
"Nice Girls Don't Get the Corner Office" exposes 130+ career-sabotaging behaviors women unknowingly make. This New York Times bestseller sparked global conversations about workplace dynamics. Did you know it's been translated worldwide, helping millions recognize when "being nice" is actually holding them back?
Lois P. Frankel, Ph.D., bestselling author of Nice Girls Don’t Get the Corner Office, is an internationally recognized expert in workplace behavior and women’s leadership. A seasoned corporate coach and president of Corporate Coaching International, she draws on decades of experience advising Fortune 500 executives to address systemic barriers facing professional women.
The book—translated into over 25 languages—combines practical strategies with psychological insights to help women overcome self-sabotaging habits and advance their careers.
Frankel’s expertise extends to her other acclaimed works, including Nice Girls Don’t Get Rich and See Jane Lead, which further explore financial literacy and leadership development. Her advice has been featured in Fast Company, Entrepreneur, The Wall Street Journal, and Los Angeles Times, cementing her reputation as a trusted voice in career optimization.
A dynamic speaker, she delivers keynotes and seminars globally, translating research into actionable tactics. With over 1 million copies sold worldwide, Nice Girls Don’t Get the Corner Office remains a cornerstone of modern career guidance for women.
Nice Girls Don’t Get the Corner Office by Lois P. Frankel identifies 130+ unconscious mistakes women make in the workplace due to gendered socialization, such as avoiding office politics or over-apologizing. It provides actionable strategies to replace self-sabotaging behaviors with assertive practices, helping women navigate corporate culture and advance their careers.
This book is ideal for women in corporate roles seeking to overcome career stagnation, early-career professionals learning workplace dynamics, and anyone interested in gender-based behavioral pitfalls. It’s particularly valuable for those struggling with assertiveness, office politics, or self-advocacy.
Key lessons include:
Unlike academic works like Deborah Tannen’s research, Frankel’s guide prioritizes actionable steps over theory. It’s more pragmatic than Hardball for Women but less nuanced in addressing systemic gender bias. The focus on specific, fixable mistakes makes it a popular career playbook.
Some argue the book overemphasizes individual behavior change without addressing systemic sexism. Critics note its advice risks penalizing women for being “too assertive” in male-dominated environments. However, fans praise its practicality for navigating existing workplace realities.
Frankel teaches reframing negotiations as problem-solving discussions, not demands. She advises preparing data on market rates, practicing assertive language, and avoiding qualifiers like “I just think…”
The revised edition includes modern pitfalls like inappropriate social media use (Mistake #70) and unclear virtual communication. Frankel stresses maintaining professionalism in digital interactions and setting boundaries in hybrid workplaces.
Frankel warns against relying solely on formal mentorship programs (Mistake #94). Instead, she advocates building a “board of directors” – a diverse network of sponsors, peers, and industry contacts who provide tactical advice and advocacy.
The book discourages conflict avoidance (Mistake #28) and teaches “managed dissent” – voicing disagreements constructively using facts, while maintaining relationships. It emphasizes following up conflicts with solutions, not apologies.
The 2014 update adds 30+ new mistakes reflecting tech-era challenges, like oversharing on social media and hybrid work missteps. It also includes fresh case studies but retains the core framework.
Frankel’s career-advice series includes Nice Girls Don’t Get Rich (finance) and See Jane Lead (leadership). Her coaching manual Stop Sabotaging Your Career applies broadly across genders.
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Nice girls don't power network; they go to lunch with their friends.
Nice girls don't toot their own horn; they wait for someone else to discover their talents.
Nice girls don't negotiate; they accept what they're offered.
Nice girls don't take risks; they play it safe.
Nice girls don't have mentors; they wait to be discovered.
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Criado por ex-alunos da Universidade de Columbia em San Francisco
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Criado por ex-alunos da Universidade de Columbia em San Francisco

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Women have made tremendous strides in the workplace, yet the statistics remain sobering. With only 3.8% of Fortune 500 companies led by female CEOs and women earning just 77 cents for every dollar men make in equivalent positions, something is clearly holding women back. Beyond external discrimination lies a powerful internal barrier: the "nice girl" syndrome. From childhood, females are conditioned to be polite, friendly, and relationship-focused. Breaking these patterns often results in social punishment, pushing many back into behaviors that limit their professional growth. The journey from nice girl to successful woman isn't about becoming aggressive - it's about becoming effective. This transformation requires moving from unconscious incompetence (not knowing what you're doing wrong) to unconscious competence (when new behaviors become second nature). Work is a game with rules, boundaries, winners, and losers. Many women never learned to be competitive and avoid thinking of work as a game altogether. A fundamental mistake is pretending it's not a game at all - approaching work as an event where everyone comes together to "play nicely," creating win-lose situations where they become the losers. Women tend to play it safe, staying within perceived boundaries rather than using the entire "playing field." By restricting ourselves to safe territory, we limit our effectiveness. The rules and boundaries differ between men and women. The same statement can be received differently depending on who says it. Women, especially women of color, must operate within much narrower boundaries. These boundaries also vary between industries - what's valued in entertainment might be rejected in defense.