Female Attrition in the STEM Industries:

Beth Michaels, Thought Leader

STUDY: Women Leave STEM Jobs – U.S. News & World Report

 

“Investment Leadership”
Jim Ware, Beth Michaels, Dale Primer
(New Jersey: John Wiley & Sons, 2004)

Wiley wanted to publish the handbook on leadership for the investment industry. They turned to Primer Michaels along with Jim Ware to write the book. It was very well received in the marketplace and continues to remain in the top 5% of all books sold through Amazon. It has world wide distribution and was translated into other languages (including Chinese).

“After 30 years as an active participant/observer of the investment management profession, I’ve seen every conceivable organizational structure, personality type, and management style. Or so I thought! Investment Leadership marshals a prodigious quantity of theoretical and empirical insights into the investment industry–how it works and who makes it work. Portraits of the characters who lead the firms made me envious, amused, and generally charged up to do a better job at my own firm. Ware, Michaels, and Primer observe people in top positions doing the right thing well.”

Theodore Aronson, Chair AIMR Board of Governors

Northwestern University, Graduate School of Continuing Studies

Northwestern University invited Beth Michaels to write and teach the graduate level leadership course now mandated for all non-business majors. She continues to serve as an adjunct professor at both Northwestern University campuses; Evanston, IL and Chicago, IL.

Consulting Magazine
Cover Story, April 2003
“How UBS Nurtured Trust and United Nations”

The story of how Primer Michaels’ consultants very successfully helped UBS come “together as a team” with “action plans and accountabilities…despite our different ethnicities, backgrounds, and cultures”. “UBS Global Asset Management (was) a composite of executives from several countries, business cultures, and nationalities tossed together in the wake of multiple mergers and acquisitions. The Chicago-based asset management company not only had executives steeped in different ways of doing business, but also a belief in each one that his or her way was best. Distrust ran high, territorial issues were common, and the whole organization seemed locked in inertia”. Published because everyone ultimately did work together and they actually hit their goals ahead of schedule.