Chris CrespoWelcome to Pride Week on The Glass Hammer — we’ll be profiling successful LGBT business women all week long!

When Chris Crespo was applying for her first job out of college, professional services firms hadn’t yet taken many steps to address diversity challenges. “When I started in the industry, we didn’t talk about diversity and inclusion. They made an effort to have a woman interviewer, if you were a woman. And that was it,” she recalled.

“Now we see diversity and inclusion as part of what we do to brand ourselves as leaders in the industry in terms of meeting client needs, learning new things, and doing everything we can to be as strong as we can in this area,” she explained.

Crespo has had a lot to do with that change. In addition to working as Inclusiveness Director at Ernst & Young LLP, she was the catalyst behind the firm’s lesbian, gay, bisexual and transgender (LGBT) professional network, Beyond.

“The biggest way I’ve changed over the course of my career is listening more and figuring out what it is that I don’t know. It used to be very easy for me to argue with people,” she reflected. “It’s been an important lesson for me along the way that sometimes what seems so obvious to me is not obvious to other people. I needed to learn to ask more questions and find out the reasons behind why people were seeing something differently from me.”

She continued, “There were times on the LGBT side where it was easy for me to get angry – for example, ‘why don’t we have partner benefits?’ And more often than not it was a lack of other people’s understanding. It became evident to me that there are some things other people had never thought of. The Beyond network is a good example of that. We had a women’s network, a few ethnic minority networks, and I said, ‘Why don’t we have an LGBT network?’”

“And the next thing I know, I’m leading one,” she said with a laugh. “That’s the other thing – when you ask questions, be prepared to follow up on them.”

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Lanaya Irvin

Lanaya Irvin, Vice President, Bank of America Merrill Lynch, believes the financial services industry can only serve to benefit by moving toward greater diversity and inclusion.

“The glass ceiling is still very much a real thing. The industry continues to be male dominated at senior leadership levels. Sexism exists in some places just as racism exists.” But, she continued, the industry is evolving, and old stereotypes are giving way to more inclusive cultures. Industry leaders are working to change those perceptions, transform culture, and some of the legacy that may create hurdles for women and other groups. Our firm has been proactive in driving a culture of inclusivity.”

She believes this evolution is is, in part, a response to the challenges that the financial services industry has faced in recent years. After all, diversity provides the unique viewpoints and solutions that companies need today to gain an edge in an increasingly competitive marketplace. “At a high level, what’s particularly interesting to me is the positive shift the industry has been able to make. The domestic and global economic environment has required adjustment. Our strategy has been to refocus on our clients, and maintain that laser focus on the ways we can deliver value to them. Companies need diverse, talented professionals to do that.”

Irvin is leader of the Bank’s LGBT Pride Employee Network for Metro New York and the first female co-chair of Interbank Roundtable Committee, a consortium of 29 banks and financial services firms working together to share best practices around LGBT diversity and inclusion.

She believes that, as a group that represents multiple facets of diversity, LGBT women may face additional challenges when it comes to advancement, but she encouraged LGBT women to own their identities and stay true to themselves. “There is the complexity of having multiple minority identities. I think lesbian, bisexual, and transgender women in the workplace face many of the same challenges as heterosexual women, but silence around that identity can be more difficult.”

“For LGBT women, I would say, make your presence known,” she advised. “Our firm has made it clear that those perceived barriers should not exist and need to be disrupted. These barriers are not insurmountable.”

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KathyLevinsonWelcome to Pride Week on The Glass Hammer — we’ll be profiling successful LGBT business women all week long!

By Michelle Clark (Keene, NH)

When you ask Kathy Levinson, Managing Director at Golden Seeds, what her greatest professional accomplishment is, she will modestly talk about the details of her fourteen year career at investment firm Charles Schwab, or briefly mention what it was like to be the President of E*TRADE. But, it is when she speaks about the positive difference she has made in the lives of people who face professional challenges simply because they are different, that you really hear the pride shine through in Kathy Levinson’s voice.

Levinson did not always plan to be such an influential leader in the financial services industry. “My original plan when I was younger,” she says, “was to be a professional tennis player or a professional violin player, so I really I had no idea or intention that I would be an influential business leader, much less at the time, an out lesbian or a woman leading a company.”

In 1979, Levinson answered an ad in the newspaper for a broker’s assistant job at financial services firm, Bache, Halsey & Stuart, after letting go of her dream to achieve athletic or musical stardom. This, she says, “Was my unintentional and serendipitous start in the financial services industry.”

At Bache, Levinson experienced a lot of gender-based discrimination and verbal abuse and even some physical harassment, which was pretty common for women entering the male-dominated financial services industry at that time. Levinson sums up the general workplace culture by saying, “The words to describe women came in four letter words, maybe five letter words, and none of them were pleasant.” However, despite facing such an oppressive environment, as Levinson described it, she made the most of her time at Bache. During her year as a broker’s assistant, Levinson obtained her stock brokerage license.

After leaving Bache, Levinson had a short stint at a money management firm, but continued to struggle with finding her place in such a hostile environment. She eventually found her niche at a little known company at the time called Charles Schwab. Levinson recalls how she felt, “Charles Schwab seemed to fit me from both a philosophical and a values perspective.” She continues, “It was a renegade firm, the first financial services firm to be based on the West coast.”

Charles Schwab was a game changer in the financial industry because it was one of the first financial services firms established after new laws were introduced in the mid 1970s deregulating commissions on the buying and selling of stock. Unlike all other brokerage companies, Schwab’s brokers were salaried – they did not get paid commissions. In many ways, there are important parallels between Levinson and Charles Schwab. That is Wall Street wanted them both to fail – Levinson for not fitting the profile of a typical financial services professional and Schwab for creating an entirely new way for consumers to invest which benefited the investors instead of the brokers.

“When I went into the headquarters office at Charles Schwab for my interview, I saw women and young people, and that environment felt more appropriate for me.” Apparently, Levinson’s feeling was spot on as she spent fourteen years at Charles Schwab, holding a number of different positions. Aside from gaining valuable experience at Schwab, Levinson also felt like she was finally working in an environment where the company’s leaders were receptive to change, especially when it came to welcoming women into the world of investing. “I saw my higher level purpose as helping women become more financially secure and manage their money. Schwab was making investing easier for women, since women were so unwelcome at traditional brokerage firms, not only as employees but as customers.”

Yet, Levinson still recalls moments at Schwab where she felt like an outsider. Naturally, when Levinson arrived at Schwab, one of the first steps she took was to scan the company’s organization chart for a woman’s name. She found one woman in senior management, which certainly wasn’t uncommon at the time. Levinson recalls, “I got up my nerve to walk up to the executive floor and into her office. I told her how impressed I was by how far she had gotten in her career, and how I wanted to learn from her.” The response Levinson got wasn’t quite what she expected. “I was treated so harshly,” says Levinson. “She said to me that you just need to work hard and being a woman doesn’t matter at all because we’re no different.”

Levinson was taken aback by this misguided advice, but like she so often does when faced with adversity, she used this event to fuel her greater mission of promoting diversity in the workplace by promising herself that when she got to a senior level position, she would always make herself available as a mentor to women, lesbians, or anyone else who felt like they were struggling in their career based on the fact that they were different.

Feeling fulfilled by everything that she had accomplished at Charles Schwab, Levinson turned her focus to spending more time with her family until she received a phone call from a company called TradePlus, offering her a position at their firm. Levinson was so dedicated to establishing and raising her family at the time, she refused to even consider a position at any company located outside a five mile radius of her home. Luckily, TradePlus fit the bill.

Levinson had been committed to taking some time off, so instead of joining TradePlus as a full-time employee, Levinson became a consultant for the company, as that seemed like less of a formal commitment at the time. After serving as a consultant for a little over a year, Levinson became President of the brokerage company, which soon thereafter morphed into E*TRADE, becoming one of the first financial services firms to offer internet trading. Shortly after, Levinson became President and COO of the holding company.

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Susan L. Harper, Director at the Bates Group LLC and President of the Financial Women’s Association of New York, Inc. (FWA) has always been a staunch supporter of women’s advancement. This year, she used her position within the FWA to draw a greater focus on the topics of women in the public and political realm and negotiation for women.

“The FWA has been a leader in the areas of mentoring programs and sponsorship initiatives,” Harper said. “But I truly believe for us to get ahead that we need to take ownership of our advancement, become self advocates and harness our own negotiation power.”

This has been one of Harper’s signature initiatives, with events designed around salary and severance negotiation, advocating for work position advancement, and skills development workshops for emerging leaders. She explained, “With respect to women and the pay gap, it’s very important that we understand that we do have the power to negotiate and ask for what we want and deserve. If you’re at that point where a company has made you an offer and they want you, they are more than likely open to negotiating with you.” She continued, “In terms of pay equity issues, the phrase I like to say is, ‘Debt does not discriminate.’ With all things being equal, no one’s going to say ‘Sorry you make 77 cents to every man’s dollar. No worries. We’ll discount your bill because of that. No business in its right mind would ever do something like that, barring extenuating circumstances. So let me ask you this, why should you allow your paycheck to be discounted?”

“Remember, what we negotiate today will impact us years down the road in our retirement years. You need to take the initiative,” she added “it will benefit you and your family.”

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Bhalla NeetiWomen should aim to maintain a sense of authenticity while rising through the ranks of the investment industry, says Neeti Bhalla, Managing Director and Head of Tactical Asset Allocation in Goldman Sachs‘ Private Wealth business. “Have a sense of what your true north is, a sense of who you are and what you are trying to accomplish,” she explained. “As a young woman coming into the business, you see more successful men than successful women. There is a natural tendency to emulate the men, a tendency to embrace male attributes. But this is unsustainable for women. You have to think, ‘What can I take from the role models I see around me and apply to my situation?’”

Bhalla, who earned a master’s degree in Social Anthropology alongside her MBA at Oxford as a Rhodes Scholar, suggests that embracing one’s individuality can be a competitive advantage. “You have to develop what is unique and differentiating about you. You have to become “a go-to person” for something in your career.”

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Valerie Grillo of American Express in New York, NY November 2010By Melissa J. Anderson (New York City)

When Valerie Grillo, now Chief Diversity Officer at American Express, entered the professional space fresh out of college, she wasn’t sure how to fit in. That led her to the realization that really helped her blossom at work. “It’s the importance of being true to yourself and being authentic,” she said.

“When I was coming out of university and into the corporate world, I felt I needed to dress a certain way and act a certain way,” Grillo recalled. But by cultivating a network of senior women she admired, she realized that being herself could help her advance.

“As I developed mentors and sponsors, I realized that the people I was connecting with were women who were very authentic – true to themselves, unique, and vocal in sharing their point of view that made them effective,” she continued. “I realized I did not need to fit into a box.”

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JenniferLeeBy Melissa J. Anderson (New York City)

For nearly 20 years, Jennifer Lee, Regional Managing Director at Wells Fargo Private Bank, has shaped her career around building businesses and leading people. One of the key pieces of advice she has to offer based on her experience is to give skeptics the opportunity to share their views.

“Listen to dissenting opinions on your team,” she advised. “I fundamentally believe that human creativity and innovation stems from discomfort. If you have a team of people solving problems and you all always agree, at worst, you are probably leaving some of that innovation and creativity on the table.”

“At best, you can address the objection before it comes up again. If you think about all of the greatest corporate blow-ups in history, there was probably a dissenting opinion. If someone had paid a little more attention to them, it may have been different. It’s an important checking method for everybody,” she added.

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GIANNAANGELOPOULOSBy Ambassador Gianna Angelopoulos, Vice-Chairman of the Dean’s Council of the Harvard Kennedy School

In May 2000, I received a call asking me to take over the Athens Olympic Games Organizing Committee. Three years earlier, I had led and won Athens’ successful bid for the 2004 Olympics. Now I was being asked to rescue an operation so far off its tracks that the president of the International Olympic Committee suggested publicly that the Olympics might be taken away from Greece.

Host cities are given seven years to prepare for the Olympics. We now had four. I had to build and lead an organization the size of a Fortune 200 company. The entire world waited, watching to see whether I would fail or succeed in this Herculean challenge.

I had always wanted to serve my country. As a child, I dreamed of being an ambassador, because it seemed to me that ambassadors had mysterious, glamorous jobs that impacted the fates of nations. When I confessed my dream, I was reminded that I had no family connections, no diplomatic lineage, and, besides, there were no women ambassadors at that time.

When I was born, Greek women were still two years away from winning the right to vote. Growing up on the island of Crete, I had two strikes against me: I came from very modest means, and I was a woman in a male-dominated culture. Fortunately for me, I had a father who was very progressive. When other men would ask him if he was disappointed to have two daughters, he would say: “I don’t need a son, I have Gianna.” He convinced me that I could do anything a man could do.

But to compete on an equal playing field with men required breaking glass ceilings, being bold, and being persistent. At almost every stage of my life, this is what I had to do – and did.

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MarilynNagelBy Melissa J. Anderson (New York City)

“There are so many things I know now that I wish I had known when I was younger,” Marilyn Nagel said with a laugh. Nagel, CEO of Watermark, continued, “I think the biggest thing I wish I had known is that who is in your network is just as important as the work you deliver. I had a belief that a company was more of a meritocracy and my work would stand on its own.”

“But the truth is, doing excellent work is table stakes. Having a network to support you is what is going to help you and make you successful in the long run.”

That view fits nicely with the work Watermark is doing to connect powerful professional women. “I think that we have to continue to refine our offerings and what we do. We want to help women make their mark in and for their careers, their companies and their communities.”

The group organizes networking events for professional women, development programs, and advocates for diversity, particularly in the boardroom. “I think we are at an inflection point,” she added. “Women are still facing inequality in pay, despite strong data showing that companies are do better when they have a strong gender mix. Open positions are still being filled with people who are already known and that just perpetuates the status quo. But I think pay equity and better board balance will change that.”

She added, “I feel very privileged to lead Watermark, an organization that fits with my values and passion around making a difference. The women I work with are just a treasure.”

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carolynvardiBy Melissa J. Anderson (New York City)

Carolyn Vardi, M&A Partner in White & Case‘s New York office, says one of the primary challenges for women in the legal profession is the relationship between time and family responsibilities. “The practice of law is based fundamentally on time: the time you spend with clients, the time you spend on deals, the time you spend on cases. It’s a kind of war on time in how you allocate those hours,” she said. “For women, the question is how to maximize the efficiency of your time.”

Vardi continued, “How do you devote enough time to your career, your families and friends, and anything else of interest? Balance isn’t the right term – there never is a balance. It’s all about where you allocate time at any given moment so you’re most fulfilled.”

“It’s really hard to fit everything in on any given day. That’s true for anyone in the industry, but can be uniquely true for women,” she added.

So what is Vardi’s advice? “Taking ownership and actively managing my time. No matter what your seniority level, it’s never too soon to take ownership over what it is you are doing. As soon as I began taking ownership over my work and career path as well as my personal goals, my picture became clearer and my goals more defined. Without a doubt there are challenges left and right, but when you take ownership over your time, managing everything seems a bit more feasible.”

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