“If you are looking for career growth, whether that’s moving up the chain of command, or whether it’s broadening your skill set, you must trust in yourself and take on things you’ve never done before,” says Kendra Lee.
Lee shares how her willingness to take risks, embrace new opportunities, and have the confidence of her convictions not only shaped her career trajectory, but continues to guide her as a leader.
From Lab Tech to CEO
Upon graduating from Texas A&M with a marine sciences degree, Lee never anticipated a career in the chemicals industry. Typically, her field required pursuing a graduate degree, but she was eager to start working and wanted a break from school. Merichem, a family company founded by her grandfather in 1945, offered her an unexpected opportunity – a lab technician role.
However, she quickly realized that lab work was not her passion, and when an internal sales position opened, she seized the chance to explore a different path that better aligned with her interests. Concurrently, she decided to earn an MBA to build a stronger business foundation. As she was completing her MBA, her grandfather passed away, and Merichem’s leadership transitioned to her cousin. Lee credits her cousin with recognizing her strengths and guiding her from sales to finance, hinting at her potential for future leadership.
“I recognized later that by encouraging me to get experience in corporate finance, he was preparing me with the skills and knowledge needed to one day assume leadership of the company.”
Lee’s readiness to embrace new challenges and build her skill set eventually led to her becoming Chairman and CEO in 2013. In leading Merichem, Lee is thrilled to continue the legacy of sustainability that is at the core of what the company does.
“From as early as 1945 Merichem has been focused on taking products that would otherwise be classified as hazardous waste and cleaning them up or reusing them to make them better for the overall environment, fitting a need for the industry.”
Leading Change for Business Growth
Lee’s entrepreneurial spirit shines through as she fearlessly leads change at the company, knowing it’s essential for business growth and adapting to industry needs.
“It’s about having the right leadership team to drive change, addressing operational issues for greater efficiency, and implementing necessary adjustments despite initial resistance. Ultimately, people realize these changes are beneficial. I see myself as a change agent who enjoys looking for ways to improve and then executing those processes.”
Lee recognizes that change can come with uncertainty, but she is energized by navigating the unknown to get to an outcome that is better for the business. For example, Lee recently led the divestiture of a part of the business that removed sulfur compounds from liquids to help provide cleaner fuel sources in the petrochemical industry.
She explains, “part of the reason we divested was because we recognized the business’ growth potential and importance, but Merichem was not the right owner. It needed new ownership to be able to grow and take advantage of its place as one of the leaders in removing sulfur within the oil and gas space.”
Taking Risks and Trusting in Yourself
Lee’s willingness to take risks and embrace new opportunities served her well in progressing from lab tech to CEO and clearly continues to drive her as a leader.
She advocates, “you have to take that risk. Be willing to trust in yourself and know that you can figure it out. Because otherwise you become paralyzed, and you won’t take that next step.”
Taking the leap to try something new also creates momentum in building the skills to get to the next level.
“You’re never going to get more experience or broaden your skill set if you don’t say, ‘I’ve got to do this. I’ve proven to myself I can learn things, so let’s try it.’ It’s trusting in yourself.”
Lee notes that trusting in herself also builds confidence, an important element of leadership development.
“I have a strong self-confidence that comes across, even though I’m not inclined to self-promotion. My confidence helps in addressing difficult subjects head-on with clarity, admitting when I don’t know something, which adds value and credibility.”
As a woman leader in the male-dominated industry of oil and gas, Lee shares that it took time and experience for her to build that confidence when walking into spaces where she was one of the only women. She adds, “as I’ve gotten older, I’ve come to acknowledge my strengths and talents, and can say, ‘it doesn’t matter that I’m a woman, I have just as much to contribute to the conversation as a man does’.”
Being a Leader who Listens
Lee is a collaborative leader who listens to her team and makes a point of cultivating an environment where they feel safe to give honest feedback. She finds that it is essential to have that space for dialogue to get the best ideas out there to make an informed decision.
“One thing I learned very early on is that I’m not the smartest person in the room. And while the decision may be mine to take, there is a lot of other valuable input that I need to hear and consider before I decide. In the end it will help me make a better decision.”
Creating a culture that allows for constructive feedback and even disagreement is important to Lee. Beyond being an active listener, Lee takes the perspective that “opinions are never wrong as it’s all shaped by how we see the world and where we were raised…it’s acknowledging that there is validity to what people are saying, even if it may not be the right answer at the right time.”
Lee also looks for a diversity of opinion and is intentional in creating a team that reflects many viewpoints.
“The more diversity you can get in that thought group, whether it’s gender, race, or ethnicity. the better your decisions because everybody comes at it a little bit differently.”
Passionate about Community and Family
Outside of work, Lee is deeply committed to her community. She serves on the board of Kids Meals, a non-profit organization that provides daily free lunches to children under five who experience food insecurity, as they are not yet part of the school system.
“Currently, they’re serving about 8,000 children a day. It’s remarkable the impact they can have on the community, helping to set these kids up for success when they do get to school,” she notes.
In addition to her community involvement, Lee manages a busy schedule with her active teenagers. She is grateful for the support of nearby family members who assist in getting her children to their activities when she or her husband are in meetings or traveling. Despite her demanding role as a company executive, she reflects, “It’s the same amount of stress as any working parent faces. Having a C-suite title does not make it any more difficult.”
To unwind, Lee enjoys vacationing with her family, cooking, and gardening.
By Jessica Robaire
The Key to Executive Presence: Emotional Intelligence
Career Advice, Career Tip of the Week!In this article, we’ll explore why emotional intelligence is essential for executive presence and examine insights from prominent authors and researchers on the subject and share with you their work so that you can choose your own adventure on your own leadership development. If you are a leader who wants to work with one of theglasshammer.com’s executive or leadership coaches on this very topic of executive presence or gravitas- we have a range of professional coaches to choose from. Book here for an exploratory chat with Nicki our head coach and she can tell you more about pricing and who in the cadre would best suit your needs (and level).
What is Executive Presence?
Executive presence is often described as the combination of gravitas, communication skills, and appearance that enables a leader to command attention and influence others. Here are the academics and authors who have opined over the past twenty years on how to have executive presence and what it actually is since for many years, it was merely a thinly guised call for women to assimilate to legacy male behavior.
Sylvia Ann Hewlett, in her book “Executive Presence: The Missing Link Between Merit and Success,” defines executive presence as “the ability to project gravitas—confidence, poise under pressure, decisiveness; communication—speaking skills, assertiveness, and the ability to read an audience; and appearance.” While these elements are crucial, they are deeply influenced by a leader’s emotional intelligence.
Daniel Goleman, one of the foremost authorities on emotional intelligence, argues that leadership success is more about emotional intelligence than technical skills. In his seminal work, “Emotional Intelligence: Why It Can Matter More Than IQ,” Goleman explains that emotionally intelligent leaders can manage their own emotions, navigate social complexities, and make better decisions. All of these skills are fundamental to projecting executive presence.
Goleman’s emotional intelligence framework comprises four domains and twelve competencies, which directly enhance executive presence:
Gravitas and Emotional Intelligence
Gravitas—the ability to command respect and inspire trust—is one of the most important elements of executive presence. However, true gravitas doesn’t come from being domineering or aloof. It comes from a place of self-assurance, empathy, and calmness, all of which are rooted in emotional intelligence.
Rebecca Newton, author of “Authentic Gravitas: Who Stands Out and Why,” highlights that authentic gravitas is about “the ability to lead and inspire others while remaining true to yourself.” This authenticity comes from emotional intelligence, particularly self-awareness and empathy. Leaders who are in tune with their emotions and those of others are better able to manage conflict, make thoughtful decisions, and create a sense of trust and stability—all hallmarks of gravitas. Theglasshammer.com endorses this source and is a book that is often recommended when we coach executives looking for some practical “how to” ideas as it doesn’t focus on superficial traits like power posturing or image management. Instead, Newton argues that true gravitas comes from within and is grounded in substance, credibility, and the ability to connect with others.
Key Themes:
Communication and Emotional Intelligence
Effective communication is another core pillar of executive presence. Leaders with strong emotional intelligence are better communicators because they can tailor their message to resonate with different audiences and navigate difficult conversations with ease.
Amy Cuddy, in her book “Presence: Bringing Your Boldest Self to Your Biggest Challenges,” emphasizes that leaders who exhibit presence communicate in a way that makes others feel understood and valued. Emotional intelligence enhances a leader’s ability to read the room, adapt their communication style, and respond with empathy—critical skills for projecting authority and trustworthiness.
Emotional intelligence also helps leaders master nonverbal communication, a key aspect of executive presence. Research by Carol Kinsey Goman, author of “The Silent Language of Leaders,” shows that emotionally intelligent leaders use body language effectively to project confidence, openness, and authority. Goman argues that “leaders who are aware of the nonverbal cues they send and how they align with their words are perceived as more authentic and trustworthy.”
Empathy and Connection
While gravitas and communication help leaders project authority, empathy is what enables them to connect with others. Executive presence is not just about being seen as capable; it’s about making others feel heard, understood, and respected. This is where emotional intelligence truly shines.
Emotional Intelligence as the Foundation of Executive Presence
While executive presence is often associated with outward behaviors—how one speaks, dresses, or carries themselves—its true foundation lies in emotional intelligence. Leaders who possess high emotional intelligence can project gravitas, communicate effectively, and connect with others on a deeper level. They are self-aware, empathetic, and composed under pressure, all of which are essential traits for cultivating executive presence. By cultivating emotional intelligence, leaders can develop a more authentic, impactful executive presence that resonates with others and drives lasting success.
By Nicki Gilmour, executive leadership coach and founder and CEO of theglasshammer.com
Rachel Goldin Jinich: Head of Specialty Real Estate Finance, Wells Fargo Commercial Real Estate
Movers and Shakers, PeopleJinich exemplifies the drive to seize opportunities and master her craft amidst challenges. She reflects on how her authentic leadership style, commitment to growth, and dedication to supporting diverse talent and fostering a collaborative culture have defined her career.
Running Towards the Fire
From the beginning of her career, Jinich ran towards opportunity. Pivoting from an undergraduate degree in political science and Spanish literature, Jinich studied finance in graduate school, finding a passion for commercial real estate. Jumping at the chance to get experience on the lending side of real estate, Jinich joined the Wells Fargo commercial real estate team in 2006 in Boston, where only two years later she quickly learned how to weather a volatile market in the wake of the 2008 financial crisis. Reaching out to her mentor and asking to join a new group dedicated to handling distressed debt workouts, Jinich gained valuable experience and established long-lasting connections throughout the firm.
“There is no better time than during a crisis to truly master your craft and discover what you still need to learn. I had the privilege of working with incredibly talented individuals, many of whom are still with Wells Fargo today and with whom I continue to collaborate frequently.”
Always looking for growth opportunities and embracing challenges, Jinich continued to broaden her skillset in commercial real estate, working across various groups including Real Estate Merchant Banking, Special Situations, Hospitality Finance, and Specialty Capital, where she started a specialized lending group for data centers. Her breadth of experience and proven track record positioned Jinich to seamlessly assume the leadership role of her predecessor, becoming the head of Specialty Real Estate Finance (SREF) last year, with responsibility overseeing lodging and leisure, data centers, healthcare real estate, and manufactured housing.
“I am thrilled to lead this talented team focused on some of the most exciting sectors across real estate.”
Leading with a Growth Mindset
Jinich’s approach to seeking growth opportunities not only propels her career advancement, but also defines her leadership style. She notes that being open to learning from others and drawing on their expertise is an important element of how she shows up as a leader.
“It’s having a healthy dose of humility and a growth mindset in order to learn from the people around you. Put your ego aside, be a willing student and ask questions.”
Jinich also emphasizes authenticity as key to effective leadership, particularly as it engenders trust and respect from the team.
“Being candid resonates with people because they know whatever it is, they can trust that you will be transparent and direct.”
Jinich appreciates the authentic leadership style of her own manager, Kara McShane, head of Commercial Real Estate, and hopes to emulate that with her team.
“I believe people will respond positively to you if they see that you genuinely care about them, are invested in their success, and the team’s success.”
Finding Support in the Wells Fargo Culture
Jinich attributes Wells Fargo’s culture as a big contributor to her ability to lead authentically, including feeling comfortable sharing when she does not have all the answers. She finds the thread of being humble and willing to ask clarifying questions woven throughout the organization’s leadership.
“What I truly appreciate about our culture is that even our most senior leaders can participate in calls and ask fundamental questions about the deal, the client, or the underwriting process without hesitation.”
She continues, “When I look at people who I respect and admire and see their ability to admit they don’t have the answers, and to learn and draw on the experience of others – that is the secret sauce.”
Jinich also highlights the emphasis on a team mentality as a particularly supportive aspect of the Wells Fargo culture.
“People understand that you win together. When someone new joins, people invest the time in educating and helping them because in the end we are all just trying to get the best outcomes for our clients while supporting the team.”
As a leader, Jinich hopes to continue facilitating an atmosphere of collaboration, as she feels it is a unique and important element of Wells Fargo’s culture.
Creating a Team Culture that Elevates
Jinich is thoughtful about the culture she wants to create for her team, and how she aims to model that in her leadership style. As a leader in a business that traditionally has fewer women in leadership roles, she is dedicated to supporting diverse talent.
“I’ve had a lot of support throughout my career to continue to advance and I want to make sure that everyone in my organization feels like they have a shot to get the big job, to win the big deal, and to be successful. Representation matters and Wells has incredible women in leadership positions and in the talent pipeline”
She continues, “I want to make sure that there are many women behind me who have that same opportunity and that we’re creating career paths.”
For Jinich, elevating others involves providing the constructive feedback they need to improve and advance emphasizing, “it’s making sure that same level of feedback is available to all of our employees.” She aims to foster a culture that encourages ongoing dialogue by addressing actionable feedback promptly rather than waiting for mid-year reviews.
“Although it can at times be uncomfortable, people are receptive and crave that input. I want that feedback, too. I don’t expect it to be a one-way communication. I want to create a culture where people feel comfortable speaking up.”
Setting Boundaries for Success
Navigating a fulfilling career and motherhood, Jinich understands that balancing time and energy between one’s personal and professional life is challenging. She acknowledges, “sometimes it’s going well and you feel like you’re nailing it on every level and then there are days where you feel like you’re failing at everything.” She continues, “I’ve had to learn to say no to things that aren’t important in my personal and professional life, so I can say yes to what truly matters.”
As a leader, she aims to create a culture that emphasizes setting boundaries, encouraging her team to take the time they need or ask for resources to avoid burnout. She wants to be sure that balance is available, promoted, and supported for everybody.
Jinich finds balance outside of work by embracing the outdoors, whether she’s cycling with her kids or volunteering on the board of a nonprofit summer camp. She believes that being in nature and staying active are essential for self-care, enabling her to better support others.
“Whether it’s your son’s baseball game or a Pilates class, wherever you are in life, and whatever you have going on at home, setting boundaries is important. It’s the key to a sustainable career.”
By Jessica Robaire
Why Leadership Coaching Matters for Women: Elevating Potential and Driving Impact
Career AdviceTransitioning from Execution to Strategy
Advancing in leadership often requires moving beyond the direct execution of tasks and projects, demanding more strategic thinking, influence, and team leadership. The challenge becomes less about proving one’s ability to do the work and more about driving the broader vision forward. It’s about expanding influence rather than just increasing output.
Leadership coaching plays a crucial role in helping women navigate this transition with confidence. It focuses on developing a broader perspective, understanding the bigger picture, and aligning individual and team efforts with organizational goals. Coaching provides the tools to shift from a mindset of “getting things done” to one of “driving impact,” enabling women to step into roles where they can influence the direction of their teams and organizations. By working with a coach to identify and leverage their unique strengths, women can transition from being doers to visionary leaders who empower others and drive systemic change.
Navigating Organizational Politics and Power Dynamics
As women ascend the corporate ladder, they encounter a more complex landscape where power dynamics, unspoken rules, and organizational politics become increasingly significant. Research indicates that women, particularly in male-dominated environments, face unique challenges that can hinder their advancement. This includes navigating gender biases, stereotypes, and the intricacies of organizational politics, which are often critical to career progression but are not always transparent. Successfully navigating this environment requires a nuanced understanding of these elements.
A leadership coach can help explore these intricacies of organizational life, supporting women in developing the political acumen needed to lead with influence, build supportive coalitions, and advance their objectives. By honing these skills, women can more effectively navigate the informal and politically charged decision-making processes within their organizations, thus enhancing their ability to lead and drive change.
Strengthening Executive Presence
Executive presence—an amalgamation of confidence, poise, and the ability to command a room—becomes a critical skill for women mid-career. Developing this presence isn’t about imitating others; it’s about discovering and amplifying one’s authentic voice.
Leadership coaching helps women refine their communication style, master the art of influence, and project confidence and authority in every interaction. This skill set is essential for those aspiring to higher leadership roles, as it distinguishes those who are heard and respected from those who have yet to find the power of their voice.
Enhancing Emotional Intelligence for Leadership Excellence
As responsibilities grow, so does the need for emotional intelligence—the ability to understand and manage one’s own emotions, as well as those of others. Effective leadership is about more than just decision-making; it’s about inspiring confidence, managing high-stakes relationships, and leading teams with empathy and understanding.
Working with a leadership coach can provide the space to develop and enhance emotional intelligence, equipping women with the skills to handle difficult conversations, manage stress, and lead with empathy and understanding. Emotional intelligence is not just a “nice-to-have” skill; it’s a strategic advantage that can make all the difference in a leader’s ability to build trust, foster collaboration, and drive high performance.
Addressing Work-Life Integration
Balancing career advancement with personal life challenges becomes increasingly important as women progress in their careers. It’s not just about finding balance, but about integrating work and life in a way that makes both fulfilling.
A leadership coach can address work-life integration, helping women develop strategies for managing their time, energy, and priorities. By setting boundaries, delegating effectively, and making intentional choices aligned with their values, women can sustain their success over the long term without sacrificing their well-being.
Mentoring and Sponsorship: Paying It Forward
As women advance in their careers, many begin to mentor and sponsor others, supporting the next generation of talent. Many organizations offer formal mentorship programs, which can create more equitable opportunities than informal mentorship, particularly if mentors are trained on how to create those connections. Building the necessary skills to be effective as a mentor or sponsor is a valuable part of leadership development for women who want to pay it forward.
Leadership coaching emphasizes the importance of mentoring and sponsorship, equipping women with the skills and mindset to be effective in these roles. This not only helps create a more inclusive and supportive organizational culture but also strengthens the leadership capabilities of those who mentor. By investing in others, women leaders can multiply their impact and leave a lasting legacy.
Take that Next Step
Leadership coaching is about more than just advancing—it’s about elevating women’s leadership potential and expanding their impact. By helping them navigate the intricate dynamics of organizational life and harness their influence, coaching empowers women to make the leap from execution to strategic leadership. It builds executive presence, refines emotional intelligence, and provides the framework to lead with both confidence and empathy. Additionally, coaching aids in harmonizing professional ambitions with personal values, fostering a sustainable approach to long-term success.
For those ready to embark on this transformative leadership journey, partnering with a seasoned professional like Nicki Gilmour, Founder of theglasshammer.com, can make all the difference. With a foundation in social-organizational psychology and a dedicated team of experts, Nicki delivers tailored coaching programs that accelerate both career growth and leadership development, paving the way for meaningful impact. You can book into Nicki’s calendar here for an exploratory coaching session.
By Jessica Robaire
Danielle Navarro: Portfolio Manager, PGIM Fixed Income
Movers and Shakers, PeopleEmbodying a growth mindset, Navarro reflects on how she finds opportunity in challenges, pushes herself to step out of her comfort zone and looks for ways to learn from and support others.
Turning challenges into opportunities
Navarro’s ability to turn obstacles into advantages was evident early in her career. Despite graduating college during the financial crisis of 2008, Navarro adapted to the challenging job market and prioritized staying near her family by remaining flexible and open to the types of roles she was interested in, but she wanted to ensure the role she took highlighted her math and economics background, leading her to accept a role at PGIM in the Data Integrity Group. This gave her the opportunity to learn more about fixed income.
Always eager to build her skills, Navarro later enrolled in the Chartered Financial Analyst (CFA) program and pursued a master’s degree in statistics at Columbia University, dedicating nights and weekends to enhancing her skills and knowledge. She also explored other paths at PGIM, volunteering for projects that allowed her to work cross-functionally.
“Thanks to a great manager who was open to hearing what I was interested in, I gained exposure to various roles within the firm, which helped me discover my passion and identify what truly suited me.”
Finding excitement in the dynamic nature of the investment side of the business, Navarro moved into corporate credit, ultimately advancing into her current role at PGIM as a portfolio manager on the investment grade corporate desk. No two days are alike, she says, which keeps her energized and ensures her analytical and problem-solving skills remain sharp while finding the best solutions for clients.
Staying curious
Beyond turning obstacles – like starting a job during the financial crisis, being a female in a male-dominated field and juggling four maternity leaves – into opportunities, Navarro cites curiosity and her openness to learning from others as keys to her career development.
“My commitment to hard work helped me connect with key mentors. My drive and curiosity made me stand out, so when opportunities arose, I was considered because of my active involvement and genuine enthusiasm.”
She highlights PGIM’s collaborative culture as ideal for building connections and learning from seasoned colleagues who understand what it takes to succeed.
“Successful people often excel in their careers because they genuinely love their work. It’s important to ask questions to learn from their experiences and understand their long-term success. At PGIM, you can seek advice from anyone, regardless of their level or asset class, and gain significant insights.”
Embracing discomfort to grow
Another one of Navarro’s guiding principles is her commitment to learning and broadening her skillset.
“There is always room for growth. Make it a habit to read newspapers, watch various news outlets and seek out diverse opinions and perspectives. Not only will you expand your knowledge, but you will also better understand and navigate different situations and draw informed conclusions.”
Growth can also come from pushing outside one’s comfort zone and helping others push beyond theirs. Navarro says she is naturally introverted, but thanks to mentors and managers who helped draw her out of her shell and asked her opinion in meetings, she gained confidence. Recently, she pushed her limits by speaking at a conference in front of one hundred people.
Reflecting on her decision to speak, she says, “In situations where you feel out of your comfort zone, reminding yourself that you possess the knowledge and capabilities can often benefit you in the long run.”
Being a woman in a male-dominated industry
Navarro recognizes the challenge of being a woman in a male-dominated field. Being the only woman in the room was awkward at first, but she quickly realized that she could use it to her advantage. “When you’re in a meeting, and you’re the only one that looks different, people remember what you say.”
Navarro identifies connecting with other women on the trading floor as valuable in navigating a male-dominated environment. She looks to support women in their journey, so they don’t feel like they’re alone, particularly in figuring out how to manage the momentum of the investment side when starting a family.
“I make it a point to reach out to women who are not only working to grow their careers, but their families as well, reassuring them that they can do both.” She continues, “This life change doesn’t diminish their professional abilities; it’s simply an addition to their lives. Having four children myself, I can share my experiences and offer support from a place of understanding.”
As the investment side is characterized by frequent change and a sense of urgency to talk to people in the market daily, Navarro is realistic that it takes time to come back from maternity leave and make those connections again. However, the short-term nature of the business also has its advantages, she notes. “After a couple weeks of daily interactions, they’re going to forget that you were ever gone – it’s easier to reintegrate than you think.”
Inspired and inspiring
For Navarro, family is paramount, and her career drive stems not only from her desire to show her children that a woman can achieve anything, but also from the inspiration she finds from her father’s career journey. Coming from humble beginnings and putting both Navarro and her twin sister through college, Navarro’s father demonstrated that education, perseverance and hard work can change your trajectory.
“He will always inspire me. Whenever I need a boost, I reflect on how he accomplished his goals through sheer determination and hard work. His success is a testament that if you believe you can – you will.”
As a mother of four, Navarro hopes to similarly inspire her children. Thanks to PGIM’s hybrid work policy, Navarro’s children get to see firsthand how she manages a fulfilling career and family life. As both Navarro and her husband work for PGIM in similar capacities, she emphasizes, “I hope that they see that both men and women can achieve the same successes, working equally hard.”
Navarro draws lessons from the successes of others and her own missteps, consistently striving to evolve and develop.
Both in investing and her personal life, Navarro emphasizes, “All these rough patches that you enter are temporary.” She continues, “Rely on your strengths and remind yourself that you have the capability to figure this out. You’ve successfully navigated similar challenges before. Focus on what is most beneficial moving ahead.”
By Jessica Robaire
Kendra Lee: Chairman and CEO, Merichem
People, Voices of ExperienceLee shares how her willingness to take risks, embrace new opportunities, and have the confidence of her convictions not only shaped her career trajectory, but continues to guide her as a leader.
From Lab Tech to CEO
Upon graduating from Texas A&M with a marine sciences degree, Lee never anticipated a career in the chemicals industry. Typically, her field required pursuing a graduate degree, but she was eager to start working and wanted a break from school. Merichem, a family company founded by her grandfather in 1945, offered her an unexpected opportunity – a lab technician role.
However, she quickly realized that lab work was not her passion, and when an internal sales position opened, she seized the chance to explore a different path that better aligned with her interests. Concurrently, she decided to earn an MBA to build a stronger business foundation. As she was completing her MBA, her grandfather passed away, and Merichem’s leadership transitioned to her cousin. Lee credits her cousin with recognizing her strengths and guiding her from sales to finance, hinting at her potential for future leadership.
“I recognized later that by encouraging me to get experience in corporate finance, he was preparing me with the skills and knowledge needed to one day assume leadership of the company.”
Lee’s readiness to embrace new challenges and build her skill set eventually led to her becoming Chairman and CEO in 2013. In leading Merichem, Lee is thrilled to continue the legacy of sustainability that is at the core of what the company does.
“From as early as 1945 Merichem has been focused on taking products that would otherwise be classified as hazardous waste and cleaning them up or reusing them to make them better for the overall environment, fitting a need for the industry.”
Leading Change for Business Growth
Lee’s entrepreneurial spirit shines through as she fearlessly leads change at the company, knowing it’s essential for business growth and adapting to industry needs.
“It’s about having the right leadership team to drive change, addressing operational issues for greater efficiency, and implementing necessary adjustments despite initial resistance. Ultimately, people realize these changes are beneficial. I see myself as a change agent who enjoys looking for ways to improve and then executing those processes.”
Lee recognizes that change can come with uncertainty, but she is energized by navigating the unknown to get to an outcome that is better for the business. For example, Lee recently led the divestiture of a part of the business that removed sulfur compounds from liquids to help provide cleaner fuel sources in the petrochemical industry.
She explains, “part of the reason we divested was because we recognized the business’ growth potential and importance, but Merichem was not the right owner. It needed new ownership to be able to grow and take advantage of its place as one of the leaders in removing sulfur within the oil and gas space.”
Taking Risks and Trusting in Yourself
Lee’s willingness to take risks and embrace new opportunities served her well in progressing from lab tech to CEO and clearly continues to drive her as a leader.
She advocates, “you have to take that risk. Be willing to trust in yourself and know that you can figure it out. Because otherwise you become paralyzed, and you won’t take that next step.”
Taking the leap to try something new also creates momentum in building the skills to get to the next level.
“You’re never going to get more experience or broaden your skill set if you don’t say, ‘I’ve got to do this. I’ve proven to myself I can learn things, so let’s try it.’ It’s trusting in yourself.”
Lee notes that trusting in herself also builds confidence, an important element of leadership development.
“I have a strong self-confidence that comes across, even though I’m not inclined to self-promotion. My confidence helps in addressing difficult subjects head-on with clarity, admitting when I don’t know something, which adds value and credibility.”
As a woman leader in the male-dominated industry of oil and gas, Lee shares that it took time and experience for her to build that confidence when walking into spaces where she was one of the only women. She adds, “as I’ve gotten older, I’ve come to acknowledge my strengths and talents, and can say, ‘it doesn’t matter that I’m a woman, I have just as much to contribute to the conversation as a man does’.”
Being a Leader who Listens
Lee is a collaborative leader who listens to her team and makes a point of cultivating an environment where they feel safe to give honest feedback. She finds that it is essential to have that space for dialogue to get the best ideas out there to make an informed decision.
“One thing I learned very early on is that I’m not the smartest person in the room. And while the decision may be mine to take, there is a lot of other valuable input that I need to hear and consider before I decide. In the end it will help me make a better decision.”
Creating a culture that allows for constructive feedback and even disagreement is important to Lee. Beyond being an active listener, Lee takes the perspective that “opinions are never wrong as it’s all shaped by how we see the world and where we were raised…it’s acknowledging that there is validity to what people are saying, even if it may not be the right answer at the right time.”
Lee also looks for a diversity of opinion and is intentional in creating a team that reflects many viewpoints.
“The more diversity you can get in that thought group, whether it’s gender, race, or ethnicity. the better your decisions because everybody comes at it a little bit differently.”
Passionate about Community and Family
Outside of work, Lee is deeply committed to her community. She serves on the board of Kids Meals, a non-profit organization that provides daily free lunches to children under five who experience food insecurity, as they are not yet part of the school system.
“Currently, they’re serving about 8,000 children a day. It’s remarkable the impact they can have on the community, helping to set these kids up for success when they do get to school,” she notes.
In addition to her community involvement, Lee manages a busy schedule with her active teenagers. She is grateful for the support of nearby family members who assist in getting her children to their activities when she or her husband are in meetings or traveling. Despite her demanding role as a company executive, she reflects, “It’s the same amount of stress as any working parent faces. Having a C-suite title does not make it any more difficult.”
To unwind, Lee enjoys vacationing with her family, cooking, and gardening.
By Jessica Robaire
Su Lin Wee: Executive Director, Head of Asset Management, Southeast Asia, Hong Kong & China, PGIM Real Estate
People, Voices of ExperienceWee, who is based in Singapore, delves into the foundational experiences that influenced her approach to leadership and her dedication to uplifting others – especially women.
From architecture to asset management
From the outset of her career, Wee has been inspired by strong women leaders. After earning her master’s in architecture, she joined Singapore’s Urban Redevelopment Authority (URA) and played a key role in shaping the modern urban landscape of Singapore’s historically-rich Bras Basah and Bugis districts in the heart of the city.
“Working directly with successful women leaders was a great start to my career,” Wee says. “I served under many high performing women who were in CEO, Chief Planner and department head roles during my time at the URA. Starting out in an environment with strong female leadership made it feel natural, and I was fortunate to have great role models who gave me many opportunities to learn and grow.”
When Wee transitioned from urban planning to real estate development and asset management, she again found the support of mentors to be instrumental to her growth.
As a development lead for Asian developer, CapitaLand, Wee signed up for the challenge of delivering a $1.2 billion USD retail and office development in Singapore from the ground up, while facing a tight budget, short timeline and a competing developer nearby who already had a head start.
“Despite my prior experience with previous projects, stepping into the role of a development lead for such a large project presented new challenges. Managing a team that included individuals senior to me, in both age and experience, required respectful navigation and was a two-way street.”
Wee adds, “I had to work hard to earn the trust of the team to show them that I was the right person to lead the project. I benefited from the great support from my manager who gave me invaluable lessons in building trust and leadership skills, through his advocacy and close mentorship.”
The project was completed on time and within budget, and Wee speaks fondly of the great team rapport and lasting relationships that she built throughout this experience.
Wee’s experience at CapitaLand helped prepare her for her current role as Head of Asset Management for Southeast Asia, Hong Kong & China at PGIM Real Estate, which manages $206 billion USD of assets globally, including $9.4 billion USD in Asia Pacific. She is thrilled to engage in fulfilling work across various geographies and diverse teams to make a positive impact.
“The funds we manage generate more than financial value–we deploy solutions to ensure that buildings we construct or enhance are more sustainable, energy-efficient and help conserve water.”
Committed to empowering her team
Given the pivotal role mentorship has played in shaping Wee as a leader, it’s unsurprising that she is a passionate advocate for others, taking a strong interest in her team members’ growth, even if it means that they might move on to another team or company.
“I encourage openness about career aspirations. If there is another role beyond asset management that they are interested in, then I provide honest feedback on their fit for the role. If they choose to leave because it’s what’s good for them and makes them happy, then I am happy, since I want them to be able to grow.”
Wee also makes it a point of ensuring that everyone’s voice is heard.
“I value the diversity in our teams and always encourage some of our quieter, more reserved team members to speak up. Going around the table and giving them space to express their points of view lets everyone benefit from different perspectives.”
Wee firmly believes that a positive, encouraging environment is key to getting women to speak up more and make their opinions heard at work. “There’s no need to wait until you’re in a leadership position to be an advocate. Simple day-to-day acts like showing an active interest in a colleague’s ideas on a call, or helping them develop these ideas, can go a long way.”
Recently completing a PGIM leadership training, Wee reflects on how the experience reminded her that asserting one’s viewpoint can be challenging, even for leaders.
“As women, we sometimes second-guess ourselves before speaking or voicing our opinions. It turned out that many of the attendees at the training sessions, regardless of gender, nationality, background or even how confident they looked to me, shared that they sometimes felt hesitant to speak in a group and would rather stay silent than risk saying something contradictory.”
Wee continues, “Once we get over that initial hesitation, we realize, ‘Hey, the world hasn’t come crashing down, regardless of what we’ve said. Now, it’s just muscle memory to focus on contributing to discussions and bringing everyone forward.’”
Quieting the inner critic
Wee admits to being the hardest on herself, often setting increasingly high standards for her accomplishments.
“I am my own worst critic, and I believe many women face this too. We tend to be hard on ourselves, but it’s important to also recognize when we’ve earned our place through hard work, skills and experience.”
Creating networking opportunities for current and future women leaders
Uplifting others beyond the workplace, Wee is the co-chair of the Urban Land Institute’s (ULI) Women’s Leadership Initiative (WLI), a non-profit that focuses on raising the visibility and number of women leaders in the real estate industry. In her role, Wee creates programs that provide opportunities for younger women to network with industry leaders in an informal environment.
“The WLI programs we plan aim to break down barriers and allow women to listen and connect with senior leaders.” She asserts, “Sometimes, all you need is a friendly face and an introduction.”
From her experience, Wee understands the impact that these relationships can have and is looking forward to continuing her work with the WLI in the future.
“It’s invigorating to interact with other women and help one another network and grow.”
Outside of work, Wee enjoys running to stay fit and find time to think. Despite her busy schedule as a mother and professional, she regularly makes time for a run – even while on vacation with her family. No matter where she travels, she always packs her running shoes, ready to explore her new environment.
By Jessica Robaire
The Benefits of Executive and Team Coaching for an Improved Workplace Culture
Career Advice, Career Tip of the Week!Here’s a look at the benefits of executive and team coaching in transforming workplace culture:
1. Enhanced Leadership Effectiveness
Executive coaching focuses on developing leadership skills and enhancing the effectiveness of leaders within the organization. Benefits include:
2. Stronger Team Cohesion
Team coaching fosters a sense of unity and collaboration among team members, leading to:
3. Improved Communication
Effective communication is essential for a healthy workplace culture. Coaching enhances communication skills at both the executive and team levels by:
4. Increased Employee Engagement
Engaged employees are more productive, motivated, and committed to their organization. Coaching contributes to employee engagement by:
5. Cultivation of a Growth Mindset
A growth mindset encourages continuous learning and improvement. Coaching fosters a growth mindset by:
6. Enhanced Problem-Solving and Adaptability
In today’s dynamic business environment, the ability to adapt and solve problems is crucial. Coaching enhances these skills by:
7. Stronger Organizational Alignment
Coaching helps to align the efforts and goals of individuals, teams, and the organization as a whole. Benefits include:
8. Enhanced Accountability
Accountability is crucial for achieving goals and maintaining a positive workplace culture. Coaching enhances accountability by:
9. Increased Innovation and Creativity
A positive workplace culture that encourages innovation can drive organizational success. Coaching fosters innovation and creativity by:
Executive and team coaching offer a multitude of benefits that can significantly improve workplace culture. By enhancing leadership effectiveness, fostering team cohesion, improving communication, increasing employee engagement, cultivating a growth mindset, enhancing problem-solving and adaptability, strengthening organizational alignment, boosting accountability, and promoting innovation and creativity, coaching transforms the workplace into a more positive, productive, and dynamic environment. Investing in coaching not only develops individual and team capabilities but also creates a thriving workplace culture that drives organizational success.
Theglasshammer.com offers six distinct offerings via evolved people coaching so if you need 1) leadership coaching, 2) career coaching 3) team coaching or 4) mentor coaching, 5) business coach or 6) consulting not coaching – organizational development work to help with overall culture, performance or change, please book into Nicki Gilmour’s calendar here (CEO and Founder) to begin to explore and discuss you or your company’s needs. We have a team of 5 coaches and several Ph.D.’s in Organizational Psychology/OD and other disciplines to work with you.
By Nicki Gilmour, CEO and Founder of theglasshammer.com
Jennifer Doyle: Managing Director, Co-head of Structured Products Group, Wells Fargo
People, Voices of ExperienceTenacious in the face of challenge, Doyle is a leader who does not quit. She shares how this mentality of perseverance and optimism has helped build her career and shaped her life.
Moving Forward for Success
Starting as a temp more than twenty years ago, Doyle describes the opportunity of getting in the door working on the trading floor as “winning a lottery ticket” and paving the way to the career she has today. Being surrounded by intelligent people in a fast-moving, competitive environment that is also relationship-focused felt perfectly aligned with her personality and strengths.
“As a former college athlete, I like to compete, I like to win, and I like to be part of a team. I also enjoy making decisions and operating in a fast-paced environment. It was a fit from the beginning.”
Fast forward to today and Doyle is a Managing Director and co-head of the Structured Products Group at Wells Fargo’s Corporate and Investment Bank. However, she will be the first to tell you that success does not happen overnight.
“There is a certain tenacity and grit that is required to be successful in this business. If you can cherish the highs and reinvent yourself and pick yourself up when things get hard, that resiliency in time will keep you moving in the right direction.”
Doyle approaches her life outside of work with the same mentality of persevering when the going gets tough and recognizing that she has agency in the process. It served her well in dealing with the shocking experience of being one of the passengers whose plane crash-landed in the Hudson River 15 years ago while on a business trip.
She reflects, “If you went into that experience an optimist, I think you came out even more of an optimist. If you went into that experience as a pessimist, I think you came out even more of a pessimist. We all experienced the same thing, but everyone had a different interpretation of what happened and how it affected them.”
For Doyle, her optimistic outlook and belief that she needed to keep moving forward meant that she got on a plane the next day because she “did not want fear to rule my life.” She adds, “I tell my children happiness is a choice. I choose to be happy, and if I was unable to make that choice today, then I’m going to try to make that choice tomorrow.”
Sponsorship and Speaking with Authenticity
Beyond resilience and determination, Doyle points to having the support of others as integral to her career. She shares how the kind of support she needed shifted over time as she continued to build confidence, finding there is strength in speaking with authenticity.
“As I developed in my career, the sponsors that I acquired would later tell me that the reason they took an interest was because I brought a different perspective and opinion to the table.” She continues, “People wanted to hear what I had to say because they recognized that I didn’t have an ulterior motive, I was genuine.”
As a leader, Doyle mentors and sponsors others in both formal and informal capacities, often finding her calendar full of people interested in connecting to get her advice or opinion. Being sought after for her point of view is a direct reflection of others seeing she genuinely cares and takes an interest in their growth.
“My mission is to lead in a way that balances the needs of the business and our employees – and ultimately drives positive outcomes for both. I’m always thinking about what’s best for our team and what’s best for our clients. That approach has cultivated a desire for people to want to talk to me and get advice.”
Doyle has twice been the head of Wells Fargo’s WomenGoFar network, as well as its executive sponsor. She also is a sponsor for BOLD, a program designed to provide mentorship and sponsorship to high-potential talent at the firm.
Challenging the Norm
As determined as she is to persevere in the face of obstacles, Doyle is also unafraid to challenge the norm stating, “I do think I am a change agent. It probably took me 20 years to have the courage to say that.” She speaks to the recent experience of being a woman in a leadership role playing in the Wells Fargo Pro-Am Golf Tournament and what it meant for her to participate.
“I was blown away by the response that I got from women, so many of whom pulled me aside afterwards to tell me how inspirational it was seeing me play in what was publicly a field of men.”
One comment that was particularly touching to Doyle was a woman who said, “you’re breaking the mold.” Intentionally participating in the tournament to prove that a woman could do it, Doyle is thrilled by the response of her colleagues – both men and women.
“As a leader, I now have the opportunity to challenge and change what people consider to be the norm, and I actively do so.”
Using a Passion for Golf to Connect to Community and Family
Taking her passion for golf beyond breaking molds at work, Doyle is on the board of First Tee of Charlotte, an organization that provides opportunities for youth who would not otherwise typically have the opportunity to play golf.
“It integrates the game of golf with character-building learning experiences and emphasizes values such as honesty, integrity, confidence and perseverance. And of course, they have fun.”
Doyle is also passionate about bringing the game of golf to more women, not only because it is typically a more male-dominated sport, but because she herself has gained so much from the sport.
“It provides an opportunity from a business connectivity standpoint to play with clients or colleagues. I love being outside and in nature, getting exercise by walking the course, and it’s a chance for me to spend time with our children.”
Doyle admits that one of the reasons she got into golf was because her spouse and children enjoyed the game, and she didn’t want to be left out. Now that her children are teenagers, she is thrilled to have the opportunity to be active with them outdoors for an extended period without distractions like smartphones. It also ties into her approach of managing a successful career and time with her family.
“I am really present. It’s not about quantity, but about the quality in everything you do, whether it’s at work or being with your family.”
By Jessica Robaire
What Does LGBTQ+ Pride Have to Do with Team Performance?
Career Advice, Career Tip of the Week!Putting the kind welcoming human argument aside as we know by now humans vary in their traits, behaviors and beliefs, it is less subjective to put organizational performance as the reason to create a great culture at work for everyone. Whether it involves LGBTQ+ coworkers, professional women, or BIPOC/people of color, the leadership and organizational competency (and it is a competency) to create the best conditions for talent to thrive should be the core of diversity, equity, and inclusion work. And, diversity is not the final destination, not least because it exists already, and it is the legacy power dynamics that need to be examined. Consider the adoption of what Ely and Thomas coined as a learning and effectiveness paradigm first proposed in their 1996 HBR work, Making Difference Matter. Despite this being introduced nearly thirty years ago, they critically reminded us in 2020 that most companies have not progressed beyond the basic strategies of the 1990s, which primarily address foundational fairness and discrimination. In their article “Getting Serious About Diversity: Enough Already with the Business Case” (Harvard Business Review, November/December 2020) Ely and Thomas state:
“Having people from various identity groups “at the table” is no guarantee that anything will get better; in fact, research shows that things often get worse, because increasing diversity can increase tensions and conflict. Under the right organizational conditions, though, employees can turn cultural differences into assets for achieving team goals.”
Social/organizational psychologists such as myself will tell you that the studies over thirty years show that without understanding how to leverage differences and the conflict that comes with them, higher performance is not a guarantee. The antecedents for optimal team and organizational performance for the 30% of near future LGBTQ+ workers are much like the those of any current non-LGBTQ+ worker—psychological safety for the ability to be oneself. Conditions matter, and processes and systems have to incentivize behaviors that align with strategic talent goals to develop, promote and retain people.
Here are two strategies to successfully support LGBTQ+ talent…
Create Psychological Safety
Creating the right conditions is foundational. Coming out is still hard and still constant. Even in the best of welcoming familiar and societal conditions, there is always slight trepidation that being different won’t be received as well as being the same. There are an estimated 8-20 million of your colleagues in the US that are LGBTQ+ and of which 50% still mostly hide their identity to HR, but almost 80% are now willing to come out to one person with coming out to manager at a lower rate. At work, in a professional setting, everyone wants to show up to do their best and regardless of who you are, you have to feel psychologically safe to focus on the job at hand. When someone feels like they belong, it creates happier, and high performing employees who stay engaged.
Psychological safety refers to an individual’s perception of the consequences of taking interpersonal risks in a particular context, such as a workplace. For LGBTQ+ employees, this means feeling secure enough to express their identity without fear of negative repercussions. When employees feel psychologically safe, they are more likely to be engaged, innovative, and committed to their work. LGBTQ+ employees report a greater sense of belonging when working remotely versus in-person as they experience an increase in microaggressions when in the office. Furthermore, the UCLA William’s Institute research cites that two thirds of LGBTQ+ employees still witness slurs and pejorative talk with half of respondents experiencing discrimination. Workplace culture is societal culture as it is merely a way of saying “how do we do things around here”. Pride in the dictionary is the opposite of shame which is the flag that the wife of the US Supreme Court judge, Justice Alito wants to fly while he has publicly stated he wants to reverse gay marriage (69% of Americans are not polarized on this, supporting gay marriage). Laws matter, they influence culture as well as very real elements of LGBTQ+ peoples’ lives and careers. While partner preference if you are LGBTQ+ does not define the content of your character, judging others based on one’s own subjective beliefs, does.
Create Real Mentoring and Sponsorship Relationships
Programs and policies to support any initiative or business or organizational development goal are key but alone are not enough; climate, management practices and attitudes and mentoring and sponsorship play a crucial role. Building real relationships can bridge gaps and humanize people who are otherwise at risk of being stereotyped. For LGBTQ+ employees, having mentors and sponsors who understand and support them can make a significant difference in their career development and overall workplace experience. Policies should be implemented in a way that they are not just on paper but are actively endorsed and lived within the workplace culture. Theglasshammer now offers a coaching upskill program where mentors who want to coach their mentees in addition to giving advice and support can now acquire coaching skills for all types of mentees including specifically LGBTQ+, BIPOC and women mentees.
Creating an inclusive workplace culture is systemic work. It goes beyond unconscious bias training, since it is always good to examine one’s unconscious beliefs, but it is also shown that explicit beliefs cannot be changed this way. Continue to leverage employee resource groups and promote allyship as this can help foster a more inclusive environment. Allies, who engage in supportive and advocacy behaviors such as mentoring, sponsoring via advocating, and coaching can play a significant role in improving workplace outcomes for LGBTQ+ employees. Ultimately, fostering a supportive and inclusive workplace culture benefits everyone. Managers should use these insights to enhance organizational commitment to inclusivity, which, in turn, can lead to better job attitudes and performance for both LGBTQ+ and non-LGBTQ+ employees. It is instead a “yes, and” approach that requires modeling positive and inclusive behavior and actively engaging all employees incentivized by processes and systems around talent and meritocracy to provide support to their LGBTQ+ and all colleagues. By focusing on creating a culture of support and belonging, organizations can ensure that all employees can thrive and contribute to the organization’s success.
Be a human first and know that the LGBTQ+ community has a lot of different people in that acronym much like society at large, it consists of many people with varying degrees of ambition, talents and experiences. Most LGBTQ+ people just want to get on with life, work hard in their career, perhaps raise kids, walk their dog, see their families and occasionally enjoy a vacation. Be proud of who you are, we are all only here for an average of 4000 weeks and what do you want to do in that time?
Happy Summer from theglasshammer.com – We will be back later July after we take a vacation!
By Nicki Gilmour, Founder and CEO of theglasshammer.com
Elyssa McMullen: Managing Director, Head of Credit Tenant Lease Financing, PGIM Private Capital
People, Voices of ExperienceLeading with conviction and passion, McMullen exemplifies how bringing your authentic self to work can create meaningful connections and drive success. As an LGBTQ+ ally and the daughter of a gay man who did not come out until much later in life, she also acknowledges the challenges some face in feeling free to fully express themselves at work or elsewhere.
“My father lived most of his life unable to be his authentic self, knowing he was gay as a teen. Today, I feel we’ve made such strides as a society, encouraging people to be their true selves and celebrating it, which I encourage my kids to do.”
McMullen reflects on how being confident in expressing herself and fostering an environment where others can do the same has helped her build a successful career and a supportive community.
Finding a natural fit
After more than 25 years in the financial industry, McMullen is certain she found a role that suits her well. However, like many leaders, she reached this point in her career through the process of exploration and adjustment, which she did by identifying areas of personal development and prioritized growth in those areas by putting herself in situations to improve in those dimensions.
Recognizing her strong math skills, and with encouragement from her family, she initially pursued engineering at Virginia Tech but quickly realized she chose a major that others thought she should be doing – not a major that felt right to her – so, she trusted her instincts and switched to finance. Since graduating and joining PGIM, McMullen has steadily climbed the ranks, advancing from associate analyst to her current role as managing director, where she leads the Credit Tenant Lease Financing team. In this role, she is responsible for managing a team that sources, structures and manages credit tenant lease transactions globally.
She reflects, “Once you find something that’s a natural fit, what you do day in and day out doesn’t feel difficult. That intersection of finding where your skills are with something that’s interesting to you makes work more enjoyable.”
Discovering a career that aligned with her natural abilities also ignited her passion and conviction.
“I’ve learned to make sure that you’re giving your energy to the right thing. Having conviction and passion and being able to moderate that with other perspectives and points of view is important and helps create balance on a team.”
McMullen feels fortunate to channel her enthusiasm and dedication within PGIM Private Capital, which enables her to embrace her entrepreneurial mindset. She is energized by exploring new ways to grow the business and providing opportunities for junior team members to contribute to that innovative way of thinking.
“I’ve had the opportunity to hire more people and create opportunities for others to help grow our business. It has been really exciting to foster the careers of junior talent and help them learn, develop their careers and achieve their goals.”
Inspiring others to find their confidence and voice
Early in her career, McMullen had the confidence to speak up and voice her opinion, but she acknowledges that her success also depended on having leaders who listened and took her seriously. Now, as a leader, she strives to do the same for others.
“As leaders, we must empower junior employees to speak their minds and give them a safe space to share their point of view. We have to value their perspectives, even if we disagree with them. It’s important to listen and create this platform for our team.” She emphasizes, “The onus is on leaders to ensure that as they move into more senior roles, they don’t lose sight of the fresh perspectives that others around them have.”
PGIM Private Capital’s structure of small deal teams offers junior analysts the opportunity to learn and interact with senior leaders, gain experience and have agency in the process.
“In our meetings, I have the analysts on our team present transactions that they’re working on and their portfolio investments as a way of encouraging them to be vocal, gain confidence and demonstrate that their contributions to the team are seen, heard and matter.”
She continues, “I think it makes me a better investor, and us a better team, when everyone’s working on the same goal, has the same objective and is engaged in the process because they feel valued for their contributions.”
Giving to others…as a leader, mother and daughter
McMullen is equally as nurturing in her personal life as she is in her professional one. Not only is she the primary caregiver for her elderly father, but she is also the mother of two active teenagers and spends a lot of her time engaging in her children’s extracurricular activities and volunteering.
“I try to instill the idea of giving back to our community in my children by encouraging them to volunteer in work that aligns with their interests,” she says. For her daughter who loves to play soccer, this means volunteering with a group that pairs soccer buddies with kids who have disabilities. For her son, it has been volunteering through Boy Scouts and temple initiatives.
Creating a community of support
While McMullen knows how important it is to serve as a support system for others, she also recognizes the importance of having a strong support system to tap into for herself as well.
“Building communities around you are key to your success – these are the people that you rely and depend on. Having this network – the colleagues, friends, family, and for me, mothers in my community – has helped me thrive in my personal and professional life.”
Once she became a mother, working to create that community of support helped her become better at reaching out and developing a network in the workplace. McMullen is looking forward to further building those relationships as a program leader at an upcoming industry conference. “It’s wonderful that there is organizational support around fostering community and those professional connections,” she says.
Another community that McMullen taps into is her running group, which she not only uses to stay active, but for the social and emotional outlet as well. Her group of friends hit the pavement – rain or shine to train for races – and have even done a couple marathons together. When creating networks of support, both in and outside the office, McMullen admits that there is no magic when it comes to managing her time and energy. For her, it’s about adapting to the needs of the moment and keeping what is truly important top of mind.
“It’s important to prioritize and be present for your kids when it matters, while also being there for your team and colleagues who need you. Managing these responsibilities looks different every day and won’t always feel balanced or eliminate guilt. But, having clear objectives and striving towards them helps you feel like you’re moving in the right direction.”
By Jessica Robaire