Tag Archive for: career advice

2023: Words of Wisdom from Women In Leadership (Part 1)

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women in leadershipThis year, we’ve interviewed impact leaders, change makers and women who are shaking up senior leadership and creating new roles. Once again, it’s our honor to amplify the voices of the women who are becoming the change they want to see – whether that’s recalibrating leadership approaches to shift the paradigm, birthing their own vision tangibly into the world, or elevating the voices that remain underrepresented.

Looking across our leader profiles in 2023, we share words of wisdom and inspiration from each woman we’ve talked to this year (look out for Part 2 next week). Thank you for the gift of your energy, time and insight!

“Get in there early with a contribution to the discussion. Other people feel relieved and appreciate it when somebody says something first and are likely to even build on it. And I learned that contributing early liberates you to relax and enjoy the discussion, because you’re not beating yourself up about not having said anything yet. You may find you are building up to something even bigger to say, but at least you feel good because you’ve contributed.” – Ruth Harper: SVP, Chief Communications & Sustainability Officer, ManpowerGroup

“We’re all drops in the ocean, but together we can move the moon. Small things matter. Because if we all do one small act, together, collectively and as a community, we can move mountains, and that’s always been the case. I think we each create a ripple in the water from just a drop, and that if we all work together, this change can really occur. It’s not just one thing that’s going to be the answer to our issues, it’s going to be an ecosystem of many things working together to create resilience.” – Alice Chun: Female Inventor, Founder and CEO of Solight Design, Inc.

“We are all humans having a human experience and so you ought to be able to connect with anybody on some level. Different perspectives are something to embrace, not something to close yourself off to, because they help you to think and see things from different perspectives.” – Loretta Pearce: Chief Diversity and Inclusion Officer, Shearman & Sterling LLP

“I have walked into several rooms where I wasn’t invited, but I acted like I belonged. Then what are they going to do except welcome me? You walk into a room, and you act like you belong. Take a seat at the table. Not in a chair along the wall, but at the table. And then raise your voice when you speak so you can be heard.” – Avis Yates Rivers: CEO at Technology Concepts Group Int’l., LLC

“I walk into every new thing I do with an understanding of ‘I know what I know’ but ‘I know what I don’t know,’ too. I’m comfortable about being vulnerable enough to ask people to help me. Women put too much pressure on themselves by thinking they have to walk into a role fully capable and qualified, when the reality is that long as you have the core of what you need to do the job, you can build and learn. As long as you’re willing to be vulnerable enough to admit that you’re going to need help or to learn new skills as you navigate, you can take on those bigger jobs.” – Judith Barry: Co-Head of Global Equities, Wells Fargo

“Somewhere along the way of observing women progress in their careers, I realized that no one ever got very far if they cared too much about: What do others think? How did I come across? Was I likeable? And so on. You get to a certain place because you channeled that energy not on worrying about whether people like you or your answer, but on asking how do I get the job at hand done?” – Marcella Sivilotti: Chief Strategy Officer, PGIM

“Confidence is so important, yet sometimes ‘confidence’ can be felt by women as a negative because we don’t want to come across arrogant or as a know-it-all. We need to take these words that have negative associations and switch them into positives. There is also a huge amount of negative connotation around the phrase ‘being selfish.’ But it is so important that at times you put yourself first. Prioritize your own development, personal learning journey, self-care, and look to make choices that help you, not just other people all the time. I think it’s breaking those associations in our head that suggest ‘If I’m confident…I’m perceived as arrogant’ or ‘If I’m selfish… I’m a mean person.’ It can feel very uncomfortable, but it is these simple things that can make a massive difference and it is not about changing your values, just your priorities.” – Loretta Franks: VP, Chief Data & Analytics Officer at Kellogg Company

“I’ve had many experiences where I felt uncomfortable raising a topic but I did it anyway, because there was merit in it. If we’re going to have diversity of thought, then as leaders and as professionals, we have to evaluate the things that make us uncomfortable and really decipher, what is this individual trying to say? What is the goal here? Because if you believe intentions are good, you might want to tune your ear and try to better understand what is being said, versus dismissing or disqualifying it.” – Melinda Cora: Principal, Head of Product Implementation and Project Management at PGIM Quantitative Solutions

“Many people have idea ‘sparks,’ small or large, and too many people squash their sparks. But it’s with those sparks that you can improve organizations and improve yourself. It could be as small as a change in process or as massive as complete transformation. Being able to embrace the spark is the essence of organizational and personal development.” – Geneviève Piché: Head of Sustainable Finance and Advisory, Corporate & Investment Banking, Wells Fargo

“Part of a leadership vision includes incorporating a learning curve in how you get there. None of us are always right and we’re all going to make mistakes as we go along. But the objective is still the right objective. You’ve got to move and learn along the way how to best make it where you want to go.” – Kelley Conway: Head of Corporate & Digital Strategy, Northern Trust

“I think that we have to fight. I think that we need to ask for what we need. I think we need to stop apologizing. I think we need to not think something is wrong with us and instead see the system as broken and demand for it to change.” – Reshma Saujani: Founder and CEO of Moms First

“Many women in leadership roles still don’t give themselves enough credit that we are, indeed, leaders. We feel like we never get ‘there.’ The first time someone reached out to ask for time on my calendar, I had to take a step back and realize I have gone through this 25+ year career path and people are interested in connecting with me as a leader. But I also know it’s a two-way street. There is always something we can learn from each other, no matter what your level is within an organization.” – Tiara Henderson: Corporate and Investment Banking Head of Women’s Segment and Commercial Real Estate Head of Diverse Segments, Wells Fargo

“By focusing on internal gratification, I’ve naturally been given more opportunities without necessarily focusing on what I have to do to get to the next step or to get promoted, because those are external focuses. By doing what I want to do – to grow and to learn and to do it for myself – I’ve just had those opportunities come to me…Everyone’s way towards internal gratification is different, but I feel that when you do things for yourself, you exude different energy and attract more of what you want.” – Mikaylee O’Connor: Principal, Senior Defined Contribution Strategist, PGIM DC Solutions

“In my team, we’re all scientists and we want to get things done and we want them to be perfect, so we give our best and go above and beyond. But I always like to remind my team that the job is important, but so are your health and family. While there are times when you may have to work extra hours to meet your objectives, doing so is never sustainable in the long run.” – Fabiola Gutierrez-Orozco: R&D Director, Global Nutrition Science, Reckitt

“The more I go through life, the more I realize we do not know what challenges people have every day. So above all, we need to practice kindness towards ourselves and others.” – Graciella Dominguez: Vice President of Investment Operations, Operations and Innovations, PGIM

Interviewed by Aimee Hansen

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Making Your Mark as a Female Entrepreneur (+Statistics)

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female entrepreneurFemale entrepreneurs have been making waves in business, breaking barriers, and defying stereotypes in male-dominated industries. Despite their challenges, women are creating successful companies that are making a significant impact in their industries. In this blog, we’ll explore the strategies that female entrepreneurs can use to build a successful business in a male-dominated world.

From identifying a niche to building a solid network, developing a business plan, and embracing digital marketing, we’ll provide insights and practical tips that can help women entrepreneurs achieve their goals and overcome obstacles. Then, we’ll share some women in business statistics so you can see real-world examples of how women are currently leading the charge.

So, whether you’re a seasoned entrepreneur or just starting as a young woman in business, read on to discover how to turn your entrepreneurial dreams into a reality.

Find a niche:

When starting a business, identifying a gap in the market that you can fill is essential. This could be a product or service that’s not currently available or an area where there’s a lack of competition. Conduct market research to identify potential opportunities and validate your ideas.

Steps to building a strong network:

Networking is an essential part of entrepreneurship. Building a solid network is an integral part of entrepreneurship—especially in industries completely dominated by men. Here are some steps to help you build a strong network:

1. Identify your goals:

Before you start building your network, you must identify your goals. What do you want to achieve? Who do you need to connect with? Having a clear idea of your goals will help you focus your efforts and build meaningful relationships.

2. Attend events:

Attend networking events, conferences, and industry associations. Look for events that are relevant to your industry or interests. This will help you connect with other like-minded individuals and potential customers.

3. Join online communities:

Join relevant online communities and participate in discussions. This could be on social media, forums, or other online platforms. This will help you build relationships and gain insights from others in your industry.

4. Leverage existing relationships:

Remember your existing relationships. Reach out to former colleagues, classmates, and acquaintances. Tell them about your business and ask for introductions to potential customers or other relevant individuals.

When building relationships, it’s important to be genuine and helpful. Refrain from approaching networking with a transactional mindset. Instead, focus on building meaningful relationships with others. Offer value and help others whenever possible.

5. Follow up:

After meeting someone, be sure to follow up. Send an email or connect on LinkedIn to stay in touch. This will help you maintain relationships and keep the conversation going.

By following these steps, you can build a strong network to help you succeed as an entrepreneur. Building relationships takes time and effort, but it’s worth it in the long run. You can also nurture an inner circle of women as you network — this can help support your growth and advancement in your industry.

Develop a business plan:

A business plan is a roadmap for your business. It outlines your goals, strategies, and financial projections. A well-written business plan will help you stay focused and on track. It will also be useful when seeking funding or investment.

Embrace digital marketing:

Digital marketing is an effective and cost-efficient way to promote your business. Use social media, email marketing, and other digital channels to reach a wider audience. Develop a content marketing strategy that provides value to your audience and positions you as an expert. This is especially important in key job markets where women are underrepresented, like STEM.

Continuously learn and adapt:

Entrepreneurship is a learning process. Stay up-to-date with the latest industry trends and innovations. Attend conferences, read industry publications, and seek out mentors and advisors. Be open to feedback and adjust your strategies accordingly. Continuously improving and adapting will help you stay ahead of the competition. These statistics are a great way to learn from the past to be a force to be reckoned with in the future:

  • Currently, women wield approximately $10 trillion in financial assets within the U.S. This number is expected to surge to $30 trillion by the close of the decade. (CNBC)
  • Women-led companies generated approximately $1.9 trillion in earnings, employed 10.9 million people, and maintained an annual payroll of $432.1 billion. (Census)
  • Women-owned businesses are projected to contribute to approximately 6% of the anticipated global economic growth. (Mastercard)
  • In 2022, 45% of female-owned business loan applications were accepted. (FED Small Business)
  • 71% of women business owners feel prepared to navigate through an economic recession. (Bank of America)
  • 44% of women-owned businesses experienced an increase in annual revenue in 2022. (FED Small Business)
  • In 2022, 21% of women-owned businesses had an annual revenue between $100,001-$250,000. (FED Small Business)
  • In 2022, 60% of women-owned businesses displayed profitability. (Guidant)
  • A significant 59% of women business owners acknowledge having to exert more effort to achieve the same level of success as their male counterparts. (Bank of America)

By following these strategies, female entrepreneurs can increase their chances of building a successful business. Staying focused, working hard, and persevering through challenges is important for success. With dedication and some luck, you can turn your entrepreneurial dreams into a reality.

Women in Business Statistics

(The opinions and views of guest contributions are not necessarily those of theglasshammer.com).

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First, The Glass Ceiling – Now, Women Fight Robots for Their Careers

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Eliza VanCort(by Eliza Vancort) The Terminator will kill us. The Matrix will grind us down into batteries. And yeah, Ex Machina. Humans have a time-honored tradition of being terrified that sentient machines are going to destroy everything.

Recently McKinsey Global Institute released the study, Generative AI and the future of work in America. The report was a measured exploration of “Which jobs will be in demand? Which ones are shrinking? And which ones could be hardest to fill?” The headlines in the media were quite different. “Nearly 80% of women’s jobs could be disrupted, automated by AI.”

In reality, what the studies said isn’t really new. It’s the same American story, different facts. Replace “AI” with “pandemic” or “economic downturn” and experts arrive at the same conclusion. In times of upheaval, the people who are hit the hardest in America are women, particularly women who are members of targeted groups with less power and privilege.

Here’s how women can prepare and optimize opportunities for the AI era.

     1. Take “STOP AI” off the table
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We can no better stop the AI train than we can stop capitalism. Despite this, many people are working to stop companies from using AI technology instead of humans. This is a losing battle. We live in a capitalist society where maximizing profits is the priority. There are some uses of AI which absolutely can be regulated, such as the demands outlined in the SAG strike. That said, AI isn’t coming, it’s already here. McKinsey estimated that “half of today’s work activities could be automated between 2030 and 2060.” The question isn’t if, or even when. The question is what can you do to prepare?

     2. Give the right support to the right people.

Women and people of color in low wage jobs without higher education are most likely to be impacted by AI. They are fourteen times more likely to have their jobs disrupted than higher-wage positions. For these women, education and training to keep up with this emerging technology is a must. Unfortunately, childcare responsibilities still disproportionately fall on women, and this takes a toll. For example, according to the KFF Women’s Health Survey, during the pandemic, “Three out of ten working mothers said they had to take time off because school or daycare was closed.” If women don’t have access to affordable childcare, they are the childcare. Women must have access to training and education, but this is impossible for many without care for their children. They must go hand in hand.

     3. Make a difference.

One critical way to claim space is to support other women. If you’re a leader in the public or private sector, work to implement new practices and programs now to position your employees for success in the new era of generative AI. For example, even if your organization doesn’t have the budget for in-house education, experts are now predicting that “Implementing AI can bring about a transformative change in access to education through the creation of personalized learning programs that are tailored to suit each student’s unique learning style, preference, and aptitude.” In other words, AI can help you scale and tailor education for your employees affordably. Get creative about making a difference.

     4. Robot-Proof Your Job.

Women are conditioned to be caretakers both in their actions and their communication. This has often resulted in women doing jobs which capitalize on our ability to read people and communicate well, the jobs that require soft skills. The great irony is that soft skills have traditionally been devalued by many because, well, when women go into fields, the field gets less respect and pay. Yet in the new world of AI, those are the very skills that AI just can’t do well. For example, teachers, nurses and therapists are not predicted to be replaced by AI any time soon. If you have soft skills, go into fields that require them, or use those skills to help you stand out in your field. Jobs where humanistic tasks are required, or will augment the job, will be much safer from displacement. If you don’t feel your soft skills are strong, it’s time to brush up on them.

     5. Take Advantage of the Positives
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AI is positioned to help women more than men in ways we really need it. One example? Domestic labor. Women have been held back for years by the amount of time they spend on domestic labor. A Pew Research study just recently reported that, “Even when earnings are similar, husbands spend more time on paid work and leisure, while wives devote more time to caregiving and housework.” Should relationships be more equitable? Of course. But they aren’t, and AI has the potential to allow women with the financial means to lessen their domestic load. In fact, research suggests AI may be able to automate about 39 per cent of domestic work within 10 years. Find every advantage like this and capitalize on it.

     6. Position Yourself for Success.

This is a pivotal moment in history where women can jump into a field that men do not yet fully dominate. Take every opportunity to educate yourself about this emerging technology while it’s developing. By doing so you will not only survive, but you will position yourself as a leader. If your employer doesn’t support continuing education, get ahead of the problem and think about finding a place that does now. Think ahead so you don’t get left behind.

We can’t stop the AI train. But unlike other times in history, we know this train is coming, and we can prepare for it. This is a moment for women to uplift each other and succeed in a field we have not yet been shut out of. Technological apocalypse need not be our destiny. Women shouldn’t just survive the AI train. With the right preparation, we can thrive.

By: Eliza VanCort, Transformation Teacher and #1 bestselling author of A Woman’s Guide to Claiming Space: Stand Tall. Raise Your Voice. Be Heard (named Maria Shriver’s book of the week), who has dedicated her life to empowering women to live bravely and claim the space they deserve.

(The opinions and views of guest contributions are not necessarily those of theglasshammer.com).

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Op-Ed: Want to be a CMO? Learn to Pivot.

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Learn to Pivot (by Marcy Comer) I’ve spent my career working to get into the C-Suite, because I wanted to have the challenge and opportunities that come from leading a company and being at the top of my discipline. Now in this role, I’m continuing to learn that the secret to making it to, and staying in, the role of CMO is based on learning to pivot.

I grew up playing basketball, and a pivot is a classic move in which the player stops, holds the ball, and looks around for an opening on the court. You can apply this move in your job and your career. It requires you to stop and evaluate potential next moves. You have to stop the daily grind and evaluate. The more you look around, the more opportunity you find to make the next big move. And, making a big move is the way that you help to accelerate your career and the success of your team.

Here are five ways you can actively bring a pivot-first mentality to your career:
  1. Embrace the struggle as an opportunity: Most people avoid the pain of having to learn something new. But, when you take on painful work, you’re relieving the pain for your manager, coworkers, etc. Start finding the fun in learning and it will no longer be a pain; and it will make you a valuable asset in the organization. This is a pivot from just doing your job, to becoming someone who does hard jobs or unwanted jobs can be a big step towards career success. I’m not the only one who believes this: in a survey of more than 50,000 learners who completed MOOCs on Coursera, 72% reported career benefits such as doing their current job more effectively, finding a new job, or receiving a raise.
  2. Be your own futurist: Find out what’s on the horizon from people that are already respected and be that person for your circle; this means staying on top of news, ideas and conversations and learning from leaders in various fields. The only way to see which way to pivot is to be paying attention to the ever changing horizon and landscape around your business. CNBC has listed “futurism” as the number one skill for leaders.
  3. Don’t just talk about it, try to apply it: Get a trial of a new product, sign up for a course on it and experience the new thing for yourself. Bring it to your organization with your own point of view. Recently I spent a lot of time learning ChatGPT because I wanted to understand how it could impact the marketing function and what it could do to help the aerial imagery business, EagleView, where I work. I was able to apply those learnings to improve business processes, by pivoting to embrace the future, I was able to then lead others within the company on the new tech.
  4. Get better at your weaknesses: A weakness is only a weakness until you make it a strength. The pivot is in skill but also it is mental: if you believe a weakness can be turned into a strength, you will. Once I was in the final stages for a marketing role I really wanted but I didn’t get it because they said I didn’t have enough B2B experience. So I went out and learned as much as I could about it, started consulting companies as a B2B marketer and turned it into a strength. 77% of organizations report they are currently experiencing a leadership gap. Fewer than 20% of organizations have a bench of capable leaders ready to fill critical roles. You have to improve your areas of weakness to step into leadership roles.
  5. Don’t believe everything people tell you: People will always try to put you into a bucket, because it is easier for them if you are exactly who and what they think of you as. However, the pivot is to make sure that you don’t believe people who aren’t seeing your pathway to success. Once, I had a terrible manager at Amazon who kept telling me I needed to learn SQL to get ahead. While coding is definitely a weakness that I *could* get better at, what CMOs are writing SQL every day?

There are similarities between these examples and all of them ladder up to mindset. The key to bringing the pivot forward is to be constantly learning, understanding the world around you and then leveraging that knowledge to help those within your team and company. The more you scale and grow yourself, the better you will be able to find roles that interest you and a career with exponential growth opportunities.

Marcy Comer is the CMO of the EagleView Commercial Business, a role she stepped into after leadership roles at Amazon, Sears, 7-Eleven, Dosh, and Spruce. As a leader who has worked across B2B, B2C, B2B2C and D2C, she has developed a perspective for herself and her team on what it takes to succeed. Her unconventional approach is this: focus on the pivot.

(Guest Contribution: The opinions and views of guest contributions are not necessarily those of theglasshammer.com).

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Melinda Cora: Principal, Head of Product Implementation and Project Management at PGIM Quantitative Solutions

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Melinda Cora“I’m a firm believer in the power of personal brand. When you see a particular logo – like Apple, Starbucks or Nike – you immediately have feelings associated with that entity,” says Melinda Cora. “When someone sees my name appear on their phone or in an email, my desire has always been that the brand I’ve developed makes them want to answer my call or read my message and engage with me. My hope is that they have positive feelings and thoughts, based on my work and experiences with them.”

Carving Her Own Trajectory

Growing up in Bushwick, Brooklyn, a low-income and predominantly Hispanic and Black community, Melinda recognized the lack of resources around her (vacations often meant opening a fire hydrant on hot summer days) and how it contrasted with the untapped wealth of talent. She was motivated to carve a different trajectory for herself and recounts that one of her earliest supporters in this regard was her fifth-grade teacher, Mrs. Aievoli, who noticed Melinda’s potential and giftedness and inspired her to grow.

“She invested her time in preparing me to test for a specialized middle school. My acceptance into the school put me on a path to graduate high school at the top of my class at 16 years old,” Melinda recalls.

With hard-working Puerto Rican parents who hadn’t had the opportunity to pursue higher education, school guidance counselors who lacked the frame to point her towards scholarships, and a family mentality of avoiding debt and needing to make ends meet, she attained her associates degree in just 1.5 years before taking on a full-time role as a legal secretary at 18 years old in the M&A department of Shearman & Sterling LLC. It was in that role that Melinda began the practice of learning through observing and quickly became an asset to her team.

“I knew there was something wrong with the equation, and I wanted to be a part of making it right. We had pounds of hard labor workers in my community but a lack of role models who could demonstrate that it was possible to enter a variety of industries, and that lit a fire in me,” says Melinda. “I wanted to be able to go back years later and say, ‘I’ve had a successful career. I’ve been able to break out of this mold. And guess what? You can, too.’”

She was soon promoted to a marketing coordinator role at Shearman, before one of the lawyers she’d worked with called on her for an opportunity at Equavant. When that same lawyer again moved to Lehman Brothers, she called on Melinda again. After seven years at Lehman, where she was an operations analyst and later, a member of an alternative investment management team, Melinda was sponsored by another former colleague for a project management role at PGIM Quantitative Solutions (then known as QMA), a leading quantitative investment manager owned by PGIM, the investment management business of Prudential Financial, Inc.

“Multiple times in my career, former managers and colleagues picked up the phone and offered me some type of pivotal change,” says Melinda. “They believed in me and recognized my drive and many strengths. With each opportunity, I assessed whether it was the right, progressive next step in my career, and once I gave my ‘yes,’ I also gave those roles my all.”

Melinda knew she’d acquired the experience and network, but recognized that if it weren’t for sponsors, her lack of a bachelor’s degree may have filtered her resume out of the interviewing process: “I realized that I needed to go back to school, even though I was in my 30s,” reflects Melinda. “So, I became a full-time working wife and mother of three children—who was also earning her bachelor’s degree. I graduated Summa Cum Laude and have also taken several MBA courses to date.”

Striving For Excellence

“I appreciate that perfection is a myth. However, striving for excellence has been a driving factor for me. If it has my name attached to it, I want to do it with excellence,” says Melinda, speaking to honing her personal brand.

Nearly 15 years ago, Melinda joined QMA as a junior-level project manager and is now head of product implementation and project management at PGIM Quantitative Solutions: “It’s a dynamic role managing my team and a testament to the evolution of the body of work we coordinate within PGIM Quant,” says Melinda. “I have the privilege of working with some of the brightest individuals and leaders in our industry who I get to learn from and partner with daily. No two days are the same, and each new opportunity allows my team and me to be a part of developing new solutions.”

Melinda also serves as a role model and mentor. It’s her passion to build the power of dreaming big among youth and young adults. With HISPA (Hispanics Inspiring Students to Perform and Achieve), she speaks to middle school students in predominantly Hispanic New Jersey communities, inspiring them to believe there is space for them in the asset management industry.

Melinda is a co-founder of PGIM Quant’s Hispanic and Latino business resource group (BRG), Unidos, and a leading member of the Inclusion Council, which oversees each of PGIM Quant’s BRGs to drive meaningful results through a culture of diversity, equity and inclusion. She serves on the Latinx executive leadership team for PGIM overall. Melinda also volunteers through Junior Achievement of New Jersey, through her local church’s Girls Ministry program, and leads a young adults life group out of her home.

The Courage To Speak

Latinos are underrepresented across the finance industry at less than 10%, though they account for approximately 18% of the US population. That percentage drops significantly when accounting for senior-level Latinos in this space. Despite her Latino colleagues coming from different countries, the messages from their families and peers are often similar—like be grateful to have a job, keep your head down, and do not make big waves. Melinda says, at times, Latinos are often not outspoken enough in the workplace as a result of this common conditioning.

“I’ve often struggled with that internal tension. My perspectives and ideas are unique and valuable within the work environment, but everything in my culture tells me I shouldn’t speak up,” she reflects. “So, I’ve had the interesting dynamic of saying I am going to speak up and it’s going to be hard.”

To do this, Melinda calls on her own touchstone of living from courage: “Courage is sometimes ill-defined as ‘not being afraid’ or ‘the absence of fear.’ That’s not what it is. Courage is moving forward or speaking up, even if you are afraid,” she says. “I had to develop the courage to say I do have an idea and it is worth sharing.”

Valuing Diversity of Thought

Melinda, at times, struggles with the notion of imposter syndrome, but quickly reminds herself that her lack of privilege growing up does not equate to a voice that counts less. She recognizes the importance of embracing the background that shaped her and the need to value every upbringing – even the upbringings of those who grew up in privilege.

“It’s rethinking and relearning certain things as an adult to continuously challenge yourself. We’re all learning from each other. No one has arrived at any sort of final destination and we should regularly seek opportunities to further develop,” Melinda notes.

Her early experiences shaped the way that she cultivates different perspectives as an adult: “As a child, I felt like people often didn’t care about what students in my schools thought. It was a ‘what the teacher says goes’ mentality. Even then I knew, if we’re not allowing opportunities to challenge each other, then we’re doing ourselves a disservice and missing out on diversity of thought.”

Get Comfortable Being Uncomfortable

As a tip, Melinda discourages people pleasing: “What’s more important is developing into a trustworthy and sought-after business partner. Whether raising a difficult issue with her children’s schools or inside the four walls of PGIM, Melinda has learned that uncomfortable conversations must be braved.

“I’ve had many experiences where I felt uncomfortable raising a topic but I did it anyway, because there was merit in it,” she says. “If we’re going to have diversity of thought, then as leaders and as professionals, we have to evaluate the things that make us uncomfortable and really decipher, what is this individual trying to say? What is the goal here? Because if you believe intentions are good, you might want to tune your ear and try to better understand what is being said, versus dismissing or disqualifying it.”

Cultivating a Growth Mindset and Culture

As she’s become more senior, new challenges and greater stakes can heighten the fear of making mistakes: “I often say each product effort or project is like its own recipe,” she says. “You may have a group of people with different work styles or a different timeline. You may have different factors that lead to initiatives being diverse even when they’re similar on paper.”

Melinda embraces the idea of being a continuous learner: “We’re not going to get it right 100% of the time. So, two main factors drive my thought process. When I get something right, I celebrate the opportunity to teach. What went right? How did I get there? What was new? What defined the win?” She continues, “And then when I get something wrong, I celebrate the opportunity to learn. What didn’t go right? What can I learn from this? How can I get better? It’s important to look at mistakes as something that will help me grow and, in turn, others as well.”

Melinda looks for opportunities to convey that growth approach and reinforce it with her team members, too. She focuses on caring about people as individuals first and then supporting their career growth with the learning and opportunities to get where they want to go, in their own way and style.

“Whatever number of years and whatever season we spend together, my goal is to be that servant leader to individuals on my team,” she says. One way Melinda empowers her team, especially in the hybrid environment, is to let them decide on her attendance in meetings. This instills confidence in their abilities, while she remains available to provide guidance and be there if and when needed.

Melinda says she has gained the most from organic mentor relationships – precisely, from exposure. As a self-motivated learner, it’s not conversations, but truly watching people in action that inspires her.

“From the start of my career, the way I’ve learned from leaders is by sitting at a table with them, listening to how they interact with others, seeing how they get decisions made, and watching how they influence business,” she says. “How I learn best is by observing. What drives me is looking around the office and asking who do I want to be more like to continue growing as a professional and progressing in my career?”

From Childhood to Today

Mrs. Aievoli still figures prominently in her life and has proven to be Melinda’s lifelong mentor.

“To this day, she keeps me pushing myself. She always says, ‘okay Melinda, and what’s next?’ She keeps me focused on that idea of growth and development,” says Melinda, who still shares her milestone accomplishments with her. “She’s been invested in me from childhood and that’s resonated with me for years.”

Melinda is most proud that her three children – now 20- and 16-year-old daughters, Jayden and Madison, and 13-year-old son, Zachary – can see in her an example of the role model she wished for as a child.

“I had a non-traditional career and educational path, and while it hasn’t been easy, I never settled or gave up, and that’s something I hope encourages them throughout their lives,” she says. “I want them to believe in their own aspirations and carve their own paths so that they, too, can be role models to future generations.”

By Aimee Hansen

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Ruth Harper: SVP, Chief Communications & Sustainability Officer, ManpowerGroup

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Ruth Harper“Getting comfortable with uncomfortable conversations is an ideal way to prepare for a job interview, whether it’s going for a position at a new job or putting your hat in the ring for an opportunity with your current employer,” says Ruth Harper.

Harper speaks to the thread that has motivated her all along, supporting women at work and unleashing the opportunities that work can provide.

The Joy Of Empowering Lives

“I witnessed firsthand how the economy can thrive or not, subject to how the world of work works for people or doesn’t. I grew up in a neighborhood in a time when industry was declining, and so there was industrial action and people were out of work, impacting families in a significant way,” says Harper. “My own father had to travel for work. I learned very early about the power of work in somebody’s life, and what happens when you take it away. It’s closely connected to what drives me today.”

Harper grew up in Northern England, an industrial powerhouse, and now lives in Milwaukee, yet another industrial powerhouse. One of the first in her family to go to university and then postgraduate studies, both in human and economic geography, she became a geography teacher – including a stint in the girl’s school once attended by Margaret Thatcher, who became the first female prime minister in the UK.

Curious about what else lay beyond teaching, Harper moved to London and worked with a ‘temp agency’ to figure out how to reinvent herself in work. She was able to transfer her skills to influencing and motivating employment policy, helping unemployed people get back to work and bridging the public and private sectors. It felt meaningful and gratifying, and she was learning a lot while figuring out how to set up public-private partnerships.

“I was working with purpose-driven people who were determined to create opportunities and results that would change people’s lives,” reflects Harper. “The privilege of working on that pulled me into ManpowerGroup. Here I am, 20 years later, still having a nearly first-hand opportunity to create impact. For example, through Manpower’s MyPath program which provides the guidance, support and training people need to build their confidence and employability.”

She notes that while the changing world of work can be exciting, it can be daunting for people in fast-changing industries whose job security feels more volatile: “Being able to address that anxiety and unleash ambition, and to help layout pathways to work for people feels like a thread back to what I could see when I was growing up.”

Supporting Women To Thrive At Work

Harper notes that ManpowerGroup’s Chairman & CEO, Jonas Prising, originally from Sweden, has publicly declared a measurable goal of 50% women in leadership by 2025. Getting familiar with the factors and barriers that can drive women away or block women from the workplace is critical.

“I think organizations need to look at how they help women continue to progress in their career, even when they are part-time or take a break,” says Harper, who spent her own maternity leave in Europe, where she had a year with both of her sons before returning. “Otherwise, we’re never going to get 50% women in leadership because organizations will keep churning out great female talent, who will seek opportunities to balance life and work elsewhere.”

Back in her early days, working in the field of employment policy and government relations with ManpowerGroup, it was not unusual for Harper to walk into rooms full of 55+ year-old white men. They were as likely to assume she was there to take the notes versus contribute to the discussion.

“I learned from a 55 year old male boss at the time to get in there early with a contribution to the discussion. Number one, other people feel relieved and appreciate it when somebody says something first and are likely to even build on it,” advises Harper. “And I learned that contributing early liberates you to relax and enjoy the discussion, because you’re not beating yourself up about not having said anything yet. You may find you are building up to something even bigger to say, but at least you feel good because you’ve contributed.”

She advises the same with networking: “Lots of people don’t love networking. Most people will welcome somebody else walking over to them and saying something; being the first person to put other people at ease is good for you and good for others. It’s a great icebreaker and network builder.”

Navigating Your Desires and Career Journey

Harper likes to surround herself with smart people who bring different perspectives. Curiosity has always pulled her to ask the question ‘what next’. Humility has supported her when she didn’t know that answer.

“Raise your hand, take stuff on and see where it leads you,” advises Harper. “But more importantly, and what I did not always do, is to be confident about articulating where you might want to go, even if it’s not exactly where you might end up, so people have a comprehension of your ambition.”

She encourages women to ask themselves: Am I good with this? Or do I want something different or more? Do I know what that is? How might I get it? Who should I talk to that can help me hone in on what I want?

“Be comfortable with these open-ended questions and then know where your mentors and your people are so that you can have those discussions to help shape your own thought process,” says Harper. “Each person will give you a different set of questions, and that can help you shape a full viewpoint.”

Whether it’s her very supportive husband, or peers inside and outside of the organization, somebody will be able to reflect in a way that helps brings clarity – and sometimes, that means waiting not jumping.

“This is way more of a jungle gym than it is a ladder, so don’t always think that it’s only the vacancy or the opportunity right now that is your opportunity,” says Harper. “Keep going and working it out, until you find or create those opportunities for you.”

Taking On Bigger Leadership Roles

Accordingly, Harper points out that her role of Chief Sustainability Officer did not even exist a couple of years ago.

“There’s nothing more socially impactful than having the dignity to go out and earn a decent living and bring that back to the family and contribute to the community,” says Harper. “At ManpowerGroup, we believe meaningful, sustainable employment has the power to change the world. So, I’m asking how do we, as one of the largest organizations in our industry, set the highest standards and then bring others into that?”

As she’s moved up the ranks, it’s been about “getting out of the weeds” to keep a strategic overview while developing and trusting others. And that means giving people the freedom and safety to do things differently to her (and perhaps even better). “That’s also how I can continue to progress to new and different things – by bringing others with me, so we all rise together and have opportunities.”

Considering herself a talker from a family of talkers, she’s fairly direct in cracking how to get things done. Getting better at deep listening to others, and allowing the pauses in their expression, has been a valuable growth zone.

A mentor of 20 years taught her that leadership style must be versatile and individualized to whoever you are leading. It means both equipping and giving someone the opportunity to run with a project and keeping just enough of an eye to help point them back on track if they are going off-course.

In the spirit of fostering a growth culture at every level, Harper is herself inspired by leaders who are willing to reveal their human side, admit they don’t know something or ask for advice on an idea that is not fully baked.

“I’m really inspired when someone in a senior position puts work in front of me and invites me to build on it, because it shows openness that I might be able to add something to make it even better,” says Harper. “That always motivates me to find really good and constructive input.”

Expressing gratitude at the stage of asking someone to do something, even before they’re delivered (“thank you for…”) is an approach she’s also picked up along the way, showing trust and humility.

Being Purpose-Driven and Making Impact

Harper finds when there is genuine camaraderie in the workplace, people pull together for great things. One of her most humbling and rewarding experiences has been ManpowerGroup’s response efforts to the Ukraine crisis, especially in the Central and Eastern European offices.

“Our Ukraine planning call was the hardest I’ve been on in my 20 years here, but the most inspirational leadership I’ve ever seen, watching people who are really purpose-driven go above and beyond, every day but also on days when it’s needed most,” she says. “And, then how do we continue to do that for refugees or underrepresented groups, too, and find ways to make more impact?”

Recently reflecting on her 20 years at ManpowerGroup, Harper realized she’d moved through many different opportunities and roles, and it hasn’t been a linear journey. What has run through everything is the red thread of getting more people into work and impacting individual lives.

She has two boys, ages 15 and 12, who play American football, soccer and hockey, so being a part of what they love is important to her. She values being present and enjoys traveling, getting outside and good food.

By Aimee Hansen

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Five Actions to Take to Manage Your Career Better in 2023

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Nicki GilmourSo far, this decade has been a rollercoaster for professional women. Everyone has been inundated with large amounts of work to get through, while all sorts of moving targets and complex constraints to deal with just keep coming. A potential hit to the economy looms as the usual cyclical market downbeat slides to recession with layoffs already starting. Dovetail this with almost everyone having a really long, hard think about their values over the past couple of years, and the unanimous request from all workers in every survey ever done to have more flexibility, we should be set up for the most interesting years to come on the topic of work, career and what is professionalism.

Normally we write a year-end review piece, which we have written for the past fifteen years, detailing progress for professional women and examining trends that matter, and it was implicitly assumed that progress on parity had to be linear. Now we know the real issue is overwork and outdated ways of working for all. Perhaps this is what changed the game for us here at theglasshammer as we realized that battling an old system, and defining ourselves and our success by the standards of that system, is not the only way to look at it with the latest UN women report stating unsurprisingly that the goal of gender equality is not on track to happen by 2030.

The glass ceiling is still there for all the legacy and structural reasons we know about, but overwhelmingly people have been open about multiple realities and having multidimensional lives. Assimilation, sacrifice and silence is not trending right now and in a study conducted on work identity by Kathryn Boyle at the Glasgow Caledonian University (UK), Gen Y are not feeling like their narrative arc in their career has to be as cohesive as others did in Gen X and Boomer generations. This means the career ladder which we have written about extensively is somewhat less powerful a construct than it has ever been, and the ceiling, or rather the structures and rules that held the game together, are being replaced with people choosing to leave to play other games or ignoring the rules entirely. The lattice is where most of us find ourselves.

What Do Future Leaders Want?

What Gen Z want from their managers most of all is a positive attitude and a clear delineation of goals while millennials want open communication and feedback, followed by goal clarity according to a recent study at Berkeley Haas School of Business, University of California. Jarringly, the same study suggests Gen X managers are not really prepared to play ball in this way with only 33% ready and willing to give feedback with a positive attitude. There is a disconnect that should be addressed by savvy managers who want to liberate and empower so people can innovate. And this disconnect will only be accentuated by companies not setting managers up for success operationally in the hybrid environment.

Regardless of ambition levels, ability and willingness to work long hours, professional women and men want work to work for them – they want flexibility and a lattice approach to work, or even for work to not be all-consuming as professional careers in banking, law and executive life has previously been known for. The physical and psychological boundaries we once knew such as going to the office on a train five days per week is less desirable than ever as seen in the endless studies citing hybrid as the preferred format for the future. It doesn’t mean productivity is down or that people aren’t passionate about their work or career, it just means that we have arrived at a time where smart bosses know that trust is the social currency and that removing organizational grind and tasks that don’t belong to the team is the key to a happy and high functioning workforce.

Here are Five Things for You to Do for the Best Career Results in 2023
  1. Leave the anxiety and worry at the door. While there are serious swirls inside companies and in the external marketplace, it is ok to just control what you can. Start by understanding what exactly your responsibilities are in your role and then try to align your ability to execute on them as closely as you can – resources, authority, budgets, for example. Avoid perfectionism and over-responsibility tendencies where you think you are responsible for all outcomes or other people’s happiness or success. Thirdly, examine your relationship with uncertainty and figure out how to get comfortable with ambiguity as this year coming promises plenty of that.
  2. Get an executive coach. Advice on its own means nothing as its abstract and subjective. A good coach will help you understand yourself and your behaviors in context of what is going on around you. Think growth, think development. Coaching is one of those industries where there is a low bar to entry so pick your coach wisely as you should be able to have a chemistry meeting with your coach to make sure you can vet them for the value that they will add to your present goals and challenges. There are career coaches and there are executive coaches. Mentors, sponsors and consultants are different from a coach as a mentor will share their advice from their perspective and a sponsor will advocate for you. A coach will evoke your highest thinking and help you build muscle around goal achievement, strategic insight and co create behaviorial toolkits to deploy live time in meetings and work situations. It helps if your coach has a background in organizational development or industrial psychology as context does matter. A coach that gives you advice only is a bad coach.
  3. Read these three books in 2023 that will help you in your career- no matter where you are at. Herminia Ibarra’s Act Like a Leader, Think Like a Leader which will help you refresh you do your job with new insights, consider what your next job could look like and generally challenge everything you thought you knew about being competent and how that is enough. My second favorite book to recommend is Kegan and Lahey’s Immunity to Change which is academic to read but really is powerful for anyone wrestling with fear, shame or imposter syndrome – it is a user friendly book to clear the debris to really achieve your career goals behaviorally. And finally, I reccommend Kolb and Williams’ Everyday Negotiation as a must-read for anyone who thinks how did that person get the upper hand in that conversation? This book explores how to operate in everyday conversations at work. If you cannot read the whole book, start with the HBR article as it is a great way to understand how to navigate the power dynamics that exist in any work relationship. There has been an updated article discussing negotiating as a women of color to read on HBR this year.
  4. Network and mean it. Find people who can help you and you can help in return. Be sincere in your offer for help. Make it personal. No one likes an endless taker, and no one has time to do the work for you. Know your value in the exchange!
  5. Be authentic, and at the same time, seek advice that inspires you to be the best version of you. Use the sites like this one, and others like landit.com, fairygodboss.com and the muse as well as elevate to garner specific career advice for women in the workplace. Look for other sincere people as there are many false prophets and dead poets in this gender space taking your money for something that you already have.

Here at theglasshammer.com we have spent 15 years deeply covering the topic of advancing, empowering, informing and inspiring professional women and with 8000 articles in our archives, we encourage you to delve in and read any that might be useful to you. We have profiled over 1000 amazing women. We have coached rising stars as well as the best in the business to be even better leaders.

In 2023, we will continue to have our digital campfire for women who are change leaders to tell their story around. We want to profile creators and leaders who understand that the future is a vision that can be reached with the right focus. Our main offering is leadership coaching so if you wish to go from mid-level to senior level, or even are very close to the top and need an extra piece of work to polish and refine your behaviors, then book an exploratory chemistry session here with Nicki Gilmour – our founder, and executive and organizational coach.

By Nicki Gilmour, Founder and CEO of theglasshammer.com

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2022: Words of Wisdom from Diverse Women Leaders

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diverse women leadersFor over 15 years so far, we’ve had the opportunity to interview a diverse range of women leaders who are overcoming barriers, charting new territories and elevating their impact. Each woman is generous enough to sit with us and share her story to empower and inspire other women. At The Glass Hammer, we feel visibility matters – and it’s our honor to amplify the voices of women who are raising the ceiling on possibilities in their own lives and our world. Again and again, we hear about the importance of role models in enhancing our vision of what is possible. 

Looking across our leader profiles during 2022, we share a few words of wisdom and inspiration from each woman we’ve talked to so far this year. Thank you for the gift of your energy, time and insight!

“One of the key attributes of a great leader is authenticity, therefore I refuse to have separate work and home life personalities. I believe it is time to change the message that women, or indeed anyone, needs to adjust their personalities to fit with the corporate world.” – Charlene Kennedy: CEO, PGIM Private Capital (Ireland)

“What you will often hear is leaders defending their intent: ‘So are you saying that we discriminate? Are you saying that we aren’t fair?’ But the opportunity is if we can recognize that despite our best intentions, our decisions sometimes have impacts that we don’t intend. It’s important to be curious about the cumulative impacts of individual decisions, along with organizational systems and policies.” – Betsy Bagley: Co-Founder and Director, Pulsely

“I used to hate feedback, but I think feedback and constructive criticism is so important. You may have really good intentions and just not know you’re doing something that isn’t working for you. The feedback may be really hard to hear and digest, but sometimes it comes from a great place. Even if you may not agree, it’s good to hear it.” – Jessica Titlebaum Darmoni: Senior Manager, Head of Marketing, ErisX

“I’ve become more conscious of my own energy as I’ve become older, and that it’s always flowing in me, but you can also learn to use it and channel it. If I’ve got to get a team going, I really think about bringing that energy to the table… The biggest thing you can do to be successful is to be yourself and not listen to the detractors. Just let your light shine.” – Rachael Sansom: Managing Director, Red Havas UK

“You’ve got to remain true to yourself, because there are enough people telling you what you can’t do. I will always tell you what you can do. We’re going to make change together, but you have to be true to yourself. You have to be authentic. If you’re not, what’s the point?” – Brandi Boatner: Manager, Digital & Advocacy Communications, IBM

“Actively asking how others are feeling not only makes them feel more part of the team, but also establishes a level of trust and morale that makes everyone perform better. Being aware of how everyone else is feeling helps form a cohesive team because at the end of the day, we’re all working towards the same goal. If one person is having an off day, that’s going to impact the whole team. Knowing how to rally around and motivate that person not only helps the individual but brings the whole team closer together.” – Mariah Turner: Associate, PGIM Private Capital

“As you arrive to a real senior level, you will start to understand that people are going to have a hard time disagreeing with you. They tend to give you filtered information. If you know that, you can be much more deliberate and intentional in terms of how you ask questions, to make sure that you’re getting the real story and understanding different perspectives.” – Geline Midouin: Chief People Officer, Shearman & Sterling LLP

“It’s important to be able to trust and communicate to your leaders: here’s what I need from you and what I need you to help me with. That has made the difference for me in my career. And that is not wisdom that one must wait until they are well into their careers to acquire anymore. Remember, what I said at the outset of this interview, the world is different now, and leadership looks different.” – Pamela Peace: Principal & North America Client Management, PGIM Fixed Income

“First, you need to be able to identify it: I’m having a feeling. Then you need to name the feeling and ask yourself: What is driving that feeling and is it worthy of speaking up for? Then you ultimately need the self-confidence to speak up, be potentially willing to engage in a disagreement, and simply not question it too much. The more you question it, the more likely you are to miss the appropriate moment to say something, or to lose the feeling entirely. As you move through life, your gut instinct is one thing that stays with you, no matter what you choose.” – Erica Klinkowize: CBNA Treasurer, Citi

“In times of uncertainty, the focus has shifted from seeking answers to raising questions and building relationships to lead through the unknown… The circumstances of the last two years have made me a different leader. I had to take a step back and ask: what did I do in this time? And take the necessary steps to hopefully be proud of the answer.” – Danielle Arnone: Chief Digital & Technology Officer, Combe

“Figure out who can help. You cannot be a master of everything, nor should you be. Get a distributed style of management to get further, faster. Ask yourself who do I know and what do I need to learn?” – Bessie Kokalis Pescio: Vice President, Global Internal Communications, Philip Morris International

“I spent ten years in nursing. But there’s an expression in this part of the country that people are ‘called to preach.’ They have a burden to preach, meaning they can’t not do it. Well, in my case, I felt called to medicine. I had a burden to be a doctor and it would not go away… we never know how much time we’ve got on this planet, so I really don’t want to go to my grave without having tried to do what I felt I was called to.” – Dr. Sarah Carrier, MD: Emergency Physician, JH Quillen VA Medical Center

“Don’t just assume that people know what you want. You need to make sure that your managers and your stakeholders know that you are interested in other opportunities. Don’t be scared to let them know. It’s not like you’re going to be fired because you’re driven and want to move and grow.” – Jessica Jones: Managing Director, Head of Asia, PGIM Investments

“Earlier in my career, I thought I had to be the one with the voice. Now, I realize what I have to do is give or encourage or support the voices that have the information required, not always be the voice. That’s the muscle you develop with maturity and by realizing the amazing contributions that many voices bring to a conversation. That’s the muscle you develop when you embrace the diversity of thinking in a team to drive forward.“ – Renee Connolly: Chief Diversity, Equity & Inclusion Officer, Merck KGaA, Darmstadt, Germany

The transition over your career is toward managing up, and ensuring that you get what you need… I really have come to see the importance of don’t take on too much and do fewer things better, both of which I pass on to women just starting their career.” – Kate Kenner Archibald: Chief Marketing Officer, Dash Hudson

“I found a different lease on my otherness. I can’t chase everybody’s projection of me, but the more I recognize the uniqueness of my own experience, the more I feel I have to offer… One of the things now running through my veins is the knowing that what makes me connect with people is the ways in which we are similar, what intrigues and draws me to people is the ways in which we are different.” – Elena Kim: VP Business Development, TV/OTT at Global Music Rights

“The truth is, if I can be loving and patient, and approach whatever comes my way with compassion, everything will fall into place. Being a good lawyer, a good colleague, a good mother, a good partner, a good daughter – it all starts with being a loving person. Approaching things with a loving attitude will make things easier for you.” – Jingjing Liang: Associate, Compensation, Governance & ERISA practice, Shearman & Sterling LLP

“Early in my career, I was more conservative in offering my perspective and spoke only if I had the perfect comment. I’ve realized it’s okay to not always have the right answer or right idea, but it’s important to use your voice. There is power, value and hopefully impact, in sharing diverse perspectives… It doesn’t matter if you’re a junior level person in a room of more seasoned executives, you’ve been given a seat at the table for a reason and it is in the firm’s best interest to encourage and embrace your perspective. You have valuable things to say, so don’t sit in the background. Use your voice, early on.” – Ivy Tsui: Director of Program Management for DE&I, PGIM Real Estate

“I understand the stereotypes or expectations when a woman is in the room — how we’re expected to speak, defend our work, or refrain from speaking in an authoritative way — and I’ve told myself, ‘None of that applies to you, because you weren’t born and raised in this culture, so you’re going to embrace the otherness.’ So, I speak up, respectfully and never rude, but I have to speak.” – Louise Carroll: Partner, Real Estate, Katten

“I like to take complex problems and divide them into simpler ones, and I like to do that very fast. Every single problem, no matter how big, can be dissected, once you understand the root cause. But when you think you know the cause, you have to dig deeper and deeper. Once you have the root cause, everything else gets easier. You can find the paths to resolve the problem.” – Valeria Vitola: Managing Director, Anti-Money Laundering Region Head – Latin America (Except Mexico), Citibank

“When you’re building teams, you always want to be strongly committed to the diversity of your team’s experience and ideas. You don’t want to have uniformity in thought or expertise, as it could challenge disruption and innovation.” – Mary Cassai: Senior Vice President, Perioperative Services, NewYork-Presbyterian Hospital

“Create the greatest, grandest vision possible for your life and career because you become what you believe… Each step of my career taught me meaningful characteristics about myself and helped me make my next leap.” – Rupal Shah: Principal, PGIM Fixed Income

“We need to trust our gut. We know exactly where we see ourselves, but sometimes we’re afraid to share that vision. We just need to move confidently in the pursuit of our dreams. From every setback, we can learn… I’ve become more of an unapologetic Latina who stays optimistic about our future possibilities, but it took me 22 years of going through this journey to realize that it’s my life, it’s my vision, it’s my calling.” – Claudia Vazquez: Founder, elevink

“I love to take the time to get to know individuals: to listen and to avoid assumptions. I think that creates a space where people can be authentic, which leads to new conversations and new opportunities.” – Vanessa Nazario: Corporate Director, Chief Diversity Officer, Memorial Healthcare System

“I draw so much power from all the things that make me different. I used to view it as a disadvantage, but it’s so essential to how I’m able to show up, how effective and efficient I am, and the impact that I’m able to make. I draw from everything, and to have not done that for so many years was a detriment to my performance.…For this moment, while employers are asking you to bring yourself to work, do it. Do it now. Do it today. The hope is that this is a movement, not a moment. But time is of the essence, so do it. It will pay dividends.”- Amber Hairston: Agency Underwriter, PGIM Real Estate

“If you don’t know me and you don’t understand what drives me and what ails me, then how could you truly be in charge of growing me and taking me to the next level?  I think it’s really important as managers that we take the approach of being coaches and changing the relationship from ‘I’m here to manage and make sure you do what you’re supposed to do’ to ‘I’m here to coach you and make sure that you exceed that.’… Most managers feel like I can’t get too close because then I can’t be objective, and I think it’s the opposite. If you’re not close enough, you’re going to miss what’s happening and you’re going to miss opportunities to support people in a way that makes them want to come to work and be part of the community.” – Indhira Arrington: Global Chief Diversity, Equity and Inclusion Officer, Ares Management

“That (Latina) part of my identity and proving myself is impacted by this other part of me that needs to grow and trust other people to do things, even though I don’t have 100% control. Letting go of some of that control has been hard, but I’m working on it. I’ve realized that everyone is an individual, and they’re not all like me, and I have to manage to each person versus to what my personal expectations, approaches, or processes would be.” – Cassandra Cuellar: Partner, Venture Capital, M&A and Capital Markets, Shearman & Sterling LLP

“I enjoyed going into rooms and finding those moments where I’d pipe up with an interesting point of view or a question, and all of a sudden, people would shift around and look at me. So I find it quite empowering. I’ve used the difference to my advantage… I think all of these factors combined meant I didn’t buy into the barrier, and just ignored it, and still today it hasn’t stopped me, because I have a deeper belief that it can happen – at least in the spaces where I’m operating in.” – Sabina Munnelly: Partner, Baringa

“Opportunity only lands on people who seek it. If you want to be sponsored, you need to give people an opportunity to get to know you: what you want to do, what your strengths are, and what challenges you might be facing.” – Ashley Shan: Associate, Finance Group, Shearman & Sterling LLP

“In my experience, a lot of the influence and ability to make changes come from working at the intersection of different disciplines and taking that experience to management and leadership… In technology or in any industry, being able to have that broader aperture allows someone to see more opportunities and navigate better decisions about where they want to go and how to do it to make a broader impact in an organization.” – Joyce Shen: AI investor, board director, author, and data science at UC Berkeley

“You should feel comfortable and confident that you can speak up. You might not say everything perfectly or you might even say something wrong, but that’s okay. Plenty of people will talk and know less than you do… I bring my own unique perspective to the table. Adding my voice may steer the conversation or decision-making in a certain way, or add more nuance to the overall discussion.” – Fiona Cho: COO of Asia-Pacific Region, PGIM Real Estate

Interviewed by Aimee Hansen

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Women Leaders in Tech: Insightful Tips Across Twelve Career Themes

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career tips from women in techWe’ve mined some key insights across twelve topics from inspiring senior women leaders in tech-related roles and companies that we have interviewed over the last five years.

On being broadly curious:

“Curiosity is a hallmark of who I am and has been a huge enabler to my success. I personally like to know enough about everything ‘to be dangerous’ and went out of my way to equip myself with that knowledge,” said Aine Leddy. “That curiosity has served me, particularly with my entreé into the tech COO world. I could show up at the table and enter right into a discussion about the business strategy and where technology fits in, and that was apparent to the people who have given me the opportunities.”

Words from: Aine Leddy: Information Technology Business Partner, AIG Investments

On recruiting for tech (and all) roles:

“As a product team leader, when recruiting, I seek out qualities like resourcefulness, creativity, and other traits that don’t necessarily jump off the page when reading a resume or browsing a LinkedIn profile,” said Loredana Crisan. “I’d encourage all product leaders to be more open-minded throughout the recruitment process. Just because a candidate’s background differs from the conventional, doesn’t mean they aren’t qualified.”

Words from: Loredana Crisan: VP, Messaging Experience — Messenger & Instagram (update: Crisan is now VP at Messenger)

On leveraging the advantage of your difference:

“My professor told me that when he goes into a classroom, he doesn’t know who the best students are. But when he sees a female student or person of color, they get his attention right away,” recalled Rose-Gaëlle Belinga from university. “That’s how my professor challenged me, not to look at being underrepresented as holding me back but as an advantage… Because I really have people’s attention, I make sure that my work speaks for itself, that people take me seriously.”

Words from: Rose-Gaëlle Belinga: Technology Associate, Morgan Stanley (update: Belinga is now a VP at Morgan Stanley)

On the freedom that comes with risk-taking:

“You can have loads of failure but if you have tenacity, the chances are you’re going to figure it out as you try and fail, as you go along,” said Niamh Bushnell. “There’s a lot of freedom when you’re comfortable with risk, and with freedom comes creativity. Don’t worry if every single step isn’t going to come out as you want it to. Often times you don’t even know what the ideal outcome is, until you start.”

Words from: Niamh Bushnell: Chief Communications Officer (CCO), Soapbox Labs (Update: Bushnell is now Chief Marketing Officer at Soapbox Labs)

On the self-validating reflection of mentors and sponsors:

“Sometimes you don’t even see your own potential,” said Sabina Munnelly. “But when someone makes it clear that they see something in you, their belief in you can help grow a belief in yourself that you might have not even had.”

Words from: Sabina Munnelly: Partner, Baringa

On inviting support and asking uncomfortable questions:

“Reaching out for help or advice does not subvert you from your task of getting to what you want to do, and it could have gotten me there faster. Be open to others’ opinions. Don’t be afraid to ask uncomfortable questions, but also be prepared for the tough answers,” said Trisha Sircar. “It’s really important to get different perspectives from different people, from different backgrounds and different facets of the profession.”

Words from: Trisha Sircar; Partner, Privacy, Data and Cybersecurity, Katten

On why different perspectives are essential:

“It’s essential to create the space for people to be heard, especially when some aren’t as comfortable voicing their opinions,” said Stephanie Schultz. “I don’t want to be in a meeting and have everybody agree with a particular direction or discussion. I want to hear the people who are dissenting, or might have a different perspective, because it’s a pressure test – it’s helping to make sure that we’re getting to the most thoughtful outcome.”

Words from: Stephanie Schultz: VP & Head of Partnerships, Amex Digital Labs

On listening deeper as a leader:

“In an emotionally charged situation, I will encourage the team to tease out the facts, take the personalities out of it and then listen for what is not being talked about,” said Danielle Arnone. “The leaders that I admire most have the ability to listen deeply and surface the question behind the question, without putting people on the defensive, and in a way that takes the conversation to the next stage.”

Words from: Danielle Arnone: Chief Digital & Technology Officer, Combe

On embracing failure as part of growth mindset:

“I want to see what happens, and if I am going to fail, I want to fail fast, learn from my mistakes and get up and run again,” said Anna Thomas. “Everyone is going to fail at some point. Everyone is going to have their bad projects. Try to just do it in small cycles, learn fast, and then apply your learning and keep moving.”

Words from: Anna Thomas: Vice President, Private Banking Technology at Brown Brothers Harriman (update: Thomas is now Director, Operations & Technology Transformation at Citi)

On getting real with yourself about work-life effectiveness:

“If one part of the pie gets more dominating than you want it to be, you have to consider how to make that part smaller so you can ‘right-size’ your family life or your spiritual life, for example. That has really helped me to compartmentalize what I’m doing and how it impacts the other parts of my life,” said Kate Kenner Archibald. “If your work is really impacting your home life, take that step back to figure out what and how you can fix it. Push for flexibility, which is becoming more common, or figure out what the issue is. But if you’re not satisfied with how much time you have with your family, you’re never going to be happy at work, no matter how much money you’re making.”

Words from: Kate Kenner Archibald: Chief Marketing Officer, Dash Hudson

On keeping knocking at the door, regardless:

“I think women do ourselves a disservice, because we take things personally and get annoyed with our manager if we don’t get the raise or promotion,” said Aine Leddy. “Whereas men seem to think, ‘If it doesn’t happen, I’ll get back in the ring and I’ll fight the good fight again next year.’ Ultimately, promotion is a numbers game. It can’t happen for everybody all of the time, so rather than take it so personally, elevate your case and prepare to ask again.”

Words from: Aine Leddy: Information Technology Business Partner, AIG Investments

On the potential to impact meaningful change in tech:

“Is your AI developed in a way that is equitable – that doesn’t have inherent gender bias or racial bias? If voice tech doesn’t recognize a kid’s dialect and gives them a lower score on a reading assessment because they don’t pronounce words in the way the AI has been built to understand them, they’re going to lose out at school,” said Niamh Bushnell. “The way technology is built these days hugely impacts people’s quality of life – including their physical and mental health – and it can impact them socioeconomically too. Equity is a big piece.”

Words from: Niamh Bushnell: Chief Communications Officer (CCO), Soapbox Labs (Update: Bushnell is now Chief Marketing Office at Soapbox Labs)

On defining your own career ladder:

“The entire career landscape is shifting and new opportunities are emerging rapidly. Developing a portfolio of skills you can apply in many ways, no matter what path you take, makes your career more dynamic and resilient,” said Joyce Shen. “Conventional wisdom would say the path you follow is a ladder and you progress according to that ladder, but in business and technology there isn’t a ladder that is given to you even though it can seem that way. You can create that ladder yourself, and it doesn’t really matter what shape it takes, as long as there is a strong purpose to the work and that you are enjoying the journey and making an impact. It doesn’t have to be the same ladder that everybody is climbing.”

Words from: Joyce Shen: AI investor, board director, author, and data science at UC Berkeley

Interviewed by Aimee Hansen

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Joyce Shen: AI investor, board director, author, and data science at UC Berkeley

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“You can’t be too risk-averse in your own career journey. It takes risks to create a portfolio of valuable skills and find purpose. It takes risks when structural factors or personal reasons mean one path isn’t working and fulfilling, and it’s time to create another,” says tech trailblazer Joyce Shen. “Instill confidence, and say, ‘I can create my own path. Maybe I’m only at the first step of this path, but it’s a path that I want to pursue.’”

Shen talks about the value of contrarian moves, the often overlooked career paths in tech, how tech is changing the shape of career trajectories and why leaders need to hold both vision and empathy to drive innovation.

Growing at the Pace of Tech

Between accompanying her scientist father to the research lab on weekends as a young girl, being immersed in academia on her mother’s side and growing up in college towns, Shen has always been interested in science, technology and continuous learning. She dropped her pre-med surgeon trajectory when she discovered how economics, statistics and math can model what is happening in the world at The University of Chicago.

Shen then interviewed with a non-profit named Sponsors For Education Opportunity (SEO), an organization that helps to close the academic and career opportunity gap for college students from underserved communities, and was placed as an intern in her sophomore year at IBM in procurement finance. A year later upon graduating with two degrees in Statistics and Economics in three years, Shen joined IBM full time in Corporate Development focusing on mergers and acquisitions. She quickly immersed herself in high-stake projects. Shen was energized by the fast pace of innovations in the technology industry and began to evolve, rapidly.

By 25 years old, she was leading an international finance team of nine people, ranging from fresh college graduates to baby boomers. By 29 years old, she was the first (and youngest) global CFO leading and managing the IBM Cloud Platform, an internal start-up at the time. As a fast-rising star, she was recruited by Thomson Reuters, a global company in information services and technology, to build and lead the emerging tech practice, including establishing emerging technology strategy and launching the corporate venture fund and a blockchain program. Having achieved all milestones including investing in over 12 startups in machine learning, data, digital identity, and blockchain, she was recruited to join Tenfore Holdings, a private investment firm in New York.

Shen has also been lecturing at UC Berkeley and has previously lectured at Saïd Business School, and has published books on innovation and blockchain. For the last ten years, she is also actively involved as a career mentor for SEO.

The Value of Being a Contrarian

“My career has been non-traditional and multi-dimensional. I took risks that most people normally would not take, and each built on the other without me knowing at the time how each step will fit together – my decision was anchored by pursuing knowledge, innovation, making impact, and doing things that I think matter in the world I live in,” says Shen. “And because I took risk in my career, I built a reputation of being a multi-faceted leader, strategic thinker, a problem solver in any environment, and being able to work through tough assignments and execute end-to-end against entirely new visions.”

Shen has been driven by her interdisciplinary and multifunctional skills in the intersection of business, technology, and finance. Her last three positions have been particularly created for her with a blank slate: “Even more than taking a risk, I’ve often been the contrarian and not done what everybody else was doing,” says Shen. “I wanted to keep developing at a different growth vector and bring others along with me.”

Those contrarian choices include going into corporate development out of university instead of consulting or banking, going for her full-time MBA degree at The Booth School of Business at the University of Chicago after only two years as a young professional, returning to IBM after her MBA instead of a new firm, leaving Corporate Development in Armonk for the grittier challenge of leading a mature, less-glamorous business unit to gain management and restructuring experience, departing IBM after starting and growing the cloud computing platform startup to an billion dollar business as the global CFO to gain experience in making emerging technology innovation, procurement, and investing decisions in the CTO office at Thomson Reuters, and then leaving a highly coveted position working with innovative technology startups for an investment firm that had less than seven people and to focus 100% on technology investing and advising founders and management as a lead investor and board member.

Shen attributes her ability to adapt and figure things out in part to a childhood spent moving often as well as her own travels and exposure to different cultures and systems of thinking.

“The world is changing every day,” says Shen, “and the ability to immerse in your environment and have that sixth-sense ability to see opportunities and create value, regardless of the environment or infrastructure or market condition, is incredibly and increasingly valuable and highly demanded.”

The Overlooked Career Path in Technology

As technology has changed our lives and become pervasive in every way, Shen notes that much of technology (e.g., software, smart infrastructure, machine learning, artificial intelligence) runs horizontally through every single industry. She’d love to see more women get involved where so much future value creation is coming and consider the breadth of options to create their own purposeful path.

“There tends to be two main paths in technology careers in conventional thinking. One path is a purely technical path, often as an individual contributor as well as a super-doer. But there is another path where people get into more of the operational and business side, around product management and distribution as well as considering emerging topics such as ethics, fairness, governance in technology and especially in AI and machine learning. There is also a lot of opportunity to get into highly critical technology areas such as cybersecurity. In my experience, a lot of the influence and ability to make changes come from working at the intersection of different disciplines and taking that experience to management and leadership.”

Shen continues, “In technology or in any industry, being able to have that broader aperture allows someone to see more opportunities and navigate better decisions about where they want to go and how to do it to make a broader impact in an organization.”

Create Your Own Career Ladder

“The entire career landscape is shifting and new opportunities are emerging rapidly. Developing a portfolio of skills you can apply in many ways, no matter what path you take, makes your career more dynamic and resilient,” advises Shen.

While in some industries, career development still looks like a vertical ladder, technology disrupts that paradigm, and Shen feels watching her parents create their own ladder as immigrants gifted her the agility to do that.

“Conventional wisdom would say the path you follow is a ladder and you progress according to that ladder, but in business and technology there isn’t a ladder that is given to you even though it can seem that way,” says Shen. “You can create that ladder yourself, and it doesn’t really matter what shape it takes, as long as there is a strong purpose to the work and that you are enjoying the journey and making an impact. It doesn’t have to be the same ladder that everybody is climbing.”

Knock Until The Door Opens

Working at the intersection of technology and finance and business, Shen has become used to being the “only,” but she’s focused on leveraging her strategic thinking, expertise and her deep set of skills relevant in her fields. Her parents’ immigrant experience and her moving often as a child taught her to put herself out there and work hard to prove herself. She is energetic, outspoken, direct, and down-to-earth. Sitting down with seasoned executives was an intimidating experience early on when she embarked on her career, but not once she stopped making giants of them.

Shen encourages women to focus on making an impact. Before going into a meeting, she focuses on her own clarity of how she will show up and what she wants to learn and can contribute. She encourages her students to own their voice and show the value of their work. She also encourages women not to give up just because someone doesn’t take interest in your aspirations or you don’t get that assignment.

“What I learned is that everybody who has accomplished a great deal had a lot of help and support from other people. Giving and receiving opportunities are very important to women” Shen says. “So if you ask for an opportunity and you’re told no, and you’ve been doing an amazing job, find another person to ask. Sometimes, women take that ‘no’ very hard and in a personal way, but please don’t be discouraged. Keep knocking on doors until one opens, because you will find people who will see your potential. It is definitely hard but remember don’t get discouraged.”

Shen encourages women to hold the inner strength and confidence. If one day is really tough, another day is going to be better, and amidst the unique structural challenges for women, you have to leverage all the resources within and around to keep progressing on your career journey.

Leadership that Empowers and Includes

Her mother often called Shen a natural leader, and Shen agrees leadership is innate in her. The growth has been honing her leadership for others in different capacities as a corporate executive, investor, board director, and educator.

“I was exposed to the highest levels of leadership at IBM very early on, and I’m a keen observer of human behavior,” says Shen. “From start-ups to larger companies and across different functional areas, I still take the approach of observing and picking up what are the leadership skills that create incredible teams and organizations that have strong culture and purpose.”

What did not work for Shen was detailed and controlling micro-management that didn’t inspire innovation or empower people to leverage their own strengths to add value. From her first management experience, she realized the importance of recognizing and empowering individuals.

“I realized that I had the responsibility to make sure not only that we deliver great work as a team, but also that we take care of each other,” reflects Shen. “It’s not just having an open door policy. It’s having empathy and treating my employees as human beings who have different needs and aspirations. Listen to them and create an environment where they can thrive as individuals, so that as a collective we are more powerful team.”

Shen has seen the difference that makes, more starkly in start-ups: “I think the most incredible leaders are those who can create clear vision, mandate high expectations, but also at the same time, show empathy and flexibility to the team.”

Inspiring Others Behind Her

As a woman who breathes technology and business and finance during most of her waking hours, Shen loves keeping on top of technology innovations, emerging trends, and potential investments. She’s a part-time faculty lecturer at UC Berkeley’s Master of Information and Data Science where she teaches the Capstone course. Among other volunteering, through SEO, she mentors underserved college students in getting hired into technology and finance roles in Corporate America.

“My work gives me a lot of energy because I’m making a difference and helping others,” she reflects. “I get very energized working with portfolio companies and teams, and when I see former employees or my students grow in their careers and thrive.”

She also loves spending time with family and friends, many of whom have a strong overlap in personal and work values. She cycles, runs marathons, and cooks as a daily analog way to unwind.

By Aimee Hansen

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