Voice of Experience: Andrea Jung, Chairman and CEO, Avon Products Inc.

andrea_jung.jpg“I’m a firm believer that when you have this job you have the privilege and responsibility of influence – influence to every constituent, to your associates, to your community, influence to your consumer. And that influence can be translated into passion in the work. It gets you through all the tough parts of the job – the extraordinary ability to change women’s lives through the work,” said Andrea Jung, Chairman and CEO of Avon Products Inc. during her luncheon keynote dialogue with Ilene Lang, President of Catalyst at the recent Catalyst Awards Conference on March 30th.

When asked of how she felt about the purported dwindling number of young women going for MBAs because the perceived lack of social utility in business, Jung responded, “It’s killing me that the CEO role is being perceived as it is at this moment. [The job has] got huge responsibility and privilege but these are critically important jobs for the continued growth of America and the world. So I’m proud to be a CEO. I’m proud–I think we can make a difference. It’s not just my company but all of our companies can make a difference in the community and in this country which needs it.”

And if anyone can do it, Andrea Jung at the helm of Avon can. CEO of AVON since 1999 and Chairman since 2001, Jung holds the title as the longest-tenured CEO of the 15 women currently serving as CEOs in the Fortune 500, an interesting point in light of the fact that it is never a position she went into business with the intention to reach. “I never…set out to be CEO. I think you have to want to be in a role where you can make a difference. For me I realized…that I wanted to be a leader and make a difference in the future of the company and that really was the important thing for me.”

It was that perspective that allowed her to stay on at Avon when she was first passed over for the CEO role in 1997. With all the media hype around it–a New York Times article called extra attention to it as yet another example of a woman being passed over for promotion to C-suite–Jung began to get offers from many outside companies to become CEO. She was torn as to whether to stay with Avon and possibly never become a CEO or to leave to take advantage of the various advancement opportunities.

“Ann Moore, CEO of Time and my mentor for many years…said something that changed my life. She said, ‘Follow your compass, not your clock. Make this decision from your heart, not your head.’…And I made a decision… I felt that it was a tough moment for the company and that the company needed me…It really was a moment [where I thought] I can add value in the role as [number 2]. And I decided in that moment even if it meant [never] being CEO that I would do that because I love the company. It was the best decision I ever made.”She ended up getting promoted to CEO 18 months later but she says she wouldn’t have regretted the decision even if that hadn’t happened. “You really learn that….you have to have a passion for the company – a deep love affair for the work you do or it doesn’t matter what will happen.”

For the first five years of her tenure as CEO, Avon saw, in Jung’s words, “5 years of major double digit earnings.” And then, in 2005, “they hit the wall” and Jung was faced with a potential crisis of confidence. “We had missed earnings guidance twice – the pressure was on. Ram Charan came into my office late one Friday night…and said, ‘Look, they love you. Everyone wants you to win but if you can’t fire yourself [on Friday]…and come back in on Monday morning as if [you were just] put in the job to do a turnaround and do all the objective things that somebody with fresh eyes can…If you can’t do that, this is going to be a tough haul.”

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The Glass Ceiling: Who Said That?

WkingWomenCover_sm_1_.jpgby Paige Churchman (New York City)

We all talk about the glass ceiling, but do you know when the term began? Or whom we have to thank for it? Take a guess:

A) In 1971, Gloria Steinem coined the term in the premiere issue of Ms. Magazine.

B) Carol Hymowitz and Timothy Schellhardt used it in a 1986 Wall Street Journal.

C) Family Circle editor Gay Bryant first said it in a 1984 Adweek interview

D) No one knows. Perhaps an unknown woman stuck in middle management in Boston or Toronto or New York said it to a colleague in 1978, and then it spread by word of mouth.

E) None of the above

B is a popular answer on the Web. Even a Forbes story says the term originated in the Wall Street Journal. But keep clicking on those Google results and you’ll find your way to sources that say “glass ceiling” appeared in print two years prior when Gay Bryant said it in the Adweek interview. So answer C is close. But so are answers D and maybe E. Gay Bryant is probably the first to use “the glass ceiling” in print, and she did throw it out there in her Adweek interview. However, the very first time she put those words on paper were on page 19 of her book, The Working Woman Report. In chapter 1, Where We Are, Bryant writes:

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Movers and Shakers: Metal Industry

coils.jpgBy Sima Matthes (New York City)

A quick Google search of “Women in Metal” generates a long list of women in heavy metal bands and women clad only in metal. Fortunately, a more in depth search reveals that there are women working in the metal industry today, climbing to the upper echelons of some of the top companies in the category.

There’s a woman in charge at Carpenter Technology (#15 in the category, #906 on the Forbes 1000 in 2008). Anne L. Stevens, who joined the company in 2006, is the Chairman, President and Chief Executive Officer. Ms. Stevens had previously been at Ford Motor Company, and held progressively responsible positions there over her 16-year tenure, including EVP of Ford Motor Company and COO of Ford in the Americas. Prior to that, she worked at Exxon Corporation, holding engineering, manufacturing and marketing positions. She has a B.S. in Mechanical and Materials Engineering from Drexel University and did post graduate work at Rutgers University.

Over at Schnitzer Steel (#757/#13 in the category), Tamara Lundgren serves as President and CEO. Ms. Lundgren has been with the company just 4 years, coming aboard in 2005 as Vice President and Chief Strategy Officer, and progressing to EVP Strategy and Investments and President of Shared Services. She was elected to her current position in December 2008. She brings her experience as a managing director at JP Morgan Chase’s London Office and Deutsche Bank AG, as well as her experience as a partner at Hogan & Hartson, LLP in Washington, D.C. Ms. Lundgren is a graduate of Wellesley College and Northwestern University School of Law.

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Voice of Experience: Nina Simosko, Head of the Global Ecosystem & Partner Group, SAP

Nina_Simosko___Web_Photo_1_.jpgby Pamela Weinsaft (New York City)

“Whether you’re studying an instrument, exercising or tackling a business issue head-on, be sure to understand that there are real choices in how we go about accomplishing whatever it is we are doing. There’s an expression that comes to mind: ‘There is never enough time to do something correct the first time, but there is always time to do it over again. Be sure to assess the needs of each situation and decide what is most important before taking your first steps.'”

So writes Nina Simosko on her eponymous blog ninasimosko.com. Ms. Simosko is Head of the Global Ecosystem & Partner Group at software leader SAP. She keeps a schedule that would lend itself readily to proclamations of being too busy to care about the details of how things happen; her global role requires her attention for more than the standard 9 to 5 day. “I don’t have the luxury of working in a time zone…to me, it is just one continuum. I am on the phone with the Europeans at 4 in the morning (in the car on the way to the gym for my morning workout) and the folks in Asia Pacific at 11 at night. I work whatever hours are required for me to do my job.”

Yet she manages to attend to the details of both her work and her personal life. Simosko cites her strong supportive relationships with husband and friends among her proudest personal achievements. “My career puts a large demand on my time. And I love the fact that people get it. It would be horrible to be in a relationship with someone who didn’t get the stress and the time a career like this takes.” Read more

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Four Trends for Your Work Wardrobe

Contributed by the editors of Corporette.com

Much of corporate clothing is based on styles that never go out of fashion — the perfect black suit, a strand of beautiful Mikimoto pearls, the soft cashmere twinset — and we do our best to advise our readers to invest in those items. In fact, in a recent poll on our site our readers said they would avoid all of the “trends” that most other fashion sites are advising readers to wear this season. So we’re not going to tell you to wear a slouchy boyfriend blazer over your skin-colored jumpsuit while clomping around in platform heels. But we will tell you about some of the milder trends that are a great way to update your working wardrobe.

smt_s029316wht_fnt.jpgThe shawl cardigan: This look is available in a variety of price points, and is a great way to update your summer wardrobe if, like us, you spend it shivering in an over-air-conditioned office. Our pick: this longsleeve pointed front cardigan from Smitten, with just a hint of an empire waist for a more flattering look. It’s available at CoutureCandy.com for $102 (with sale code 20Day).

br627778_04vliv01.jpgThe boyfriend cardigan: Can you tell we spend a lot of time in air-conditioning? This is another great look that’s on the trendier side, but can easily be adapted to a working wardrobe. This look skims the body, hitting past the hips. We would wear this look with pencil skirts or sheath dresses. Our pick: the ballet sleeve four-button cardigan from Banana Republic, priced at $79. IMAGE LINK:

0465112186361R_300x400.jpgThe North/South tote: The briefcase bag for women will always be in style, but we’ve been seeing more and more North/South totes available on the market. These can be worn over the shoulder (and are different from the “shopper” totes that were more popular a while ago). We’d suggest trying it in a fun color, like this crisp green tote from Tory Burch, available at Saks.com for $535.

9755_788670_p.jpgGray accessories: Gray shoes, gray tights, gray bags — they’re everywhere — and they’re an extremely versatile addition to a wardrobe, whether you dress in neutrals or bold colors. We suggest the Marc by Marc Jacobs Posh Turnlock Hobo, available at Zappos.com for $428.

Today’s guest post is by the editors of Corporette, a fashion and lifestyle blog for women lawyers, bankers, MBAs, consultants, and otherwise overachieving chicks. They work in conservative environments and need to look professional, but want to look fashionable.

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Voice of Experience: Aileen Blake, Executive Vice President and Corporate Controller, Northern Trust

Blake_Aileen_2004_1_.jpgby Liz O’Donnell (Boston)

“A couple of jobs I took along the way weren’t jobs I had my sight set on,” says Aileen Blake, Executive Vice President and Corporate Controller for Northern Trust, “but someone I trusted said they would be good opportunities. At the end of the day, those opportunities opened doors for me.”

For the most part, Blake has followed a direct and proven path. She studied accounting and business in college, took the CPA exam, and became a public accountant for PricewaterhouseCoopers. From there she held several jobs at major consumer packaged goods companies including Quaker Oats and Pepsi, did a stint overseas, and got an MBA from Kellogg School of Management.

Despite this classic pedigree, Blake tells her junior staff to always keep their considerations broad. “Think about the kinds of experiences you want to get and the kinds of tools you want to add to the tool kit,” she says. She believes that even challenging experiences can support a career trajectory.

“When I went to work in the UK, I was only six years out of college,” she says. “I was thrown into a challenging situation. There were cultural things that I didn’t get.”

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Voice of Experience: Anne Fergusson, Director, PricewaterhouseCoopers Advisory Business / Head of PwC Panel Network

by Elizabeth Harrin (London)

“I’ve had a back to front life,” says Anne Fergusson, a Director in PricewaterhouseCoopers Advisory Business and Head of the PwC Panel Network. She hands me a cup of tea. “Life is full of surprises.”

Anne talks as if she is surprised at the way her career has turned out, but listening to her it is clear that she made good choices, and has actively managed her route to the top at PwC.

She started salaried work at the age of 40, when she separated from her first husband. “I made a decision to earn my own living,” she says. It was a decision taken by necessity: living in the west of Scotland, outside Glasgow, she had three children to support. She had qualified as a chartered accountant when she was younger and took a full-time lectureship at the University of Strathclyde teaching financial and management accounting and tax practice.

She met and married her second husband, who was studying at the time. He read her professional journals, which she admits to ignoring, and pointed out a job he thought she should go for. “I didn’t think I had anywhere else to go, and I enjoyed academia,” she says. However, she rang the Director of Education at the Institute of Chartered Accountants of Scotland and he invited her to an interview.

“I ended up teaching to demanding audiences and made some great friends,” Anne says. Her work with the Institute saw her working in London, Edinburgh, Glasgow, Aberdeen, Russia, Poland and Romania. “I was responsible for my own material, the hours were long and family life was very restricted.”

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Passions: Documentary Filmmaking

iStock_000004892147XSmall_1_.jpgby Pamela Weinsaft (New York City)

In my opinion, the best documentary films are compelling because they allow a glimpse of otherwise inaccessible lives and lifestyles. Think of some well-known documentaries and the stories they tell: the journey of the son of a famous yet enigmatic architect trying to piece together the story of his father’s double life (My Architect); the struggle of quadriplegic young men and their quest for the wheelchair rugby Paralympics gold (Murderball); the differing expectations and, ultimately, life paths of upper and working class Brits over the course of 40+ years (The Up Series); the determination and quirkiness of a group of humans so intent on winning a new 4X4 truck that they ignore basic physical needs and stand for days in the heat hanging onto the vehicle as if for dear life (Hands on a Hard Body).

The truth is that I’ve been collecting subjects and planning out documentary films in my head for years. Maybe other people do this; however, I think it’s particularly odd because I am an energy/international business transactions attorney by training, who, until about a year ago, had no knowledge of how to actually make films.

A documentary filmmaking class at NYU changed that, and earlier this month, some classmates and I embarked on my first attempt to put what I’d learned into practice. The International Documentary Challenge, an international contest in which 130 teams from around the world research, write, film, produce and edit a short documentary in 5 days was my trial by fire.

I know it sounds a bit crazy: my very first documentary and I’m accepting the extra pressure that accompanies the very tight timeline? That said, I found the tight timeline permitted me a certain liberty from my own high expectations. It allowed me to accept that I could not possibly make a “perfect” film. It also forced the team to make quick decisions about everything including subject matter, where to film, and what to include in the film, rather than agonizing over them. And it actually gave me the impetus to do it now rather than allowing me to succumb to inertia, telling myself that I’ll do it some weekend when I can find the time, when I’m less tired, when work quiets down. Here was a built-in deadline – no ifs, ands or buts.

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35 Under 35: Orla Beggs, Principal, PricewaterhouseCoopers LLP

orla.png by Pamela Weinsaft (New York City)

An Oxford-educated Northern Irish woman goes to London then New York and becomes a principal at one of the world’s largest professional services firms in less than 11 years. On sabbatical, she goes to South America—did we mention she also speaks Spanish?—to work with underprivileged women and orphaned children. She runs, plays tennis, plays the piano and has a passion for the theatre, Spanish culture and cosmology. She also serves on two committees within her firm, both of which support the work of women within the organization. Overall, it’s an impressive profile.

Ms. Beggs started at PwC as an actuary immediately following her graduation from Oxford University in 1997. “I got an unconditional offer to join Oxford and you don’t really refuse that. I wouldn’t have studied math at any other university. But because the offer came from Oxford, you accept graciously (and then begin to question your entitlement to a place in one of the world’s most prestigious universities).”

As a math major, she wasn’t prepared to go into academia. “Frankly, I wasn’t done with studying. So the actuarial profession appealed to me because it enabled me to work 4 days a week and then have the 5th day off to study for the professional qualifications. So it seemed like quite a nice compromise to take a job with PwC and qualify as an actuary in the process.”

But she quickly realized that actuarial work wasn’t as interesting to her as mergers and acquisitions. “M & A work is varied and provides an opportunity for the actuarial profession to have a big impact owing to the large defined benefit pension plans whose financials implications are oftentimes not understood…[a]nd working for a firm like PwC gives one access to an A-list client base.”

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Voices of Experience: Tina Hallett, Partner, PricewaterhouseCoopers UK

tina_photo_1_.JPGby Elizabeth Harrin (London)

This afternoon, Tina Hallett is going to the culmination event of one of her coaching sets. Hallett is a Partner at PricewaterhouseCoopers UK and she knows how to make connections.

Hallett works in PwC’s Change Consulting business, specialising in government departments. She started her career as a chartered accountant, then moved into tax, before joining the People & Change practice.

Now her day job focuses on getting the best out of people, not numbers. She set up Coaching Squared, an initiative that brings together top middle managers from public and private sector organisations and places them in co-coaching partnerships for nine months.

“I met with the Ministry of Justice [formerly the Department of Constitutional Affairs],” Hallett explains. “They were setting up a women’s network.” At the time, Hallett chaired PwCWomen, and the government department wanted to learn how it was done. “Gus O’Donnell, the then Cabinet Secretary, was very keen on cross-private/public sector initiatives.” As the discussion progressed, it became clear that it was in both organisations’ interest to do something together. Twelve women from each organisation met at a half-day event on co-coaching and paired up.

Since then, Coaching Squared has “grown and grown from those early roots,” Hallett says. “There were six organisations involved the first time; now we have about 30 and cover four strands: women, the disabled, minorities and gay and lesbians.”

Partly, the organizations self-select and, in the private sector it’s often word of mouth that leads to the first approach. The actual coaching programme doesn’t take up a lot of time, as the women taking part manage it themselves. “I go to the first event to kick it off, see them again half way through, and at the end, to stay engaged,” she says. The women then take responsibility for their own development and set their own activities. One, for example, work-shadowed a human rights expert in the Ministry of Justice. “It’s a new buddy in a work context,” Hallet says. “Often at work you only meet people from your own organisation.” The Coaching Squared programme allows participants to broaden their horizons in a way that wouldn’t otherwise be possible.

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