Stacy R. Lindborg

Influencing is how we move the world. The ability to influence is a necessity, no matter where you work or the focus of your job. Getting better at it brings extraordinary rewards.

We all possess the inner resources to influence, and we can use several dimensions to help us explore our ability to influence and lead. The first dimension pertains to the common barriers that prevent us from using our unique strengths to influence and lead, in both our jobs and our lives.

The second dimension is the incredible power afforded us by our specific training and knowledge as statisticians.

Finally, the idea of “naked leadership”—the unique set of gifts that allows us to lead authentically from wherever we are—is key to our moving forward in a truly empowered way.

Growing Ranks

The proportion of women statisticians has increased dramatically over the last few decades. Today, more than one-third of American Statistical Association (ASA) members are women, including board members and past presidents. With these increasing numbers, women must be prepared to step forward and fill roles in the workplace. But what does it mean to influence and to lead? How are these roles related to job function or title? As women in what was recently a male-dominated profession, what obstacles must we overcome to meet the calling?

Leading and influencing need not be tied to job title or formal position. In fact, most of us probably can think of colleagues and peers who garner respect and a kind of “soft authority” without being positioned in a managerial or leadership function. They simply add value and achieve results from whatever position they happen to occupy. They influence not only people, but also perceptions and perhaps, ultimately, the direction of the work itself. As leaders or potential leaders, we must all think about how we use our talents to influence what happens around us.

Power of Uniqueness

Have you ever found yourself in a setting where you felt like the odd one out? Perhaps you were the only woman, the only statistician, the only nonmanager, the only one without a doctorate. Perhaps your anxiety mounted along with your feeling that you somehow had less to offer and even less power to be heard, let alone make a difference. Your immediate assessment of yourself focused on what you were not.

We tend to assume our uniqueness is our weakness. Yet most of the time, precisely the opposite is true. Women, in particular, fail to recognize and acknowledge our strengths. At such times, it is vital that we remember our skills, training, and knowledge. We all have power. The more insight we have into our strengths and talents, the more impact we can deliver throughout our lives.

How do you introduce yourself to individuals or groups in a work setting? In all likelihood, first mention includes your job title, credentials, perhaps some achievements or accolades. But what is left unspoken—for example, your perspectives and insights, your talent for synthesizing information, your gift for seeing all viewpoints without feeling threatened—often belies the most important gifts you bring to your role. In those gifts ultimately lies your power. Think about what is truly and uniquely yours without referring to accomplishments or credentials. How you play out your role as an influencer is far more important than how you conform to external expectations.

We typically think of managers as automatically having the power to be influential. But women in leadership positions do struggle with their ability to influence, regardless of the specific profession.

Over and over, research studies demonstrate that gender bias, along with minority bias, continue to be powerful forces in the workplace. For example, in a study this year—The Bias for White Men by Scott Jaschik at InsideHigherEd.com, performed across 6,500 professors in 89 disciplines at 259 institutions—researchers sent identical letters requesting an appointment, written by fictitious students with names that clearly conveyed gender and ethnicity. Overall, names appearing to belong to white males received the best response, while women and minority names were 25% less likely to receive a response. The trend was evident among engineering and computer science professors, life scientists, physical scientists, and humanities professors. Interestingly, fine arts professors responded to women and minorities noticeably more often than to white men.

Pretending gender is immaterial in the workplace is not a helpful strategy. Gender bias is problematic and difficult to combat. Perhaps our focus, then, should be on solutions we, as leaders, can bring to the table.

Barriers to Influencing

We all have internal voices that pester, cajole, argue, and persuade. Some voices prevent us from making nasty mistakes or embarrassing ourselves. Just as often, though, they interfere with our ability to feel empowered, particularly in the workplace. What do your inner voices tell you, and how do they drive you in your daily work? Do they hold you back or propel you forward? Do they diminish your power to influence or give you strength?

Otto Scharmer, in his book Theory U: Leading from the Future as It Emerges, identifies three voices that can become personal barriers to exercising leadership and influence in a variety of situations.

1. The voice of judgment casts doubt on your competence, abilities, and sense of worth. (What will they think of me?)
2. The voice of cynicism causes you to transfer your self-doubt onto those around you. (They’re not interested in my ideas. They won’t listen to a woman. Why should I bother?)
3. The voice of fear is replete with what-ifs. (What if I can’t answer their questions? What if nobody listens? What if I can’t articulate my ideas?)

Giving credence to these obstructive voices can result in near paralysis. The best countermeasure is to actively identify the voice influencing you in the moment and remind yourself of one or two gifts you possess that are equally potent.

Leveraging the Profession

As the ASA celebrates its 175th anniversary, statistician has once again been ranked as one of the top jobs in 2014 in the United States, according to CareerCast.com. There is no better time than now to start recognizing—and leveraging—the power of our profession. As statisticians, we are typically concerned with hard data, not personal power and influence. In actuality, however, the nonstatisticians we work with do not necessarily understand the insights statisticians bring to bear on their own work. Do not be afraid to acknowledge your training, skills, and knowledge. Along with the “soft” skills that are so important to professional interactions (e.g., empathy, communication, social grace), these professional attributes set you apart and afford you the ability to achieve results. Our unique perspectives, coupled with the solid foundation of our profession, puts women statisticians in a special position to lead and influence in our work lives.

Naked Leadership

Despite its risqué implications, the phrase naked leadership carries a simple message: Be authentic, be real. Naked leadership involves acknowledging that each of us possesses everything we need to lead and influence.

Nakedness refers to shedding useless constraints and striving to be authentic, to listen, to question, and to communicate persuasively. Lead from who you are (e.g., your background, experience, and personality) and from where you are in your organization (e.g., your position and professional competencies). Get in touch with your strengths through honest self-reflection. If that doesn’t work, ask those who know you best, such as your family or closest colleagues. Most important, do not shy away from hard conversations, whether they concern you or someone who reports to you. Engaging with others from a place of authenticity conveys respect, caring, and accessibility—traits that align well with what former U.S. Secretary of State Colin Powell cites in his talk at the Global Leadership Summit 2013 as the properties of great leaders. Such individuals regularly do the following: espouse themes that people understand, take care of the people they lead, have a goal or intent that is frequently reviewed, and empower and trust their subordinates.

Your Driving Force

Your ability to influence is closely tied to the values and passions that drive you. How can you use your passions to have an impact, to drive others, to make a difference? These questions are not specific to your profession as a statistician, but how you apply the answers in your work can mold the perception others have of you, of the field, and of women statisticians in particular. Reach out to and connect with other women in your profession. Empower yourself to positively influence their careers as well as your own. Remember that men have well-established networks they regularly use to advance their careers. Women—especially those in formerly male-dominated professions—typically do not have this advantage. We might need to work a bit harder, but with courage, connection, and authenticity, women statisticians can empower themselves to become influential leaders in their profession.

Editor’s Note: This article is based on a presentation given at the inaugural Women in Statistics Conference, May 15–17, 2014, in Cary, North Carolina.

About the Author

Stacy Lindborg is vice president of biostatistics at Biogen Idec. Previously, she was at Eli Lilly and Company for 16 years and served in many roles. She earned her PhD in statistics from Baylor University. Lindborg’s research interests include applications of novel design and analysis methods to solve real-world problems in the pharmaceutical industry. Specific areas of interest include Bayesian methodology, adaptive designs, missing data problems, and portfolio productivity..

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