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22   It’s Not a Glass Ceiling, It’s a Sticky Floor



              Now, if I were sitting across from you, I’d ask, “Why do you
           think you are a fixer? Why don’t you think you’re the CEO type?”
           I’d bet dessert it’s because that’s the role you’ve been assigned over
           and over again. It’s a given that much of how we see the world and
           respond to experiences is based on a collection of beliefs we have
           about who we are.
              But many people don’t realize that these beliefs are a mixture of
           internal forces and things that others project onto us. Part of anyone’s
           self-image is right on the money and part is misinformed by the col-
           lective influence of our own and other people’s biases. The self-image
           that evolves from this belief system can work for you or be limiting, and
           it’s usually a little of both. For example, you might believe you don’t
           have the educational background to be what you want to be. Or you
           might believe that you’re selfish if you spend a lot of time on yourself.
           But at some point you have to realize that you are the architect of who
           you are. And you need to take responsibility for your self-image.
              So, for your next step on this road to self-discovery, I encourage
           you to look hard within yourself and identify those beliefs about
           yourself that might be limiting. We do this for the women who attend
           our Women in Leadership and Learning (WILL) program and they
           end up saying that it really helps them to identify reasons why they
           feel stuck in their career or, in some cases, they feel conflicted about
           their ambition.
              At WILL, we ask women to draw a timeline of experiences and
           events that shaped their assumptions about their world and how they
           view themselves.
              One of my huge life events was going into my father’s office on
           Saturday mornings and letting him show me all the construction jobs
           and bids he was working on. I was amazed by how he did it. I also
           got to see him interact with the other people in his company—from
           his secretary to the supervisors and workers. As an adult I realized
           that he had a tremendous ability to build strong relationships with
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