Tag Archive for: latina leader

How to be an Ally to Latinas this Hispanic Heritage Month

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hispanic heritage monthIf you take a look through a list of CEOs at Fortune 500 companies, you’ll find that 10% of the most senior leaders are women. After many years at the 8% mark, the start of 2023 brought a slight jump with 5 female CEOs being installed. These CEOs include Karla Lewis of Reliance Steel & Aluminum, Julia Sloat of American Electric Power, Jennifer A. Parmentier of Parker Hannifin, Stephanie Ferris of Fidelity National Information Services, and Maria Black of Automatic Data Processing. Although this is a win, there is still a considerable amount of work to be done to make the leaders of companies more representative of the people who work under them. And one of these areas that needs the most focus is the number of Latina professionals in leadership positions.

In the United States, the Latinx population are a major economic driver, contributing over 28% of the US GDP, as well as being the second largest ethnic group. Yet, they are the one of the least represented in the professional world, Latinas especially. Latinas make up 10% of the national population but hold less board seats at Fortune 500 companies (less than 1%)  compared to any gender, ethnic or racial group. White women hold 1226 seats followed by Black women with 183 and 89 seats for women from Asian descent. While Latina professionals hold the smallest number of seats, thirty less than women of Asian heritage, as of 2022 women overall still only hold 30% of Fortune 500 board seats.

Currently, in 2023, there have been only three Latina CEOs in these companies. The first of these CEOs was Geisha Williams who acted as CEO of Pacific Gas and Electric Company (PG&E) from 2017 to 2019. She is the first Latina to ever hold the title of CEO at a Fortune 500 company. The second was Cheryl Miller who was CEO of AutoNation from 2019 to 2020. The third, and only current Latina CEO, is Priscilla Almodovar who began her journey as CEO at Fannie Mae at the end of 2022.

Although Latinx accounts for over 18% of the total population in the United States, the number of board seats allocated to Latina professionals is around 1%. Ester Aguilera, CEO of the Latino Corporate Directors Association (LCDA) shares, “In fact over the last 10 years, between 2010 and 2020, Latinos only gained 1%. We went from 2% of corporate board seats to 3%. Latinos and Latinas are invisible in the C-suite and the boardroom. For Latinas, it’s even smaller. Only about 1% of the public company board seats are held by Latinas.” Aguilera attributes this small number to lack of visibility which makes companies feel as though they cannot find qualified Latinas to hire for board positions. The LDCA prides themselves on helping quicken the search to find qualified Latinx professionals and have created a directory with a talent search tool to hone the search for Latinx employees.

What Can You Do To Be an Ally to Latina Professionals?

Understanding that there is a gap for Latina executives is the first step, but deciding what tactics you can bring into the workplace is the most vital step. It can be very difficult for a company to work cohesively if there is not a level of trust and safety felt by its employees. Amy Edmondson introduced the concept of team psychological safety in 1999. Research shows that it still rings true today in making employees more content in the workplace, lowering levels of conflict between coworkers while boosting higher levels of performance. When speaking of psychological safety, Edmondson explains, “Psychological safety exists when people feel their workplace is an environment where they can speak up, offer ideas, and ask questions without fear of being punished or embarrassed.”

In keeping true to the concept of psychological safety, employers must be willing to create an inclusive environment for all backgrounds and cultures. The Harvard Business Review found that 76% of Latinx employees repress parts of themselves at work. This includes their appearance, accents, body language and communication styles which are all part of executive presence, an important element when defining leadership potential. They also found 43% of Latinas feel as though they need to push aside their authenticity to meet the standards of executive presence at their companies. Employers need to create a space where Latinas can be their true selves and below are just a few examples as to how this can be achieved.

Check Your Own Bias

The change will start with you. As a leader, you are the first obstacle to creating an inclusive space. Take some time to sit with yourself and understand what biases you may have. Think about taking an Implicit Association Test to explore your biases. Once you’re aware of your biases, pay attention to them. Take a step back and think about why you made a decision and if your biases had any influence on that choice. See if there are any stereotypes you are holding in your head such as “I don’t like to work with her, she’s too fiery.” Or “I can never understand what she’s saying, her accent is too strong.” Acknowledging your own biases, and apologizing when they get in the way, is a considerably positive step to creating a healthy team culture.

Engage in Active Listening and Use That Information for Change

While attempting to increase any type of inclusion, leaders should strive to listen to what their team is telling them. Take time to connect to your employees, listen actively and be aware of who they are. If leaders want to retain Latinas and hire more, listening to their needs is overtly important. In learning about needs, you need to let the employees lead the conversation and make sure you ask questions and participate so they know you are listening to understand. From what you learned in these conversations, bring change. Create new policies that meet their needs and help them feel more comfortable in their work environment. Knowing the workplace they would be joining is a safe place, where they don’t have to hide their true selves, would be a driving factor to hiring more qualified Latinas.

Increase Opportunities for Latinas

Another way to help increase the number of Latina professionals is to provide more opportunities for advancement. One way would be to implement a mentorship program in your company. You can follow examples such as the one set by JPMorgan Chase. JPMorgan Chase has created an initiative for advancing Hispanic and Latinx in which they provide activities with emphasis on career readiness and support, entrepreneurship, community development and financial help. Having someone to go to for advice will help Latinas feel like they belong as well as give them someone who may have been in their position to help them advance confidently. The JPMorgan Chase initiative also includes fellowship programs for collegiate level Latinx to help them find their way while still in college. Applying an initiative like this, with a focus on Latinas, could create a better laid out path from college to executive positions. You may also try implementing groups for Latina women to connect with each other and share their own stories. Networks and connections play a large role in advancement in today’s professional occupations. Creating a space where Latina employees can feel as though they belong, with people who look and speak the same way they do, can help increase their executive power and feeling of confidence in an executive position.

While all of these ideas can positively affect Latinas professionally, you must keep in mind that change cannot happen overnight so stay focused. By following these suggestions, you can help take that step towards increasing the number of Latina executives in the professional leadership community. This Hispanic Heritage month, remember to be aware of your own biases, listen to understand, and work to increase opportunities for Latina professionals. Supporting this growing community is essential for companies to retain their Latina employees and create a space in which others will want to join.

By Chloe Williams

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Embracing Culturally Relevant Latina Leadership

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Latina LeadersTheglasshammer is celebrating Hispanic Heritage Month 2021 with profiles of Latina leaders and feature themes.

When we look at the numbers among corporate leadership for Latinx executives, little has quantitatively shifted, but what is finally evolving is the talk around the journey: towards valuing culturally integrative leadership.

Latina Style called out the Top 10 Corporate Latina Executives of 2020, included Agnes Suarez, President & CEO of AIG; Leticia M. Sanchez, Executive Director and Market Director of Banking at JP Morgan Chase & Co. Customer Bank; Luz Esparza, Managing Director, Los Angeles of Accenture; Patty Arvielo, Co-Founder and President of New American Funding, and Patty Juarez, National Diverse Segments Director, Commercial Banking Group, Wells Fargo & Company.

But among 16 current Hispanic CEOS of the top S&P 500 companies, women hold none of those positions. Between 2000 and 2020, Latinx have made up only 36 of new Fortune 500 CEO appointments, and there’s been 41 Latinx CEOS, with only two being women.

While calling out Latinx tech leaders, Latin America Reports points out that Latin America itself has been now birthed 17 unicorns, 14 of which have developed in the last three years, and mostly in finance, insurance, and real estate.

Nit Reeder of Ernst & Young notes that Latinx entrepreneurs are leading the start-up scene, with over 40% of Latinx entrepreneurs being millennial and Latinas starting up businesses at five times the rate of their male counterparts. But the same time, even as far back as November, Covid-19 was closing a third of Latinx-owned businesses.

And in a broader glance of the Latinx working population, a recent Aspen Institute report emphasizes integration of the Latinx workforce into the digital economy—as the group highest at risk of digital displacement from automation.

Gaps in Both Perception and Opportunities

The IBM Institute for Business Value published a survey report called Untapped Potential: The Hispanic Talent Advantage, based on 1000 Hispanic leaders offering their perceptions on the opportunities and lack thereof in the corporate workplace during a 33 hour virtual jam session.

When it comes to perception of the Hispanic community, only 16% of participants felt the community is unified and nearly nobody (2.5%) felt the perceptions of the Hispanic community reflect the reality.

They found 41% of Hispanic executives say they benefited from formal mentoring or training but only a quarter of junior managers felt they had access to mentoring programs and only 31% had access to workplace training.

Only 1 in 5 felt empowered to overcome the professional challenges they faced.

The experience of prejudice or feeling they needed to work harder was very prominent. 87% of all participants had experienced racial prejudice, and 63% had experienced prejudice due to accent, language or speech pattern. 63% of the participants felt they had to work harder because of their Hispanic identity and 82% of Latinas felt they did not get the respect they deserve. Latina women were also more likely to cite discrimination based on gender (78%) than white women (67%).

Among the senior leaders, they were most likely to give value to strong communication skills, personal organizational skills, and business savvy in terms of capabilities that supported their success. “Success” was most likely to be defined as both “achieving financial security” and “creating positive change”.

The report notes that a key gap was between the value that mentorship had played in supporting the more senior Hispanic leaders and the lack of mentorship reported available in the perception of the junior managers aspiring to leadership, urging companies to create a hiring advantage by cultivating more mentorship and sponsorship opportunities for young Latinx talent.

Latina women with sponsorship earn 6.1% more than those who lack sponsors, and early on, it can contribute to more stretch assignments and promotions.

Culturally Relevant Leadership Development

Whereas misperception of identity and feeling penalized for it are brutal headwinds to face in the corporate environment, there is increasing encouragement for Latinas to focus on turning this to your advantage.

Recent qualitative dissertation research entitled Recognizing La Cultura: The Experience of Cultural Scripts in Latina Leadership out of the University of St. Thomas, Minnesota found that in different ways, cultural identity and firsthand experiences can be catalytic in informing leadership approaches and trajectories.

Cultural scripts included:

  • familismo: the importance of close, protective, and extended family relationships
  • marianismo: gender roles according to which women are expected to be selfless, self-sacrificing, and nurturing
  • personalismo: creating personal and meaningful relationships
  • colectivismo: the importance of belonging to a group and recognizing the needs of that group
  • respeto: high regard granted to persons because of their formal authority, age, or social power
  • simpatía: promoting pleasant interactions and positive relationships, while avoiding conflict and disharmony

Based on her findings, Patricia E. Conde-Brooks, the dissertation author, emphasizes that “culturally relevant leadership development needs to be encouraged in the Latino community,” meaning the integration of cultural assets as fuel in the leadership journey.

She found that Latina leaders sustain a strong cultural heritage, and that leveraging the positive aspects of these cultural scripts not only fosters pride and empowers Latina women, but can be leveraged as important leadership assets in your toolbox.

At the same time, overcoming the inhibiting influence of marianismo is part of the journey for some Latina women. And while self-promotion is often felt to go against the cultural grain, a survey into women’s fear of self-promotion found that “African American (44%) and Hispanic (47%) women are far less likely to downplay their strengths and abilities than white (60%) women”: influenced by their generally younger age profile.

One organization tapping into social and navigational cultural wealth to accelerate Latina women to the C-Suite is LatinaVIDA, whose mission “is to empower and equip Latina professionals to overcome systemic workplace barriers through culturally relevant leadership programs.”

Drawing from the key traits that define many successful Latina leaders, the organization focuses on fostering Visibility (getting noticed for your talent and leadership), Identity (strong comfort with personal and cultural identities), Determination (holding your personal vision despite challenges and barriers) and Action (a willingness to step up and take responsibility of all facets of your life).

LatinaVIDA offers a number of programs and events, including culturally relevant peer-to peer empowerment, mentorship, collaboration and leadership development.

By: Aimee Hansen

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Iris Colón, Manager, Transformation & Growth, BDO

Iris ColonIris Colón names her biggest learning moment as being able to recognize the power in your own voice, especially as a woman of color.

That confidence often comes from accumulated knowledge, but since she has been fortunate to work in a wide variety of industries, she knew that she couldn’t have amassed as much industry knowledge as others; however, that didn’t make her opinions less valid.

“Even if someone had more longevity, I can speak from different perspectives, which is especially important in today’s climate,” she says, adding that she also likes to be the voice for others who feel there is too much risk to speak up or take action. She learned to advocate for herself as a teenage cancer survivor.

Pivoting Among Industries

”Winding, with some roundabouts” is how Colón describes her career path. Her first role out of college was as an assistant at a nonprofit working to improve afterschool programs by enhancing the skills of afterschool staff. She believes being discovered for the role was serendipity as she had applied online, and by coincidence, the CFO had been the program director of an afterschool program she had attended many years ago and recognized her name. Then, she was interviewed by someone who had attended her college and lived in Washington Heights where she grew up.

After her stint there, Colón went to work in NYC government on workforce development, first holding positions as an analyst and then a manager. Her next pivot was to technology since she had planned to move to Connecticut, and many New York City agencies require you to be a resident. She was able to land the job because of her transferrable skills in data management, which she had performed for all the workforce development programs. While there, she pursued her MBA while working fulltime.

After graduation, Colón decided to seek consulting roles with a human component and took a position with a healthcare company, where she helped implement multiple organizational changes, such as the Fully Integrated Duals Advantage (FIDA) program. Then as the firm confronted transformation, she decided it was a good time for her to seek other opportunities.

She held a client-facing role at McLagan an Aon company for three years, where she worked with fintech firms helping them establish their vision and HR initiatives, as well as with major financial companies in the Caribbean. Now she is at BDO, working on a team focused on Strategy, Operational Efficiency, Mergers & Acquisitions, and Learning & Development for the Advisory division.

As she has moved between roles, she has always prioritized finding a company that lives its values. To help assess that, she treats interviews as a two-way fact-finding mission, asking how they treat employees of all races and genders.

Her proudest professional achievement encompasses two facets: She is proud of her workforce history where she’s been able to adapt to so many types of industries, with a personality that lends itself to be a good fit with a wide variety of people and projects. However, she’s also proud of her education. As a Latina, graduating from college as a first-generation student was an amazing achievement, and then earning her MBA, as one of the few women in her classes, and also taking a leadership role in student government while she was at NYU Stern.

Giving Back is Part of her Nature

Colón believes strongly in the value of mentors. When she graduated from high school, she was awarded a scholarship and partway through her college experience she was assigned a mentor who could help her through her schooling and choosing her major. But Colón adds that she wishes she’d had more mentors who looked like her and shared similar experiences and backgrounds. Nevertheless, she says she was fortunate to have had multiple female bosses, and therefore was able to note qualities that were both good and bad to emulate or avoid.

Sometimes she believes women can see each other as competition, which can hamper a working relationship. She found it vital to identify a boss who was supportive of what she wanted to do and saw her potential and then was willing to help her grow. “Your boss needs to be an advocate for you and show they want you on the team,” she says.

Currently, Colón is active in her firm’s Multicultural Alliance that helps to plan events and also makes sure that company leaders back up their words with actions related to diversity and inclusion. Outside of her firm she gives back to organizations that have been important to her, such as the Women’s Bond Club, where she initially received her scholarship. The group has since expanded its programming to include internships and mentoring and now awards multiple scholarships.

She also participates in several alumni groups connected to NYU, including the Black and Latino Alumni Group of NYU Stern and NYU Alumni Club in Connecticut, and Haverford College, Multicultural Alumni Action Group. As a young adult cancer survivor, she is part of the First Descents and Stupid Cancer communities.

As a native New Yorker, she never anticipated moving to Connecticut, but enjoys a full life there with her husband, Anthony, and three-year-old son, Justin. And now she shares her newfound love with others, as a member of the Newcomers Club of New Canaan’s social committee dedicated to helping new residents connect with each other and get involved in the town.

“Diversity can infuse every part of your life,” she says.

by Cathie Ericson

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Rising Star: Sarah Zilenovski, Marketing Manager; ClearSale

Sarah ZilenovskiBefore starting her career, Sarah Zilenovski had always believed you had to choose your area of expertise while still in college; while in reality, as she found you can build your path as you go.

While obtaining the necessary skills is vital, of course, she believes it’s important to plan while keeping an open mind. “We must remember that we can’t control external variables and that the person we are today is not the person we will be in the future. And as we change, so do our dreams and desires.”

And that means that your career might take unexpected twists, which you can embrace if you are confident in your abilities and potential. “I always believed that I could choose the companies or assignments that were appealing to me, not rely on it going the other way around,” says Zilenovski.

A Career Built on Seeking New Challenges

Born and raised in Sao Paulo, Brazil, Zilenovski moved to the United States in 2015, bringing solid credentials—including master’s and bachelor’s degrees in finance and business management from a top Brazilian business school—and experience.
She began her career in 2007 as an intern for P&G, working on customer business development. Soon after, she was hired as a finance manager for P&G largest manufacturing facility in Brazil. One year later, hoping to become more involved with the business side, she moved back to P&G’s headquarters to work as a finance manager for the commercial team, specifically working with P&G’s distributors and wholesalers.

After five years of a successful career at P&G, she began to think she’d like to try a smaller company, ideally one with a more direct social impact. For her, it was a leap, but she landed successfully at ClearSale, a company fighting against fraudsters—and was the fastest growing medium-sized company in Brazil.

There, she pivoted back to sales and marketing, where she had started at P&G; her first role was to manage the sales team during a large restructuring in the commercial area. That entailed recreating everything from the sales teams’ portfolios to the go-to-market strategy. In addition much of her focus was on the joint creation and customization of solutions with enterprise prospects and clients.

At that point it became clear to her that she preferred combining her business background with her proven communication and analytical skills, rather than leading the sales teams. She was subsequently invited to join ClearSale’s international team, with three other Brazilian peers, to open ClearSale’s first foreign branch, based in the United States, entirely from scratch.

After that successful launch, she is responsible for ClearSale’s global marketing and sales strategy, excluding the native market of Brazil. Zilenovski also recently started her MBA at Kellogg School of Management at Northwestern University, which she says is “a childhood dream, to attend one of the top American schools.” That’s one of the professional achievements she is most proud of so far—working in a position of great autonomy, at a company that trusts her insight and skills, while attending one of the best business schools worldwide.

A Work Culture That Meets All Her Needs

While Zilenovski has had a number of role models along the way, her first positive impressions started at home, with her parents who both held PhDs and instilled in her the importance of investing in knowledge.
In addition, her first boss at P&G, Ricardo Wasserman, gave her an early education in integrity—making it clear that rules are needed to define right and wrong, and there’s no space to question them.
At ClearSale, she finds the current EVP, Rafael Lourenco, to be a great example of being excellent while respecting your own desires, needs and weaknesses, by truly believing that we first must like what we do on a day-to-day basis. “After all, if our work makes us miserable it will be a lose-lose situation in the long term, even if we make it work in the short term.”

And that fits well with her goals of future success, which to her is far more than aspiring to a specific title or salary. For Zilenovski, success comes from working for a company with a high social impact, while considering that work/life balance can be a day-to-day challenge—it’s a marathon, not a sprint, she says. She appreciates she can build a routine that fits what she wants or needs in any given situation, such as flexible working hours and the ability to work from a home office. ClearSale’s culture, which focuses on diversity and flexibility, has been the perfect fit for her. “There are no distinctions regarding gender,” she says. “And it’s important to me that I have autonomy in an environment where titles don’t shape my possibilities,” she says.

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