldsmith offer much more than just insights into the what of habits that constrain. They provide detailed tutoring on how to replace them with behaviors that produce excellent results."—Roger Dean Duncan, Forbes
  • "They offer the kind of advice that women further along in their careers might wish they had known, from sidestepping the pitfalls of negative office culture to leveraging alliances with co-workers. A concise, upbeat guide for women who have grown bored or impatient with their positions, as well as for those new to the professional world and its leadership roles."—Kirkus Reviews
  • "[An] insightful book.... [Helgesen and Goldsmith's] push for women to do a better job of claiming their achievements is a must-read."—The Everygirl
  • "This perceptive program by leadership coach Helgesen (How Women Rise) offers guidance on how executives can create a workplace that fosters productive relationships among employees from diverse backgrounds. ... Helgesen demonstrates a keen eye for workplace dynamics, and her concrete suggestions... offer pragmatic means to promote inclusivity. Executives will find this a boon."—Publisher's Weekly

On Sale
Feb 28, 2023
Page Count
240 pages
Hachette Go


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