Diversity Journal - September/October 2014 - Women Worth Watching by Diversity Journal

® SEPTEMBER/OCTOBER 2014

Our 13th Annual Celebration of Women in Leadership

Geena Davis

All Things Diversity & Inclusion

$25.00

® Winning environments for women at PPL Corporation, New York Life, AlliedBarton Security, and more

Academy Award®-winning actor advocates for change of women’s roles in media

Prudential proudly congratulates Caroline Faulkner, Senior Managing Director and CIO of Pramerica Systems Ireland, a Prudential Financial subsidiary, and all the other distinguished Women Worth Watching.

ÂŠ 2013. Prudential, the Prudential logo, the Rock symbol and Bring Your Challenges are service marks of Prudential Financial, Inc. and its related entities, registered in many jurisdictions worldwide. 0205991-00006-00 A4099

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PUBLISHER'S COLUMN

All Things Diversity & Inclusion FOUNDER/CEO/PUBLISHER

James R. Rector

EDITOR IN CHIEF

Kathie Sandlin

Gaining inspiration from the women we honor Meet the Women Worth Watching® honorees for 2015—more than 150 executives, who were nominated by their organizations for their passion and potential, and for the impact their work has on their workplaces and our world. This is the 13th year we’ve produced our annual Women Worth Watching issue. Each year, we have been humbled by the achievements of the women we profile and inspired by the messages they send to the next generation of achievers. We have been thrilled to see so many of our award winners take on top roles, including nine who now serve as chief executive officers for their Fortune 1000 companies. We also feel encouraged by the number of organizations that are continually upping their efforts to advance women in their workplaces. But most of all, we have been proud to see the award’s growing impact, as the movement for gender equity in workforce leadership continues. This year, we asked our honorees what it took to make “the next big leap” in their careers. You’ll find their answers insightful and extremely thought provoking. They certainly were for us. As we produced this very special issue, our thoughts moved beyond reflection on what we’ve just accomplished to asking, “What more can we do” to help organizations everywhere attract and promote top women talent? This is a challenge that requires much more than a single dedicated issue. After all, women are “worth watching” more than once a year! That’s why, over the next several months, you’ll see a lot of exciting changes at Profiles in Diversity Journal as we expand our coverage and develop a larger forum around leadership development for women. You’ll also see more opportunities for partnership that can help position your organization as a place where women can truly succeed. This issue, we believe, is the start of something big! Congratulations to all of our honorees. And thank you for inspiring us to make our own “next big leap.” James R. Rector, Publisher and Founder profiles@diversityjournal.com

COPY EDITOR

Teresa Fausey DESIGN & LAYOUT

Dave Potokar

VP OF OPERATIONS

James Gorman

HUMAN RESOURCES

Vicky DePiore

EXECUTIVE ASSISTANT

Elena Rector

CONTRIBUTING WRITER

Alanna Klapp Noelle Bernard

LETTERS TO THE EDITOR

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twitter.com/diversityjrnl scribd.com/diversityjournal facebook.com/diversityjournal linkedin.com/diversity-journal Profiles in Diversity Journal® is a bimonthly magazine dedicated to promoting and advancing diversity and inclusion in the corporate, government, nonprofit, higher education, and military sectors. For more than 16 years, we have helped to stimulate organizational change by showcasing the visionary leadership, innovative programs, and committed individuals that are making it happen.

Read more at WWW.DIVERSITYJOURNAL.COM

IN THIS ISSUE Since 1999

All Things Diversity & Inclusion

REGULARS

01 | PUBLISHER’S COLUMN 13 | EDITOR’S NOTE 188 | CORPORATE INDEX THOUGHT LEADERSHIP

179 | 7 STEPS TO A SUCCESSFUL WOMEN’S INITIATIVE

Elisabet Rodriguez creates a path to developing programs that align with your culture and goals.

185| WOMEN ARE HURTING THEMSELVES

COVER STORY

GEENA DAVIS: TAKING A STAND

Why Business Should Care about the Media Gender Gap A conversation with the Academy Award-winning actor on her most interesting role to date: as an advocate for gender equality in television shows and films—particularly those geared towards children.

(THEY JUST DON’T REALIZE IT) The traits that make women invisible in the workforce can be overcome, says Judy Corner.

WINNING ENVIRONMENTS 176 | WOMEN OF POWER: PPL PROVES A GOOD CONDUCTOR FOR CAREER SUCCESS

168 | SMART IS NOT ENOUGH

Phyllis Levinson believes better work culture navigation skills—rather than knowledge or experience—may be the key to career success for women and minorities.

176

CORPORATE PERSPECTIVES

174| WITH A SIDE ORDER OF ADVICE

A lack of role models in the food industry makes it challenging for women to find their paths, says Chronic Tacos’ Director of Operations Rebecca Black.

173| FINDING YOUR CONFIDENCE

Cosmetic industry rock star Ruby Polanco on why confidence—like beauty—is more than skin deep

182| WHERE ARE THEY NOW?

2008 Women Worth Watching Award Winner Carol Johnson on her new role as president and COO of Allied Barton Security Services

167| IN MY OWN WORDS

Ten questions on work, life, and leadership with Princess House CEO Connie Tang

PROFILES IN DIVERSITY JOURNAL September/October 2014

While energy remains a maledominated industry, PPL is known for its strong commitment to making opportunities accessible to women.

An Interview with Joanne Rodgers, New York Life’s vice president and chief diversity officer, on the development programs that help talented women succeed.

180 | A WISE INVESTMENT: NEW YORK LIFE’S WOMEN’S PROGRAMS PAY OFF

速 OUR 13TH ANNUAL AWARD ISSUE CELEBRATES WOMEN EXECUTIVES THAT ARE USING THEIR INFLUENCE TO SHAPE THEIR WORKPLACE AND THEIR WORLD. WITH STORIES FROM: (IN ALPHABETICAL ORDER)

119| MELODY ADHAMI

116

President, COO, and Cofounder Plastic Mobile

113| JILL C. ANDERSON

28| JENNIFER BEDARD

VP of Strategic Analysis, Cox Automotive Cox Enterprises

Vice President, Public & Regulatory 132| MAUREEN BENNETT Affairs, and Chief of Staff Cochair of Squire Patton Boggs New York Power Authority Life Sciences Industry Group, Member of Global Board 134| ANNE M. ARMAO Squire Patton Boggs Vice President, Marketing & Product Development 24| KERRY E. BERCHEM SummaCare, Inc. Chair, Corporate Practice Akin Gump Strauss Hauer & 45| SHERYL L. AXELROD Feld LLP Co-President Fearless Women Network 21| AMAL BERRY-BROWN Senior Director, Chief Diversity 105| M. DENISE BAILEY Executive Principal, Director of Blue Cross Blue Shield of Michigan Government Consulting Milligan & Company, LLC 43| ERICA BERTHOU Partner 149| SANDRA BERNABEI, Debevoise & Plimpton LLP MSW, LCSW Board President, NASW-NYC and Founding Member 93| SARAH BESHAR ARA-URIP Partner Undoing Racism Internship Davis Polk & Wardwell LLP Project (URIP)

51| CINDY BIGNER

37| DR. FIONA BARTELS-ELLIS OBE

Sr. Director, Corporate Affairs & Diversity Initiatives Halliburton

Head of Equal Opportunity and Diversity British Council

84| DIANE BARTOLI

23| MARSHA BLANCO

SVP and GM, Clinical Reference and Workflow Solutions, Elsevier Clinical Solutions Elsevier

President and CEO ACHIEVA

Read more at WWW.DIVERSITYJOURNAL.COM

® 67| MARIA F. BLASE

President, HVAC & Transport Latin America Ingersoll Rand

38| MADONNA BOLANO

Group Vice President, Human Resources Applied Materials, Inc.

64| JEANNINE M. BOLLINGER

President & CEO Houston West Chamber of Commerce

149| CANDIDA BROOKS-HARRISON, MSW, LCSW

Board 1st Vice President, NASW-NYC, and Founding Member, ARA-URIP Undoing Racism Internship Project (URIP)

68| JULIET N. BOUYEA

Vice President of Corporate Communications L-3 Communications

116| MARY PATRICE (MARY PAT) BROWN Partner O'Melveny & Myers LLP

54| ASHLEY BURKE

Senior Vice President, Communications DynCorp International

30| SHEILA P. BURKE

Strategic Advisor and Chair, Baker Donelson’s Government Relations & Public Policy Group Baker Donelson

127| TATUM BUSE

Vice President, Finance & Corporate Controller Rockwell Collins

88| LISA CALLAHAN

Vice President, Corporate Internal Audit Lockheed Martin

123| LORRAINE MULLINGS CAMPOS

Partner and Practice Leader, Government Contracts & Grant Team Reed Smith LLP

159| CYNTHIA CANCIO

Vice President of Recruitment WilsonHCG

130| MARCI CARRIS

Senior Vice President, Customer Management Sprint

37| MARIE CHANDOHA

President and Chief Executive Officer Charles Schwab Investment Management, Inc. (CSIM)

79| LAURA GONZALEZ CIABARRA

Managing Partner Dechert LLP

42| CHERYL D. COFIELD

Director of Culture, Diversity & Inclusion Georgia Institute of Technology

152| ALLISON CONYERS

Vice President of Programs Virginia Center for Inclusive Communities

25| RUTH COTTER

Corporate Vice President, Investor Relations and Silicon Valley Site Leader Advanced Micro Devices

Partner, Chair of Intellectual Property Transactions Marshall, Gerstein & Borun LLP

101| PAMELA L. COX

50| CAROL CROWE

District Commander, 20 Division, Oakville Halton Regional Police Service

75| SHANNON CURTIN

Group Vice President and General Merchandising Manager, Beauty and Personal Care Walgreens

20| SHARON HARVEY DAVIS

Vice President and Chief Diversity Officer Ameren Corporation

67| MONICA H. DAVY

Executive Director Internal Revenue Service

53| SHARON DENSON, CPA, CGMA

Vice President and Chief Financial Officer Charter School Business Management, Inc.

20| MARILYN DEVOE

Vice President, Hub Operations, Miami American Airlines

87| ELENA M. DOOM

Vice President, Investor Relations Honeywell

71| BARBARA DOORNINK

Senior Vice President and Operations Manager, Logistics Solution Operation Leidos

36| JUDITH H. DOTSON

Executive Vice President, Finance & Economic Development Business Booz Allen Hamilton

98| GHISLAINE DUYMELINGS

CEO Benelux Manutan B.V. (subsidiary of Manutan S.A.)

151| ANASTASIA DZURA

Foods Planning Director Unilever

G R E AT P E O P L E D O N â&#x20AC;&#x2122; T J U S T A C H I E V E .

THEY EXCEED.

Congratulations to all of the Women Worth Watching honorees. At L-3, we believe in diversity â&#x20AC;&#x201D; we embrace it, and we proudly applaud all those who go above and beyond. We heartily acknowledge and congratulate our own Juliet Bouyea, along with all of the Women Worth Watching honorees, on this inspirational achievement. L-3com.com

Congratulations to

MADELYN

YUCHT and all of the 2015 Women Worth Watching 速 Madelyn Yucht, Vice President, Performance Excellence at Linkage

Madelyn, To the world you are a powerful partner, leader, coach, and mentor. To those who know you best, you are an inspiring figure who challenges us all to be more authentic and confident versions of ourselves. Thank you on behalf of the thousands of leaders around the world who have been touched by your passion for helping others learn and grow. Congratulations, Your Global Linkage Family

www.linkageinc.com

Linkage works with leaders and leadership teams worldwide to build organizations that produce superior results. For over 25 years, we have delivered on this promise by strategically aligning leadership, talent, and culture within organizations globally. We do this by providing strategic consulting on leadership development and talent management topics and through our learning institutes, skill-building workshops, tailored assessment services, and executive coaching.

81| MANDY EDWARDS

141| TIA T. GORDON

156| STEPHANIE EVANS

47| KELLY GRAY

Chief Information Officer CBRE Partner WilmerHale

121| CAROLINE FAULKNER

Senior Managing Director and Chief Information Officer for Pramerica Systems Ireland Prudential Financial Services

147| ALICE FISHER

Partner and Office Managing Partner Latham & Watkins LLP

160| REBECCA FLICK

Vice President and Treasurer Recall

41| SERENA FONG

Vice President, Government Affairs Catalyst

81| FRAN FOREHAND

East Region Vice President Georgia Power

82| RACHEL FRANKLIN

General Manager, The Sims Studio; Executive Producer, The Sims 4 Electronic Arts

40| NANCY J. GAGLIANO, MD

Senior Vice President, CVS Health & Chief Medical Officer, MinuteClinic CVS Caremark

62| REENA GAMBHIR Partner Hausfeld LLP

54| NORELIE GARCIA

Executive Director of Corporate Communications Cricket Wireless

106| HEIDI B. GOLDSTEIN

Partner Thompson Hine LLP

Founder and CEO TTG+PARTNERS

Senior Vice President of Human Resources FedEx Ground

127| DENISE O'NEIL GREEN

Assistant Vice President/Vice Provost Equity, Diversity and Inclusion Ryerson University

126| MOLLY GREENE

Senior Director of State Government Relations Salt River Project

133| KIM GREENE

Executive Vice President and Chief Operating Officer Southern Company

118| SANDRA GUYNES

President Pearls for Creative Healing

34| KARIE HALL

Vice President & General Manager Caesars Entertainment

143| SHARON S. HAMILTON

Partner, Transaction Advisory Services Practice, Ernst & Young LLP EY

162| TOMEKA HART

Vice President, African American Community Partnerships Teach for America (TFA)

96| BONNIE HENSLER

137| LORI HIGH

Chief Sales and Marketing Officer The Hartford

144| DANNA LYONS

Cofounder and Owner Unique Experiences, Franchisors of Milk Money

114| LAUREL HURD

President, Baby & Parenting Segment Newell Rubbermaid

48| TRACEY K. JAENSCH

Regional Managing Partner FordHarrison LLP

140| MARIANNE JOHNSON

Executive Vice President, Global Head of Product and Innovation Elavon

110| DR. NICOLE L. JOHNSON

Associate Professor of Religious Studies & Interdisciplinary Studies University of Mount Union

96| DEANNA JONES

Vice President, Human Resources and Administrative Services Marathon Oil Corporation

107| TRACEY JOUBERT

Executive Vice President and Chief Financial Officer MillerCoors

56| MARLA KANEMITSU

Insurance Coverage Partner Dickstein Shapiro LLP

Vice President, Product Development Manheim

41| AMY KAPLANIS

82| KATHY HIGGINS

95| INNA KASSATKINA

Vice President, Corporate Affairs and President, BCBSNC Foundation Blue Cross and Blue Shield of North Carolina

Owner/Vice President Country Ace Hardware Cofounder & President Global Language Solutions, Inc.

153| LYNN KELLEY

Vice President, Supply & Continuous Improvement Union Pacific Railroad

66| CHRISTIE B. KELLY

Global Chief Financial Officer Jones Lang LaSalle

129| NATALY KELLY

Vice President, Marketing Smartling, Inc

45| JENNIFER M. KEOUGH

Chief Operating Officer and Executive Vice President GCG, Inc.

63| NOREEN KING

Founder, President & CEO Evolve Manufacturing Technologies Inc.

57| JOYE LANGLEY

President Disability To Mobility Foundation

103| STEFFANY LARKINS

Chief Diversity Officer and Chief of Staff Medical Mutual of Ohio

64| KRISTIN MACMILLAN President Imprint Plus

35| LORI MALCOLM

President The MTL Communications Group

74| ALLEGRA J. LAWRENCE-HARDY

105| CHRISTINE MARQUEZ-HUDSON

110| MELISA TORPEANO LATOUR

Senior Vice President, Human Resources Checkers and Rally's Restaurants, Inc.

Partner Sutherland Asbill & Brennan LLP

28| SUE LIDDIE

Executive Director, Multicultural Marketing Blue Cross Blue Shield of Massachusetts

22| JENNIFER LOBIANCO

40| KRISTEN MCCALLION

Group Vice President & Chief Information Officer Avon Products, Inc.

Cofounder, Chief Strategic Officer 8fold Integrated Creative Works

117| HELENE GASSEN LOLLIS President Pathbuilders, Inc.

',9(56,7< not just nice words, we live it.

In our leadership team, hiring practices and client work.

CEO/Executive Director Mi Casa Resource Center

93| JULIETTE MAYERS

Principal Fish & Richardson P.C.

29| BROOKS MCCORCLE

President, Emerging Business Markets, AT&T Services Inc. AT&T Inc.

KEEP AHEAD OF THE CHANGING LANDSCAPE.

Congratulations, Denise Bailey, on your Women Worth Watching Award. Well done, well deserved.

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Find out how Milligan can help your organization or learn about our employment opportunities: milligancpa.com and visit us on LinkedIn.

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32| PEGGY MCCULLOUGH

120| KRIS MULLER

38| MARY JANE MCQUILLEN

70| LISA MUNRO

Project Director, Waste Treatment Plant Bechtel

Managing Director & Portfolio Manager, ESG Investment Program ClearBridge Investments, a Legg Mason Company

27| SHEILA F. MCSHANE

Director, Intellectual Property Department Gibbons P.C.

61| MONIQUE HUNT MCWILLIAMS

Chief Diversity Officer Eli Lilly and Company

163| PAULA MENKVELD

Partner, US Assurance Strategy Leader PricewaterhouseCoopers Executive Committee Member, Partner Lerners LLP

154| AMORELL SAUNDERS N’DAW

Director of Governance, UTSC, Assistant Secretary of the Governing Council, U of T University of Toronto Scarborough (UTSC) and University of Toronto (U of T)

158| SEPIDEH NASIRI

Former Vice President Women 2.0

Director of Customer Service Freudenberg-NOK Sealing Technologies

128| MARY BUELL NEMEROV

137| SONIA MENON

73| BETH O’BRIEN

Chief Operating Officer Neal, Gerber & Eisenberg LLP

76| GINGER MILLER

Founder and CEO Women Veterans Interactive

53| MAXINE L. MOREAU

Executive Vice President CenturyLink

75| IRENE MOSHOURIS

Senior Vice President & Treasurer United Rentals, Inc.

61| JOSIE L. MOUSSEAU

Deputy Director, Consultations & Liaison Division Canadian Federal Government—Foreign Affairs, Trade & Development Canada

34| CATHERINE MOY

Chief People Officer and Managing Partner, Boston Assurance Practice BDO USA, LLP

Chief Advancement Officer Sierra Club Senior Vice President, Head of Finance & Strategy, Lincoln Financial Group Distribution Lincoln Financial Group

33| MICHELLE OUELLETTE

21| ALLISON POND

Executive Director ACCES Employment

18| THERESE D. PRITCHARD Chair Bryan Cave LLP

145| MARY E. PURKISS

Chief Operations Officer Iron Medical Systems

130| WENDY PURVEY

Chief Marketing Officer Sotheby's International Realty Affiliates LLC

22| DR. CORAL QUIET

Cofounder Arizona Breast Cancer Specialists

154| KEILA RAVELO

Partner, Antitrust Practice Group Willkie Farr & Gallagher LLP

103| EMILIE M. RAY

President, McKesson Pharmacy Systems & Automation McKesson Corporation

148| KAREN WELLS ROBY

Partner Best Best & Krieger LLP

25| KELLY PASTERICK

27| LEIGH ROOP

73| SUSAN PATERNOSTER

115| KATE ROSSI

Vice President, Investor Relations Alcoa

Senior Vice President, Technology and Service, Insurance & Agency Group New York Life

148| ROSIE MARIE PETERSON

Director, Institutional Diversity Initiatives University of Texas at Dallas

135| ELEN PHILLIPS

Vice President Fuels Sales & Marketing–Americas Shell Oil Company

US Magistrate Judge United States District Court, Eastern District of Louisiana Chief Human Resources Officer Exchange (formerly Army & Air Force Exchange Service) Executive Vice President, Southeast Region NRT LLC

139| MARY KAY RUNYAN

Senior Vice President, Supply Chain Management ServiceMaster

100| REBECCA SANTANA

Senior Associate Executive Director of Customer Services MetroPlus Health Plan, Inc.

® 50| SUSANNE SCHAFFERT, PHD

Head of Region Europe, Novartis Oncology Novartis Pharma AG

115| KELLY SCHETZSLE

Equity Partner Taylor English Duma LLP

123| MARY SUMNERS

32| KIMBERLEY TULL

Cofounder Black Pearls Community Services, Inc.

Publisher, Northshore magazine RMS Media Group, Inc.

Head, International Wealth-USA RBC Wealth Management

31| LEIGH WALTON

142| KRISTI SCHILLER

125| TARA D. SUTTON

109| LOUISE WELLS

Founder and Chairman K9s4COPs

18| GAYLE R.SCHUELLER, PHD Vice President, Global Sustainability 3M

134| KAREN PATTON SEYMOUR

Co-Head, Litigation Group Sullivan & Cromwell LLP

151| TAMMY SMITH

Brigadier General United States Army Reserve

145| JUDY SNYDER

Sr. Vice President and CIO Kelly Services, Inc.

100| KRISTA SOHM

Vice President of Communications Meritor

120| NICOLE STANTON

Phoenix Office Managing Partner Quarles & Brady LLP

138| KAREN M. STASH

Senior Director, Global Product Management and Marketing Terex Corporation

39| SARA STENDER

139| MICHELE STUMPE

Founder, Executive Director, Social Entrepreneur Africa Healing Exchange

Partner and Chair of Mass Tort Group Robins, Kaplan, Miller & Ciresi L.L.P.

78| JACQUELINE SCHLEIFER TAYLOR, PHD, (c), MSc, BHSc (PT), BSc

Vice President, Programs & Services Holland Bloorview Kids Rehabilitation Hospital

98| DR. KAREN THOMAS CEO Marion P. Thomas Charter School

95| ROBYN TINGLEY

Vice President, Human Resources, North America Ingram Micro

Member Bass, Berry & Sims PLC

Managing Partner Morris, Manning & Martin LLP

92| ALVEDA J. WILLIAMS, PHD

Associate HR Director, Dow Texas Operations Dow Chemical Company

116| TERI WILLIAMS

President & Chief Operating Officer OneUnited Bank

90| NATASHA L. WILSON

Shareholder Greenberg Traurig, LLP

133| STACEY WOOD Partner Structure

109| LAURIE J. TISH

59| SOPHIE WRAY

68| SUZANNE TOWNSEN

91| MADELYN YUCHT

Partner; National Practice Leader, Government Services Moss Adams LLP Partner, East Region Advisory Leader, & Chair, KPMG Women's Advisory Board KPMG LLP

140| DR LISA TSENG

CEO, hi HealthInnovations and EVP, Optum hi HealthInnovations, Optum Clinic, and Optum Complex Population Management

PROFILES IN DIVERSITY JOURNAL September/October 2014

Life Protection Marketing Manager–Americas DSM Dyneema

VP, Performance Excellence Linkage, Inc.

REAL WOMEN. REAL CAREERS.

Learn more about our careers for women halliburton.com/careers

Solving challenges.™

‘making it happen’

Beth O’Brien

Senior Vice President, Head of Finance & Strategy Lincoln Financial Group Distribution

Lincoln Financial congratulates Beth O’Brien for being named one of this year’s Women Worth Watching. It’s your perseverance and hard work that continue to make a difference in the world and inspire women everywhere to take charge of their future. Thank you for all you do. To learn more about Lincoln Financial, please visit LFG.com.

EDITOR'S NOTE

You’ve come a long way, baby.

find it a little unsettling that I still launch into song when I use this phrase. In the ’60s and ’70s—about the time it became the advertising slogan I’m singing to myself right now— it became a rather contentious phrase associated with the women’s movement. One moment, you could hear it used positively; the next, spitted as if the words themselves had a bad taste. Either way, it meant that women were gaining access to more opportunities than any previous generation. The phrase didn’t mean that access would be easy, or would come without a fight. In fact, it usually meant you needed to be ready for one! As a result, it’s not the most flattering or accurate phrase you could use in relationship to gender equity. So I smirk when I sing it— something else not so flattering. And I use it here to make a point. When we launched our inaugural Women Worth Watching® issue, we knew we were doing something unique. We may not have been the first to celebrate the accomplishments of women in business, but we knew by telling their stories, we could help propel

the wave of high achievers that would certainly follow. In our early issues, we featured women who were pioneers in their fields: The first woman Secretary of the Interior, Gale Norton; Annika Sorenstam, the first woman to “tee it up” on the PGA men’s tour; and Stephanie Tubbs Jones, the first African-American congresswoman from the state of Ohio, to name a few. We interviewed some business pioneers too, like Ford Motor Company’s first female group Vice President, Anne Stevens; Marilyn Carlson Nelson, who as CEO of Carlson Companies, became the first Chair of the National Women’s Business Council; and both Anne Mulcahy and Ursula Burns of Xerox—the first women CEOs to serve back-to-back for any Fortune 500 company. It became our mission to highlight women blazing a trail for others to follow. These were women worth watching, we thought. We remain dedicated to that mission today. Just this year, women have broken through barriers in a number of areas. For example, the US Navy’s promotion of Michelle J. Howard to four-star admiral made her the first woman—and the first African-

American woman—to hold that post. Becky Hammon became the first full-time female coach in the NBA—and the first full-time female coach in any of the four major professional sports in America— when she was hired this year by the San Antonio Spurs. Maryam Mirzakhani became the first woman ever awarded the Fields Medal—the “Nobel Prize” of mathematics. And 2014 witnessed the first all-woman team scale K2, the second highest mountain on earth. Which brings me again to the phrase … No matter how far we go and how high we climb, I believe we will always have summits to conquer. Yes, we have “come a long way, baby.” But we still have a long way to go. The women we highlight in this issue are showing us the way up the trail. Hopefully, there will be many more courageous and inspired women right behind them. PDJ

Kathie Sandlin, Editor in Chief ksandlin@diversityjournal.com

Read more at WWW.DIVERSITYJOURNAL.COM

GEENA DAVIS:

Is it a coincidence that the percentage of women in board seats continues to hover at 16 percent? Or that, despite all our effortsâ&#x20AC;&#x201D;and victoriesâ&#x20AC;&#x201D;there has been little increase in the overall percentage of women occupying high-level positions in business and government institutions? Could we be unconsciously programmed to maintain these levels? Recent studies by the Geena Davis Institute for Gender in Media suggests that may just be the case.

PROFILES IN DIVERSITY JOURNAL September/October 2014

he might be best known for her portrayals of strong, fearless women in classics like Thelma & Louise and A League of Their Own. But eight years ago, this Academy Awardwinning actor and mother of three took on her biggest role to date. While watching movies with her daughter, Geena Davis noticed a profound lack of female characters. “I thought, ‘if I notice it, then what message is this sending her—sending all girls?’” Since that discovery, she’s made it her business to change the way women are depicted by the entertainment industry. Today, the research being compiled by the Geena Davis Institute on Gender in Media is helping educate studios and artists on importance of gender equality in their work—especially in media geared toward young viewers—and just how far reaching its impact may be. “The world that’s created in media is not at all reflective of reality,” says Davis. “Women take up half of the space in the world, but only 17 percent of your average crowd scene. Not only is the population short on women, but there is a real shortage of diverse and exciting role models for girls and young women.” “And we accept this because it ‘looks normal’ to us,” she says. Indeed, the male-female ratio of characters in films has not changed since 1946. It is the reason that gender inequality isn’t always immediately recognizable. Even those who create “family friendly” media are shocked by the realization that they may be perpetuating this trend. “Every studio has a diversity department,” says Davis. “They’re always

Read more at WWW.DIVERSITYJOURNAL.COM

Davis cemented her reputation for playing strong, empowered women with the 1991 action film Thelma & Louise, in which, she and Susan Sarandon played friends on the run from the law. “I came away from that film with a heightened awareness of what these types of powerful roles can mean for women,” she said. “It has colored all my acting choices since.”

Released earlier this year, GDIGM’s Global Impact Study got its start at the First Global Symposium on Gender in Media, held in New York in 2011. Pictured left to right, project partners Tamara Gould (Independent Television Service), Patricia Harrison, (Corporation for Public Broadcasting), Geena Davis, and Amir Dossal (Global Partnership Forum).

PROFILES IN DIVERSITY JOURNAL September/October 2014

shocked and mortified when we present our data. No one ever says, ‘so what.’ They want the work produced to be positive for kids. “It is totally unconscious, but it impacts our thoughts and decisions in real life in a very real way. The way women are portrayed, or not portrayed—or just as damaging, when they’re completely absent—has a real effect on how we see ourselves. “It is one of the reasons I’m a strong advocate for equalizing populations. We’re currently sending the message that women are invisible.” According to the organization’s newly released Gender Bias Without Borders, a global study of gender balance in film, this is not solely an American media trend. Of the 120 international films analyzed, the average gender ratio was 2.24 males to every one female. Only 23.3 percent of the films had a female lead or co-lead driving the plot. Only 30.9 percent of the women had speaking roles at all.

Portraying Women As Business Leaders The study also analyzed the types of occupations held by women characters in movies. In the films studied, only 14 percent of the corporate executives, 10 percent of the politicians, 15 percent of the health care disciplines, 7 percent of the lawyers or judges, and 4 percent of the sports figures were portrayed by women. In roles depicting STEM careers, women were outnumbered seven to one. According to Davis: “We have to do a better job of allowing girls to see themselves in exciting and diverse roles. “Media images can have a very positive impact on our perceptions. In the time it takes to make a movie, or a TV show, we can change what the future looks like. There are

woefully few women CEOs in the world, but there can be lots of them in films. How do we encourage a lot more girls to pursue science, technology, and engineering careers? By casting droves of women in STEM, politics, law, and other professions today in movies. “Girls need to see more women as leaders, asserting themselves and being in charge of their own destinies. It’s why our motto is, ‘If she can see it, she can be it.’”

Measuring Progress It’s easy to look at some of the most recent top-grossing family films, like Frozen and The Hunger Games, and think strong female characters are in no short supply. But Davis is skeptical that this latest crop of films represents an industry “aha moment.” “We see this cycle every few years, when movies come out about strong women, we think ‘This is it, this is progress,’” she says. “We have to keep reminding ourselves that we’re not done yet. Now that we have the measurement tools in place, we will, however, be able to tell when we’re effecting real change.” In the meantime, Davis points to anecdotal evidence that putting research in the right hands can make a difference. “We often hear writers or directors say, ‘you just changed my next project’, or ‘we’ll have to rethink this now,’” she said. “We also recently conducted an impact study of industry executives. Of those that responded, 68 percent said the findings impacted two or more projects, and 41 percent said it impacted four or more. “Because the media industry is so fast paced, it provides an incredible opportunity to change ‘what looks normal’ as far as equality is concerned. And that’s a change we can make overnight.” PDJ

The second graders at Brighton, Massachusetts’s Winship School got a personal introduction to the pilot learning video series “Guess Who?” The series was created in partnership with the Independent Television Service to help kids challenge their assumptions about gender stereotypes.

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See how these women are shaping our future; read their full interviews at: diversityjournal.com/women-worth-watching

Gayle Schueller

This 3M VP knows that a career path with some unexpected turns can lead to success. ’ve observed that increased job responsibilities generally require a greater ability to manage ambiguity. There are nearly always multiple right answers to challenging problems, and your job is to choose the best option. This ambiguity often makes people uncomfortable, but it’s a skill worth mastering. While most of my role changes have been ones where the opportunities were presented without me seeking them directly, I believe fundamentally

that they resulted from my track record, openness to change, and eagerness to learn. An important time and learning for me was when my husband, Randy, and I were preparing for the birth of the first of our three children. I needed flexibility to focus on family. So I proposed a new role that essentially shifted me off the “fast track,” allowing me to work part time—mostly from home during nontraditional hours— but still address business critical needs. The responsibilities of the new role

ranged from technology road-mapping and patent analysis, to late-night teleconferences to help develop our growing international teams. While the changes may have seemed like a step back, they were actually foundational to building a unique set of competencies. These insights, connections, and experiences have been invaluable to me in every role since. Sometimes the most obvious shortterm path isn’t the one that serves you best in the long run. PDJ

Therese D. Pritchard

Bryan Cave’s new Chair takes her show on the road and connects with lawyers across her firm.

To get people to know me inside my firm, the first thing I did was hit the road. I visited our offices and made presentations over lunch. I got to know partners across the firm, so that when their clients had a problem, they would know I was available. As a securitiesregulatory lawyer, I attended corporate retreats, because the corporate group

was often the first to learn that there was a problem in a company. When I became chair-elect last December, I hit the road again. I have now visited each of Bryan Cave’s 25 offices on a listening tour. In my current role, listening is at least as important as making presentations. The lawyers need to know that I care about what they want, and that I support them. I have been fortunate to host quite a few events in my new loft in St. Louis. Inviting my colleagues to my home and celebrating their successes is one of the best ways for us to get to know each other. Outside the firm, I have invested considerable time in developing a personal brand, and have been encouraging my partners here (and would encourage other women) to do the same. It’s important to put yourself out there

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as a thought leader. I have always made time to speak on panels; I chaired the Securities Enforcement Subcommittee of the Business Law Section of the American Bar Association for several years. I look at the variety of tools we have–blogs, articles, speeches, industry association leadership roles, webinars– as effective ways to build a personal brand. I always stress that personal branding is not meant to replace teamwork and collaboration, but to complement it. PDJ

“It’s important to put yourself out there as a thought leader.”

“Sometimes the … short-term path isn’t the one that serves you best in the long run.”

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“… the BEST time to make a change is when I’m happiest in my current job.”

Marilyn Devoe

This VP at American Airlines tells us how—and why—she had made several career leaps. It doesn’t come naturally for most people to take the proverbial leap to a new work position or location. We get comfortable; we really like what we’re doing, so we stay in that comfort zone. However, I’ve learned that the best time to make a change is when I’m happiest in my current job. I think it’s because my confidence level is high—I know my job and am comfortable in it! Taking on new challenges is a great way to stay focused and inspired, and helps you grow. My bosses always encouraged me to explore other opportunities, and when I did change positions, I was often doing something

very different than what I did previously. I’ve held positions in finance, accounting, HR, flight service, cargo, and operations. With each new position, I brought experience from my previous role, but always learned new proficiencies. My last move brought me to Miami after being in the Dallas-Fort Worth area for 10 years. It was difficult for my family and, consequently, difficult for me. I always aspired to be the VP of American’s Miami operation. While the timing couldn’t have been worse, I took that leap of faith, relying on my strength and perseverance. When I

arrived, Miami was still under construction, the hub was growing, and 50 percent of our route structure consisted of complex international routes. There wasn’t even a baggage system! Some people, myself included, thought I was crazy to go, but MIA was always my goal. I love this position and this location, and am very glad I took the challenge. After four strong years here, I still love it. The people are extraordinary, even in the most difficult of circumstances. It’s true what that say— what doesn’t kill you makes you stronger! PDJ

Sharon Harvey Davis

Ameren’s VP and Chief Diversity Officer says that excellence in all you do is the best way to get noticed. Often women are introduced into executive-level positions as the first or only woman in that role. That has often happened to me. When it happens, I know that people are going to look closely at what I do. I’ve learned that everything I do matters. How I interact with people I meet in the hallway is

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just as important as how I interact with the executives in my company. The way I prepare for a speech to hundreds of people is just as important as how I prepare to meet with my staff. I don’t have the option to slack in one area and do well in another. I make it a priority to do everything

Allison Pond

This successful Executive Director at ACCES Employment knows the importance of teamwork. I learned early on that you won’t know everything and, in fact, you don’t have to. At work, I surround myself with others who bring expertise and strengths that complement mine. I have a diverse team of people I trust and respect, who also trust and respect me. That way, I am not alone, and our collective decisions are always well thought out and strategic from various perspectives. I always share our successes and accomplishments, and recognize the contributions and achievements of team members. They are engaged and

committed, and they work hard for me and for the organization. Feeling part of a strong and supportive team in my leadership role has been critical for my career fulfillment. At the same time, I have learned that I also need to have that team in my personal life—people who support and believe in me. It is my responsibility to take care of myself, both physically and emotionally, and to take time away from work to self-reflect, rejuvenate, and find balance. This too is an essential part of my career fulfillment. PDJ

“… you won’t know everything and … you don’t have to.”

Amal Berry-Brown

This Senior Director and Chief Diversity Executive for Blue Cross Blue Shield of Michigan understands the value of relationships. Relationship building is one of the most complicated skills to master. I have continued to ensure my strong relationships are maintained while building new ones. Our needs change, so always treat people with respect and kindness. You never know what future partnerships will be forged. My relationships are my most valuable resources. When you can build a strong network of allies and supporters, nothing is impossible. I have been very fortunate to have great mentors who have taught me these skills. Each day, and in every aspect of my life, I try

to incorporate a sense of faith, friendship, and respect in all my relationships. I am also very blessed to have two amazing children who keep me going day after day. They provide me the greatest joy and love a mother could want or need. As women, we often are our own most severe critics. Be kind to yourself and allow yourself to shine the way we all deserve to shine. And be kind to other women—I still believe in sisterhood and girl power! PDJ

“… relationships are my most valuable resources.” with excellence—doing the job to the best of my ability with the resources, talents, and skills I possess. Getting into the habit of excellence doesn’t take much effort. When it’s a habit, excellence becomes the way you think, how you operate, and how you move through the workplace. People notice when you work with excellence. Excellent work becomes your brand. That’s how people view you and how

“I make it a priority to do everything with excellence ...”

your career develops. I have always striven to work in an organization where I can feel challenged and contribute in a meaningful way. It is also important to me to work where women have a voice in decision making. I don’t think there’s anything

that makes me feel more confident and more connected to an organization than feeling that what I contribute is valued. It has been great to watch the number of women in leadership grow at my company. Ameren understands that diverse voices at the table benefit both women and the company. That’s the foundation of diversity and inclusion. That’s why I enjoy coming to work every day. PDJ

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WO M E N WO RTH WATCHIN G

Jennifer LoBianco

8fold’s cofounder and CSO has never been afraid to make a strategic career leap.

“… I always trusted my gut.”

I have made various leaps during my career. Some weren’t as comfortable as others, but I always trusted my gut. For example, early in my career, I wanted

to get into marketing, but was in a sales role and couldn’t find the right opening. So I created an opportunity. I sent a blind resume with a creative twist (I included a cover of the publication I wanted to work for from the year I was born—my way of saying, “I’ve been a lifelong fan.”). They brought me in to meet with them because they liked my authenticity. And they found me a job—not in marketing at first, but it eventually got me where I wanted to be. Later, after being in a traditional media/marketing position for several years, I knew I needed more digital experience. So I left my comfortable position to take one very unfamiliar to me with an online brand. It was challenging, but I learned a lot and kept reminding myself that I was there

to learn. Since they didn’t hire me for my online experience—they hired me for other assets—I had to keep learning out of my comfort zone, but also contributing where I knew I could. Forging a career path is not always easy, but you can create your own opportunities to keep thriving. Always ask for more work. It doesn’t show that you are not busy. It shows that you want to learn—something every boss wants to see! I strongly believe anyone can learn anything—any work-related task. You just need a strong foundation of communication (both written and verbal), along with presentation and interpersonal skills. You can’t go anywhere without them! PDJ

Dr. Coral Quiet

The cofounder of Arizona Breast Cancer Specialists tells us what it took to make a huge leap by opening her unique practice. When you have a passion, eventually it becomes illogical not to take that leap. In 2008, at the height of the recession, it seemed illogical to launch a new business. But we believed passionately in our mission and opened a new practice anyway. Within three months of opening the doors at Arizona Breast Cancer Specialists—the first and only center in the world solely focused on treating women with breast cancer— we were in the black. While still in the planning phase of the business, when we talked to other people about the concept, many thought it would be a mistake not to serve as many cancers (thereby as many patients) as possible. But, with our passion guiding us, we found the response so great that we had to open three centers our first year in business.

“… we had to open three centers our first year in business.” What’s our secret for success? Besides the obvious desire and need patients had for a center such as ours, we brought a passion for our mission, talent, medical expertise, and humil-

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ity. There is no greater talent to master than that of staying humble. It keeps you authentic. Bring who you are at home—wife, mom, housekeeper, cook, or friend—to the office. PDJ

“I’m regularly amazed by the fresh insights I acquire by getting out of my comfort zone.”

Marsha Blanco

ACHIEVA’s president and CEO knows the value of hiring and mentoring the right team. As an executive of a large human services organization, I deeply appreciate that talented human capital is the backbone of every successful endeavor. When you surround yourself with motivated people, who are the best in your business, success is a certainty. I was once told by a mentor that my strongest talent was hiring highly qualified people and mentoring them to embrace ACHIEVA’s mission and vision. I’ve reflected on his statement over the years and concluded that knowing how to surround yourself with top-notch people is the skill I would recommend to any aspiring manager.

I’ve been blessed by having wonderful mentors throughout my career. They provided guidance and advice as I developed my management style. Mentors also opened doors to the greater community, providing me with opportunities to share with community leaders the great work done by ACHIEVA. Within ACHIEVA, I enjoy mentoring talented coworkers. I nurture their career ambitions, as well as their loyalty to the organization’s core values. Networking with people who do not have an immediate association with ACHIEVA has been an essential element of our organization’s success.

I am a person who enjoys interacting not only with people in my chosen field, but also with those who know little about it. I’m regularly amazed by the fresh insights I acquire by getting out of my comfort zone. I also believe that doing what you love and loving what you do are important to successful leadership. Enthusiasm is contagious—both within an organization and with external stakeholders. While our day-to-day work may be stressful at times, I think it is best to project the image of a swan gliding on a still lake. Others need not know how hard you are paddling beneath the water’s surface. PDJ

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WO M E N WO RTH WATCHIN G

“

… if you keep your opinions and ideas to yourself, who are you helping?

Akim Gump’s Chair of Corporate Practice takes on new challenges and keeps growing.

e yourself, and never be afraid to take the wheel when you have a constructive idea or spot an opportunity. Sometimes that’s easier said than done; no one wants to look or feel stupid, and no one likes to fail. On the other hand, if you keep your opinions and ideas to yourself, who are you helping? In February 2002, I returned from maternity leave. The corporate world had changed dramatically following September 11 and the Enron fiasco. Transactional work was slow and I was bored. Leaving my baby to come into an office and twiddle my thumbs was

“

Kerry E. Berchem not for me. I had two choices—quit or find something productive to do. Although there was the lull in our mergers and acquisitions practice, our financial restructuring department was going gangbusters. I had no bankruptcy experience, but I saw a path where I could help my colleagues—and myself. I approached a senior partner and asked if I could assist him on the corporate work for his client, an unsecured creditors committee, with the goal that I would represent the company following its emergence from bankruptcy. His response: “We haven’t done that before. But, if the situation is right, I’ll let you try.” I have worked

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with post-restructured companies and boards ever since. My experience with C-suites and boards, in turn, has provided me with significant exposure to and participation in business decision-making and corporate governance. Following the demise of Dewey Lebouf, arguably the Enron of the legal world, I became a strong proponent, and the principle draftsperson, of our firm’s governance guidelines, as well as an advocate for the creation of an Audit Committee, of which I am now the chair. The road behind you leads to the road in front of you. Be a driver, not a passenger. PDJ

Kelly Pasterick

This VP at Alcoa used talent, experience, and chutzpah to make a big career move that really paid off. One of the biggest career decisions I made was relocating to New York from Pittsburgh four years ago to enhance my career. It took a lot of thinking about whether this was the right move from both a professional and personal perspective. I decided to make an investment in myself, and it really paid off. I was given the opportunity to take on new, challenging roles, which provided me experiences and skills that I otherwise would not have. It allowed me to grow, both professionally and personally. I built new friendships and made connections that expanded my professional network. I’m very glad I didn’t let fear hold me back. The move to my current role as vice president of investor relations was another challenging decision, but a great one. This position required the combination of a finance background (which I already had) and a focus on

external communication, which was outside my current skill set—or so I thought. With the support of sponsors who understood my strengths, and by reflecting on past experiences, I realized I was up to the challenge. People who know me best would describe me as a social person and a good listener. At the time, I didn’t realize personal skills could translate into professional strengths. Also, early in my career, I had educated people across the organization about new and emerging topics, which naturally allowed me to build the skills I thought I was missing. My key takeaway? Don’t be afraid to step outside your comfort zone and challenge yourself. You’ll find the ability is there—you just need to dig deep.

In the end, you’ll come away with experiences and knowledge that allow you to excel your career. PDJ

“I decided to make an investment in myself, and it really paid off.” Ruth Cotter

This VP at Advanced Micro Devices tells how you can prepare for your next leap to a new role. sequins, sparkly costumes, and makeup, but because we were astounded by the hidden protective padding and supportive fabrics in their costumes that allowed them to look elegant on stage, while empowering them to push artistic boundaries safely.

“… step boldly and bravely out of the shadows ...” My daughter and I recently went to see a Cirque de Soleil show and we were mesmerized by the female athletes, artists, and musicians soaring high above us trapeze style throughout the show. Afterward, we had the opportunity to go backstage and meet some of them. We lingered in the costume trailer, not just because my daughter was bedazzled by all the

When I ponder the talent assets we need, I think of women like the Cirque de Soleil artists who have built up a stockpile of “padding” and “protective mechanisms” that help them step out into the world to try new things and go places they may not have ever dreamt of. Over my career, I’ve learned to let my voice be heard. Don’t waste time

trying to be the person you believe others imagine you are. Focus on making your strengths stronger. Build your stockpile of padding and protective mechanisms to bolster your confidence, and work on overcoming your self-critical “inner voice” that worries about what you may or may not know. When you wake up every morning, you only have yourself looking back at you in the mirror, so make sure your life journey is one you’re happy with, as you step boldly and bravely out of the shadows and allow the light to shine on you. Make a difference, no matter how small, so the world can enjoy who you are and recognize why you are the wonderful, powerful, and brave person that you are. Be true to yourself and no matter what—be comfortable with who you are. PDJ

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“Challenge yourself beyond your capabilities.” 26

PROFILES IN DIVERSITY JOURNAL September/October 2014

Leigh Roop

CHRO for Exchange, this professional followed her passion to success. I have been associated with the military for all my life. My father was in the military, and I grew up as an Army brat. Later in life, I became a military spouse. I have always carried this connection with me—both in my personal life and on my professional journey. During my 25 years with Exchange, which serves soldiers, airmen, and their families by providing goods and retail services globally, I have served in many human resources capacities around the world. Those diverse experiences have helped me become a more effective chief human resources officer. There are two observations I have made regarding effective leaders—they

have the ability to navigate uncomfortable situations, and to inspire and motivate a workforce. But being a leader does not stop there. You must have passion for what you do and what you believe. While my roles and functions have changed throughout my career, one constant has remained—nothing is more important than giving back to those who serve this country. I have always felt that my direct connection to the Army made every role more personal. My understanding of the military lifestyle has been crucial to my success, and has allowed me to connect with both customers and colleagues on a

personal level. And these experiences presented opportunities to develop networks, which were extremely helpful in furthering my career. Challenge yourself beyond your capabilities. It’s essential to continuously look for ways to improve. Have the confidence to reach out, as well as to give and accept constructive criticism. Everyone has experiences that define who they are. Growing up in the military community, coupled with my global experiences, shaped me personally and professionally. It’s important to embrace our experiences and share them with others to help pave the way for the future. PDJ

Sheila F. McShane

This Director at Gibbons P.C. stepped outside her comfort zone and created two successful careers.

While external career development strategies and planning are often emphasized in education and the workplace, little attention is typically paid to your own “inner work.” Why? Perhaps because institutional obstacles have historically dominated the success equation. But, while identifying and working on my own perceived limitations has presented challenges, it has also accelerated advances in my career. Team design projects, an integral part of an engineering education,

helped lay the groundwork for forcing me out of my comfort zone; I had to present my “great” ideas to my peers, who might acknowledge their value— or shoot them down. I was forced to have some personal failures for the greater good of the project. During my 16-year engineering career, assignments often involved risky projects with crazy deadlines, tight budgets, and extended travel to less than optimal places. Not knowing exactly what I was getting into helped, but it still took a stretch of confidence to pursue these assignments— confidence I had built with the inner work begun in engineering school. Over the long term, these projects helped me learn to seize opportunities—not wait for them to be handed out—and avoid creating my own preconceived limitations. With my shift to a legal career 14 years ago, the challenges morphed. Choosing change can be hard. Although I was the oldest lawyer in the firm’s entering associate group, I still had a new profession to learn. And the

“Over the long term, these [engineering] projects helped me learn to seize opportunities— not wait for them to be handed out” work on inner issues was renewed— learning to trust my instincts, recognizing that there is no such thing as 100 percent success, and shoring up my honey badger resilience for those times when adversity comes a-knocking. Forcing yourself to change can be uncomfortable and scary, but it can also be liberating and fun. If you haven’t tried it, give it a whirl! PDJ

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WO M E N WO RTH WATCHIN G

Jennifer Bedard

This Cox Automotive VP knows from experience that stepping out of your comfort zone is one key to success. within the same company that “… making bold position would be a stretch for me. Taking on that were less of a direct moves improved assignments fit with my background enabled me grow in valuable ways. It was also a my job satisfaction tosignal to the organization that I was ready and willing to take on and increased my challenges, and that I was confident in my abilities to learn and master confidence.” the job.

I have made a few shifts that had significant impacts on my career. Twice, I decided for a couple of reasons to leave one company and move to another. I

had become comfortable in the role, which was a signal to me that my team was ready to step up and operate independently, and that I was ready for a new challenge. To prepare for those moves, I had to recruit, develop, and retain a highly skilled, motivated, and diverse team that would carry forward and enhance the work that had been started. The other type of shift involved navigating from an existing position, for which I was well suited, to another

I found that making bold moves improved my job satisfaction and increased my confidence. What I didn’t expect during these transitions, was the time it would take to become proficient at my job, or the growing pains I would experience by starting over and building a new team and function. That said, what I learned along the way was invaluable and worth the effort. PDJ

Sue Liddie

Avon’s VP and CIO believes in stepping through your fears and embracing challenges. Throughout my career, I’ve taken steps to enrich myself. I think those steps have helped me stand out and touch those inside and outside my organizations. First, I’ve always been willing to take on tough challenges, even ones that others have shied away from. As a result, I’ve been labeled “courageous,” and courageous is in high demand in most organizations these days. I advise young women not to be afraid of challenges, or of making mistakes. Even if you stumble, you’ll be recognized for tackling the situation. And you’ll learn from your errors. Next, I have always taken steps to build networks, skills, and experiences outside the workplace. Over the past 20 years, I’ve volunteered in organizations and roles outside my industry. Currently, I work with

the Cancer Hope Network, helping recently diagnosed patients navigate the care system. This has shaped me, both as a person and as a leader. I have developed better listening skills, greater empathy, and deep personal relationships. Finally, I am a huge supporter of mentoring. In fact, each year I mentor a young woman from a local high school who has expressed interest in business. It’s been so enriching—not just because I can expose her to so many different aspects of the business world, but also because she teaches

“I advise young women not to be afraid of challenges, or of making mistakes.”

PROFILES IN DIVERSITY JOURNAL September/October 2014

me. In the IT profession, it’s always about the latest technology, and no one knows the latest technologies better than high school kids. She gives me an edge! And the experience enables me to give back. I think all Women Worth Watching® can play an important role in raising the next generation in each of our respective fields. PDJ

“Sharing our inspirations and best selves … opens doors to new possibilities.”

Brooks McCorcle

This President at AT&T Services Inc. goes all in—at work, at home, and in her community. What you see is what you get with me. I strive to be an authentic leader. I am all in … at work, at home, and in the community. I love a challenge, and am having the time of my life building a new start-up business within AT&T. It has ignited my competitive spirit, allowed me to attract diverse and talented leaders, and inspired me to draw on all my creative abilities (art, music, team, and family) to bring it to life. Sharing our inspirations and best selves with our colleagues opens doors to new possibilities. I encourage folks to start with what inspires them and let it shine through at the office. Our workspace was built

around our creative inspirations. The nature-themed artwork was hand selected from the AT&T archives. Music, which is part of our Friday team meetings, energizes folks to end the week strong. We work together and play together, which reinforces a deep sense of trust. Our goals are clear, and we are on a mission to create and execute new business opportunities for the marketplace. Building a successful business requires embracing diversity. Imagine a workplace where everyone’s voice counts. We created a new collaborative way for AT&T to go to market, crowd-sourced a diverse set of leaders,

and nurtured an inclusive and highly entrepreneurial culture. Levels don’t matter—people sit side by side in an open space with few walls. Collaboration extends outside the office through working on community service projects. This fast-moving startup is changing how AT&T does business. To be an authentic leader, my advice is to do the following: • Set clear goals; communicate often • Be intentional in everything you do • Empower others to be innovative and make decisions • Connect and collaborate openly • Learn from mistakes and move forward PDJ

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W O MEN WO RTH WATCHIN G

“… build relationships with people who are both junior and senior to you.”

Sheila P. Burke

This Strategic Advisor at Baker Donelson knows the importance of consensus building. I made the move from executive dean of the Kennedy School at Harvard University to deputy secretary at the Smithsonian Institution because of family considerations. My oldest child was beginning high school, which can be a very challenging transition, so I wanted to be more accessible, rather than commuting between Washington, DC and Cambridge every day of the week. I also saw the change as a tremendous challenge and opportunity. At Harvard, I gained experience running a complicated academic institution with a multiplicity of responsibilities that I had not previously managed, including human resources and information technology. Key to that experience was the ability to build

a team and to get buy-in for necessary changes. This entailed building a consensus in a multifaceted organization that included faculty and staff. That same skill was valuable in my work at the Smithsonian, where consensus building involved volunteers, academics, and long-serving Smithsonian experts. Learning to work with academics to reach consensus on what appeared at the time to be relatively minor issues was extremely valuable. The broader lesson is the importance of engaging people in decision-making. Rather than presenting them with a fait accompli, letting people be part of the process increases the likelihood of being able to reach agreement. It rarely

PROFILES IN DIVERSITY JOURNAL September/October 2014

works to just pronounce a solution, even when you have the authority to do so. It is always worth your while to build relationships with people who are both junior and senior to you. In my case, whether it was the women who worked in the Senate dining room or one of the security guards, I tried to create a collaborative environment. That approach not only recognizes the importance of their work to the organization, you’ll find they are excellent sources on what’s happening within the organization, which can be helpful to you as a manager. The instinct is to ignore the junior folks, which is a huge mistake, because they are the backbone of an organization. PDJ

Leigh Walton

After 35 years with Bass, Berry & Sims, this attorney still works for her clients, her community, and her female colleagues. In my 35 years at Bass, Berry & Sims, I’ve advised a wide variety of public companies, and I continue to enjoy representing startups. I blend mergers and acquisitions, securities, and healthcare law in providing practical advice to a broad range of providers. Notably, I headed the regulatory team for a leading healthcare provider through the largest domestic leveraged buyout in history (at the time). I

my community. I have served on the Metropolitan Development and Housing Association for 12 years, working on urban development and public housing initiatives that have played a pivotal role in the recent national recognitions for Nashville. I am also actively involved in national, state, and local politics. I have served on and supported the campaigns of several successful politicians because I believe

“I’ve worked tirelessly to advance the status of women in the legal profession.” encourage young professionals to learn as much as they can about an industry sector, but within that sector or practice area, welcome client diversity. Working with different types of companies at different levels of maturity with varying legal needs keeps my daily work fresh and challenging. I am an enthusiastic supporter of

that to affect change—for women, children, neighborhoods, and businesses—we must elect candidates who are smart, well-intentioned, and honest. I endorse community involvement for all professionals; I’ve found that it helps me achieve balance in my career and simultaneously advances opportunities for my community.

I’ve worked tirelessly to advance the status of women in the legal profession. An early female hire at Bass, Berry & Sims, I helped found what has become a strong women’s initiative that focuses on issues unique to professional women. In personal, community, and professional arenas, I advise young women to support each other. PDJ

One Vision, One Mission, One Team

Congratulations to Supt. Carol Crowe and all the other “2015 Women Worth Watching” Recognizing women who have distinguished themselves as leaders in a variety of professions.

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Kimberley Tull

The cofounder of Black Pearls Community Services knows that success starts on the inside.

“

and perceived negatives—such as, my fear of failure and disappointment. Going through this process allowed me to embrace that fear and be motivated by it, instead of letting it keep me from achieving my goals and embracing my passions. My journey has taught me that my career shouldn’t be based on other people’s standards, and that my professional, charitable, and personal worlds can complement each other. Once I understood those two things, everything else fell into place. Inner work is about finding security in who you are and finding meaning in doing what is most important to you. It means recognizing that you have to know yourself in an authentic way before you can be fulfilled and contribute in a meaningful fashion. Career building is only one part of our journey of self-discovery. Once we know who we are on the inside, we can begin building a balanced and fulfilling career. PDJ

I learned to celebrate the things that made me ... special.

Peggy McCullough

“

I have been on a lengthy journey of understanding myself and trusting my inner voice. In 2005, I began learning how to craft my career by working from the inside out—learning what made me happy, not just professionally, but personally. I acquired the habit of not applying for positions that had “sexy” titles, but instead looked for positions that matched my interests (e.g., building programs, creating impact/legacy, being strategic, working with people etc.).

Staying spiritually grounded, having great supports in all areas of my life, and trusting myself and my decisions were integral to creating a happy, wellround life and career. I had to ask myself difficult questions: What does an ideal work experience look like for me? How do I create a positive and valuable career? What do I enjoy? What am I willing to compromise? Then I enrolled in a mentorship program. During this process, I learned to celebrate the things that made me—and continue to make me—special. I gained a better understanding of what I had to offer, and owned and claimed those things—the positives

This Project Director with Bechtel got noticed by saying yes to new challenges—and doing great work. I have been with the Bechtel Group for most of my career. Our business is incredibly dynamic, driven by world events, civil infrastructure needs, and the capital investments our customers are willing to make, based on global demand for their product. For me, personally, responding to these challenges has included relocating my family multiple times, taking on new assignments, and traveling extensively for business. Flexibility in supporting business objectives has been key in

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enabling me to stand out. I sought breadth of experience in assignments—design, systems integration and test, business development, project management, and functional management—and performed these roles in multiple geographic locations. The breadth of those assignments gave me exposure to a large population of peers and senior leaders within the company, and vice versa. Performing well helped me to get noticed. I study every new situation I enter.

“… work harder and be better than anybody else at what you do.”

Michelle Ouellette

This Partner at Best Best & Krieger stands out by getting fully involved. The best way to stand out in any group is to become a part of it. I work and live in Riverside, California, where I have become very involved in local organizations—as president of the Riverside County Bar Association and as a member of the City of Riverside Human Relations Commission, which works to ensure equality to all. I am currently a member of the Raincross Group, an assemblage of community leaders who promote important River-

side issues, and serve on the boards of the Library Foundation, the Riverside Art Museum, and the Riverside County Dispute Resolution Service. Early in my career, I participated in Leadership Riverside, a year-long chamber of commerce program that allowed me to get to know some of the city’s leaders. However, it takes more than just joining groups. It is important to get to know the other participants and build personal relationships with them. I

find that my friendships gravitate naturally to women I meet professionally, and I would recommend the same approach for other women. Another way to stand out is to work harder and be better than anybody else at what you do. For women, especially, there are still barriers. But if you prove you are the best, it is much more difficult for anyone to discriminate against you. PDJ

What are the client needs and drivers? What will delight them? What pressure is my supervisor under and how can I help? What are the dynamics in the group? What is the broader business objective for the organization I have joined? What will make us successful? I ask questions and listen. This process has always revealed where I can help improve performance and customer satisfaction. And having a happy, satisfied customer is a great way to stand out.

The advice I give other women is this: Raise issues and identify problems, but at the same time, suggest solutions. That’s a great way to stand out. And don’t wait for others to make assumptions about what you are

willing to do. Let leadership know if you’re mobile, or if you’re interested in another role. Opportunities are more likely to arise if leadership knows what you are able and willing to do. PDJ

“… don’t wait for others to make assumptions about what you are willing to do.” Read more at WWW.DIVERSITYJOURNAL.COM

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Catherine Moy

Why this Chief People Officer and Managing Partner at BDO USA still leaps to new challenges.

Sometimes you have to stop listening to everything around you and listen to yourself. Your career will flourish when your whole self thrives, so you have to mind the whole. That may mean embracing change with all the instinctive fear of risk humans feel when entering undefined “white space.” Growth inside your comfort zone is severely limited, and some-

times the next great opportunity is staring you in the face. The question is whether you blink or you grab it. What I’ve found surprising is that the longer you’re out of the comfort zone, the less you want to be back in it. I am embarking on a job that’s new to me and to our organization—the recently formed role of chief people officer. Lucky for me, I have a few assets stacking the odds of success in my favor. I’m surrounded by: 1) a dedicated, skilled, and passionate team that knows things I don’t and shares that knowledge freely; 2) a senior leadership team I trust; and 3) a few valued

friends who see potential in me I’m not sure I see in myself, and who not only encourage me to bring that potential forward, but demand that I do. Together, all these people help me feel strong enough to jump into what I like to call the biggest professional “trust fall” I’ve ever taken. And I’m confident we’re doing what’s right for the future of our organization. As my wiser-than-me teenage daughter recently said, “If you get into all the colleges you apply to, you obviously haven’t tested the limits.” You really cannot let the fear of failure keep you from reaching. PDJ

“Sometimes you have to stop listening to everything around you and listen to yourself.” Karie Hall

Caesar’s VP and GM looks for challenges that are a little scary— and she leaps. I know when it’s time to make the leap to a new position, because it scares me. Anytime I have been faced with a career change that really stretched me outside my comfort zone and made me think, “I can’t do this,” or “I’m not ready,” it’s been a clear indication that this is exactly the move I should make. The biggest asset I have acquired along the way is the ability to build strong and diverse networks of people who are vested in my success; they are in my corner and want to help me be successful. It’s that type of resource that allows you to take those big risks, because you know that you have so many resources and people to turn to for assistance.

I’ve discovered that the barriers you erect for yourself are almost never the ones that create the biggest challenges.

“I know when it’s time to make the leap to a new position, because it scares me.”

PROFILES IN DIVERSITY JOURNAL September/October 2014

It’s the things that you can’t prepare for, or even imagine, that are the most challenging and interesting career builders. PDJ

“… my advice is to step up and take on the big things that really matter ...” Lori Malcolm

This SVP of HR for Checkers and Rally’s Restaurants tells how stepping up helped her stand out. I was raised by a single mom who demonstrated in her words and actions the importance of a job well done. She would say, “Don’t wait for someone to tell you what to do. If you see something that needs to be done, do it. If you see someone who needs help, help them.” While I didn’t realize it at the time, it is clear, when I look back, that this was the advice that propelled me forward at each major point in my career. While a recruiter at Disney, I could see that the process we were using to hire diverse talent wasn’t working well, and was becoming a major pressure

point for my director. I created a new process and built the case for a change. Ultimately, I was asked to execute the new process and given my first managerial role. It was extremely successful and allowed others to see me in a new light. My director was very pleased, and continued to broaden my scope and responsibilities. Joining Walmart as a recruiting manager meant building a reputation in the world’s largest corporation. Again, I focused on solving problems that mattered to leaders. One vice president I helped was promoted to CIO, and made me her HR director.

Even though I had limited HR experience, I had earned her trust. Together, we created a “People Strategy” and tools that were recognized among her peers as best-in-class. She was thrilled and became my biggest advocate. So, my advice is to step up and take on the big things that really matter to the business and to your leaders. Use those opportunities to shine a light on your strengths and to garner support from key leaders. Earning their trust and support will help grow your career. PDJ

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“If the opportunity sounds interesting, take it.”

nowing when to make the leap to a new role is not something that I have spent many cycles analyzing. For me, the “when” is when the need presents itself. I’ve been with Booz Allen Hamilton for 25 years, in numerous positions, and when new roles opened up and I had the opportunity to fill them, I was pleased to take them on. Understanding the business needs, being open to new challenges, and stepping in to contribute where I can makes work fun and interesting. However, I have to admit that there have been times when my approach

Judith H. Dotson

This Booz Hamilton EVP knows all about “making the leap.” has left me feeling overwhelmed— especially during transitions from one role to another. So, how have I worked through that? Simply shifting my mindset from what “I” need to do to what my “team” needs to do has changed my approach toward doing the work, and enabled me to get more done. Here is a simple exercise that may help you decide whether it’s time to make a leap of your own. Write down your current responsibilities (inside and outside work). Then, ask yourself three simple questions: 1) Do I have a team in place to

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help? 2) Have I engaged them along the way so they know what to do? and 3) Are they motivated to help me? If the answer to all three questions was “yes,” my bet is that your team will get you through your leap! If not, start building your team today. If I had to advise women about how to know when to make a move, I’d say, “Don’t overthink it.” If the opportunity sounds interesting, take it. Seek advice from others who have similar roles and learn from them. Don’t feel as if you have to do it alone—build your team and go for it. PDJ

Fiona Bartels-Ellis OBE

Head of Equal Opportunity and Diversity for the UK’s British Council, she works hard and stands out. I have learnt to deal with my insecurities, build my resilience, relax with and be receptive to people from many walks of life, recognise and build on the many things we have in common and share as culturally and ethnically diverse human beings; and reveal and share myself openly and honestly. I have worked very, very hard con-

congruence, and unconditional positive regard. I consistently use observation and analytic skills, along with a can-do and solution-oriented, rather than problem focused, approach. I am not very self-conscious, and don’t fret about what others think of me—I am more concerned about what I think of myself. My advice is to be attentive to your personal qualities; these significantly inform and shape you as a professional. Challenge yourself and make use of even your modest skills. For me, little sayings are helpful. I carry them with me: Genius is 10% inspiration, 90% perspiration; By an inch it’s a cinch, by a yard it’s hard; Fail to plan, plan to fail; Think before you ink, or the results will be stink; Buddha says speak to people in the language they

“… go that extra mile, be a maximalist …” sistently. I am a creative thinker, have translated ideas into action, and noted and learnt from success and failure. I have identified my touchstones and reference points to help navigate difficulty and obstacles, including Rogers’ 3 core conditions—empathy,

understand; and Nobody cares how much you know, until they know how much you care. Don’t make standing out a goal in itself. Reflect on why you want to stand out. If there are positive, non-ego-driven reasons, go that extra mile, be a maximalist based on a commitment to continually developing yourself and making positive, quality contributions towards shared goals wherever you work. PDJ

Marie Chandoha

Even now, as President and CEO of Charles Schwab, she still looks for new challenges.

In my career, I have had the opportunity to work across a wide variety of roles in financial services—from computer programmer and analyst, to trader and portfolio manager, and a few in between. I have managed small

teams, big teams, and global teams. Each stepping stone has helped shape who I am today. Two of the most valuable lessons I’ve learned along the way are to be open to taking risks in my career and to embrace the unknown. I have always been someone who seeks out a challenge, and that has been a driver as I’ve advanced in my career. I’ve taken on roles where management had high expectations for substantial change in a short time or where expectations of success weren’t high. These situations weren’t always easy or comfortable, but they helped me establish a reputation for achieving results. Some may find it surprising, but I continue to seek opportunities to step outside my comfort zone and encourage my employees to take stretch roles in their careers. You never know

what windows of opportunity may appear when you make the conscious choice to get off the sidelines and open yourself to the prospect of tackling and learning from new challenges. PDJ

“… I continue to seek opportunities to step outside my comfort zone.”

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“Social issues and climate change were not common discussion points at traditional Wall Street …”

Mary Jane McQuillen

The Managing Director for ClearBridge Investments found a role that lets her give back. Early in my career, I was fortunate to be introduced to a dynamic investment team that provided opportunities for growth with merit. I began in a research capacity, but was transitioned to portfolio management and then, head of an investment strategy that centered on integrating environmental, social, and governance (ESG) factors into the fundamental research and stockselection process. Given my lifelong desire to give back, the ESG investment approach

has been a perfect way to express both my personal and professional ambitions. Social issues and climate change were not common discussion points at traditional Wall Street investment firms when ESG was first introduced, yet I felt strongly that ESG issues could not be extricated from the investment process, and were important factors for many of our clients. Our investment approach had to prove itself through strong portfolio performance and our ability to make

an impact as shareowners. At ClearBridge Investments, our ESG program seeks to improve society and protect the environment by promoting corporate best practices. Through ESG investing, I believe I have been able to make a significant impact by staying true to my passion to give back. PDJ

Madonna Bolano

This Group VP of HR at Applied Materials juggles her way to success at work and in life. Discover and exploit your strengths. Often we set unrealistic expectations and think we have to do it all and do it our way. Don’t be so hard on yourself or focus only on what you could have done better. Give yourself credit and reflect on your accomplishments, strengths, and knowledge, so that you can build on them. I’ve learned as a mom, wife, and HR executive that it’s impossible to achieve

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“balance.” Instead, I constantly hone my ability to “juggle.” Sometimes family or personal obligations are higher priorities. At other times, work becomes the main focus. Luckily, Applied Materials helps enable technology that makes mobile devices faster and more power-efficient, which makes it easier for me to juggle all the areas of my life! Learn to use the resources around you. This is a valuable skill in our work

Sara Stender

Founder and ED of Africa Healing Exchange, Sara works to improve the quality of life for all. I work with organizations and individuals to start and grow businesses, programs, and careers that help improve the quality of life around the world. By combining corporate social responsibility initiatives, nonprofit ventures, and individual healing, I believe we can make waves to create big change and ease the universal suffering related to generational trauma and violence, which so often goes hand-in-hand with poverty, addiction, depression, and hopelessness. Behind all of my work is the desire to assist in breaking the chain of destructive cycles. I am a masterful networker, communicator, organizer, and innovator, and I take a solution-based, positiveaffirmation approach in leadership and life. I am highly intuitive, and can tap into people’s passions and gifts that they may not see themselves. Having taken years to discover my own purpose in life, it is my mission to be of service to others as they discover theirs. As the founder of Africa Healing Exchange (AHE), and in partnership with experts in the field of psychology, medicine, and economic development, I am building unique models for individual healing and recovery, with the goal of creating a

ripple effect that will change the world. My vision for AHE is based on a reciprocal exchange whereby partnerships with indigenous organizations lead to national leadership, ownership, and program sustainability. Through the development of this and other socially driven organizations, I am testing out new tools and techniques for effective leadership and cross-cultural collaboration. I am learning how to bridge the divide between nations, religions, political affiliations, and sectors. My advice: Be as humble as you are proud. Let go of the outcome and trust in the process. Be of service and do what has meaning to you. Remember who you are, so you can speak your truth and live your purpose. PDJ

“Behind all of my work is the desire to assist in breaking the chain of destructive cycles.”

“It’s okay to need other people and let them help you.” lives that can also be applied to other areas. It’s okay to need other people and let them help you. Those who truly want to help will appreciate the opportunity to contribute. Don’t let your gender hold you back or define what you can accomplish. Instead, take the time to reflect and have an open dialogue with male and female colleagues alike to better understand an issue or situation. This will foster

an appreciation of different viewpoints and backgrounds, and help identify areas where you can improve. If you’re just starting your career, keep your options open and develop yourself, whether through experiences or the people you work with. Don’t be afraid to ask questions or seek expertise from others. They are usually more than willing to share, and the exchanges can be mutually beneficial.

Finally, be open to when it might be time to make a change. It might be time to move on if… • You’re not learning anymore in your current position • You feel it’s time to give your successor a chance • For personal, family, or other reasons, you can no longer “juggle” effectively and still be successful in your current role/path PDJ

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Nancy J. Gagliano, M.D.

This Harvard-trained physician became CMO of CVS Health MinuteClinic to bring top care to patients where they live. ship focus evolved. I began to seek out roles that allowed me to help a greater number of patients and physicians— first in an individual practice, then as a leader of a group of practices affiliated with Massachusetts General Hospital (MGH) and eventually, all practices affiliated with MGH. My goal was to look for ways to improve and enhance the patient experience and ensure that the primary care we were providing was as effective as possible. Working with such a diverse group of physicians When I first decided to practice medicine, I knew I wanted to help patients. I was passionate about developing relationships with the individual people in my care and helping them be as healthy as they could be. Starting my career as a full-time primary care doctor allowed me to truly get to know my patients and partner with them on their health care. As my career advanced, my leader-

“… fear of the unknown did not stop me from leaping into the corporate world.”

also allowed me to understand how important collaboration and teamwork are in effecting change, and in helping me appreciate and value the perspectives of those around me. My passion for helping people is what eventually led me to my current position at MinuteClinic. I truly felt I had more to give and was drawn to the concept that retail medical clinics can provide medical care that is not only high quality, but also affordable and close to home. After spending years in the academic-medicine community, it was a difficult decision to leave an environment that was familiar. But fear of the unknown didn’t stop me from leaping into the corporate world. My role at MinuteClinic has allowed me to use the skills I’ve developed over the years to benefit millions of patients nationwide who seek care at our clinics, and truly change the health care landscape. PDJ

Kristen McCallion

For this Principal at Fish & Richardson, the leap to law was a big one— but it felt just right. Making a leap is never simple. But in 2002, as a young media relations executive in the entertainment industry, that was exactly what I needed to do. In fact, I knew that I needed to take an even bigger leap—into an entirely new career. My job at a large music company certainly had the advantages of interesting people and challenging projects. But then along came Napster, and technology that enabled the unlimited sharing of digital music files, which turned the music industry on its head. I wanted to be at the forefront of a new frontier. And my ambitious nature had me striving for something more. I did not see my career flourishing if I remained where I was, but I

felt confident that I was destined for great things. So, after six years of climbing the corporate ladder in one career—and just a bit shy of 30 years old—I decided to study for the law school entrance exam. My family and friends did not think I was serious. “Where will you go to law school? Will you move to another city? How will you pay for law school?” they all asked repeatedly. The truth is, I had no idea. But I knew that I was moving in a new direction that felt right. So I kept going. Law school was educational in more ways than one. I found analytical skills I did not know I had and discovered that my ability to handle multiple projects with competing deadlines was

a skill not shared by everyone. Most of all, I realized that my determination to succeed was quite a valuable tool. It gave me, and still gives me, the strength to achieve grander goals, even when they appear to require overcoming insurmountable hurdles. PDJ

“… I knew that I needed to take an even bigger leap—into an entirely new career.” 40

PROFILES IN DIVERSITY JOURNAL September/October 2014

Photo by Art Ferrari

Amy Kaplanis This corporate success story made a huge leap to retail business owner—and loves it. rowing up, had anyone told me that someday I would own a store called Country Ace Hardware in the Colorado mountains, I would have told them they were crazy. Funny how life works out. I always knew I wanted to work in “Corporate America” for a Fortune 500 company. After earning my MBA, I did just that, becoming a consultant for a global firm. I found the consultant lifestyle to be fulfilling, yet challenging. The position offered exposure to new industries and people, learning opportunities, and worldwide travel. Before long, I was married and we had our first child. Maternity leave taught me that while I loved being a mother, I would also need to keep

working outside the home. But who would I trust with our child while I went back to work? At the time, my parents had purchased Granby Ace Hardware, a full-service hardware store, two hours outside Denver. Graciously, my mother offered to watch our daughter if we moved to Granby. We made the leap and relocated to Granby, while I continued my career remotely. But the tipping point came after 5 a.m. and 9 p.m. conference calls in the same day for clients in Hong Kong. My job had taken over my personal life—it was time for a change. I needed something more rewarding, and the family business was calling. It was frightening to think about risking everything I had built for an industry I knew little about. Plus, I

would be leaving a lucrative salary and valued peers. After eight years, my career change has proven to be anything but boring. I am happier than ever and feel truly blessed to live in such a beautiful place and own a business that is part of the community fabric. PDJ

“My job had taken over my personal life–it was time for a change.”

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Cheryl Cofield

This D&I Director at Georgia Tech has learned to trust her instincts and value her unique gifts. accepted that I’m as wise today as I’ll be tomorrow and that I’m worthy of the light, I abandoned the tomfoolery of my saboteurs and became unafraid to enter a delicate web of expediential growth. Once I learned that my intuition is less fallible—and more trustworthy— than my intellect, I became comfortable blazing unconventional paths. And I recognized that others always feits designed to simply make me look seem to join in my crusades. During good, avoid embarrassment, or gain these times, I remember that when I superficial prestige. am vulnerable enough to share that For balance, I find isolated hidewhich is most personal, it turns out to aways where no one knows my name be an expression that resonates deeply or journey; where swimming, reading, with others. and capturing moments in poetic exI participate in the daily struggle to pression are my major activities. I get be authentic, rejoice at the privilege of quiet enough to listen to my mistakes, being midwife to my own transformainternalize my lessons, and engage in tion, and constantly measure my mothe curious paradox of finding new tives to ensure congruence between my ways of “being me.” And I remember values and behavior. I evaluate whether that being vulnerable enough to share my actions are aimed at satisfying my these personal revelations is a gift that soul’s purpose, or unsavory counterI should not deny the world. PDJ

“Once I learned that my intuition is less fallible—and more trustworthy—than my intellect, I became comfortable blazing unconventional paths.”

My inner work has been simple, yet profoundly emancipating. First, I stopped betraying myself every time I made a mistake. I abandoned overzealous self-criticism and self-loathing, reconciled myself to my imperfection, and began cultivating an unconditional friendliness with myself. Once I

Serena Fong

Always looking for a new challenge, this Catalyst VP made a leap from news to nonprofit. From the time I was a 14-year-old high school freshman, I knew I wanted to be a journalist. Yes, I was one of those students: Driven, focused, and striving to succeed despite having grown up in an economically depressed city with historically low rates of college attendance. I had a plan, and was determined to follow it. With the help of numerous mentors and sponsors, I achieved a successful career in television news. I covered an array of issues and met interesting people with a variety of life experiences, which allowed me to learn and develop skills such as time management, attention to detail, and effective communication. I was exactly where I planned to be; the hopes and dreams of a 14-year-old girl from Richmond, California, had come true. And yet, ten years into my career

as a news producer, I began thinking about life beyond the news cycle. Recognizing that finding a new career is a lengthy process, I thought about the issues that were important to me. I also considered how I could apply the skills and knowledge I had developed as a journalist, while fulfilling my desire to give back to my community. Three years later, I left the television industry, and was unemployed for the first time ever. It took close to a year to launch my new career in the missiondriven nonprofit world. During that time, I gained an incredible amount of knowledge about myself and what I truly want to do with my life, as well as what I don’t want to do, which is just as important. While I’m happy with my current career path, I intend to continue challenging myself for years to come. Plans and goals can change,

PROFILES IN DIVERSITY JOURNAL September/October 2014

and it’s important to use change to learn about your strengths and weaknesses. PDJ

“While I’m happy with my current career path, I intend to continue challenging myself …”

“I have learned that no matter how focused you are on your own goals, it is only possible to succeed if you work with others.”

Erica Berthou

This Partner at Debevoise & Plimpton tells us a thing or two about the importance of teamwork. People often talk about finding the right balance between work and life. For the most part, I’m nowhere near achieving a consistent, peaceful balance. Instead, I think I’m energized by having several balls in the air at any given time. Staying on top of, and growing in, a demanding work role, raising kids with my husband, staying close to family and friends, and participating in sports are the moving pieces. I’m fully engaged on all fronts though, and I take pride in that. It’s my perfect imbalance. I have learned that no matter how focused you are on your own goals, it

is only possible to succeed if you work with others. Your own success and satisfaction is intertwined with that of your team—at work, at home, or at a sporting event. As a result, I think a great deal about motivation and being a good teammate. As a newbie with the all-female Radical Media competitive cycling team, I am seeing the importance of motivation! My teammates are amazing women who are constantly cheering for all of us—emphasizing team success and complementing effort regardless of the result. Their approach is teaching me how I can be a better

leader, teammate, and motivator in other areas of my life. Encouraging others is an art requiring people skills and intuition. I know I wish that I had been more outspoken when I was a younger lawyer, so I try to create a work environment that fosters dialogue. I ask questions of my younger colleagues, remain approachable and appreciative of all viewpoints, and try new approaches to feedback. Sometimes these small steps build team success in the long run, and it is extremely fulfilling to play a part in that process. PDJ

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“If you want to stand out, I recommend developing a vision, pursuing it, and inspiring others to join the cause.”

PROFILES IN DIVERSITY JOURNAL September/October 2014

Sheryl L. Axelrod

This Co-President of the Fearless Women Network pursues her vision of equality, and inspires others to do the same. If you want to stand out, I recommend developing a vision, pursuing it, and inspiring others to join the cause. My vision is to see women and minorities achieve equality. Mary Ann Mullaney and I cofounded The Fearless Women Network to shatter glass ceilings and obliterate unequal pay, so that all may be measured, promoted, and paid without regard to gender or any minority status. Writing and public speaking are great ways to influence people and make a difference. To expand diversity, inclusion, and equality, I publish and speak about the profitability of diversity and how to minimize unconscious bias. Getting active in your law alumni

association, the National Association of Women Lawyers (NAWL), and bar associations can multiply your professional contacts and enable you to make a difference. During my term as president of the Temple Law Alumni Association (TLAA), I got to know amazing lawyers and found TLAA’s Women’s Initiative and Diversity Committee, their awards, and their programming. Since my presidency, I joined NAWL’s Diversity Committee, was appointed to the American Bar Association Gender Equity Task Force, and was appointed as co-chair of the Pennsylvania Bar Association Commission on Women in the Profession Diversity Committee. Through such endeavors, I get to know more fabulous attorneys

who are similarly devoted to equality. Mary and I, with help from Vanessa McGrath of our firm, organized the Fearless Women Network’s Symposium titled “Harnessing the Competitive Advantage of Greater Diversity and Inclusion by Achieving Pay Equity.” Such events can raise awareness. In sum, I suggest forming and pursuing a vision by building professional relationships, writing, public speaking, and engaging in social outreach. As Margaret Mead famously said, “Never doubt that a small group of thoughtful, committed, citizens can change the world. Indeed, it is the only thing that ever has.” PDJ

Jennifer M. Keough

GCG’s COO and EVP takes on tough jobs and new challenges— and lets her work speak for itself. There is this idea that you have to shamelessly self-promote to get ahead. It has gained real traction with women—who are reminded regularly that men are better self-promoters and that other women are not their allies at work, but their competitors. I’m not suggesting that women shouldn’t promote themselves. There are good reasons to cultivate visibility. Nonetheless, in my experience, it’s most often less overt measures that lead to lasting visibility. In my career, I haven’t courted visibility very often. Instead, I have placed more emphasis on creating—and then capitalizing on—opportunities. I stay engaged in the dialogue around projects and then ask for the tough assignments. I want to do the work, to learn the new skill, to push beyond what I did last time and deliver something truly valuable to the client. That is far more satisfying to me than visibility. One of my professional mentors— the man who hired me at GCG—has a

favorite saying: “Good work gets good work.” And he is right. Whether you work in a mailroom or are a COO, the quality of your work is what will drive lasting visibility for you. People will seek out the person who makes their job easier. It’s a less direct path to visibility, but one that shows who you are as a professional. I am currently working heavily on two significant projects in cities with very different cultures. What leads to visibility in one city wouldn’t work in the other. Trying to achieve it in both would be exhausting! The same is true of clients, who expect and respond to different things. But everyone everywhere responds to good work. Deliver good work, and the visibility will come. PDJ

“I want to do the work, to learn the new skill, to push beyond what I did last time ...” Read more at WWW.DIVERSITYJOURNAL.COM

Diversity of Opportunity

Distinguished Performance Diversity of Opportunity is core to Honeywell’s growth and success globally. Whether it be our technologies, geographies, businesses, or our people, we know that diversity creates opportunities and provides flexibility that helps to drive top performance at Honeywell. People are our ultimate differentiator and our more than 130,000 employees around the world represent a great diversity of values, opinions, backgrounds, and cultures. They are motivated to do the best job every day for our customers and it shows in our terrific results, performance, and recognitions.

Honeywell is proud to congratulate Elena Doom, Vice President of Investor Relations, and all of the nominees recognized as this year’s Women Worth Watching.

Kelly Gray

This SVP of HR at FedEx Ground helps women build the kind of networks that will enable them to grow successful careers. It was one of my first important presentations in front of the company executives as the youngest director in the company. I was already nervous about taking the position—that little voice in my head was telling me I couldn’t make it in a male-dominated corporate world. Why not take the comfortable, safe path? Why not stay under the radar? My mentor, Neil, listened to my fears, but he saw my potential and convinced me to break out of my comfort zone and fulfill my desire to succeed. The upcoming meeting allowed those old anxieties to surface. However, just as I began the presentation, Neil showed up, quietly standing in the back of the room. I addressed the crowd with renewed confidence. When he noticed the ease with which I spoke, he nodded and left—never saying a word.

Sometimes we need people to help shepherd us through our professional fears and anxieties. I’ve been very fortunate to have that network of support throughout my 33-year career. One of my goals is to help other women develop the same network of support that I have enjoyed. In 2012, I coordinated a Women’s Leadership symposium for FedEx Ground. Women leaders from all across our company met to discuss the successes and difficulties we faced each and every day. The pay-it-forward message of the conference resonated. Women’s leadership groups have cropped up across our network, with women mentoring other women and men offering support. Our networks need to be bigger, though. I am proud to be part of the 16 percent of women in Fortune 500 executive positions, but we need to

“One of my goals is to help other women develop the same network of support that I have enjoyed.” continue to work together to make that percentage larger. Because when women succeed, we all succeed. PDJ

Read more at WWW.DIVERSITYJOURNAL.COM

“I found that I liked contributing to the success of the firm by helping others meet their goals.” Tracey K. Jaensch

FordHarrison’s Regional Managing Partner says getting to know your clients is just as important as learning about the law. hen I was younger, I thought if you achieved the most, you should be the most valued. I was the goal-setting, high-achiever type. I worked long hours, volunteering for complex and tough cases. I never spent much time following up with clients or doing anything other than working hard on being a lawyer. I ended up being, hopefully, a very good lawyer. However, I didn’t know what mattered most to my clients—or to my firm. Upon becoming a partner, I began to learn firm economics. I learned what

it takes to run a firm profitably and how to motivate others to reach goals. This opened my eyes to the notion that just being the best isn’t what makes you valuable. I changed how I related to my clients—learning more about their businesses and their needs, which made me like and care more about them and their success. I became a better partner to my clients and my firm. I also realized that learning about my clients and my colleagues helped me become more successful in all aspects of my life. The first few years managing were challenging and time-consuming,

PROFILES IN DIVERSITY JOURNAL September/October 2014

with a big learning curve. I loved the strategic planning, but struggled with managing equals. Working with a coach, I learned how to build trust to achieve common goals. I found that I liked contributing to the success of the firm by helping others meet their goals. In a way, it helped me relax and realize it’s not all on me. I could help others to help all of us. I opened up more and, in turn, became more successful without always having to try so hard. I’m still driven—don’t get me wrong—but now I share the load. PDJ

Leadership is not gender specific There is a place where people drive success. Where every professional has the opportunity to demonstrate their strengths and achieve their goals. It’s KPMG LLP. Where leadership is not gender specific. Congratulations to KPMG’s Sue Townsen, one of Profiles in Diversity Journal’s 2015 Women Worth Watching, and all the honorees.

kpmg.com

© 2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. The KPMG name, logo and “cutting through complexity” are registered trademarks or trademarks of KPMG International. NDPPS 307528

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WO M E N WO RTH WATCHIN G

Carol Crowe

The District Commander of Halton Regional Police Service talks about saying yes to opportunities to serve.

Growing up, I was taught that hard work would get me ahead. To a certain extent, I still believe this to be true; all the self-promotion in the world wouldn’t have gotten me where I am without a strong work ethic. However, I strongly believe that the exposure I have gained and the rela-

tionships I have built over the years have helped me grow as a person and a leader. I have represented my police service on a number of committees involving different community groups over the years, including the Children’s Aid Society, Halton Women’s Place, support groups for victims and crime, and others. I also served as the chair of a working group comprising emergency responders from police, fire, and emergency medical services that developed a training package to enhance interagency response to motor vehicle collisions. Since reaching the level of senior management, I have had the opportunity to serve on several committees of the Ontario Association of Chiefs of Police (OACP). I also volunteer as a member of the Board of Directors for Thrive Group in Hamilton and as a member of the Campaign Cabinet for the United Way of Oakville. All

of these opportunities helped build my confidence and gave me a much broader perspective on issues in policing. Through these experiences, I have built a wide network of contacts—professionals to whom I could reach out when faced with a challenge or in need of advice. In order to succeed, one must never underestimate the power of one’s own voice. I would urge every woman to find her voice—and take every opportunity to make it heard. PDJ

“I would urge every woman to find her voice– and take every opportunity to make it heard.”

Susanne Schaffert

The Head of Region Europe for Novatis Oncology knows the importance of delivering superior results. It’s quite clear that, in order to be considered a strong performer, the most important thing to do is work hard and consistently deliver superior results. In a professional workplace, however, this is not enough. I have found additional fulfillment by demonstrating my willingness to go the extra mile. I became involved with assignments outside my daily work and engaged in broader projects, from organizing childcare provision at the local site, to involving wide groups of employees in our team’s diversity and inclusion activities. Ultimately, what

“Ultimately, what I wanted was to be recognized as a genuine leader …” 50

I wanted was to be recognized as a genuine leader—one considered truly authentic—not only because of what I have achieved, but also because of who I am. There are books and courses to help you understand what being authentic looks like, but unless you are prepared to actively listen to people and genuinely care about their feedback on your strengths and development areas, you will likely never achieve it. Take the time you need, away from the myriad distractions and symbols of management, to be with others. Make sure you are focused on them, wherever they happen to be in the organization, by truly being present and in the moment. I invested time in this way and quickly saw where there were opportunities to step in, to volunteer myself for certain tasks, and to provide support at both

PROFILES IN DIVERSITY JOURNAL September/October 2014

team and individual levels. Most important, I have always made positive choices regarding where I wanted to go next—a role, a challenge, or a team. I have made these decisions without feeling the need to make compromises in either my personal or professional life, but based on the great passion I have developed for what I am doing. PDJ

“

TAKE CHANCES. Mistakes are

opportunities in

“

disguise.

Cindy Bigner

This Halliburton Senior Director’s enthusiasm and confidence help her stand out at work. There is no trick to standing out. All it takes is genuine enthusiasm for your work and the confidence that comes with believing in yourself. Here are a few things I’ve learned about enthusiasm and confidence: Cultivate a sense of adventure about your work. Imagine what you’ll accomplish beyond today, this week, or even this year. What will you be known for in your company, your industry, your life? Pay attention to the small picture, but never lose sight of the big one. Always be open to learning. Seek out mentors and remember that they may appear in unexpected places, not just further up the corporate ladder.

Be willing to make sacrifices. Some sacrifices will be worth it—some will not. Develop the ability to assess which are which. Take chances. Mistakes are opportunities in disguise. Unwrap them to see what they have to teach you. Be persistent. Hard work and dedication will pay off if you are patient and positive. Ask for what you want. Otherwise, the answer will always be no. Don’t wait for the job to come to you—go after it. Lean on your mentors—they’ll want to help you grow and succeed. Remember that the next step on your career path may be diagonal—

not vertical, as you might prefer. Moving at an angle can reveal new talents, interests, or even career paths. The oldest advice is also the truest: Treat people the way you want to be treated. The flip side of that coin is: Give back. At some point, someone will come to you for career advice. It feels great to be asked. It will feel even better to realize how much what you’ve learned can help others. Above all, trust yourself. Think, listen, learn, be brave. Be outstanding. PDJ

Read more at WWW.DIVERSITYJOURNAL.COM

“… maintain a high level of curiosity and … challenge the status quo.”

PROFILES IN DIVERSITY JOURNAL September/October 2014

Maxine L. Moreau

This CenturyLink EVP is passionate about learning, innovation, and leading by example. I believe that business leaders— women and men—must have the courage and conviction to share their voices and serve as agents for change where they see opportunity. Throughout my career, I’ve tried to maintain a high level of curiosity and consistently challenge the status quo. By doing so, I’ve been able to demonstrate a passion for my work and a continual interest in helping strengthen our business by asking tough questions and offering alternative ideas. As you think about your career—what you hope to achieve and what matters to you personally

and professionally—consider these leadership principles, which have served me well: • Always be open to new ideas and new ways of doing things, which includes being innovative in the way you think. Always consider the future. • Be curious. Knowledge is power, so always be in learning mode. • Lead by example. Be willing to make tough decisions, but also be fair and trustworthy, because your word is your reputation. • Be passionate. Find your cause, and

then live it with conviction. That’s how you convince others to believe in what you are trying to achieve and to support the change you are trying to enact. • Never be satisfied and never get comfortable with the way things are. They can always be better, even if they are good now. Focus on continuous improvement. • Finally, surround yourself with positive influences that help push you to do your best. PDJ

Sharon Denson, CPA, CGMA

A positive outlook fuels success for the VP and CFO of Charter School Business Management, Inc. I’ve realized how important it is to be positive in all aspects of my life. At the end of every day, I take time to reflect and appreciate things that had a positive impact on me, or on those around me. By writing down one positive thing that happened and placing it in a jar—whether it’s an accomplishment, or just a funny moment worth looking back on—I build the strength and personal armor that can help me get through tougher times. While I have many strengths, there are also areas where I can still learn and grow. When we make a mistake, it’s easy to put pressure and blame on ourselves. Instead, I take what I need from it and move on, and more confidently face the next challenge. I refuse to let my fears rule me; I would never want to miss an opportunity as the result of hesitation or intimidation. I have also come to recognize that it’s acceptable to rely on others. I don’t have to be superwoman and do it all myself. I have been fortunate throughout my career to work with smart, inspiring people who have much insight to offer. We are stronger together, because we share the burden and rewards of the

challenges we encounter. I have always followed my passions and based my career choices on them, rather than money or prestige. Although I worked for Fortune 500 companies early in my career, I have always been drawn to smaller organizations. I feel that I make the greatest impact at an organization

where I can see the big picture from every angle. I have turned down positions with large, “prestigious” organizations for smaller, mission-driven organizations and never looked back; I have found those experiences much more fulfilling, both personally and professionally. PDJ

“I refuse to let my fears rule me ...”

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WO M E N WO RTH WATCHIN G

Norelie Garcia

Cricket Wireless’s Executive Director of Corporate Communications isn’t afraid to step out of her comfort zone.

To stand out you have to step out. Step out of your comfort zone, your

area of responsibility, your immediate department, chain of command, or network. I have often taken advantage of opportunities to quarterback crossfunctional projects that are important to the business, but not directly in my area of responsibility—projects that are complex, high stakes, and high visibility. It can be scary to raise your hand, but the ability to stretch yourself, work with new colleagues, and drive a team to results makes it all worthwhile. Growing and refining your skill set is critical to standing out. People make assumptions about what you can do based on your title, your projects, your resume, or how you arrived at your

current position. Engaging in projects or delivering results that are outside that perception only strengthens your professional and personal brand. PDJ

“I have often taken advantage of opportunities to quarterback cross-functional projects … that are complex, high stakes, and high visibility.”

Ashley Burke

This SVP at DynCorp International looks for the right culture and the right stretch in each career move.

As someone who relishes established routine, making the decision to move on to a new role or a new workplace has never been easy for me. In exploring new positions throughout my career, I have sought out organizations that not only offer the best career path, but also support a team whose values reflect my own. I look for people I can

respect and from whom I can learn, and who have created a positive work environment. While this may sound like a mythical workplace, I have been fortunate to find this ideal mix at organizations throughout my career. Finding such ideal workplaces has made each decision to accept a new role more difficult, because it has meant leaving a team that feels like family. But each time I have struggled with that dilemma, I recall a piece of advice that I received from the chief operating officer of one of my first employers. He told me that the most effective way to climb the corporate ladder is to avoid getting comfortable on one ladder; changing ladders, he said, allows you to show your skills in different settings, and potentially prove your ability to skip some rungs on the way up. Over the years, I have recalled

PROFILES IN DIVERSITY JOURNAL September/October 2014

that conversation as one of the most valuable in my career. When I am most comfortable in a professional role is when I know it is time to switch ladders. The most surprising thing I have discovered when embracing new roles is that, while I am drawn to the comfort of the known, venturing into the unknown has ignited personal and professional growth, stimulated learning, promoted self-confidence, and helped me achieve the success I enjoy today. PDJ

“When I am most comfortable in a professional role is when I know it is time to switch ladders.”

Becoming a leader isn’t always easy. Here’s to women who make it look that way. Citi is proud to celebrate all of the “Women Worth Watching,” who are leading the way in the business world. Their hard work and dedication inspires both their peers and the community.

“… there are many, many exceptional attorneys that no one ever hears about ...”

Marla Kanemitsu

Now a Partner at Dickstein & Shapiro, she learned early on to let her light shine and get noticed. Getting your name “out there” is one of the biggest challenges for lawyers. It goes without saying that doing quality work will help move your career forward. But there are many, many exceptional attorneys that no one ever hears about, and many attorneys some might think are mediocre that have huge name recognition. What is the reason for this? To me, it’s one word: Marketing. I mean this in the broadest sense—promoting yourself within your organization and among your peers in your practice area, talking with clients and potential clients, speaking, writing, and networking.

For some, marketing comes naturally. I envy those people, because that’s not me. I have gotten better over the years at extolling my own virtues, but I have also had to find other ways to promote myself that fit my strengths and personality. One of the most important factors in my career success—indeed, the biggest factor—was finding truly amazing mentors who were vested in me and my success. Two people in particular, John Heintz and Donna Wilson, have made a huge difference in my career. They not only helped me become a better lawyer, they promoted me with other lawyers in my firm and with

PROFILES IN DIVERSITY JOURNAL September/October 2014

clients, they helped me with articles and speaking engagements, and they helped push me to develop my business plan. In short, they pushed me to get better at marketing myself. In fact, they’re still helping me to this day. Finding mentors who truly care and are willing to spend the time to help you can make all the difference in a career. My advice to women professionals is to seek out these relationships and nurture them. They are worth the investment. PDJ

Joye Langley

Faced with a completely unexpected challenge, D2M’s President made a passionate leap to meet it. I learned very soon after my husband suffered a spinal cord injury (SCI) that this condition was highly underrepresented. I knew I wanted to help give SCI a voice in order to bring awareness to the condition. But making the leap into an advocacy role felt impossible at first. Although many great nonprofit organizations in this country are raising funds to support a cure, I found very few that had been formed to help with care and awareness. Once my partner, Lauri Erickson, and I made the decision to launch and run the Disability To Mobility Foundation (D2M), we found that the pieces easily fell into place. It is true, there is a time for everything in this life, and it was clearly the time for this foundation. Still in its infancy, D2M has grown by leaps and bounds. The Foundation obtained its 501(c)(3) status quickly, and recently awarded a specialized

therapy scholarship made possible by fundraising events and private donations. I personally have spent countless hours researching SCI, learning the science of the condition, meeting many who have been afflicted, and listening to loved ones touched by it. I feel my ability to relate to those affected, and my ease in the art of communication, has been valuable beyond words. SCI is a very specific and individualized condition that affects everyone differently—physically and mentally. I believe my most beneficial role in bringing awareness and assistance to this condition is to always remain humane and never lose sight of improving quality of life, which can mean many different things to those who have been touched by spinal cord injuries. I am excited to carry on in this journey and to continue making a positive impact. PDJ

“… making the leap into an advocacy role felt impossible at first.”

We empower high performers. High performers empower us all. At EY, our culture of highperformance teaming helps us develop, inspire and empower the best people around the world. We’re pleased to congratulate Sharon Hamilton on being named a Woman Worth Watching by Diversity Journal. Visit ey.com

Read more at WWW.DIVERSITYJOURNAL.COM

A job shouldn’t define you. It should reflect you.

Lee B. Senior Vice President of Operations Home Restoration Enthusiast

For such a diverse group of people, it’s amazing how alike we are. Diversity and Inclusion at UnitedHealth Group. To the uninitiated, we may appear quite different. We represent a widely diverse group of cultural backgrounds, beliefs, perspectives and lifestyles. But inside each of us beats the heart of a relentlessly driven, crazy talented, mission focused professional. Our modest goals: Improve the lives of others. Change the landscape of health care forever. Leave the world a better place than we found it. So if you ever ask yourself, “Do people like me work here?” The answer is yes. We invite you to join us. SM

Whatever makes you special will inspire your life’s best work. Online at: yourlifesbestwork.com Or scan this QR code with your smartphone... UnitedHealth Group is proud to be recognized as a 2014 Diversity Leader. facebook.com/uhgcareers

http://bit.ly/uhglinked

twitter.com/uhgcareers

youtube.com/uhgcareers

Diversity creates a healthier atmosphere: equal opportunity employer M/F/D/V.UnitedHealth Group is a drug-free workplace. Candidates are required to pass a drug test before beginning employment. © 2013 UnitedHealth Group. All rights reserved.

PROFILES IN DIVERSITY JOURNAL September/October 2014

“… each career move … has created opportunities to learn and sharpen my capabilities.”

Sophie Wray

This DSM Dyneema Marketing Manager made career moves to make a difference. When do I make the next career move? For me the answer is simple: “When I no longer can make a difference where I am.” With each career move, the new environment has created opportunities to learn and sharpen my capabilities. I began at AlliedSignal (now Honeywell), where CEO Larry Bossidy was transforming a commodity company into a Wall Street winner—in part through acquisitions and in part by inspiring employees through Total Quality Leadership and Six Sigma training. This experience shifted our thinking—from seeing the company as “them” to seeing it as “us,” and from

thinking of responsibilities as coming from outside to thinking of them as internal and personal. Next, I moved to Invensys Controls, where I was asked to lead communications. I welcomed working for a manager who gave free reign to do what needed to be done. My most recent move was to DSM Dyneema, which offered new opportunities to make a difference and to work again, as I had at AlliedSignal/Honeywell, with a remarkable high-strength polyethylene material that, when made into armor, saves the lives of police officers and soldiers, and prevents injuries in industry and sporting activities.

With each move, I have learned major lessons: The power of branding; how to listen; and how to create win-win outcomes for company and customer. I was surprised to discover I bring insights, judgment, and experience that others value. I have learned that I have an ability to mold and advise leaders—helping them become the leaders they are meant to be, and guiding the business to perform at its best. I believe this is my unique quality, and that it is enabled by the skills I’ve learned and by my ability to bring female insight and energy into engineering, manufacturing, and technical organizations. PDJ

Read more at WWW.DIVERSITYJOURNAL.COM

“I realized the longer I stayed in this position, the less relevant I was becoming to my management.”

PROFILES IN DIVERSITY JOURNAL September/October 2014

Monique Hunt McWilliams

Eli Lilly’s CDO sees opportunities everywhere—even in tough situations. I have had to get comfortable with knowing that every successful person has had to face significant challenges and adversity. And I have realized that if I want to continue achieving, I will too. Whenever I face adversity, I tell myself that it is designed to help me overcome an even bigger challenge in the future. I strive to achieve great results and never give up, even if that means redefining what achievement means to me at that moment. One example that comes to mind is a role I had many years ago, providing legal support to a low-profile part of

the business. I was working part time and had two small children under the age of four, and being in this role addressed my need for work-life balance. However, I realized the longer I stayed in this position, the less relevant I was becoming to my management. Although I was working hard and contributing to the company’s success, my efforts went unnoticed and opportunities for career advancement were fading. I had to decide what was most important to me, what my strengths were, and where I could add the most value doing work I enjoyed and could perform at a high level.

I talked with mentors and my boss to explore options. Those discussions led to meetings with leaders to whom I expressed an interest in future opportunities. Soon, an opportunity for a position in an area I loved became available. Because of the relationships I had developed, I got the job and was able to work from home two days a week while my children were toddlers. It was during this period that I realized the importance of taking charge of adversity to make room for what’s next. PDJ

Josie L. Mousseau

This Deputy Director at International Trade is helping Canadian women expand their businesses across the globe. As public servants working with the business community, it is critical that we understand the needs of our key stakeholders and structure our work to help them achieve their business goals. One of our priorities in this branch is advancing the success of business women in trade. To do that, we need to ensure we reach out to our multifaceted client group in different business sectors, in all regions of Canada. Networking in the government-business relationship is key. Over the course of my career in government, I have always interfaced with the business community—from my time at Public Works, to Government Services, to Industry Canada, and now at International Trade. Those positions were all focused on programs and services for the business community. At International Trade, I’ve been privileged to work for a truly dedicated and successful group of Canadian entrepreneurs. Helping women succeed is what I am about, and I feel fortunate to work with a passionate and hardworking team. I am really proud of what we deliver every day to our clients!

I am also very proud to have played a major role in bringing supplier diversity certification to womenowned businesses in Canada. Bringing principles of diversity and inclusion to business and the workplace is increasingly being identified as critical. In that capacity, I have worked with NGOs such as WEConnect, regional organizations such as the Newfoundland and Labrador Organization of Women Entrepreneurs (NLOWE), and the Organization of Women in International Trade (OWIT). They have done excellent work in promoting the interests of business women. Building alliances with other organizations—whether nonprofit, for profit, or other government departments— has proved effective and been instrumental in building strong partnerships

to help leverage the work of womenowned business. With 48 percent of small and medium enterprises led by women, this represents an important segment of the Canadian economy. PDJ

“Bringing principles of diversity and inclusion to business and the workplace is increasingly being identified as critical.” Read more at WWW.DIVERSITYJOURNAL.COM

WO M E N WO RTH WATCHIN G

Reena Gambhir

This Partner with Hausfeld maps out a clear path to success.

There is no one path to success but there are principles I live by: First, and I cannot overstate this, be confident, remain true to yourself, and know yourself. As a woman, you may find that people sometimes question your capability to take on new challenges or doubt your intellect. It is

up to you whether you buy into that mindset. Second is mentorship. A good mentor can give you career advice, help you navigate difficult obstacles, introduce you to opportunities, and be a strong advocate for your career. If you cannot find the right mentors within your organization (as women, we often don’t have role models in management positions), look outside—at colleagues, professors, or business contacts. It’s surprising how eager people are to offer assistance. Third, do it well. There is no better path to success than to let your work

“Working hard to master something new will earn you respect and, ultimately, open doors for you.”

Exceptional People. Outstanding Opportunities.

At Meritor, we understand

Meritor Salutes

For more information about career

Krista Sohm Congratulations to Krista Sohm, our 2014 Women Worth Watching award recipient, for her ongoing contributions to Meritor’s success.

speak for itself. Ultimately, that is what others remember. But that doesn’t mean you shouldn’t take on new challenges. Working hard to master something new will earn you respect and, ultimately, open doors for you. Fourth, be a team player. Cooperate with those around you. Listen to their ideas. Understand their points of view. Support the team. Promote others. Good team players earn respect, which is essential for leadership and success. Finally, take ownership. This is vital. Don’t finish an assignment and wipe your hands of it. Instead, own the project—follow up and see it through to the end. That may mean staying late to see that a deadline is met, helping a paralegal get a brief filed, or making sure details don’t slip through the cracks. In the end, the more trust you earn in this way, the more respect and responsibility you gain. And isn’t that the goal? PDJ

PROFILES IN DIVERSITY JOURNAL September/October 2014

the importance of attracting, retaining and developing diverse talent. As a leader in the commercial truck, industrial and aftermarket industries, we rely on the unique contributions of 9,000 employees in 18 countries. The result is not only success for our business, but tremendous personal and professional growth for our people.

opportunites at Meritor, visit meritor.com.

Noreen King

Founding Evolve Manufacturing Technologies was a great career move for this President and CEO. The early days of my career were spent trying to prove my worth—I wanted my superiors to know I was competent and tough. As a woman, especially, it was important to not appear emotional. That is a big reason people use to justify not promoting women: “She would fall apart in a tough situation.” After about 10 years in the technology field, I realized that every project ended up being cancelled—the team disbanded and history rewritten by the new guys. It was a tough lesson. It felt pretty empty and made me rethink my career path. I planned to move to a larger company with better opportunities for advancement. But the more I thought about it, the more I realized that I would probably experience more politics and less control in a larger organization.

That’s when I decided to start my company. My goal was to replace my salary and have better flexibility if and when I had children. Of course, having the ability to choose my workmates was a huge bonus. That was 15 years ago, and while it hasn’t always been easy, I am very glad I did it. The key is realizing that we spend a huge amount of our life at work, and what matters most are our personal relationships and how we impact each other’s lives. Promotions, bonuses, and titles are great, but the glory is short lived. I’m glad I learned this lesson before starting a family. I always remind myself that in 20 years, nobody will remember that I rescheduled a meeting to attend a school performance. On the other hand, I’m pretty sure my kid would remember if I missed it! PDJ

“… what matters most are our personal relationships and how we impact each other’s lives.”

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WO M E N WO RTH WATCHIN G

Jeannie M. Bollinger

Now Houston West Chamber President and CEO, Jeannie followed her heart to success.

My professional career started in child abuse prevention and mental health care. Such a profession takes a level of openness and genuine love for people, which could be considered weaknesses in other professions. As I moved from owning a fundraising business to becoming the CEO and president of the Houston West Chamber of Commerce,

I learned to embrace emotional intelligence and interpersonal relationships, and treat others in business as I would expect to be treated—making decisions from my client’s point of view, building true relationships, treating people with respect, and allowing people to speak their truth. This approach has opened unexpected doors and provided me with exciting opportunities to share my knowledge. None of us is a stranger to the hard work it takes to become successful— education, networking, long hours, and strategic planning. Perhaps what makes my story different is that I have consistently followed my heart. I have found that my passion for helping people, my genuine care for the wellbeing of others, and my ability to listen to myself and others have propelled me in the right direction—in both my personal life and business.

The best advice I can give about finding fulfillment in your career is this: Own your decisions, even if it means acting in a less-than-traditional manner. For instance, my style of leadership is not walking in front, but walking along side. I know that I have done my job well when an employee feels confident and capable in any situation, including when circumstances become uncomfortable. I want to ensure that the people around me feel empowered. My daily satisfaction comes from enabling those around me to find their path to greatness. PDJ

“I know that I have done my job well when an employee feels confident and capable in any situation …”

Kristin MacMillan

The President of Imprint Plus shares some secrets that can lead to success in any career. Seven months ago, I became the you can achieve common ground on president of our company. I knew it just about anything. was time to make this move. We had • In my prior role at Imprint Plus, I worked extensively as a team over the had worked to implement lean manupast several years to develop the facturing across the company. The foundations for growth, and I really efficiencies gained have enabled us, wanted to contribute directly to our as a small manufacturing company to future growth. do business with huge multinational Assets I acquired include: corporations without sending our • As a CPA, CA for Ernst & Young, manufacturing offshore. It also enabled I learned the value of listening to your me to see true value and how we can customers. Listening is probably one ensure it is delivered to our customers. of the most important, yet underrated, • Developing skills in others has business skills. Clients trusted me to been a skill I have developed over the years. It is truly a joy to help a team deliver tax consulting services that would help them improve their busimember develop and succeed. Taking a pause in the middle of ness, and it was only through listening to them that I could deliver relevant a situation to think about the nonand valuable service. obvious solution is a skill I have begun • Listening skills have also led to to develop in my current role. Surprispretty strong negotiating skills. Basiingly, it is the most challenging skill of cally, my experience has been that if all, but one that often carries the day you listen and empathize with others, and distinguishes a leader. PDJ

PROFILES IN DIVERSITY JOURNAL September/October 2014

“Listening is probably one of the most important, yet underrated, business skills.”

Thanks to you, we are transforming health care. At WellPoint, the leading health beneﬁts company covering over 35 million Americans, we know that women are making decisions about their families’ health care on a daily basis. And we are inspired by the leadership and insight that our female associates bring to the table in order to address the needs of our consumers. WOW (Women of WellPoint), one of our nine associate resource groups, encourages women to develop into bold leaders to help us deliver trusted and caring solutions to American families. Join the transformation – what makes you unique makes us stronger. Better health care, thanks to you.

For more information, visit: www.wellpoint.com/careers

“Defining what is important to you will help you set goals, shape relationships, and keep dreaming your dream.”

Christie B. Kelly

Now the Global CFO for Jones Lang LaSalle, she learned early the importance of sponsors. of having a few key sponsors in my Just as important as having sponsors hroughout my who can help you advance, is learncareer, I’ve learned network. They’re the ones who motiing to be humble and pay it forward. that the most effective vate you and share in your successes, Always be grateful for those who gave and the ones who champion you as way to establish myself to you, made room for you, made you you consider opportunities and step has been to keep learning, building a personal network, and keep- into new roles. Your sponsors also help feel confident enough to face a risk (or even failure), supported a new endeaving my relationships current. For any you face your fears, failures, and chalwoman, it’s important to stay current lenges. Having sponsors has helped me or, or who empowered you with a new opportunity to grow. connect with people in entirely new and build her network to extend to industries and fields, grow a network, While a woman’s network and all parts of a company or field and to support system are important to her individuals from all backgrounds. Your identify my strengths, learn how I career, her core values, and who she is ability and your relationships form the can work with others, and realize my as a person, build her as a leader and dreams. One of the most recent and foundation on which you build your impactful networks I have joined has guide her professional path. Defining entire career, so they are two of the been a women’s network where experi- what is important to you will help you most important investments you set goals, shape relationships, and keep can make. ences are shared, advice swapped, and dreaming your dream. PDJ support given. I learned early on the importance

PROFILES IN DIVERSITY JOURNAL September/October 2014

Maria F. Blase

This President at Ingersoll Rand knows the risks and rewards of making strategic career moves. Understanding when and how to make the leap to a new role is not easy. Past successes might not help you, and may keep you in your comfort zone or may make you fear failure. I transitioned from finance leader for our largest segment to president of the HVAC and Transport Latin America business. My career planning pointed me to this role, and I knew that taking this risk was a necessary step in reaching my ultimate career goals. I approached the role with an understanding of how it would challenge me and where my strengths would align with the needs of the role. I did not jump blindly; I acted in ways that minimized the risk of the move. First, I had discussions with my manager and mentor about what my contingency plan might be if the

role turned out to not be the right fit. I also asked these trusted colleagues for feedback, so that I could make changes early if necessary. In this new role, I have developed stronger strategic decision making skills. I now understand how the choices we make impact complex markets and environments, and how to drive change across those environments. As a leader, I have been successful setting the tone at the top to shape culture and communicating clearly to engage both the internal organization and external stakeholders. I have been pleasantly surprised that the more I learn, the more positively I impact the organization. I have always been professionally curious, and after 15 years with Ingersoll Rand, I have witnessed the power of combining in-

stitutional history and knowledge with new skills. This understanding helps as I coach teammates through development opportunities—I always consider where their expertise will have the most impact. PDJ

“… I had discussions with my manager and mentor about what my contingency plan might be …” Monica H. Davy

This Executive Director at IRS loved the law, but found her mission as a diversity leader.

I knew from age five that I wanted to be a lawyer—I always loved to debate and was co-captain of my high school debate team. So I went to law school after college. But after practicing employment law, and defending personnel and discrimination cases for 15 years at the US Department of Health and Human Services, I knew I needed a change. I wanted to do more proactive work that made a difference in

people’s lives and had a more positive impact on organizations. Leaving the field of law was a difficult decision because practicing law was something I had always wanted to do; however, I was attracted to diversity-and-inclusion work because it affects so many things. Understanding that people are different, and that their unique perspectives and skills can be leveraged to get to better business results, was appealing to me. In addition, diversity and inclusion are at the core of leadership. You cannot call yourself a leader if no one is following, so understanding diversity and figuring out how to leverage it are critical to effective leadership. The biggest leadership challenge I

faced in this transition was one I wasn’t expecting. As a lawyer, I’d always had a seat at the table. I had been sought out to provide counsel; the value of my work was never questioned. In my new role, however, I had to continually build the business case for diversity and inclusion, and for the need to have diversity leaders at the table. I was truly surprised by how difficult it was for some leaders to see how diversity contributes to the bottom line. However, I’ve found that, no matter what organization I’m part of, employees are the most important resource. And the more diverse their thoughts, backgrounds, talents, and experiences are, the more successful the organization will be. PDJ

“In my new role … I had to continually build the business case for diversity and inclusion …”

Read more at WWW.DIVERSITYJOURNAL.COM

WO M E N WO RTH WATCHIN G

Suzanne Townsen

This Partner and Advisory Leader at KPMG said yes to opportunity and found greater purpose. Throughout my 27 years at KPMG, I’ve been fortunate to have had opportunities to take on many roles. With each, I was able to develop myself and others, and work with world-class companies. Soon after I became a partner in the firm, and transitioned to consulting with clients on key business and financial risks, I met one of the leaders of KPMG’s Network of Women, and she asked me to help lead the network’s New York chapter. I accepted, and it turned out to be one of the most meaningful roles I’ve had. Spending time with our young women, helping them set career goals,

coaching and mentoring them, and providing them with leadership opportunities has given me even more purpose in a career that was extraordinarily satisfying. As an executive and a member of several boards, I’ve become attuned to many issues, including the depiction of girls and women in media, equal access to education, and health and safety. This knowledge makes me more passionate about finding ways to help women within and beyond KPMG. I’ve done this by working with NGOs and leading KPMG’s Women’s Advisory Board (WAB), in addition to working with key insurance clients.

Leading the WAB has given me the opportunity to work with a team of senior men and women partners, as well as our most senior leaders, to connect with high-potential women, and initiate and evolve policies to help develop, advance, and retain them. While all the roles I’ve held at KPMG have been professionally and personally rewarding, it’s my role as the chair of WAB that has helped define my purpose. I believe that, together, we can continue to make our firm a place where women thrive. PDJ

Juliet N. Bouyea

A VP with L-3, Juliet knows the value of trying new things, learning from experience, and supporting your team.

Throughout my career, I have focused on performance, successful execution, and relationship building. It’s often forgotten that before becoming a leader, you must be a valuable team member. In my early days, I learned from senior leaders and volunteered for major assignments to gain experience. As a woman in the male-dominated aerospace and national security industry, it was important to establish a reputation with management and my peers as a knowledgeable and dedi-

cated professional who could deliver in the most challenging situations. Through the quality of my work and my ability to collaborate with multiple stakeholders, I earned the respect needed to spearhead high-profile communications initiatives. This drove my career advancement into positions of increasing responsibility, until eventually, I was asked to lead the department. I was given the opportunity to contribute to the creation and execution of the communications and branding strategy for L-3, which included the company’s formation, initial public offering, growth to a $12.6 billion company, and $2 billion spinoff of Engility. Throughout your career, it is critical to identify your strengths and develop weak areas. You can accomplish this by

learning from everyone around you. Having a strong voice is important, but it is equally important to listen. I work with talented and dedicated people, who have their own perspectives and capabilities. We all understand that a collaborative effort produces the best result. Recognize that missteps, as well as triumphs, hold valuable lessons. Don’t let setbacks stop you. Regroup and reevaluate, and then move forward stronger and smarter. When given the opportunity to lead, lead by example. This creates a supportive and productive environment. When people feel their work is meaningful, and their contributions valued, the company ultimately benefits—and so do you. PDJ

“Don’t let setbacks stop you. Regroup and reevaluate,and then

MOVE FORWARD STRONGER AND SMARTER.”

PROFILES IN DIVERSITY JOURNAL September/October 2014

“Leading the WAB has given me the opportunity … to connect with high-potential women …” Read more at WWW.DIVERSITYJOURNAL.COM

WO M E N WO RTH WATCHIN G

Lisa Munro

A Partner at Lerners LLP, Lisa credits having clear goals and taking on new opportunities for her success.

“I found and took opportunities, even when I did not think I had enough knowledge or experience for the task.” Building a career requires one to constantly ask oneself: What is my ultimate goal? It sounds trite, but without an objective, the path will never be clear. Of course, defining that objective is the hardest part, because one must be absolutely honest with oneself. I spent my first years as a litigation

lawyer simply learning the job, but over time I decided that, in addition to building a successful legal practice, I wanted to have influence within my law firm and be a part of creating its future. To achieve both, I needed people inside and outside my firm to recognize me as a leader. I didn’t create a formal business plan to meet this objective; my methodology was to seek out opportunities to

hone my skills and raise my profile, say “yes” to every opportunity that presented itself, and work as hard as I could to do the best job I could every time. I found and took opportunities, even when I did not think I had enough knowledge or experience for the task. I believe we must make our own opportunities, and I knew that, if I worked hard enough, I could do most things. So I forged ahead, and became recognized as someone who would put in the time and effort necessary to find solutions to problems. My advice to other women is the same: Take the initiative; demonstrate a commitment to hard work; become a person who can be relied upon to “figure it out”; don’t guard yourself too fiercely from feeling overwhelmed (because that is where the most growth comes from); and don’t let fear or doubt prevent you from trying. PDJ

Holland Bloorview Kids Rehabilitation Hospital in Toronto, Canada is proud to support the leadership of Jackie Schleifer Taylor and others like her who set the bar high and inspire those around them to achieve their goals every day. As Vice President of Programs and Services, Jackie is known for her strong leadership, clear vision, strategic focus and commitment to ensuring excellent care for our young patients and their families. Congratulations to Jackie and all of the honorees on being Profiles in Diversity Journal’s Women Worth Watching.

Creating possibilities 70

PROFILES IN DIVERSITY JOURNAL September/October 2014

“The biggest leaps I have taken in my career occurred when there were the fewest certainties.”

Barbara Doornink

This SVP of Leidos will leap into the unknown with nothing but a strategy and a great team. The biggest leaps I have taken in my career occurred when there were the fewest certainties. For example, I was asked to build a new line of business for which there were no rules and few experiences for me to lean on. This kind of opportunity usually arose because my superior believed I was up to the challenge, or when the idea for the new effort was my own, and I had a plan. The most important talent asset I had to rely on in these situations was my ability to lay out a long-range strat-

egy, and then identify and assemble the right team to achieve my goal. Once I had a plan and a team, the ability to keep to the plan and modify it as needed was essential. In my experience, the greatest threat to success comes when there is no long-range plan and people are forced to merely react as their environments change. In terms of knowing when to make a leap from one workplace to another, I have been lucky to have chosen well the kind of organization I wanted to

work for—one where I felt my contributions were valued and the people I worked with were competent and worthy of my respect. I would look for the same characteristics in any prospective organization. Any workplace I choose must have a clear strategy, well-articulated objectives, and an environment where ethical behavior, contribution, and competency are focused on customer outcomes. PDJ

Read more at WWW.DIVERSITYJOURNAL.COM

“In today’s collaborative and matrixed business world, you need

flexible approaches to get things done.”

PROFILES IN DIVERSITY JOURNAL September/October 2014

Beth O’Brien

Now an SVP with Lincoln Financial Group, she talks about how to build a “talent toolbox.” My professional career has been built on a wide range of opportunities—and even challenges. When I’ve taken on roles outside my skill set, I have found that I learned and excelled, and used those new skills to further my career. When I started exploring my current role with Lincoln Financial Group, I found Lincoln was looking for the unique experiences I had to offer, which led to a strong cultural fit and exciting growth in my career. In every role, with every company, there are four skill sets I’ve found to be invaluable: 1. Financial acumen: Regardless of function, it’s important to understand

the numbers, and to be able to balance the needs of your area with the shareholder. 2. Influencing and negotiating: In today’s collaborative and matrixed business world, you need flexible approaches to get things done. 3. Building a successful team: You must have the right people in the right roles. You also need deliberate plans to develop talent for success today and in the future. 4. Vision and goal setting: As a leader, you must create a compelling future vision to motivate and energize your team to accomplish great things. Then, set clear goals to monitor your

progress, celebrate wins, and learn from your misses! Reflecting on my career, I can see that I’ve built my talent “toolbox” through broad experiences in IT, finance, operations, sales, and product development, supported by Six Sigma and leadership training. My desire to learn new things and willingness to see things from a different perspective has created my cross-functional background, and surprisingly has become a true career advantage. My advice? Always remain open to building your skills and exploring new career adventures. PDJ

Susan Paternoster

This VP at New York Life learned that inspiring people and helping them succeed was the secret to her own success. We often think that it’s the choices we make and strategies we employ that pave the way for more success. But I believe the personal, inner work we do is more powerful and potent. Early in my career, I was focused on how to develop my own skill set and distinguish myself. I excelled and climbed the ladders at multiple Wall Street firms. Around the time I came to New York Life, I read a book that changed my mindset. Why Should Anyone be Led by You? by Robert Goffe and Gareth Jones, caused me to reflect on how I was seen as a leader, and how I could be more authentic and truly inspire the people around me. You can’t get much done if you don’t inspire others to bring their best to the table. Being a leader is about setting strategic direction and having a vision, but it also requires you to show others how to lead and how to achieve results. Understanding this served as the catalyst for me to develop my own leadership philosophy and style, grounded in the notions of helping and serving others. Through listening—true, active lis-

tening—and taking a genuine interest in people and their lives, I discovered the greatness of those around me. Taking the spotlight off of me and putting it on others helped me to see clearly what was needed—from achieving business results to developing talent. In turn, this philosophy has served as the catalyst for our organization to do amazing things, and for people to feel valued, engaged, and committed to our company and our mission. PDJ

“Through listening—true, active listening—and taking a genuine interest in people and their lives, I discovered

the greatness of those around me.” Read more at WWW.DIVERSITYJOURNAL.COM

WO M E N WO RTH WATCHIN G

Allegra J. Lawrence-Hardy

This Partner at Sutherland Asbill & Brennan says smart risks help build successful careers. The most significant opportunities I have been given in my career have involved taking risks and stepping out of my comfort zone. My father taught his daughters to dream big and never put self-imposed limits on what we could do. When evaluating a risk, I always try to remember that not taking a risk is a risk in and of itself. Without change, we cannot grow personally or professionally. And standing still is not an option. Early lessons in embracing change and facing challenges head-on have afforded

me opportunities to advance my career and much greater causes. By taking on leadership roles in my firm as a young partner, I was given a stronger voice early. This seat at the table allowed me to spearhead the Sutherland Scholars program, a pipeline summer pre-law school “boot camp” offered at no cost for students from historically black schools, which has become a key part of our firm’s diversity and inclusion initiatives. PDJ

“Without change, we cannot grow personally or professionally. And standing still is not an option.” “I MAKE IT MY PRIORITY TO DO EVERYTHING WITH EXCELLENCE . . . DOING THE JOB TO THE BEST OF MY ABILITY WITH THE RESOURCES, TALENTS AND SKILLS I POSSESS.” Congratulations to Sharon Harvey Davis, Ameren’s Vice President and Chief Diversity Officer, for being among this year’s Women Worth Watching. Sharon’s commitment to excellence demonstrates that she’s living the Ameren values as we work to power the quality of life for millions of customers — now and for generations to come.

PROFILES IN DIVERSITY JOURNAL September/October 2014

Shannon Curtin

This Group VP for Walgreens chose to stay true to herself, which helped her get noticed. Years ago, a woman leader taught me an important lesson about perception that I still remember. We were scheduled to attend a business meeting where we would be face-to-face with top company executives. I asked her how I should prepare. Her response surprised me. She told me what to wear. She said it would be best if I wore something black so I wouldn’t be noticed. I found her advice strange, and thought perhaps she had misunderstood my question. That night, I bought a red dress to wear to the meeting, because I think I look great in red. At the meeting, my boss seemed appalled that I wasn’t wearing a black suit like the rest of the team. I stood out. In my red dress, I was a confident professional willing to share my thoughts and ideas. By the end of the meeting, every executive in attendance knew who I was.

But even more important than having executives know my name and listen to my ideas, was learning that I know who I am. I’m feminine by nature, and wearing the red dress helped me exude confidence. I chose to stay true to who I am. The best way to move your career forward is to stop trying to fit in when you can stand out. Focus on business principles and be true to who you are, instead of who someone else thinks you should be. We are each unique individuals, and leadership should encourage everyone to feel empowered. These are lessons I teach my team today. When they ask me how they

should prepare for a meeting, I explain that I am more concerned about their ideas, and how we are going to communicate them in a meeting, than I am in having them blend in. PDJ

“The best way to move your career forward is stop trying to fit in when you can stand out.” Irene Moshouris

For United Rentals’ SVP and Treasurer, “leap and learn” has been the secret to a great career.

Whether to make the leap to a new role or workplace is always a difficult call. It sometimes requires pushing yourself out of your comfort zone. For the first 15 years of my career, I worked as an international tax attorney in various firms. While serving as a tax attorney and

liaison for the Latin America and European regions at Avon Products, Inc., an offer was unexpectedly presented to me to join the company’s treasury department. Having devoted time and energy to practicing tax law, the decision was quite agonizing. I enjoyed practicing tax law (this may be difficult for some of you to believe), and I felt comfortable and safe in that role. However, after evaluating the remaining opportunities in the tax department, and recognizing the potential to expand my skill set, I accepted the offer in treasury. It was time to move on. This move was one of the best deci-

sions in my career. I gained management experience and surrounded myself with seasoned treasury professionals who helped me shorten the learning curve. I quickly learned about a new, but complementary, discipline that would open doors for me later in my career. Five years later, I joined United Rentals, Inc. as treasurer. During my tenure, I have been responsible for tax, real estate, and credit & collection. As I entered each new discipline, I again surrounded myself with seasoned experts to facilitate faster learning. PDJ

“I quickly learned about a new, but complementary, discipline that would open doors for me later in my career.” Read more at WWW.DIVERSITYJOURNAL.COM

“I don’t follow crowds and trends, and most of all, I don’t jump on band wagons—I build them.”

Ginger Miller

This founder and CEO of Women Veterans Initiative has built her career on her passion. The biggest thing I have done to stand out is to stand out. I don’t follow crowds and trends, and most of all, I don’t jump on band wagons— I build them. In an effort to move my career forward, I focus on finding new and innovative ways to serve our target population in a manner that is successful. I am not afraid to take risks, because risks are good and, in fact, great when they are successful. I focus on thinking outside of the box, which is not always popular. So I often find

myself by myself until others realize that I have developed an effective approach to a longstanding issue. Colleagues tell me that I am very authentic. Being your authentic self can take you a long way. No matter what field you are in, being your authentic self speaks volumes. It’s a trait that draws people in. To me, being authentic means I do my homework and research, and go the extra mile to complete the task at hand. Being my authentic self has also helped me succeed outside the orga-

PROFILES IN DIVERSITY JOURNAL September/October 2014

nization. I am a highly sought-after speaker, and have received three governor’s appointments in the state of Maryland, including my most recent appointment as a commissioner on the Maryland Commission for Women. I was also selected to serve as the chairwoman of the Prince George’s County Commission for Veterans. I’m particularly proud of this appointment, because Prince George’s County is the most populous county in Maryland and this is the first time a woman has held the post. PDJ

Welcoming passionate people who share a thirst for the rigor and challenge of a fast-moving business.

Read more at WWW.DIVERSITYJOURNAL.COM

WO M E N WO RTH WATCHIN G

Jackie Schleifer Taylor

This Holland Bloorview VP found her passion to serve to be a perfect fit for a career in health care. ures. Yet, I have found that it is often through failure that the greatest opportunities arise. I have worked at appreciating that conundrum and growing comfortable with being open about my own strengths and weaknesses. I believe everyone has something to contribute and that, as a leader, my duty is to enable people to take risks, and be courageous in their efforts and actions, even if they sometimes fail. To get others to take risks, I have to model that behaviour. Health care is a competitive field, and that competition can be an impediment to collaboration. But how else, except through collective action and partnership, will we succeed in building the health care system of tomorrow? I have been fortunate to work with

teams that generously share their expertise, communicate genuinely and openly with one another, and support the growth and development of their peers. My inner work has been focused on accepting that change and progress take time. I have grown adept at differentiating between that which is hard, and that which should be easy—in other words, that which we can change today, and that which we must patiently co-create for the future. I learn every day from my team what is possible, and from the clients and families we serve, I learn about hope and resilience. These are the foundations of fulfillment for me in my role at Holland Bloorview. PDJ

“… change and progress TAKE TIME.”

I have discovered that to be truly in service in leadership is to let go of all ego and pretense about one’s self. For me, that has meant working to open myself up to challenges that would have equal potential for failure or success. To advance, one is hardly ever recognized for their successful fail-

Take time to recognize the good around you. At New York Life, we recognize that employees’ unique qualities often lead to innovation, positive change, and a more productive and dynamic workplace. For more information about New York Life visit us at www.newyorklife.com/diversity © 2014 New York Life Insurance Company, 51 Madison Avenue, New York, NY 10010 Keep Good Going® is a registered trademark of New York Life Insurance Company, all rights reserved.

Life Insurance. Retirement. Investments.

KEEP

“… doing something that makes you feel good is fundamental to success.”

Laura Gonzalez Ciabarra

Dechert LLC’s Managing Partner learned a lesson on 9/11 that changed her career perspective. When interviewing attorneys who apply to Dechert, I tell them to pay careful attention to the atmosphere they feel in the office. I explain that they will spend more time at work than they will with their friends, their family, their pets, or their spouse...and that’s a huge amount of your life to spend on anything that does not feel good. I believe that doing something that makes you feel good is fundamental to success. On September 11, 2001, I was on my way to work in Manhattan. My office windows faced the World Trade

Center; I had spent years looking at the river between the towers. I was 10 minutes late that day, missing the subway to my stop inside the WTC. I watched the planes hit and the towers crumble. I lost many things that day. I also gained something invaluable—the realization that fate had spared me that day and that I could not take my life, or my choices, for granted ever again. So, I asked myself hard questions about what I was doing with my life, and whether it fulfilled me. And I was surprised by my answers. I loved being

a lawyer—thinking hard, negotiating subtle business points, operating in a “let’s make a deal” world. But I did not love working in Manhattan, away from friends, family, and open green spaces. To honor what made me feel good, I had to change firms, and relocate and reevaluate how I defined “success.” A decade later, I split my time between New York and Connecticut (my clients do not care where I sit as long as I am available) and I manage an office full of vibrant attorneys that is a model for diversity. But most important, I feel good about coming to work every day. PDJ

Read more at WWW.DIVERSITYJOURNAL.COM

Celebrating Women Worth Watching

Making a Difference inemployee’s People’scontributions, Lives. and are committed to At Fannie Mae, we value every

diversity and inclusion At we value every employee’s contributions, andthe are committed to inFannie our Mae, workforce, our workplace, and marketplace.

diversity and inclusion As the leading source of residential mortgage credit in the U.S. secondary market, Fannie Mae is

in our workforce, workplace, and and the marketplace. supporting today’sour economic recovery laying the foundation for a better housing finance system. We help people buy, refinance, or rent a home. As the leading source of residential mortgage credit in the U.S. secondary market, Fannie Mae is supporting today's economic recovery and laying the foundation for a better housing finance system. We guarantee and purchase loans from Our diverse talented welcomes opportunity mortgage lendersand to ensure familiesworkforce can buy homes, refinance,the or rent a good home.to be on the front line of change.

Join our team to putand your unique talents towho good use the as opportunity we work to tobeadvance Our workforce is a diverse talented group of people welcome on the frontour linenation’s of change.housing Join our team and put your unique talents to good use as we work to advance our nation's housing recovery. recovery. To apply online� go to ��fanniemae�com�careers� and connect with us via:

looking for qualified and ambitious professionals We’reWe’re looking for qualified and ambitious professionals all levels in a variety roles – including: at all at levels in a variety of rolesof – including: Business • Loan Servicing Business AnalystsAnalysts • Loan Servicing SpecialistsSpecialists Credit Risk Analysts • Developers Credit Risk Analysts • Developers Operational Risk Analysts • Project Managers Operational Risk Analysts • Project Managers General Accountants • Reporting • IT Auditors General Accountants • Reporting Analysts •Analysts IT Auditors QA•Testers • Analysts Financial• Analysts • Governance Analysts Testers Financial Governance Analysts HR Professionals • Engineers Systems Engineers HR Professionals • Systems

Fran Forehand

This VP at Georgia Power tells women that saying yes to the tough jobs is a great way to get noticed at any company.

Hard work is an absolutely essential component of a well-rounded career. I advise all of the young women I mentor to take on problem areas that no one else wants to handle. That creates a good buzz around their career, and leadership always takes note. They know they can depend on those people to really get in there and tackle the hard jobs without complaint and without unnecessary direction. Leadership in any company is constantly on the lookout for talent, and there is no better way to get recognized than by

volunteering for the jobs no one else wants, and solving problems efficiently and without complaint. Additionally, I always recommend that women volunteer in their company’s service organizations. Citizens of Georgia Power is ours, and that’s where I put a lot of time and effort in giving back to my local community. I know the dollars and time are being well spent, and involvement in those sorts of organizations also allows young women to continue to make those allimportant contacts and connections, while keeping plugged into community needs. Our communities are where we live and work, so nothing is more important than making sure they are

desirable places to raise families. There is also no better place to get plugged into the heartbeat of what it means to be a community leader. I also counsel young women to put aside their fears and be the first to try new and different experiences with all types of people. Having a strong and effective network is essential for advancement and for telling your career story as it evolves. Because developing effective relationships is absolutely essential to career success, I encourage young women to make it a priority in their career development. PDJ

“I advise all of the young women I mentor to take on problem areas that no one else wants to handle.” Mandy Edwards

CBRE’s CIO knows that mentoring, coaching, and supporting your team leads to success. When you start out in your career, it’s all about you. You’re on a mission to learn as much as possible, as quickly as possible. You watch what great leaders around you are doing and try to emulate it. You’re trying to get ahead and continue moving upward on the path to achieve financial stability and compete at a higher level. You’re trying to prove yourself to both your peers and your superiors. But there comes a point in your career when it’s no longer just about you. It’s about the team that surrounds you, and your focus shifts. You realize that how you are achieving goals is dependent on decisions being made by those around you—people you have spent time coaching and mentoring. This is an eye-opening adjustment for many, but it is also the time when great leaders will shine.

“Whether you’re managing one team member, or three hundred, it’s important to lead by example.” Whether you’re managing one team member, or three hundred, it’s important to lead by example. There is no greater motivation than seeing the boss working alongside everyone else, showing that hard work is being done on every level. You also must understand the strengths of your team members and be able to delegate important assignments. And, don’t forget to have a sense of humor.

In whatever role I’ve had in my career, I’ve tried to figure out what results I needed to achieve and tried to never lose sight of that ultimate goal. By focusing on results and doing a great job, you naturally stand out. The real key is taking the time to support the growth and development of those around you—motivating teams to excel and allowing them to experience the glory of success. PDJ

Read more at WWW.DIVERSITYJOURNAL.COM

WO M E N WO RTH WATCHIN G

Rachel Franklin

This GM and Executive Producer at Electronic Arts has built a career that combines her many passions.

My career path has been far from traditional. I have been an entrepreneur, led engineering teams, marketed global brands, and become executive producer of top-selling videogame franchises. My appetite for learning has always been equally diverse. Besides my education in applied mathematics and computer science, I also completed an acting/theatre program in London and studied voiceover

acting. What binds these experiences together has been my passion for interactive entertainment and video games, which began after I played my first game at age seven. I believe in trusting your instincts and bringing your true self to whatever you are doing. There is a power in personal uniqueness that I have leveraged over the course of my career. My advice to young women exploring technology careers includes three core principles I have leveraged over the years: Find and pursue your passion(s): My current role as GM & executive producer of The Sims 4 combines my passions for technology, entertainment, and gaming. While my experiences have not been conventional, they have prepared me for the role I enjoy today. Explore your disparate interests and passions. You’ll be surprised how much you can leverage seemingly non-

relevant expertise in your career. Take Calculated Risks: One of the greatest risks I have taken was cofounding an Internet development and online marketing company without outside financing. I trusted my intuition and relied on data to make the decision, and I eventually sold the company after eight years and $1 million in revenues. Stay Curious: Be an active learner, continuously challenge yourself, and take on stretch assignments that give you unique differentiating experiences. I have found that the key to being competitive in this marketplace is to always find ways to innovate and stay on the edge. PDJ

“I believe in trusting your instincts and bringing your true self to whatever you are doing.”

Kathy Higgins

How did this BCBSSC VP get noticed? A commitment to quality work and team goals.

During a practice session before the 1980 Winter Olympics, Herb Brooks— US men’s hockey team coach—told his players that they probably weren’t going to be the Games’ most talented squad—they weren’t going to outmuscle the Soviets or out-finesse the Swedes. But Coach Brooks promised

his players they would be the best conditioned team. His strategy was confirmed with a gold medal. In our careers, we will work with many people who have a greater depth of knowledge or are more practiced in certain skills. But there are other ways to make sure our work is noticed by our superiors. While it’s not emotionally healthy to view the workplace as a daily productivity contest, it is important that our work is recognized. Two areas where I have always tried to excel are in the commitment to the mission and in delivering value to the business. Fortunately, our level of commitment is within our control. Conscientiousness, or the lack of it, is recognized. I advise women to embrace a

dedication to quality work and demonstrate a personal connection to the goals of the team. Think of anyone you know who has ever been promoted. Are they bare-minimum types who are counting down the minutes until five o’clock? Probably not. Did they graduate at the top of their class? Maybe. But most likely, they are fully engaged in their work and the goals of the team. If you want a job that simply pays the bills, just show up at the office and “meet expectations” every day. You’ll never have to worry about taking on greater responsibilities. But if you want a career that gives you a sense of fulfillment and helps you reach your personal potential in life, be the most committed member of the team. PDJ

“… embrace a dedication to quality work and demonstrate a personal connection to the goals of the team.” 82

PROFILES IN DIVERSITY JOURNAL September/October 2014

GCG APPLAUDS JENNIFER KEOUGH FOR BEING A 2015 WOMAN WORTH WATCHING! GCG employees nationwide salute Jennifer for her inspired leadership and constant example of the service, innovation and dedication that have made GCG the leader in legal administration for 30 years. Congratulations to all the 2015 Women Worth Watching!

Jennifer Keough chief operating officer and executive vice president

www.gcginc.com

“The better I advocate on behalf of others or the business, the more positive attention I seem to attract to myself.”

Diane Bartoli

This SVP and GM at Elsevier found her voice by advocating for others. Once while I was negotiating a compensation package for myself, my husband asked, “Would you want me to accept that offer if I had the same exact qualifications as you?” He went on to say, “Make believe you’re negotiating on my behalf.” His suggestion completely changed my approach. I was now negotiating for my family, and even for other women who might follow. I should feel more comfortable advocating for myself, but the truth is, making it about others has made me a stronger advocate. I promote my team and the great work they’re doing, share lessons learned from projects that have gone

awry, and advocate passionately on behalf of customers. What I’ve noticed is this: The better I advocate on behalf of others or the business, the more positive attention I seem to attract to myself. Here are some other ways I’d suggest for standing out at work, internally and externally: • Focus on developing yourself, but expose that process, too. Every leader needs self-awareness, and it shows maturity when you’re able to demonstrate that you are willing to take ownership for your development areas. • Volunteer for the tough jobs, particularly if they have the potential to be “high profile.” Even if you fail, you

PROFILES IN DIVERSITY JOURNAL September/October 2014

will learn more than you would have otherwise, and you’ll get points for courage in the process. • Be magnanimous. Don’t worry about “owning” things. Worry about doing the right thing for the business and model that behavior, not just for your own team, but for superiors too. You’re more likely to gain more responsibility this way, than simply asking for it. • Join external organizations in your industry or area of expertise. These provide great networking possibilities, as well as invitations to speak at conferences or write in industry publications. PDJ

CenturyLink values diversity. A diverse workforce is one of our greatest strengths in a competitive global marketplace. We are committed to fostering a culture that honors mutual respect and collaboration which results in our best work to improve lives. See how we connect at www.centurylink.com and our careers page at centurylink.jobs.

See how we connect at centurylink.com.

Bringing unique talent together is what sets us apart.

At CVS Caremark, we are committed to building an environment of inclusion and acceptance that values diversity across all areas of our business.

We’re always looking for talented, driven people to enhance our team and help us deliver on our promise: reinventing pharmacy for better health. We offer a world of promising opportunities across a diverse range of career areas—all of which will engage and empower you to realize your passion, achieve greatness and experience the rewards of making a positive impact on our customers’ and patients’ lives. Join our team and experience a fulfilling career at CVS Caremark. Learn more and explore our opportunities at: careers.cvscaremark.com CVS Caremark is an equal opportunity employer supporting a drug-free work environment.

PROFILES IN DIVERSITY JOURNAL September/October 2014

“Being happy is my success.” Elena Doom

Now a VP at Honeywell, Elena looked inside for her own definition of success. I’ve found that inner work enables bigger picture savvy. It allows me to gain a broader perspective regarding my purpose and me in the world. Being driven to succeed doesn’t necessarily explain why you’re driven, or give rise to a particular vision of success. As I’ve progressed through roles with increasing levels of responsibility, questions of success have kept me company: What’s next? How do I achieve more with less? Unaware of what drove me, I acted without knowing where the script came from or who was giving stage direction. Eventually I went deeper for answers. Dropping out of my head, into my body, I began

processing the emotional memory bank that steered my motivations and determined my preferences. Doing inner work meant thinking about who I am, what really motivates me, and what I love about my work— shifting from “I’ll be happy when…” to, “I am happy now.” Going deep meant growing up, personally and professionally. This new awareness helps me attract purpose-driven opportunities. I often worked from a reactive, emotional place, causing directional uncertainty and exhaustion. Unable to access the internal resources I needed, I depended heavily on prioritization tactics. Navigating from heart-

centeredness automatically brought purpose, and produced nonreplicable fulfillment in the pursuit of achievement. I’m now more proactive, owning my direction rather than being moved by external forces. Being happy is my success. It will always include a sense of accomplishment, a willingness to foster success in others, and a commitment to become more effective. Inner work helps me lift the fog of emotions and allows me to gain greater perspective, so I can see more clearly what’s in front of me. From there, I act with a confidence that brings results. PDJ

Read more at WWW.DIVERSITYJOURNAL.COM

“I learned to balance empowerment with providing guidance, and my confidence in that area has helped me succeed in subsequent jobs.”

Lisa Callahan

This Lockheed Martin VP moved from Florida to New Jersey and a whole new business— and she couldn’t be happier. About six years ago, after working in Orlando, Florida, for about 15 years with the Lockheed Martin Simulation, Training & Support organization, I was offered an opportunity to lead a large, highly visible program in a different business unit in New Jersey. At the time, I was not looking for a change; I had held several increasingly responsible and challenging positions in Orlando, enjoyed great relationships with employees and customers, and raised two children there. In the new role, I would not know anyone, did not know the business, and was not familiar with the customer. I was concerned

about my ability to break into the business and wondered how I could be successful starting from ground zero. Also, how would the move affect my family? On the flip side, I knew (as did my mentors) that if I did not move beyond the business in Orlando, my ability to grow my career and increase my responsibilities would be limited. I took the plunge, and I am glad I did! I learned to ask a lot of questions—even ones I thought might be perceived as dumb—which enabled me to come up to speed more quickly, and sometimes got the team thinking

PROFILES IN DIVERSITY JOURNAL September/October 2014

about things in a new way. I learned to depend more on others, because there were times I didn’t know what I didn’t know. I learned to balance empowerment with providing guidance, and my confidence in that area has helped me succeed in subsequent jobs. I grew my network, including my mentees. I was surprised by the amount of energy I gained from making the change; I am still pumped, and completely open to change and new opportunities! I was also surprised to find my family became more confident as a result of the change! PDJ

Together, we can leverage our differences to push the bounds of creativity. Parker Hannifin Corporation, the global leader in motion and control technologies, is pleased to support the Profiles in Diversity Journal and its annual Women Worth Watching edition. As the global leader in motion and control technologies, we recognize the importance of an inclusive culture where all employees are respected for their contributions. Parker empowers employees with problem solving skills and training to develop high performance teams that focus on improving specific issues locally at each of our operations around the world. Parker views personal development and career satisfaction, as a major employee benefit. We partner with universities to educate our employees and develop new technology for our customers. As a leader worldwide, Parker is helping to make a meaningful difference in peopleâ&#x20AC;&#x2122;s lives by solving the worldâ&#x20AC;&#x2122;s greatest engineering challenges. We believe innovation thrives when different perspectives and backgrounds are empowered to push the bounds of creativity.

www.parker.com

Natasha L. Wilson

This Greenberg Traurig shareholder talks about the valuing yourself—and making others see your value too. “It’s not who you are that holds you back, it’s who you think you are not.” That is one of my favorite quotes from the late Maya Angelou and a constant refrain throughout my life. I was voted Class Favorite in high school all four years, among a host of other accolades given to me by classmates. That same level of popularity followed me through undergraduate and graduate school, along with a host of other awards. As a result, you would be surprised to know that I view myself as antisocial, preferring the company of my family and dogs to attending swanky events, dinners with clients, or socializing in general. I recognized early on that in order to be successful, I had to push myself outside my comfort

est critics. I believe this is one of the “The core reasons there is still a pervasive culture that supports unequal pay and disparonly in the workplace, but in issue we have as ity—not society as a whole. We are not always making sure we are heard, women is to first comfortable valued, and respected. I see it often in the younger women I mentor—the fear convince of being perceived as cocky if you pat yourself on the back for a job well done your own worth. ourselves that we orIrecognize routinely work on communicating effective and honest way what I are worthy …” inneedan and deserve. For me, this takes zone—and push myself to see myself differently. The core issue we have as women is to first convince ourselves that we are worthy before we can make others believe it too. We are our own tough-

PROFILES IN DIVERSITY JOURNAL September/October 2014

work. As women, this is critical. But, this we must do in order to achieve those continued successes that make us women worth watching. PDJ

This Linkage VP offers some tips for doing the inner work that can help you succeed.

“

Madelyn Yucht

UNIQUE DIFFERENCES THE DOOR • NotOUR being so afraid to fail that IOPENS For me, inner work entails...ACKNOWLEDGING learning, don’t try; and if I fail,DEMANDS surviving, DIVERSITY. self-reflecting, and integrating experiOF INCLUSION WHILE EQUALITY forgiving myself, and moving on ences, so that I evolve emotionally, • Speaking hard truths in the spirit of spiritually, and intellectually. It means solution, not blame maturing, and gaining strength and • 5. Telling myself truth substanceservices as a person—taking whatuniquely tailored to Promote anthe environment in Mastery of appropriate tech• Owning my ambition and doing niques and strategies is a purposely ever happens to me and using it as address the increasingly diverse which differences are something it fodder forneeds growth. My inner work of multicultural respectedabout and included. results-driven process designed to • Being open to different ways of formed me as a person and a profesindividuals. Develop approaches that better support the business pro being, and learning there is no such sional,4.and serves as the heart and Promote practices, policies, reflect an understanding of cess through cultural competence. thing as “the way” to dointhings engine ofand my life. procedures that include multicultural values the Entities that embrace diversity and • Recognizing Right Fights, The focus of my inner work has been an understanding of others’ business process. ActivelyWrong seek inclusion provide superior services Fights, and How to Fight Right consciousworldviews. and intentional—learning to us thatWhen determines Develop an to empower diverse individuals forhappens their customers. diversity • Knowing when to walk away, to live myunderstanding life with courage, grace, ourinclusion happiness, is whattrust we make of cultural with unique needs by creating and are itpresent, is change, or giveenvironment something up integrity, values truth, in kindness, andappreciates positive things mean. a way that a nurturing enhanced, customers are more will• Understanding what it means contribution. That requires me to use inner work has theme, which the importance of multicultural in which all members feel to ing My to seek services, anda employees own myself and valued my life—and not benefit my challenges, turning is to take that happens and identities in thepoints, world crucible today. authentically fromeverything a highly engaging be and a victim experiences, and relationships PDJ and enrich Stimulate multiculturalas my integrated. work environment. make it serve, empower, • Making peace with the fact that I laboratory for growth. knowledge through educational me—even the bad things. As a result, I can’t control others My most important “inner work” training and experiences that can’t wait for every day to come. Maria Collar is Chief Consultant of Serendipity Consulting Services and is the author of • Realizing that it is not what includes the following: improve everyone’s understanding CarpeTodiem. PDJabout her work, visit “Acting as One: Unleashing our Collective Creativity.” learn more of cultural differences. www.serendipityconsultingservices.com. “… it is not what happens to us that determines our happiness, it is what we make things mean …”

Work that makes a difference. Teammates who value individual aspirations and experiences. At Booz Allen Hamilton, our people provide clients with inspired thinking—to help solve some of today’s most important and complex challenges and achieve success in critical missions. We believe unique perspectives contribute to innovative ideas, which drive better results not only for our clients, but for the world around us. At Booz Allen, diversity is central to who we are and what we do. Our commitment to an inclusive environment means facilitating understanding and awareness, and creating initiatives to improve the quality of work life for staff. If you’re looking to do work that makes a difference at a firm that’s committed to helping you achieve your professional and personal goals, Booz Allen could be what’s next for you. To find out more, visit boozallen.com/careers to create and submit a profile.

www.boozallen.com/careers We are proud of our diverse environment, EOE/M/F/D/V.

“… when passion, skill, and impact intersect, careers flourish!”

Alveda J. Williams, PhD

This Associate HR Director for Dow Chemical learned early on to follow her instincts. I am often asked to share my perspectives on career planning and success. I’d like to believe that this is because of my expertise in this area, but I think the reality is that many look at my career and see what appears to be a quantum leap. (After all, why would anyone endure graduatelevel statistical mechanics and end up choosing to lead an HR organization.) They want some insight into the bold career decisions I have made, so they can understand how and when to make career moves. My early career decisions were based on a gut feeling, which manifested

itself as an overwhelming sense of peace. While I still use the peace compass, I’ve developed three criteria that I consider when I’m considering a new opportunity: 1. Passion: Is this an area that I am passionate about today or can develop a passion for? More important, is the new opportunity fun? We spend so much time at work, we should be able to enjoy it. 2. Skill: Do I have something unique to contribute? You need not know how to perform every aspect of a job before you take it. More often than not, I have been in the opposite position.

PROFILES IN DIVERSITY JOURNAL September/October 2014

However, I’ve always had transferable skills that made me the best fit for the opportunity. 3. Impact: Do I understand how my role will impact the company or organization? It’s critical to understand how a role brings value—to the organization and to the person taking it on. Knowing when to make a leap to a new role doesn’t always stare you in the face. However, these three criteria can help you decide. I have found that when passion, skill, and impact intersect, careers flourish! PDJ

Juliette Mayers

This Executive Director at Blue Cross Blue Shield of Massachusetts follows her passion—and gets noticed. Thought leadership in the multicultural marketing space, a passion for community, and entrepreneurial initiative help me be a well-rounded, visible executive. Having served as board chair of one of the largest not-for-profits in Boston, Action for Boston Community Development (ABCD), helped me feed my passion for creating pathways out of poverty. Leading ABCD through its most significant transition and dealing with succession, executive compensation, board governance, and the appointment of a new CEO, and managing the media during the transition of a legend, was a growth experience.

On the entrepreneurial side, I wrote and published A Black Woman’s Guide to Networking in 2011. I strategically accept speaking engagements that meet three important needs: 1) Positively position BCBSMA and the multicultural marketing and disparities work I do; 2) Advance the causes I am passionate about; and 3) Give me an opportunity to share my networking and leadership expertise. My advice to women is to volunteer, leverage opportunities to speak, share your expertise, and tell your story. Don’t assume that others know what you do, or what you bring to the table. Tell them! PDJ

“Thought leadership … a passion for community, and entrepreneurial initiative help me be a … visible executive.” Sarah Beshar

This Partner at Davis Park & Wardwell succeeds by working hard and putting herself out there. Women tend to think that the most important thing is to put your head down and get the work done. Senior colleagues will recognize your contributions. That is true, but it is also important to put yourself out there— to create opportunities and build relationships outside your firm or company. For example, whether you like

public speaking or not, give it a go. Stretch yourself in ways that make you feel uncomfortable, and you might be pleasantly surprised by what you can do. After all, when I was growing up in the desert of Australia, I surely did not think I would enjoy a career on Wall Street. PDJ

“… whether you like public speaking or not, give it a go.” Read more at WWW.DIVERSITYJOURNAL.COM

NICE WORK We’d like to congratulate our very own Shannon Curtin, group VP and general merchandise manager, beauty and personal care, for being on this year’s “Women Worth Watching” list—and all the other admirable ways she has encouraged women everywhere to get, live and stay well.

Inna Kassatkina

The cofounder and President of Global Language Solutions kept her drive, but softened her approach. Those who know me well would describe me as a very driven person. I have been like that ever since I was a child. In running a business, that drive translated into a certain intensity about my own performance and the performance of my team. Our goals were being met and the company was thriving, but over the years I realized that toning down my intensity was important to becoming even more successful. I had to work hard at not just WHAT I was com-

municating to others but HOW I was doing it. Being softer in my approach did not mean that I was being any less demanding about the outcomes I was driving, but I noticed that by being less intense I could relate better to my team, and they performed better as a result. One of the most satisfying roles for me in the last couple of years has been that of mentor to a few key people in my company. PDJ

“… I noticed that by being less intense I could relate better to my team, and they performed better as a result.” Robyn Tingley

This successful VP at Ingram Micro talks about the importance of building a strong network. My first job out of university was in the public relations department of a top company with a stellar reputation for forming deep ties to the community and going the extra mile to satisfy customers. Company leaders expected that I would uphold these values and be a strong ambassador. Networking was essential to my ability to succeed. On any given day, I would find myself talking to media to pitch a story, visiting a customer’s home to discuss the latest product, or negotiating a major event sponsorship in a key market. I had to develop exceptional networking skills in order to cultivate new audiences and partners, to sell the vision of the company, and to connect with people in ways that were meaningful to them. Early on, I established a strong network and formed relationships that continue

today—almost 20 years later. I’m often asked how to build a network. Here’s what I tell people: It’s about quality, not quantity. When building your network, remember you want to establish your reputation and credibility with people of influence, not just collecting contacts. So be strategic and deliberate about your network. Think about what relationships you need and why you need them. Also, consider who is connected to whom and how they fit into your path. You have to give to get. Know that networking with people is often less about your interests than theirs, so find ways to bring value and stand out. Take the first step to establish ties. You can share best practices, send people a book you think they’d like, or write a nice letter of congratulations to recognize someone’s accomplishments.

It’s easier than you think. While you want to be focused as you build your network, don’t be blind to opportunities to make connections, because you never know what doors could open. Say yes often when asked to participate in discussions and events. You will meet new people and automatically build ties. PDJ

“Early on, I established a strong network and formed relationships that continue today …” Read more at WWW.DIVERSITYJOURNAL.COM

WO M E N WO RTH WATCHIN G

Fresh out of college, one of my first mistakes was turning down a job in a rural community. Later, once I understood that my career growth was tied to physical relocation, my family and I embraced opportunities, which meant leaving Canada and our extended families. It also meant that my daugh-

Deanna Jones A VP at Marathon, Deanna decided early on to embrace the adventure of a global career. ters changed schools about every three friends, or find new hobbies, that’s change and adaptation. years. It was a different, but enriching, You can help create an environment experience for us as a family. We took full advantage of our world for a successful transition by understanding your personal or family dytravels, expanded our appreciation of different cultures, and formed a netnamics, and how those might change if you move. Explore areas in which you work of new friends around the globe. We gained a greater appreciation of might have future opportunities, and discuss with family and friends what how others view the world. Lookcould make each area an interesting ing back, I can honestly say I’m sorry and rewarding experience. Planning we didn’t experience an even wider diversity of locations and cultures. Two and envisioning scenarios can help you or three years can go by incredibly fast, make the right decision. Consider the options, rather than declining a great and when the time came to relocate, opportunity that could progress we were always just as sad to leave our temporary home as we were excited to your career. PDJ take on the next adventure. If you’re open to new and different experiences, I believe you will have tremendous flexibility in your career. Moves don’t have to be to exotic or distant locations to create new opportunities. Whenever you physically move your household, make new

Bonnie Hensler

“… once I understood that my career growth was tied to physical relocation, my family and I embraced opportunities …”

This VP at Manheim has made some gutsy choices and built a career around people.

I began my career as a marketing researcher at UPS. Now, I lead a product development business unit, one that supports a $3 billion auto remarketing company. I’ve also worked in software, logistics, and financial services organizations. The theme, or path, of my

career is not around a specific industry; it is around people—my team, my colleagues, and our customers. I am fascinated by what makes customers tick. This natural curiosity developed into a passion for understanding customer needs and harnessing the power of their insights into innovative products that delight customers and make development teams proud. On paper, my career has taken a traditional path within product development, product manager, director, and VP. But my most recent move to VP required the most thought and planning. It is an awesome responsibility, both to the company and to my team. Before moving into this role, I had to be sure that I was prepared for the challenge of not only providing

the product strategy for an industryleading, 70-year-old company, but that I was also ready to build a team, essentially from scratch. How did I know I was ready? Thinking about the challenge of a leadership role in an established company, while simultaneously building a team responsible for reshaping the company into a product-focused organization, scared, excited, and motivated me. Those are feelings that lead to great work. My job now is the best of both worlds. I lead a successful and established business with the atmosphere and fire of a start-up. Safe choices are rarely the ones you look back on as good decisions. The passion I feel every day lets me know I made the right decision. PDJ

“I am fascinated by what makes customers tick.” 96

PROFILES IN DIVERSITY JOURNAL September/October 2014

CONGRATULATIONS

to our own Bonnie Hensler for her selection as one of the Profiles in Diversity Journal Women Worth Watching.

Read more at WWW.DIVERSITYJOURNAL.COM

WO M E N WO RTH WATCHIN G

Dr. Karen Thomas

This MPTCS CEO followed her passion to help found and guide an extraordinary school. When I helped found Marion P. Thomas Charter School (MPTCS), I was essentially working two jobs. One was a dream job at ESSENCE Magazine. The other required me to give every spare moment to helping establish the school and make it a success. I knew I couldn’t sustain focus on both. I was waking up every day, thinking about MPTCS first, and it was clear that I needed to choose my passion and take a formalized role with the school. People around me may not have understood why I left ESSENCE, but I have never regretted that choice.

The skills and traits I acquired in the private sector have benefited MPTCS. Since I didn’t spend my entire career in education, I tend to think creatively and not just do things “the way they’ve always been done.” This has led to innovative programs like SELECT (single-gender instruction) and the MPTCS Foundation, which awards scholarships to MPTCS alumni. At ESSENCE, I learned it was important to know your target audience and consider that audience when making decisions. At MPTCS, the audience I serve consists of students and fami-

lies from Newark neighborhoods. I am fully committed to helping each one of them reach their full potential, and that commitment informs my work every day. Additionally, working in long-lead publishing requires long-term thinking and planning, which I apply to planning for our school’s sustainability and growth. I know that strong leaders and visionaries do not simply think about the here and now, so I constantly ponder how the decisions I make today will impact the future—of our students and the local community. PDJ

Ghislaine Duymelings This Benelux CEO credits her success as a leader to being true to herself, intuitive, and open with others.

“I paint the big picture and the employees shape it. So it becomes their way of doing things.” Developing myself is an ongoing process. I have to recognize and overcome my fears. When my company decided to change our brand name, and took the

first step down this road, I was scared. It really took me out of my comfort zone. But it also created a unique opportunity to co-create with the entire organization. There was no better mo-

PROFILES IN DIVERSITY JOURNAL September/October 2014

ment to convince everybody that we had to operate as one big family. Staying true to myself and my values, listening to my strong intuition, and being open and transparent, were and still are important female leadership qualities that proved to be of great use in this matter. Now, workers give speeches and presentations, suggest out-of-the-box solutions, and solve their problems together in a better and quicker way than I could have ever suggested. I paint the big picture and the employees shape it. So it becomes their way of doing things. It’s about doing everyday things a little differently—making conscious choices. PDJ

“… I constantly ponder how the decisions I make today will impact the future—of our students and the local community.” PDJ Read more at WWW.DIVERSITYJOURNAL.COM

WO M E N WO RTH WATCHIN G

Rebecca Santana

As an Executive Director at MetroPlus, Rebecca cares about the team she works with and the members she works for.

For young professionals, I would say do something that you can be proud of. Know what you want (personally and professionally) and work hard to achieve it. That is your measure of

success. I started off in different fields, worked hard, and made sure that my decisions counted. These past twenty years at MetroPlus, I’ve worked in a cubicle and been a supervisor, manager, director, and, now, senior associate executive director. At each point, I have wanted to leave my mark and let people know I care—not just about work, but also about the people I work with and those we work for. I don’t work hard just for our bosses, but also for the members who trust us with their health. My team affords me the opportunity to look at myself as a manager. I think about my past and current superiors, and what I learned from them. And I think about how I can teach my team

what I’ve learned. I step back, understand that business as usual is not an option, and provide recommendations. In this way, I get a better understanding of how I can improve—as a person and a manager. I decided to accept a position at MetroPlus Health Plan because I believed in the organization’s mission of providing access to free or affordable health care to New Yorkers. I knew I could do something for people and be with my family at the same time. PDJ

“Know what you want … and work hard to achieve it. That is your measure of success.”

Krista Sohm

This Meritor VP discovered early in her career that success is driven mainly by initiative. Career advancement is driven by a number of factors. But mainly, it takes initiative and intelligence—in that order. Over the course of my career, I’ve worked for and with many types of people. What I found is that while intelligence is a fundamental requirement for advancing in any field, it’s not the primary element that fuels career growth. It’s all about initiative. Initiative gets you noticed. It makes you stand out from the crowd. Over the past 20 years, I’ve worked with many people who could complete a task, manage a given set of responsibilities, and meet deadlines. I’ve worked with fewer people who consistently did more than what was asked, came up with creative new ideas, took on more responsibilities just to learn new skills, and brought high levels of energy and passion to their work every day. Initiative can’t necessarily be taught, but it can be demonstrated. It’s more

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“INITIATIVE CAN’T NECESSARILY BE TAUGHT, BUT IT CAN BE DEMONSTRATED.” a personality trait than a learned skill. One thing I’m sure of is that you know it when you see it. Throughout my career, I stood out because of initiative. Many years ago, I worked for a woman who told me the reason I was always so busy and worked so many hours was because I continuously created new work for myself. She said, “You have great ideas,

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but no one is telling you to do all these things.” The truth was that I wasn’t creating projects to get noticed. I just had ideas and was lucky enough to work for a company and a boss that gave me the freedom and flexibility to run with them. I believe it made a big difference in my career. Initiative makes you memorable. PDJ

“When you build a reputation as someone who does good work and can be counted on to get things done, you stand out …”

“I’m regularly amazed by the fresh insights I acquire by getting out of my comfort zone.”

Pamela L. Cox

This Partner at Marshall, Gerstein & Borun goes the extra mile and looks for opportunities to stretch professionally. To stand out, I recommend getting things done, and doing them well. First, execute your job responsibilities to the best of your ability, enthusiastically, and reliably. When you do good work, and can be counted on to deliver it on time and in a way that lightens the load for others, you become known, not only to those who know of the actual work, but also those to whom they recommend you based on that work. Second, look beyond your job responsibilities to find ways to make meaningful contributions. Early in my career, I sought opportunities to speak and write on hot topics or substantive

legal matters. For example, I volunteered to co-present with a director at the NIH regarding the Bayh-Dole Act. In researching my presentation, I discovered, and then was able to highlight, a conflict between the statutes regarding the ownership of intellectual property under the Bayh-Dole Act and regulations of the Veteran’s Administration, which was eventually reconciled legislatively. Continuing to develop a deeper understanding of the Bayh-Dole Act positioned me well to attract client inquiries on the subject. Third, seek leadership roles that contribute to the profession. Taking on these roles has allowed me to

collaborate with colleagues and, by consistently producing good results, earn their respect, which has increased my visibility as a thought leader. I also look for opportunities to get involved internally at my firm. I serve as practice chair, am active on a number of committees, and mentor several professionals. Advancing initiatives of the firm is another way to get noticed. When you build a reputation as someone who does good work and can be counted on to get things done, you stand out and are sought out for rewarding opportunities. PDJ

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I shared my career plan with any contacts I made who were willing to listen …

Emilie M. Ray

This McKesson Pharmacy Systems President developed, and then followed, her plan for success. As I began my professional journey, I created a career plan that outlined my background, core strengths and areas for development. The plan also included desired position attributes, and one-to-three, three-to-five, and five-plus year plans that aligned to my strengths and interests. I shared my career plan with any contacts I made who were willing to listen—my manager, peers, sponsors, mentors, internal HR recruiters, etc. This process helped others match my strengths and career

aspirations to potential opportunities within the organization. I selected leaders from across the business and set up informal mentoring sessions with them to enhance my personal exposure and learn more about their functional areas. These sessions not only allowed me to gain insights into different parts of the business, they also helped me identify areas of the business that might be of greatest interest to me moving forward. Attending as many company meet-

ings, trainings, and relevant industry events as possible was also important in order to build and enhance my internal and external network. Attendance at these types of events provided me with exposure to the overall business, as well as access to key people inside the business. I made the most of these experiences by taking the lead on activities or projects, or volunteering to be a speaker in order to stand out from others in the group. PDJ

Steffany Larkins This CDO at Medical Mutual of Ohio leapt out of her comfort zone and into greater success. I made my biggest career move several years ago when the CEO casually mentioned to a consultant that I would be valuable in the chief underwriting job, which also included the areas of Small Group and Individual Sales. Having held all sorts of accounting roles during my 17-year career, making the move to Underwriting and reporting directly to the Sales & Marketing division took me completely out of my comfort zone. In hardly any time at all, that job became even more challenging, when healthcare reform mandated underwriting elimination. However, that single decision led to roles of greater responsibility in the company, including my current positions as the CEO’s chief of staff and chief diversity officer. Along the way, in both my current

and former positions with Medical Mutual, I acquired a number of selfawareness talents. To my surprise, I gained a better understanding of me, as well as my skills, values, interests, behavior, and character. I also gained self-confidence and a firmer belief in my abilities. Back in my accounting days, I knew the financial side of the company inside and out—where we made money and how our costs were structured. It was quite intimidating to take over an underwriting department where everyone was exceedingly experienced. Even more daunting, was the fact that I was the outsider in a very close-knit department. I went about honing my listening skills, setting aside my own agenda, and empathetically and deliberately

allowing others to be heard. I also learned the art of taking networking to the next level, forming a welldeveloped circle of influence that fuels enthusiasm in a subject or a cause. The end result is a synergy that inspires others to achieve excellence. PDJ

“It was quite intimidating to take over an underwriting department where everyone was exceedingly experienced.” Read more at WWW.DIVERSITYJOURNAL.COM

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Christine Marquez-Hudson

Now the CEO of Mi Casa Resource Center, she builds strong relationships by being absolutely present. My parents always told me that it does not matter whether I succeed, but whether I do my best. I believe that if you are always trying to do your best to operate with absolute integrity, work hard, and cultivate relationships with people both inside and outside your organization, you will stand out. I strive to be absolutely present in every encounter with every person. Ignore the cell phone, turn away from the email, and pay attention to the person sitting in front of you. Asking others about their aspirations, ideas, and needs opens up a relationship and

breeds genuine and honest connection. Following up conversations with action and integrity, and deeply respecting others, is the cornerstone of strong relationships. Throughout my career, I have tried to operate in a way that values the talents and strengths of those around me. Using my influence and the cultivation of strong relationships, I aim to draw out the very best in others. This philosophy has helped me ascend quickly, because it builds mutual trust and respect, as well as the desire to help each other succeed. I deeply believe that

simply being smart and strategic will not get you very far. The key to success is to build genuine relationships with people at all levels, because you never know when those relationships will come back to haunt or help you. As women, we can tend to be either very supportive of one another or very cut throat. I have experienced both in my career, and observed how women who are cut throat eventually hit a wall, having burned every bridge. However, if you help others shine, and let yourself shine too, there will be no limit to your success. PDJ

M. Denise Bailey

A Director at Milligan & Company, Denise uses her talents to ensure that everybody has a chance to succeed.

I’ve been defying traditional gender roles since I was a child on my grandparents’ tobacco farm in southern Maryland. At a time when women cooked in the kitchen and men worked in the fields, I cut the grass, and collected and sold leftover tobacco to make money. This experience crafted my belief that a person’s genetic makeup doesn’t matter; hard work is rewarded. Years later, I entered the maledominated field of engineering and construction management, and began

chiseling away at the “concrete ceiling.” I discovered that few women or minorities were rising to leadership roles, but I envisioned bigger things for myself. John Milligan, an AfricanAmerican man, saw even more in me than I saw in myself. I try to be visionary like that—recognizing the potential in people from all walks of life. Today at Milligan & Company, I’m paying it forward by helping minorities and women progress in their careers faster and in ways they never thought possible. What’s more, I’m able to unite data, financials, and compliance to make the world outside Milligan more inclusive as well. However, as many women must, I grapple with work-life balance. How can I work 70 hours a week and maintain a fulfilling personal life? Thanks to technology, I’m problem solving at five a.m. and ten p.m., so that I can drive my two teenage sons to school on a rainy day. Flexibility has been the secret of my success, and I work just as

hard to help my staff achieve the same balance. Milligan has created a diverse and rich environment. Once we established diversity as a major part of our company culture, we didn’t have to consciously work for it any longer. If I disappeared tomorrow, I know that my practice would continue—a testament to those who work alongside me every day. PDJ

“… I entered the maledominated field of engineering and construction management, and began chiseling away at the ‘concrete ceiling.’”

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Heidi B. Goldstein

This Partner at Thompson Hine lives her brand and her passion at work and in the community.

“My passion for helping women succeed drives me …”

We “brand” ourselves early, so it’s essential to develop a brand you believe in and want to market. I always had a passion for connecting people to support the development and success of professionals, especially women. I’ve devoted a large part of my career to this mission and my brand. Nothing makes me happier than when I

connect two women, and some advancement or support occurs for at least one of them. At Thompson Hine, I cofounded Spotlight on Women®—an initiative that supports the advancement of women, both inside our firm and in the communities where we live. The program has grown steadily, and I have expanded this cause to a national level. I helped formalize a women’s committee at the Defense Research Institute and now serve as its vice chair. I am involved with the University of Austin’s Women’s Consortium, the National Association of Women Lawyers, and various other organizations. I created the Case Western Reserve University Law School’s Women’s Leadership Institute; our inaugural class kicks off this fall. I write and present on women’s leadership often. My passion for

Congrats, Kelly! To the FedEx family, Kelly Gray has always been a “woman worth watching.” She continues to inspire us through her tireless efforts to expand the networks of opportunity for women.

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helping women succeed drives me, and it’s the perfect complement to my role as national environmental counsel to large companies. I carry my brand and passion into my work, connecting clients with relevant legal support within our firm and introducing them to still others who can help. I have managed many large firm-client relationships that expand well beyond environmental support into many other areas in which Thompson Hine provides costeffective, first-rate counsel. I try to be the ultimate connector for women and all legal professionals. My advice to other women? Find your passion and carry it out every day in every aspect of your job. It will propel you forward! PDJ

“I know that if I am happy with my personal life and my priorities … I do a much better job at work.”

Tracey Joubert

This EVP and CFO for MillerCoors made a huge leap—from Johannesburg to Milwaukee—and took her career to a whole new level. Because I spend so much time at work, I learnt early on that I needed to ensure that what I did both in the workplace and in my personal life made me happy. So I developed my own brand identity around those things that made me happy. This is what I came up with after asking myself the question, “So, who am I?”

1. A Mother 2. A Wife 3. A Daughter 4. A Sister 5. A Friend 6. A CFO You may ask why my job os at tje bottom of the list. I know that if I am happy with my personal life and my

priorities, and I don’t have to worry about that part of my life, I do a much better job at work. I can focus on being a CFO when I am at work, without having to worry about the health and safety of my family. So, although I do take my job seriously, I know I can always get a new job. I cannot replace my family. PDJ

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Louise Wells

Managing Partner at Morris, Manning & Martin, Louise knows the importance of personal relationships in your professional life. I have told the women in my firm— many times—that personal relationships are the key to my success. It is so much easier to succeed when you enjoy the people that you work for and with each day. Invest in the relationships in your life. People remember how you treat them and how you make them feel. I took the time to truly know the people I worked with (both colleagues and clients), and it made my career much more enjoyable and successful. I am also open about myself with them. Whether you’re closing a

deal or setting up a play date, if the people in your life trust you, you will have more opportunities for success. And you’ll have a safety net, which helps you to be more comfortable with taking risks in your career. I also believe that it is crucial to define your vision of personal success and stay true to it. Having a clear picture of what you want to achieve will guide you, focus you, and help you stand out from others around you, whether in your company, with clients, or in the community. Too often, young

women are defined by others’ expectations of what they should be or what they should achieve. I knew early on what I wanted my career and my life to look like, and that clarity was invaluable as I shaped my path. I think of my goals each morning and build my day around what I want to achieve. I have no doubt that my determination and focus contributed significantly to the achievements I have made in my personal life and in my career. PDJ

Laurie J. Tish

This Partner at Moss Adams offers some advice on having a great career and a healthy work-life balance. I always strive to maintain a healthy balance between my career and my personal life. This can be accomplished in many ways, but to my mind, it involves three central components: First, it’s critical that you enjoy and have a passion for your work. If you don’t, it will be very difficult to successfully weave your career tasks into your life. Next, plan and schedule your downtime—whether this involves a hobby or your family activities—as diligently as you would an assignment for work or for a client. This may mean you attend a dance recital or kindergarten graduation in the middle of the workday, knowing you’ll have to finish

personal reasons as well. Before having children, I once worked part time for a four-month period, so I could devote myself to training and showing my horse. Finally, don’t let a busy schedule deter you from evaluating and accepting exciting opportunities in either your professional or personal life. Priorities can be shifted; committees and activities can be changed. When I was seven months pregnant with my first child, I was asked by the governor to sit on the State Board of Accountancy. I was hesitant; I had a demanding full-time career, sat on two civic boards in addition to various related activities, and

“… plan and schedule your downtime … as diligently as you would an assignment for work or for a client.” a project later that evening. Many women choose an alternative work schedule after they have children, but this concept can be adopted for other

had a new baby on the way! I made a pivotal (and in hindsight) excellent decision. I joined the State Board of Accountancy and, subsequently, de-

clined to renew my terms on the civic boards. Taking that path led me to the leadership positions I held with the State Board of Accountancy for many years and to my current role as a board member on the National Association of State Boards of Accountancy. It’s a constant challenge to find the delicate balance between being overwhelmed and overcommitted, and making a leap to follow your passion. You have to be open to new opportunities and realize that tough choices about how to best spend your time will need to be made as each new opportunity arises. PDJ

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Melisa Tropeano LaTour

The President of The MTL Communications Group discovered by accident that PR was her true calling. After several years in a marketing role with Johnson & Johnson’s sales and marketing department, I accepted an opportunity to work at their outsourced PR firm. I soon realized that public relations was where I belonged. The ability to talk to anyone about products or services came naturally to me, and I had passion for the work. PR gave me the opportunity to not only share ideas and products I believe in, but also to see how my work was helping businesses grow.

When I started The MTL Communications Group, I was able to apply the same strategies I put into place for large companies to smaller companies and startup brands. Just as I was able to stimulate brand growth for Fortune 500 companies, I now help make the dreams of entrepreneurs come true by building brand awareness for their new businesses. The ever-changing atmosphere of the PR industry demands ongoing research and tailored programs for each

client—and for each media outlet. We have to represent our clients, and be true service providers for the media. Just having passion about a product, and the voice to share it, isn’t enough anymore. We can’t just send out a general release about a client. We need to make sure that each outlet is given the specific information it requires. It’s the only way to succeed. Otherwise, the release will just end up in someone’s trash folder. PDJ

Dr. Nicole L. Johnson

This Associate Professor at Mount Union takes a proactive approach to her work—and her life.

Undoubtedly, the most professionally beneficial “inner work” I have done is to develop a commitment to proactive rather than reactive practices and processes. This commitment applies to everything—from small, lessimportant tasks, right up through the more significant problems, projects, and relationships.

Becoming habitually proactive requires the cultivation of certain disciplines. First, one must be willing to speak truth and ask hard questions. There are constructive, positive, and even humor-laden ways to do this, and there are ways to do it that peg one as a complainer. I strive for cooperative working relationships with colleagues, so that they will understand who I am and what I value. Then, when I challenge something, they know I am not being disrespectful. Using my own communicative strengths (and working to improve my communicative weaknesses) is a critical skill in this regard. Second, but related to the first, one must become comfortable with conflict, recognizing it not as a sign that things have gone awry, but rather as an opportunity for growth and movement toward a desired end. My training in

conflict resolution and mediation has taught me to handle workplace conflict in healthier ways. It’s my view that every professional in every field should take an intensive training course in conflict resolution skills development; these skills help an individual communicate her own perspectives more effectively, listen to others’ concerns, and negotiate toward the desired end. The third and last discipline I’ve tried to cultivate relates to relationships with others. Being proactive means being direct, yet collegial and respectful, in my working relationships; going directly to the source, rather than through a third party to address my concerns and needs; and refusing to let others’ experiences with, and opinions about, a colleague influence my own opinions about that individual. PDJ

“… one must become comfortable with conflict, recognizing it … as an opportunity for growth and movement toward a desired end.”

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“

The ability to talk to anyone about products or services came naturally to me, and I had passion for the work.

“

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The place where you belong At MWV, our unique backgrounds, life experiences and passions make us individuals. But when we come together as a diverse group of creative thinkers and doers, we make real-world impact. Experience the power of inclusion at MWV.

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“An unquenchable thirst for knowledge keeps me fresh and relevant in a world that is in the midst of rapid technological evolution.”

Jill C. Anderson

New York Power’s dynamic VP says curiosity and a thirst for knowledge are the keys to success in every career. Make your curiosity contagious, because a learning organization stays competitive. We often assume that our external actions and achievements— degrees acquired, mentors engaged, projects completed—pave the way for our success. Yet, as I spend more time focusing on the dynamics of effective leadership, I see that attaining my career goals is rooted in my ability to stay curious and convey a sense of “the possible” throughout my organization. An unquenchable thirst for knowledge keeps me fresh and relevant in a world that is in the midst of rapid technological evolution. When I am out running, I think about what com-

petitors are doing, what customers are saying, and how innovations could help my business. I listen to energy industry-related podcasts on my commute and forward news articles to my team on the weekend. There have been times in my career when I needed to dig deep to find my curiosity about a particular position or assignment. Yet, once I discovered an aspect of the job that made me ask questions and seek answers, I was far more excited to get to the office. It then became easier to speak passionately about my responsibilities and stand out in a crowd of people only interested in work during business hours.

When a leader is curious down to her core, it becomes obvious to everyone around her, and that curiosity becomes contagious. By focusing on breakthroughs, and demonstrating a true excitement for rethinking everything, I encourage my colleagues to be curious, ask questions, and do research outside our office walls. As a result, they want to know more and are able to stay competitive. In this work environment, engendering curiosity makes it easier to introduce new ideas, combat the natural resistance to change, and create an environment for doing remarkable things. PDJ

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“Opportunities come, and you have to embrace them.”

Laurel Hurd

President of Newell Rubbermaid’s Baby & Parenting Segment, Laurel has embraced her career— and her life—as an adventure. I don’t think you can ever definitively know when or how to make a leap to a new role or a new workplace. There’s never a perfect answer. Opportunities come, and you have to embrace them. My career at Newell Rubbermaid has quickly progressed, with three different roles in four years. I view my career path as I view my life—as an adventure. That’s the spirit in which I have lived and worked since early in my career. My husband and I made the decision to walk away from successful careers in New York when we realized we were

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too young to miss out on the world. We bought one-way tickets to Nepal. We had the courage and fortitude to trust we’d land on our feet when we got back, and we did. Courage is everything to me. It explains the fearlessness I employ at home and at work. I moved into a new role at Newell Rubbermaid when the business was hitting a challenging time. I was taking on new responsibilities, while simultaneously leading a team through a significant business turnaround. Why leap into a new role during a troubling time? Because it was an opportunity to

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learn and grow. It was a time to really dig deep and understand the key drivers of the business, build the confidence of the people on my team, and rely on them to deliver results. I also learned to share my values with my team. Values are such drivers of behavior. The more open you can be as a leader about what matters to you, the more your people will understand and respond. That’s the key to building the performance culture that defines Newell Rubbermaid. PDJ

Kelly Schetzsle She planned to become a magazine publisher within 10 years—and that’s exactly what she did. My career in publishing has been one of rapid—often unexpected— change driven by a clear career goal. As a woman who wanted a family, I needed to be prepared for major life changes and the impact they would have on the path to my goals. Agility has been a key asset in responding to the right opportunities at the right times. My first major career goal was to become publisher of a magazine within 10 years of entering the industry. To do this, I aligned myself with mentors and worked my way from a community newspaper to a major market newspaper, city and regional lifestyle magazines, and across multiple national media organizations. In 2009, I became pregnant with twin daughters, and my husband left his job to run for political office.

That was new motivation to push my career forward. What could have been a major disruption became a real opportunity to evaluate the first five years of my career and what I needed next. It led to a new position as the advertising director for Northshore magazine. The company was closer to home and allowed me to better balance work and family—even more important as my third child came soon after—but it also provided room for career growth, a key element of my decision. At the office, I invested in training and new technology, growing our brand within the marketplace, and increasing our product portfolio and revenue streams. The success I enjoyed in establishing Northshore as a topquality magazine left me confident that my goal was within reach. Along the way, I learned to ask for

what I needed to grow my business, for what I thought I was worth, and for new responsibilities I knew I could handle. I also learned to gauge the timing of such conversations. This led to a series of promotions, and three years after starting at Northshore magazine, I stepped into my current position as publisher—one month ahead of my 10-year goal. PDJ

“Along the way, I learned to ask for what I needed …” Kate Rossi

This EVP of NRT credits her father’s advice to face and overcome her fears for her success at work and in life.

Thanks to often repeated words of wisdom from my father, I have a fearless streak that has always been a professional advantage. He taught me from an early age not to let fear get in the way of going after what I want. He’d say, “Fear is the biggest challenge most people ever face. But if you overcome it and conquer it, you’ll be successful.” I’m so thankful I took that message to heart. I started my career as a real estate

agent in Pittsburgh, and later moved into management, and for 18 years I built up a nice little comfort zone. Then an offer came to become president of Coldwell Banker Residential Brokerage in Colorado. It was an exciting, but also daunting, opportunity. Not only would I be leaving behind all of my connections, friends, and family, but the jump in responsibility was enormous. And I knew next to nothing about Colorado. I should have been more afraid. But I knew that if I didn’t grab that opportunity, I would regret it. Taking the promotion was a pivotal, careerchanging and life-changing event. If I had not taken that leap, I would never be where I am today. After taking on four new positions in four different states over the past 10 years, I have become convinced that you must take chances in life to grow.

I have learned never to shy away from challenges, but instead embrace them for what they are—opportunities to grow and shine. So the next time a new challenge comes at you, instead of worrying, shout “Bring it on!” Work hard and you will be successful. After all, if we always stayed in our comfort zone, life would be boring. PDJ

“Fear is the biggest challenge most people ever face. But if you overcome it and conquer it, you’ll be successful.”

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“It’s important for women to SPEAK UP.” Mary Patrice (Mary Pat) Brown

This Partner at O’Melveny & Myers tells women in the legal profession to speak up and be heard. I’ve heard the women who paved the way in the legal industry talk about what it was like in ’60s and ’70s, and I realize how blessed women are now that we don’t have to face those hurdles. However, our challenge today is communication. Historically, the practice of law has been dominated by

men, so there is an existing business model based on how men communicate. Sometimes that model hinders women who may not be as direct in their communications or strong in stating their opinions. It’s important for women to speak up. I was delighted when I returned to O’Melveny after working at the

Department of Justice for more than two decades to see there is such a focus at bringing young women along. The younger female lawyers are excited to see a fellow woman who is successful and happy. We have to be there to support each other. PDJ

Teri Williams

The President and COO of OneUnited Bank has looked for ways to contribute rather than ways to get ahead. I am a reluctant “leaper.” Most opportunities came to me and slapped me in the face. I was forced to say yes because I knew I could contribute to the challenge. My goal has never been to get promoted or become the boss. My goal has always been to contribute to an organization and make a difference. Sometimes that contribution has led to a promotion. Sometimes it has

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led me to work behind the scenes to help someone or something flourish. One of the most important skills I’ve gained is the ability to gather and synthesize information in such a way that I’m able to see opportunities and challenges before others do. That helps me stay one step ahead of the competition and the risk. I have also learned the importance of having multiple op-

Helene Gassen Lollis

The President of PATHBUILDERS stepped away from a successful career and found her true calling. Some of the most important decisions about your career are made when you aren’t even in the room, so branding and positioning are key. One approach I have taken throughout my career has been to volunteer for projects and teams that offer me the opportunity to work with people other than my usual coworkers. This was true early in my corporate career, when I focused on cross-functional projects, and it’s still true today as I focus on broad community and industry work. Being able to work alongside individuals who you would not typically encounter allows you to build relationships and create awareness—of you, your capabilities, and your interests. In addition to the exposure you gain, you also surround yourself with people who think differently than you do, and you learn and grow in the process. I believe that every experience I’ve had in my career has prepared me to be exactly where I am today. Yet there are those who believe I made a drastic change! I had a fabulous career, first at Amoco, then at BP, working my way through roles in product development, marketing, strategic planning, and M&A.

portunities to succeed, since even the best laid plans can fail. The challenge of building a great senior management team surprised me the most. It took 15 years to put the right people in the right jobs, so that we could move the organization forward at a fast pace. Now, I just have to retain them! PDJ

When my business unit relocated 12 years ago, I was offered, and accepted, a severance package, so that I could follow my passion of developing people. I bought a consulting business focused on leveraging the power of mentoring to help organizations develop top female talent, and found my calling. However, I contend that what I learned about corporate dynamics and leadership created the fundamental building blocks for my work today, and I know that my training as an engineer uniquely positions me for building the structures and processes that make our mentoring programs so very effective. PDJ

“I believe that every experience I’ve had in my career has prepared me to be exactly where I am today.” “One of the most important skills I’ve gained is the ability to gather and synthesize information in such a way that I’m able to see opportunities and challenges before others do.” Read more at WWW.DIVERSITYJOURNAL.COM

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Sandra Guynes

The President of Pearls for Creative Healing left a successful career to follow her heart.

I left my 10 year career as a nurse to found a nonprofit for survivors of domestic violence. I had some entrepreneurial experience, but taking a leap of faith into full-time entrepreneurship

was something I struggled with. How would I survive financially? Had I wasted 10 years in a career as a nurse educator? Would I be able to do it? My decision to leap came when I no longer could balance both worlds. I was good at teaching future nurses, but my passion for helping survivors of domestic violence was tugging at my heart. I began training in domestic violence advocacy. When one of my coworkers asked me what I was passionate about, I replied, “I want to help women who have been abused use art to heal.” Immediately, she told me her survivor story. These revelations became commonplace. So many women wanted and needed the supportive environment I had envisioned. The only barrier to fulfilling my vision was my fear.

I shared my vision with everyone, reached out to ask a nonprofit executive I admired if she would mentor me, and assembled a team. With a plan and the support of my husband, I was able to leave my nursing career and focus full time on the most meaningful work I had ever done. Our thoughts, vision, and plans can manifest if we stay focused. When we give with our hearts fully open, build meaningful relationships, and believe in our work, the road leads straight to success! PDJ

“The only barrier to fulfilling my vision was my fear.”

Diversity

Our Competitive Advantage Congratulations to the remarkable “Women Worth Watching,” including our very own Kelly Pasterick. We are inspired by your leadership and commitment to advancing women in every workplace, from the board room to the manufacturing plant. Alcoa is a stronger, more competitive company because we make inclusion through diversity a priority and view it as a key driver of continuous innovation. A global leader in lightweight metals technology, engineering and manufacturing, Alcoa innovates multi-material solutions that advance

Kelly Pasterick

our world. Learn more at www.alcoa.com.

Vice President - Investor Relations | Alcoa Inc.

Advancing each generation.

“On paper, my job looked amazing … But I wasn’t passionate about it …”

Melody Adhami

The cofounder, President, and COO of Plastic Mobile left a comfortable career behind to follow her dream. Leaving a full-time salaried position with a reputable company was one of the hardest decisions I’ve ever made. After all, I was leaving to take the risk of starting a business that was merely a concept at that point in time. The thought of failure was devastating, but the thought of staying at a job my heart wasn’t in was a lot scarier. On paper, my job looked amazing—I could check off all the boxes of leading a successful life. But I wasn’t passionate about it, and I wasn’t making the

impact I wanted to make. I was also part of a large corporation, where what I was doing didn’t influence anything on a major level. I felt invisible and my work seemed meaningless. So I took a chance, developed my idea for a kind of product that barely existed at that time and made it come to life. My employees are my most important assets, and I’ve worked hard to manage our growth rate and stay connected to every member of my

team. I also encourage team members to connect with one another. They can see the difference their work makes, and I can see the impact my company has out in the world. A little more than six years ago, what I wanted didn’t exist. And now? I bet everyone reading this has at least dozen apps on their smartphone. And who knows—my company may have developed one of them. And that’s a pretty amazing feeling. PDJ

Read more at WWW.DIVERSITYJOURNAL.COM

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Kris Muller

This Strategy Leader for PricewaterhouseCoopers made the hard decisions that led to success. opportunities that you would not have looked at or thought of can be the most instrumental in creating your success. Each move took me out of my comfort zone, making me more adaptive, especially in situations where traditional styles may not work and which route I would have to take, the different Influence and skills are redetours I would face, or the side trips I quired. Each change gave me a differwould get to experience. ent perspective—international, leadThere were pivotal times when a ership, strategy—that I leveraged to major change was right—my five-year make myself more valued in supportinternational assignment in Finland, a ing my clients and practice. I learned it global role in our technology practice, was okay to be really smart, and yet, in and, ultimately, joining the US Assura new environment, to be the one who ance leadership team in a strategy role. knew the least. My decisions were informed by menIt is far different to live any situators who focused me on the bigger pic- tion than to read about it—no matter ture; leadership who saw something in what it is. And you have to understand me that I did not; and my own mettle and appreciate people for who they are in asking for something different, and and where they’re from, regardless of jumping in and not looking back. whether you want to lead, collaborate, You have to say yes. The hard decior support. PDJ sions can be the most rewarding. The

“The hard decisions can be the most rewarding.”

I would not be where I am in my profession or career without having made defining, if sometimes unanticipated, changes along the way. I knew my ideal career would be working directly with our largest, most complex, global clients, but could not predict

Nicole Stanton

Quarles & Brady’s newest Managing Partner welcomes leadership roles at work and in life. I believe very much in “servant leadership”—share power, put the needs of others first, and help people develop and perform at the highest level possible. This philosophy led me to leadership roles within our community—as the founder of a local anti-bullying organization; the First Lady of Phoenix, while my husband Greg serves as mayor; past-president of the Women’s Metropolitan Arts Council; a graduate of Valley Leadership; and a faculty member at Arizona State University’s College of Law. Getting active, and remaining active in one’s community is the single most impactful way to stand out. Take part in something that moves you personally, and your passion will make it impossible for you not to stand out.

Taking on the role of office managing partner at Quarles & Brady was not something I actively sought. However, in addition to my community engagement, I had served as the loss prevention partner and ethics chair for the office since 2009. As you can imagine, that role meant taking on sensitive subjects with coworkers and required a great deal of trust. I took great pride in handling each issue in a discreet and professional manner. The trust I earned from my colleagues, and my work in the community, naturally led to a discussion of the managing partner role last summer. As I revisited the issue over and over, it became clear that all of my work, both inside and outside the organization, put me in a unique position to

help our firm grow at this particular time. Since officially taking the role of office managing partner on January 1, 2014, I haven’t looked back. PDJ

“I took great pride in handling each issue in a discreet and professional manner.”

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“But distance is a challenge that can be overcome by making the right investment in time and people …”

Caroline Faulkner

Senior Managing Director and CIO at Pramerica Systems Ireland, she reaches across an ocean to stand out. I work at Pramerica Systems Ireland in Letterkenny, County Donegal, Ireland, a technology and business services subsidiary of Prudential Financial, Inc., headquartered in Newark, New Jersey. There is a 3,000-mile-wide ocean and a five-hour time difference between me, and my peers and customers. This definitely makes it difficult to get people to know who I am and what I can do. But distance is a challenge that can be overcome by making the right investment in time and people, and by tuning in to the culture of the company. I never underestimate the value of spending time on site with peers,

clients, and prospective customers, so that we can get to know each other and to build trust—which is critical if you want to be known as someone who can be relied on to provide excellent partnership and deliver on promises. When I can’t have in-person meetings, I check in with people in ways that do not intrude on their schedules— thank you notes, voice messages with relevant information, or requests to quickly touch base. Using video teleconferencing works really well for remote meetings. I want to always convey my authentic personality and be recognized as someone who adds value by solving problems,

taking feedback, or creating options that help support the people I work with. In addition, I am a nonexecutive member of several boards and a member of the European CIO Research Board, which gives me the opportunity to network and share ideas with technology leaders across many Fortune 100 companies. I also belong to the CIO Executive Council, the Ireland/US Council and the American Chamber of Commerce. Through these organizations, I meet and share ideas and best practices with leaders of large companies in Ireland. PDJ

Read more at WWW.DIVERSITYJOURNAL.COM

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Mary Sumners

RBC’s Head of International Wealth in the US, took a career path that led her halfway around the world. Sometimes your best career move, or the one that will prepare you for a great new role, is not obvious. Instead of the next logical rung on the ladder—your manager’s job—the next opportunity may present itself in a more indirect way. In my case, I gained valuable professional experience by leaving my domestic managerial role to move halfway around the world. When a colleague asked me to source candidates for a project role supporting our Asia Wealth Management unit, I immediately recognized it as an incredible opportunity—for someone else. This short-term assignment in Hong Kong seemed perfect for

a capable, mobile, and single professional, and I presented it to members of my team the same day. Later that night, I told my husband I was amazed no one jumped at the chance, and he said, “Why don’t you do it?” It was easy for me to make a list of reasons—I had a comfortable position I enjoyed, four children at home, and no knowledge about Asia. But, as we discussed it, my reasons faded. The role sounded exciting, my family was keen for the adventure, and my institutional knowledge would be valuable to the Hong Kong team. My company was as enthusiastic as I now was, and decided to broaden the role to Head of

Investments–Asia. Within 10 weeks, my family was on the ground in Hong Kong. This life-changing and challenging assignment opened doors for me and raised my profile at the firm. Less than three years later, I accepted the role as Head of International Wealth for RBC Wealth Management–US. And my Hong Kong experience has been vital. Being open to a lateral move was a key step in my career. Moving laterally—which may mean moving literally—to another division, firm, or country may be your best next move. PDJ

Lorraine Mullings Campos

This Partner at Reed Smith says we should all play to our strengths. As my work is focused in a maledominated field, my advice might seem counterintuitive, but here it is: Resist the temptation to blend in. I never aimed to be “one of the guys.” Instead, early in my career, I made the decision not to downplay who I am as a professional. To be clear, my approach is not one of trumpeting how I am demographically different from the typical government contracts attorney. I focus instead on demonstrating the professional attributes that distinguish me. The simplest way to describe this approach is: Be authentic. Don’t imitate someone else’s style—put your effort into playing to your strengths. For me, this means building meaningful relationships with colleagues and clients. My experience has been that people feel most comfortable and work best with a person who is sincere and genuine. It boils down to having a real interest in them. Who are they— beyond their professional role, their

job title, and their immediate responsibilities at work? What makes them tick? What are their interests, their goals, and their concerns? Taking an interest in colleagues and clients as people means nurturing relationships with them. This, in turn, requires taking time and expending effort to engage with them about more than the immediate matter at hand. Beyond the topic of an email or conference call, ask what is on the horizon for them—professionally and otherwise. How—in the broadest sense—are they doing? My point is not to advise all women to focus on “soft skills” or make fostering relationships the end-all and be-all of career development; this approach has worked for me because it reflects my strengths. Rather, my advice is to

find your own strengths and focus on putting them to best use. PDJ

“Don’t imitate someone else’s style—put your effort into playing to your strengths.” Read more at WWW.DIVERSITYJOURNAL.COM

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“We’re bringing in the partner. She’s already on it.” People who know, know BDO.

The diverse and dedicated professionals at BDO honor the contributions of women like Cathy Moy, Boston Assurance Managing Partner and Chief People Officer, who have helped place us among the world’s leading accounting and consulting firms. Accountants and Consultants www.bdo.com © 2014 BDO USA, LLP. All rights reserved.

“It takes courage to counter conventional expectations, but it can lead to personal fulfillment, renewed creativity, and career advancement.”

Tara D. Sutton

This Partner at Robins, Kaplan, Miller & Ciresi advises women to speak up and look for new challenges if they want to stand out. From the beginning, I sought out opportunities to work with leaders in my firm. Taking on assignments outside your comfort zone can be scary, but it can also help you stand out from the crowd. Observe successful people around you, whether male or female, and learn from them—they know what they are doing. Also demand the best (hardest) assignments, and your career will advance. Make your voice heard. Don’t be afraid to speak up and contribute your ideas, even if you are the only woman in the room. Do not let others marginalize your contributions. I found coming to meetings with a plan was

helpful. Standing out and speaking up can be difficult, particularly early in your career, but don’t give up. Hang tough and persevere. Make your own path. When I was 10 years into my career, I completely changed the focus of my work. I didn’t change firms, but I joined an entirely different group and switched my practice from corporate to individual clients. It takes courage to counter conventional expectations, but it can lead to personal fulfillment, renewed creativity, and career advancement. Contribute wherever you can. Firms and companies can be insular. It has been important for me to touch lives

beyond the people I work with. There are countless opportunities to engage, whether in your community or on a pro bono project with your workmates. Not only will you learn more about the world, but you will form unexpected connections and build your reputation in a positive and rewarding manner. Keep your sense of humor. Your spirit of fun is often sacrificed when you feel overworked or stressed out. If I carve out places in my life for enjoyment, that is reflected in my work. A sense of happiness makes every new idea more powerful. PDJ

Read more at WWW.DIVERSITYJOURNAL.COM

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“I have become acutely aware of the need to establish clear boundaries and firm work limits …”

Molly Greene

The Senior Director at Salt River Project says she finally learned to balance work and life in a healthier way. n the last few years, I have had the opportunity to move from solely working with state lawmakers on legislation that could impact SRP in our state to managing a larger department. The promotion has been exhilarating and challenging. I have become acutely aware of the need to establish clear boundaries and firm work limits, so that I’m able to optimize opportunities for critical thinking and creative strategies. I’m fortunate to have realized, albeit later in my career than I would have liked, that being a hard worker doesn’t have to mean working late hours, multitasking, or accepting responsibilities I’m

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not ready for. This is not sustainable. What a joy to hold this knowledge, and be so liberated! This personal epiphany was the result of considerable “inner work,” and resulted in changing my work style—not only to recognize and establish limits, but also to consider a new paradigm. Most milestone career advancements require a realignment of job responsibilities. But in my case, I concentrated on strategic, rather than tactical, objectives in order to focus on the arena I was now managing— public policymaking. I begrudgingly made this change, and coupled it with a new focus on our critical corporate objectives, which

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allowed me to embrace my job as part of a broader landscape. It hasn’t been easy relinquishing two decades of proven techniques and well-defined job responsibilities in favor of new and evolving responsibilities. But doing so has restored my work-life balance, and provided me tremendous freedom to better support my team and provide strategic direction. Recognizing the value of making a dramatic job shift, and the importance of setting boundaries for myself and others, is important to all professionals. I am grateful to have enjoyed some phenomenal work experiences and treasure the opportunities provided to me. PDJ

Tatum Buse

Now a VP at Rockwell Collins Tatum has come to terms with achieving work-life balance and leaving the guilt behind. Growing up, I believed it when I was told I could achieve anything I put my mind to. Yet, early in my career, I struggled to meet my personal standards for success as a businesswoman and a mother. I wanted to be fully dedicated to both roles but, instead, I was consumed with guilt that I wasn’t living up to my expectations for either role. One day, I decided to leave work early to attend a function at my child’s preschool. As a new director, I was afraid my absence would be perceived by others as a lack of commitment. To my surprise, my leader encouraged me to go. He helped me realize that fear shouldn’t keep me from communicating what I need to be successful—as a businesswoman or a parent.

Today, as a leader of 200 employees in Finance, and as a mother of three, I still believe it’s possible to do anything I put my mind to, but only with a strong team at work and a great support system at home. For me, work-life balance isn’t achieved every day or once and for all; it’s a daily game of prioritizing and evaluating what will be important minutes, months, and years from now. When I leave on a business trip nowadays, I don’t feel guilt. While my children may be upset for a few minutes, I know the tears won’t last long with my husband managing things at home. Likewise, if a last-minute meeting comes up during the mothers’ sing-a-long at school, I’m no longer hesitant to delegate the

meeting. Because years from now I want my children to remember I was there with the rest of the moms for that special moment. PDJ

“When I leave on a business trip nowadays, I don’t feel guilt.” Denise O’Neil Green

This Assistant VP at Ryerson University made an unexpected and exciting career move to Toronto.

In September 2012, I took on the inaugural post of Assistant VicePresident/Vice-Provost at Ryerson University in Toronto, Ontario, in Canada. With more than 20 years of experience, my professional career in higher education had been largely in the United States. So deciding to accept a position in another country was akin to jumping off a cliff, taking a leap of faith, and starting over. I knew no one at Ryerson or in the diversity field in Toronto, let alone, Canada. My American colleagues had two

general reactions. They wanted to know if I was sure about this or they wanted to come with me. While some of my colleagues viewed this as a lateral move, I saw it as a way to advance my career. Ryerson afforded me the opportunity to live in another country, work in higher education, and develop a professional network in one of the most diverse cities in the world. Being a new fish in a Canadian pond, I had to quickly make a splash. For me, making a splash doesn’t mean being in front of others; it means connecting with others in meaningful ways. So I accepted all invitations to meet with Ryerson colleagues and diversity professionals in the city. When I received someone’s business card, I always followed up and scheduled a coffee with them. I also started leveraging social media, primarily Twitter and LinkedIn, to connect with people at Ryerson and in the Greater Toronto Area. In less than two years, I’ve been

profiled in AMOI magazine (a Canadian diversity publication), invited to give talks about differences between Canadian and American diversity, and able to achieve greater visibility in Toronto. I’ve learned that career advancement doesn’t always move in a straight line. If you see something you want to do, take the risk and go for it. Above all, understand that relationships provide the foundation for career advancement. You may have the best credentials and expertise, but if people don’t know who you are, it’s difficult to move forward. So do what you can to create genuine connections, either online or face-to-face. PDJ

“… deciding to accept a position in another country was akin to jumping off a cliff …”

Read more at WWW.DIVERSITYJOURNAL.COM

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“… the ability to build authentic relationships is the most valuable skill you can have.”

Mary Buell Nemerov

Now CAO for the Sierra Club, Mary has made a career out of building authentic relationships. As a fundraiser, the worst thing to be is insincere. To be successful, you need to truly be interested in people and passionate about connecting them to your work, and the work of the organization you represent. I have found that what is true for these external relationships is also absolutely true for internal relationships with colleagues and partners. If you want to enjoy a successful and personally satisfying career, the ability to build authentic relationships is the most valuable skill you can have. In my work, those people include donors,

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colleagues, board members, and junior staff. You gain an understanding of what motivates people, why they are succeeding (or struggling), and how you might collaborate with them. Investing in relationships makes you stand out from those who engage with people opportunistically and constantly judge whether a particular relationship can be used to advance their career. You can’t predict who might be helpful to you, or when; the relationships that have been most helpful to my career have often been with people I would not have targeted as poten-

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tial mentors or champions. There are plenty of people who have awakened one morning to find that an intern who worked for them 15 years ago is now their boss or some other important person in their work universe! Finally, I find that if you invest in strong relationships, you are more likely to get honest and supportive feedback; if you are making mistakes, someone who believes in you and wants you to succeed will tell you. If you don’t have those kinds of relationships, people will sit back and watch you flounder. PDJ

Nataly Kelly

This VP at Smartling believes in always going a step beyond what is asked of her. Push yourself to always take a step above and beyond what is being asked of you. Anticipate what your company, and your boss, needs. To me, an “A player” is one who does not have to be told what to do. She figures it out for herself without waiting for direction. This is a sign of a future leader—someone with the confidence and resourcefulness to figure things out and help move an organization forward. Also, figure out what you truly love so much that you would do it without even being paid for it. If you can find meaningful work in that field, your

job won’t feel like a job, but rather, like a passion you get to live every day. I often find myself working long hours, not because I am forced to, but because I really enjoy every aspect of my job and take great pleasure in it. PDJ

“… an ‘A player’ is one who does not have to be told what to do. She figures it out for herself …” Read more at WWW.DIVERSITYJOURNAL.COM

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Marci Carris

This SVP for Sprint combines her keen financial sense with strong people skills to achieve great results. Early in my career in finance and strategy, my boss at the time suggested I needed experience leading larger teams. I was working for a regional Bell operating company and exploring a position in one of our dispatch garages when I learned of an opportunity to run our unit’s credit and collections call centers. Because I wanted to work for the vice president who oversaw that role, I took the position. In the back of

my mind, I was concerned about getting off of the finance/strategy track. Once in the new role, I was hooked! I used my finance and accounting background to improve operations and make an immediate impact on the bottom line, but what I really liked was the “people” side of the role. The front line is where you feel the pulse of the customer. I learned the importance of being accessible to the frontline

team—not just hearing what they have to say, but listening to what motivates them, what concerns them about their jobs, and what we can do better as a service provider. I’m surprised that we often spend a lot of time and money trying to figure out how to improve our customer experience while our frontline team is waiting for us to listen to them! PDJ

Wendy Purvey

The CMO of Sotheby’s International Realty Affiliates found her confidence, her passion, and success. ing a goal, but I am always proud of my efforts, and of my positive energy and attitude. Being open comes with risks. Letting people in, especially as you move up the career ladder, is challenging. But being authentically you can help attract those you are trying to inspire, as well as those who want to know you are a “real” person. Balance is the key. Finally, I don’t want to face all the stresses work can bring every day, without my most valuable tool— Early in my career, I found myself taking things very personally and having doubts. When I finally found the inner strength to be confident in my skills and in what I brought to the table, doors opened up for me. I am not always right or successful in reach-

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my passion. I not only feel passion for my work, I let it show, because when you share your passion, it spreads to everyone around you. It can help you gain momentum at work, and in your personal life. It is an important energy element that should be included on the periodic table! If you are not passionate about what you’re doing now, make a change. PDJ

“… when you share your passion, it spreads to everyone around you.”

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â&#x20AC;&#x153;The front line is where you feel the pulse of the customer.â&#x20AC;?

“… by being truly myself, I was a better, more confident practitioner.”

Maureen Bennett

Co-Chair at Squire Patton Boggs, she says being truly herself made her a better lawyer. One of the most important decisions I have made in my career occurred in 1990, when I moved from the east coast and joined Graham & James in San Francisco (predecessor to my current firm). Inspired by the political and social ethos of the city, and some close friends who were making a similar choice, I decided that I would be “out” at work as a gay person. Looking back, it hardly seems

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possible that I would have contemplated another choice. However, taking that step allowed me to have fascinating conversations and points of connection with colleagues and clients from around the world, even if there was sometimes some fear and discomfort. The biggest positive result of the choice, and one I did not anticipate, was that by being truly myself, I was a better, more confident practitioner.

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I also have observed first-hand that when professionals, both male and female, are willing to be open about child care or other issues, they can establish a good rapport with clients and colleagues who face the same issues. Professionals who find ways to be authentic and make personal connections are able to better serve their clients, their firms, and their own success. PDJ

Kim Greene

For this Southern Company EVP and COO, a support network made all the difference. After 17 years with Southern Company, I accepted an opportunity with TVA in 2007. I had built my career and professional identity with Southern Company, so the decision to leave was incredibly difficult. I brought new ideas and a different way of looking at things to TVA, which fueled my growth and allowed me to bring value to many projects. When I returned to Southern Company in 2013, I brought an even broader perspective. The support of my family and colleagues has always been a contribut-

ing factor in my decisions to take on new roles. I have been very fortunate to surround myself with people who encouraged me to undertake new challenges and remain positive. Along the way, I learned I do not have all the answers, and that it’s vital to both lean on and support others. Being able to build and maintain a talented and innovative team has been central to my success. I maintain a constant focus on growing and developing Southern Company’s employees, because they are our most valuable asset. PDJ

“I have been very fortunate to surround myself with people who encouraged me to undertake new challenges and remain positive.” Stacey Wood

A Partner at Structure, Stacey offers some advice about how and when to make your next move.

No matter what your career goals are, it is important to envision your path to success. Knowing when to make a move or a change in your career path is an art that begins with self-awareness. First and foremost, you have to be happy with your job. If you are not happy, or at least content, you cannot possibly be doing your

best work. Once you have addressed this most basic point, you will need to make an honest assessment of personal strengths and weaknesses. Too many people focus on getting the raise or the promotion, instead of maximizing the growth of their personal capabilities. Each role that you fill in your career should be viewed in terms of the skills you need to be an asset to your company, coworkers, and clients. You should not look to make a move to the next level until you have mastered all aspects of your current role. Then you can look to growing to the next level. Knowing when to make the leap or change in your career path becomes a function of assessing your relevance. I believe in assessing and upgrading my capabilities on a regular basis in

order to leverage my relevance in the work place. The capabilities I consider most important can be categorized as subject matter knowledge, networking, leadership skills, and selling or delivering my work product. Now for the tricky part—knowing how to make the move. I would say there is no short answer to this question. What works in one situation and organization may not work in the same situation in another organization. But do not despair! There is a one-word answer to the question of how you should navigate the how-to portion of managing your career path. That word is “mentor.” No matter what role you’re currently in, there is someone within your network who can help. PDJ

“First and foremost, you have to be happy with your job.” Read more at WWW.DIVERSITYJOURNAL.COM

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Karen Patton Seymour

This Co-Head of the Litigation Group at Sullivan & Cromwell learned from others, but found her own voice. booming voice, simply won’t work for me. Rather than pounding the table, I sometimes speak more softly, but confidently, and find that juries will lean in to listen. In short, I have learned from wonderful lawyers whom I have

“… ultimately the only voice that works is my own.” One of the hardest things to do is to “find yourself ” in your career, but it is the most important. Watching others and trying to learn from them is a necessary building block, but finding your own style, voice, and approach is critical. As a trial lawyer, I have learned that what works for a large man with a

admired over the years, but ultimately the only voice that works is my own. You have to be yourself. That’s how you gain credibility. This can take years to develop—and that’s okay. Happily, our world is increasingly diverse, so there may be people who have blazed a trail ahead of you. If you are blessed

with mentors who are like you, that is a gift. Cherish it. Having those mentors may make work easier, but realize that they are not you. You are different and, ultimately, must find your own approach. Some of the most successful people I know experienced very different career trajectories. There are those who start strong and others who are late bloomers. A career is a marathon, not a sprint. There will be life demands that will take time away from your career, and those should be celebrated. Whether it’s taking care of children or aging parents, or just pursuing other interests, if it is important to you, do it. I have found that taking time for family and outside interests makes me a more complete, balanced person. Without doing that, I couldn’t succeed in my career. PDJ

Anne M. Armao

This SummaCare VP reaches out—to her mentors, coworkers, clients, and community. I have gained leadership experience and developed relationships with many business leaders by being involved in the community. I am active on four community boards and enjoy a variety of other volunteer opportunities. Because of my engagement in the community, I am more effective in my role as vice president of marketing at SummaCare. I have established a network of leaders to turn to for getting things done. Within my organization, I’m known for bringing the customer’s voice into the room. I feel I am doing the work I was meant to do. I bring enthusiasm into the workplace. I advise women to find mentors, and build and maintain a network of support such as the one Harvey Mackay describes in his book, Dig Your Well

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Before You’re Thirsty. I have found this to be fun, rewarding, and a key to my success. My extensive network of connections has helped me stand out by making it easier to communicate and connect with others in meaningful ways. I turn to my network for advice, to share ideas, and to connect with key business contacts. It’s amazing how much you gain by giving. It’s never too late to build and foster relationships and give back. PDJ

“I’m known for bringing the customer’s voice into the room.”

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Elen Phillips

This VP at Shell Oil stands out by delivering results and challenging the status quo. Within my organization, a predominantly male environment, I stand out just by being there! But, for me, that’s not enough. I focus on being deliberate about HOW I show up. I deliver the financial results to which I have committed, challenge the status quo, and promote diversity of approach and opinion, which is what I believe true diversity is, and needs to be. However, just doing a good job is not sufficient; one needs to broaden her exposure and develop a strong network. I’ve never believed in networking for the sake of networking. I have to have a purpose for broader engagements. The vehicle I’ve used to

operate outside my business has been talent development. I participate in leadership training, serve as a faculty member for development programs, and mentor people from a wide range of businesses. My advice would be to focus on delivery—be clear about what you want to be known for, and ensure your actions are consistent with those beliefs and values. PDJ

“I’VE NEVER BELIEVED IN NETWORKING FOR THE SAKE OF NETWORKING.”

business as usual:

celebrating women who lead since 1946 Throughout our 68-year history, Kelly has honored many exceptional female leaders. We are proud to continue recognizing talented women in the workplace. Congratulations to our own Judy Snyder and all of the outstanding award recipients. ®

Judy Snyder Senior Vice President, Chief Information Officer

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Lori High

In a career that included at least one “dead end,” this CSMO for The Hartford, kept moving ahead. One of my biggest career moves was taking on a role that might have been perceived by others as a dead end. I was working for a national group benefits provider as an account manager, when the company announced that it was seeking a buyer for its health care division. Then, I was offered the chance to be a regional sales manager in the division that was for sale. There were risks associated with the role. I wasn’t sure when the division would be sold, and the promotion would mean my family and I had

to move from Atlanta to Southern California. After weighing the risks, I accepted the role because I recognized it was a leadership opportunity that wouldn’t come around often. Regional leadership roles are limited in number. So, opportunities to lead a sales region can be few and far between. I thought I might never get this type of leadership role again. So, I took it. About 18 months later, the division was sold and I was searching for a new job. However, that regional sales experience propelled my career for-

ward. It helped me land my next role as a regional vice president, overseeing 17 southeastern states for a national health insurance provider. Later, I returned to the group benefits provider that first gave me that big leadership opportunity. Over several years, I was promoted nine times—each time, assuming greater responsibilities until I was president of group insurance for that insurer. I would never have gotten where I am at The Hartford, without that first big leap into a leadership role. PDJ

“I would never have gotten where I am at The Hartford, without that first big leap into a leadership role.” Sonia Menon

This COO at Neal, Gerber & Eisenberg is fearless, authentic, and willing to question the status quo.

My approach has always been to stay true to myself, to be fearless and take meaningful risks, to strive for excellence, and to never blindly accept the status quo. This outlook has allowed me to thrive professionally, and I encourage other women to adopt it. For many years, I have been very involved with a large, national orga-

nization for legal professionals called NALP. Within a year of joining the organization, I was asked to participate in the Conference Planning Committee and a year after that, I was elected board treasurer. I did not set out to stand out, but people saw me as a leader because I always questioned the status quo. I came to board meetings fully prepared, with a list of questions to spark discussion. I certainly don’t believe in reinventing the wheel at every turn, but am also not afraid to hit the reset button if I think change is warranted. Paradoxically, another thing that helps me stand out is that I am willing to check my ego at the door and work behind the scenes to accomplish my goals. I very strongly identify with my firm and its success. My goals are centered around achieving this success over the long term, rather than person-

ally getting to the next level or earning higher compensation in the short term. Because people see and believe in my absolute commitment to the good of the firm, I have been entrusted with great responsibility. Finally, I truly believe that as a leader you are only as good as your team. I strive to build healthy teams where individuals can challenge each other and bring their diverse perspectives and experiences to the table. I believe that this intentional and inclusive leadership is key to my success. PDJ

“I strive to build healthy teams where individuals can challenge each other ...”

Read more at WWW.DIVERSITYJOURNAL.COM

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Karen M. Stash

This Senior Director at Terex Corporation always shoots for 100 percent in everything she does.

“Always do your best; if you don’t, you are only cheating yourself.” This is the advice my parents gave me when I was growing up. It is advice that means more today than it did years ago. I find the phrase “cheating yourself ”

is key, as it makes clear the consequences of an unsatisfactory job. For me, it is a phrase that has been a big part of how I make decisions. I interpret this as challenging myself and not leaving a job partially complete. I believe everyone should shoot for 100 percent. If they don’t, they are not being true to themselves. “Doing one’s best” also includes engaging in a variety of activities. This philosophy has allowed me to learn about a multitude of topics, which have become building blocks in the growth of my professional and personal life. More often than not, I see parallels among seemingly disparate activities, which let me gain a perspective that I would not have had without the varied experiences. These activities have allowed me to be open to new ideas, willing to try, and tolerant of failure. I believe this is a philosophy that

doesn’t let people settle for less. It helps me find what is best for my family and my career. This includes a profession that I am passionate about, working with people who fit my style, and having time to find peace outside the workplace. It is taking an idea and being excited to pursue it further. It is taking the chance to try something different and being willing to commit to learning. It is the enthusiasm to start a journey, when you’re not quite sure where it will end. Now that I am a parent, have I decided to share this same philosophy with my children? Absolutely. PDJ

“‘Doing one’s best’ also includes engaging in a variety of activities.”

Marathon Oil Corporation Marathon Oil Corporation is an independent exploration and production company based in Houston, Texas. We are applying innovative technology to discover and responsibly develop valuable oil and natural gas resources around the world. In doing so, we seek to create sustainable value through a high performance team culture, nurturing a collaborative, supportive environment in which individuals and teams can perform to their fullest professional potential. Marathon Oil’s culture is to respect the individual, treat each person with dignity, and value the diverse ideas and backgrounds of its employees. Above all, Marathon Oil is a company where talented people strive to meet and exceed expectations for behavior and performance. Marathon Oil congratulates the 2015 Women Worth Watching Recipients, including our own Deanna Jones. Thank you for inspiring us!

www.marathonoil.com

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8/18/2014 8:12:38 AM

Mary Kay Runyan

A successful SVP with ServiceMaster, her career path as been interesting—and anything but straight. My career has been like a jungle gym than a ladder. Because I have a thirst for learning new things, I have chosen to work in a number of functions and industries. Early in my career, I spent about 24 months in a role before expanding it or moving into a new role. I have learned to start developing my successor as soon as I begin a new role. Having a successor ready to step into my position, enables the company to better leverage my skills and capacity.

One of the best career moves I made was to a general management position with profit & loss responsibility. It was a lateral move, but looking back, I realize that learning to oversee customer service, support frontline employees, and manage profit & loss has been extremely valuable. Dare to jump to another jungle gym and climb away! PDJ

“I have learned to start developing my successor as soon as I begin a new role.” Michele Stumpe

This Equity Partner with Taylor English found a way to join her profession with her will to give.

Although I’ve always loved what I do, I came to the realization in my early 30s that I didn’t necessarily “love” my life. I was working A LOT and was on the quintessential road to success—great job right out of law school, partner at the age of 28; my career was right on track, but something was missing. That’s when the “inner work” began. I did some serious soul searching to

find something that would ignite a fire to sustain me for the next 30 years. I remembered one of the happiest times in my life: working with gorillas and chimpanzees as a teenager. My journey started with a volunteer trip to Africa, which led to my involvement in several primate-related nonprofits, and ultimately to cofounding a 501c3 nonprofit organization with my husband. Our charity provides educational funding for children of wildlife sanctuary workers in Africa. During that time, I stayed on course with my career. My passion for helping others intersected with my career in a way that I never would have imagined. When a

chef at one of my client’s restaurants was diagnosed with stage IV gallbladder cancer, the owners came to me (because of my nonprofit background) and asked for advice on how to help raise money for their friend. After several discussions, we decided to think a lot bigger and started The Giving Kitchen, a nonprofit that would benefit not just their chef, but any member of the restaurant industry facing unanticipated hardship. It’s been a lot of work, and long hours, but it’s also been an incredibly fulfilling way to work side by side with folks who were once just clients, but have now become tremendous friends fighting for the greater good. PDJ

“My passion for helping others intersected with my career in a way that I never would have imagined.” Read more at WWW.DIVERSITYJOURNAL.COM

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Marianne Johnson

For the EVP Global Head of Product and Innovation at Elavon, successful leadership is intentional.

We often hear people use authentic leadership as a corporate buzzword. But it really refers to being true to who you are, being assertive, and driving progressive outcomes in all circumstances of your life...both inside and outside work. To be an authentic and effective leader, I believe that I must be the “best Marianne” possible. I also believe that

it’s essential to be intentional about “what” I work on and “how” I get it done. The “what” and “how” refer to a formula I try to model from the book Results-based Leadership, by Ulrich, Zenger, and Smallwood. It says: Desirable attributes and achieving results = effective leadership. These principals seem easy on the surface; however, consistently modeling this formula throughout your day can be hard. You need to focus on “what” areas will make the biggest impact, and think of “how” collaboration with all departmental functions will drive collective outcomes. But operating in this way fosters teamwork and breaks down barriers. It also helps you create a stronger, more credible personal brand within your organization. Years ago, one of my mentors

challenged me to become more involved in external organizations in order to broaden my network and expose myself to new thought leadership platforms. I took my mentor’s advice and, in doing so, I have formed many new relationships that have proven to be extremely beneficial in many facets of my life and career. Volunteering with external organizations has provided me new outlets to work with passion and purpose. Being an intentional leader and using “what” and “how” has helped me create a strong personal brand. As a result of this “inner work,” I have been recognized and received industry awards for my work, and offered opportunities to share my thought leadership and personal journey with others. PDJ

“… operating in this way… helps you create a stronger, more credible personal brand …” Dr. Lisa Tseng

The CEO of hi HealthInnovations looks for ways to innovate and provide a better experience. Being accountable, adaptable, and ambitious has helped advance my career. First, I focus on doing the job that I was hired to do, and fulfilling commitments to customers and business partners. Once I accomplish the fundamentals, I look for ways to continuously enhance the value that we deliver to our customers. For example, when we learned that hearing loss impacts 40 percent of adults over age 65, and that many of those people go untreated because of the high cost of hearing aids, we built hi HealthInnovations to make hearing aids more affordable and accessible for the 48 million Americans with hearing loss. Once we demonstrated that we could build a start-up in a Fortune 14 company, UnitedHealth Group, we were given the opportunity to build Optum Clinics, a network of urgent

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care clinics that provide immediate, convenient access to affordable, quality health care services. Redirecting unnecessary emergency room traffic to urgent care clinics could save the American health care system hundreds of millions annually, while providing a better consumer experience. Second, being adaptable is critical in highly evolving, fast-paced industries. This means being open to new ideas, managing when things don’t go as planned, and preparing backups. Remaining poised, and offering alternative solutions when faced with an unexpected challenge, shows adaptability. It is more effective to be passionate about “solving a problem,” than to be committed to a specific solution. Third, being proactive in taking on new roles and responsibilities that expand your portfolio of experiences

PROFILES IN DIVERSITY JOURNAL September/October 2014

and skills is key to moving forward. For companies to advance, they need people who have great ambition, for themselves and their organizations. PDJ

“… being adaptable is critical in highly evolving, fast-paced industries.”

Tia T. Gordon

This PR pro’s desire to serve others led her to found and become CEO of TTG+PARTNERS.

arly in my career I became dissatisfied with the available communication and PR positions; none of them excited me or seemed to be challenging enough. However, I understood quickly that there wasn’t a lack of job opportunities. It was that I needed to do some “inner work” to identify what I needed in order to be successful both professionally and personally. For me, success doesn’t necessarily include being the best communications or PR person ever. Instead, the most important goal for me is having a career that offers a sense of purpose and service to others. I have always wanted to give a “voice to the voiceless.” In grade school, I stood up for children who were picked on or isolated for not fitting in. I’ve been a champion of justice of all my life. Remembering these events from my childhood reminded me who I am and what’s important to me. I believe the “inner you” knows what’s best for you; it’s just a matter of overcoming your fears, other people’s expectations, and life’s setbacks. Today, I look for opportunities to work in a serving capacity. This led me to establishing my own communications/PR company in 2010. TTG+PARTNERS specializes in starting thoughtful conversations about race, ethnicity, and diversity in higher education. Not only have I had the pleasure of working with some of the nation’s top colleges and universities, Fortune 500 companies, and nonprofit organizations—helping to empower traditionally underserved student populations—my business allows me

to stand out and grow in formerly unimaginable ways. I would advise young women looking to move their careers forward to do their inner work. Tap into your unique

gifts and talents—everyone has them— and part of finding fulfillment in your career and life is taking the time to identify them. PDJ

“… the most important goal for me is having a career that offers a sense of purpose and service …” Read more at WWW.DIVERSITYJOURNAL.COM

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“It’s the diversity of views—the ability to agree and disagree— that moves us toward our goals.”

Kristi Schiller

The founder and COB of K9s4COPs believes in taking big risks for what’s important to her. We all remember John Lennon’s famous lyric, “Life is what happens to you while you’re busy making other plans.” Well, most plans involve taking risks. I’ve been called “a seasoned cliff jumper” and a “force of nature” like a hurricane, by John, my loving husband and biggest supporter. I’ve never been afraid to speak first and think about it later. I am lucky that the “80–20” rule has worked in my favor—80 percent of the time what I’ve said or what I’ve done is something I’ve been immensely proud of and 20 percent of the time, I am wishing that internal filter had worked a little better. You can be neither afraid of saying something wrong nor hesitate to apologize when you are. My daddy always said, “You can make yourself miserable or make yourself

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invaluably strong. The work is about the same.” One great thing about being a Texas woman is that we are taught from early on that self-worth comes from within. I think that is why southern belles are recognized for having such large personalities. I was raised to be resourceful and make my own path, not sit on the curb as the parade drove by. My confidence in my ideas has allowed me to be bold and step outside the box. I also learned that if you’re going to risk jumping out of a plane without a parachute, you should make sure someone who has a parachute is jumping next to you. I have cultivated a very talented group of women that I lovingly call “Team Ovary.” I make it clear that anyone employed by me doesn’t

PROFILES IN DIVERSITY JOURNAL September/October 2014

necessarily work FOR me, we ALL work together. I am just as accountable to them for the decisions I make. We are in this together. I trust my team implicitly. This is vital to any organization. While their valuable advice is sometimes tough to swallow, especially when I am reaching for the moon, they remind me that I am running out of oxygen and may need to revisit my quest. It’s a challenge to surround yourself with people who keep you reaching for the stars. You want people to have a similar drive and passion, but not necessarily the same views. It’s the diversity of views—the ability to agree and disagree—that moves us toward our goals. PDJ

“… it’s important to seek out challenging assignments and tasks that others avoid.”

Sharon S. Hamilton

This EY Partner says one key to a successful career is network building. Early in my career, I focused on building my skills and experience. I took on any assignment given to me. I built a strong reputation for doing great work and became a go-to person for difficult assignments. I believe it’s important to seek out challenging assignments and tasks that others avoid. It builds your credentials and reputation. As I became more senior, I recognized the importance of building networks. I realized that clients make decisions based on qualifications and, just as importantly, on relationships— whom they trust and who is top of

mind. I knew I needed to focus on building my network. I think this is often difficult for women. We tend not to self-promote. We think that if we work hard and do good work, we’ll be recognized. Realistically, that’s not enough. We need to push ourselves out of our comfort zones and build networks. For me, it felt like trying to break into the old boy’s club. For instance, networking often happens on the golf course. Having never been a natural athlete, the thought of golfing with clients was horrifying to me. But, it was the best way to get to know certain people, so

I decided to try. Initially, I wasn’t very good, but I soon found that people appreciated the effort and were very encouraging. Over time, I got better and now, I actually really like to golf! My advice to women is to start building your network early. Make time to connect with all of your contacts, not just those you feel comfortable with today. Don’t be shy about discussing your strengths and successes. Always have your personal elevator pitch ready. Ask for opportunities. Don’t be afraid to step outside your comfort zone and take on something new. PDJ

Read more at WWW.DIVERSITYJOURNAL.COM

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Danna Lyons

For the Owner of Unique Experience, success means making room for work, leisure, play, love, and rest in her life.

I am not a workaholic. I truly believe that the only way for success to pervade my life is by having a healthy balance of work, leisure, play, love, and rest.

I spend a great deal of time meditating. I meditate on a daily basis and attend regular meditation retreats. I’m about to go on a short four-day retreat with a group of my meditation friends. We will spend about eight hours a day in meditation, and receive guidance and teachings from our teacher during the course of the four days. My practice helps me feel connected to a higher power, so that when challenges arise, which are inevitable, I know that all things will work out for the best. Meditation really grounds me and allows me to have the strength, courage, and confidence I need to accomplish my work goals, my family goals, and my life goals. It also helps having a deep inner love for my work. I love our Milk Money

Congratulations, Marci! We’re proud to see one of our valued leaders named to the 2015 Women Worth Watching list. At Sprint, we’re proud of all of our employees. And Marci Carris is the epitome of what it takes to continue building a strong and diverse workplace. Thank you, Marci, for your outstanding dedication to Sprint and its customers.

storeowners, and am in awe of their accomplishments. I truly love and am dedicated to the message of Milk Money—an earth-smart business that helps to strengthen families, communities, and, ultimately, the world. PDJ

“I MEDITATE ON A DAILY BASIS AND ATTEND REGULAR MEDITATION RETREATS. ”

Mary E. Purkiss

Nowadays, this COO of Iron Medical Systems sees her career—and her life—in a new, brighter light. I’d love to say that I had always planned to be where I’ve found myself. But the truth is, I’ve been incredibly fortunate to have had business partners that often provided the trailblazing notions. Then I used my skills and knowhow to turn prototypes into working realities. Having breast cancer made me take a hard look at the sheer volume of time I had spent working—on planes and at my computer, instead of with my children, husband, or even taking care of myself. It was a profound wakeup call

and perhaps the cruelest blessing of my life. Clearly, it was the most impactful, life-changing event I had ever experienced, and changed how much I allow business to intrude into my personal time. Since my diagnosis in 2000, I’ve become more focused, yet free spirited; more driven, yet relaxed; more confident, yet introspective. I never knew how much I loved my life until it was threatened. PDJ

“Having breast cancer made me take a hard look at the sheer volume of time I had spent working” Judy Snyder

This SVP and CIO for Kelly Services developed her EI and became a successful team leader.

The “inner work” I have done is in the area of emotional intelligence (EI). I stumbled upon this concept during a leadership meeting at a former company. As I sat with my IT colleagues, we began discussing our Myers-Briggs (personality test) results. The facilitator had us stand in a U-shape based on our scores. I was on one side of the U, while the majority of the others were on the opposite side of the U.

It was a defining moment for me. It was the first time I realized why I didn’t really understand my colleagues. I wouldn’t say we were a dysfunctional team, but we clearly didn’t understand each other. Even though we had a lot in common—we were technically competent, successful leaders—I didn’t realize how different we really were. For example, I was (am) an extrovert, and the majority of my colleagues were introverts, which is common in the IT/ engineering area. I tended to brainstorm in real time, but my colleagues liked to think issues through before speaking. So, when I would initiate a discussion with a team member in the

hallway about an idea I had, it never went well. Now I realize it was better to send out an email with the idea (to give them time to think) rather than approaching them on the spot. The better I knew myself and my colleagues, the better we were able to work together. No “type” is right or wrong. But it is important to understand we are all different. This one tool in the (unofficial) EI tool suite is the most powerful one I have to successfully build stronger teams (and one-to-one bonds). This is not only satisfying in my career, but in all areas of my life. PDJ

“I tended to brainstorm in real time, but my colleagues liked to think issues through before speaking.” Read more at WWW.DIVERSITYJOURNAL.COM

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“Find people who encourage and push you.”

Alice Fisher

This Office Managing Partner at Latham & Watkins recommends having—and being—a mentor. I have been blessed with opportunities and challenges that have allowed me to continue to grow professionally. I have been open to them and lucky to have people around me who have opened doors, looked out for me, and supported my pursuit of them. My role as managing partner of Latham in DC, and at the Justice Department leading the Criminal Division, allowed me to be in a position to help and mentor other lawyers. At Latham, we have a formal mentoring program for men and women that pairs new lawyers with more seasoned attorneys to ensure that professional support and guidance is accessible.

Personally, I enjoy helping young lawyers discover their goals and find opportunities to achieve them—sometimes within Latham’s walls, sometimes not. I have learned that, wherever they are, opportunities are easier to see, evaluate, and grab when you have support from people who care about you. I recall a prosecutor at Justice who wanted to take on a different area of law and learn to lead. Together, we created a plan. Now, she is the head of enforcement for a government agency and leading more than 300 people. I am happy to have played a small role by encouraging her, opening doors,

and giving a little push on the way. Mentoring is more than top-down. At Latham, I am surrounded by incredible people. My current role is the best of both worlds: I get to be strategic for my clients, and I am surrounded by peers, mentors, friends, and family who serve as confidantes, sponsors, and allies. The bottom line? Find people who encourage and push you. These are the people who will help you gain the experience and confidence you need to make your next move—and your biggest moves. PDJ

Read more at WWW.DIVERSITYJOURNAL.COM

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Karen Wells Roby This US Magistrate Judge uses her own career inspiration to help motivate young women today.

As a young girl, I remember having a poster on the wall in my bedroom that read, “If you can dream it, you can think it. If you can think it, you can become it.” This phrase resonated with me, and I always thought about the

possibility of becoming an attorney. However, this goal seemed unreachable to me, because all of the images of lawyers on television at that time were male and white. I had not met a woman who was also a lawyer. It was not until the summer of my junior year in high school that my goal became more tangible. That summer, I spent my time studying law and philosophy in a program designed for minority high school students. It was there that I met the woman that would be my mentor for more than 20 years, Bernette J. Johnson, (now Chief Justice of the Louisiana Supreme Court), who was a practicing attorney at the time. During that summer, I had the opportunity to shadow then attorney

Johnson. She was the first African American woman who was also an attorney that I had ever met. Having her as a mentor and guide through my career—in her role as an attorney and, now, as a judge—has served as a visual example of what I could achieve. Mentoring is the most basic method of motivating and encouraging a young person to believe she can achieve what may seem to be a distant and almost impossible goal. I attribute my personal success to a combination of factors—my mentor, my belief that God will bless the work of my hands as I mentor to other young people, and my lack of fear about walking through doors that were previously closed. PDJ

“… my lack of fear about walking through doors that were previously closed.” Rosie Marie Peterson

The Director of Institutional Diversity Initiatives for UT Dallas believes purpose fuels her courage. I believe goal-setting is the key to career success. I usually develop a fiveyear strategic plan, and in the fourth year, I reevaluate the plan for necessary changes. At the age of 55, I used this strategy to make a cause-focused career move. I quit my job in Mobile, Alabama, and took a pay cut to move to Dallas, Texas, for the opportunity to be closely involved in sickle cell disease research. I fully understood the needs of the patients and families suffering with this disease, and I wanted to support the researcher working on a cure. I was truly surprised that I had the courage to move.

I firmly believe it is important to have a purpose to your work. The mentors in my life provide me with the benefit of several different points of view, but I am responsible for making the final decisions. I measure my personal growth and accomplishments while supporting the vision of the company. I learned early that to be successful, you can’t be the weakest link on the team, and it’s okay to be cast in a supporting role in order to achieve the common goal of the team. But to pull this off, you must be confident in your own skin. PDJ

“I firmly believe it is important to have a purpose to your work.”

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“… identify work that is meaningful to you; then, invest fully ...” Candida Brooks-Harrison and Sandra Bernabei

Founding members and Directors of the Undoing Racism Internship Project take a team approach to success. The National Association of Social Workers, NYC Chapter (NASW-NYC), founded the Undoing Racism™ Internship Project (URIP) to refocus social work education on areas of study that can help students break cycles of systemic racism that inhibit us as a society from building toward racial justice. Formed in collaboration with the Anti-Racist Alliance, the People’s Institute for Survival and Beyond, Jewish Board of Family and Children’s Services (JBFCS), and New York area universities, two program advisors

have been instrumental in helping the URIP to grow and progress: Board President Sandra Bernabei and First Vice President Candida Brooks. “Social work and education have a history that is steeped in social justice and reform,” says Brooks. “In order to achieve positive outcomes for all and to affect change, we must be flexible in our ability to synthesize different lived experiences, and keen in our analysis of the impact of interconnected systems.” “Our election in 2012, as a team,

to the Board of Directors of NASWNYC lifted up the work of so many we have been organizing with for so long,” says Bernabei. “Social work has many voices and areas of practice to build upon in collaboration. “Women can accomplish much when they work together. Start by identifying the work that is meaningful to you; then, invest fully, join or create a collective, and find innovative ways carry the work forward.” PDJ

Read more at WWW.DIVERSITYJOURNAL.COM

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“Pausing enables me to have a clear and conscious plan for becoming a more effective leader ...”

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Anastasia Dzura

Unilever’s Foods Planning Director says the most productive action starts with a pause. I work in a fast-moving consumer goods business, so I am constantly asking, “What’s next?” This important question defines the vision and pace for our team. But I have learned that it is equally valuable to PAUSE and ask a different question, “Where am I—personally—right now?” The ability to step back from the day-to-day and pause does not come naturally. Reprioritizing other folks and activities with urgent deadlines is an easy trap to fall into. Pausing, however, is absolutely critical for me to stay grounded in my values and development priorities. Looking into this personal mirror lets me ask myself

some important questions: How am I showing up at work and home? Am I being my authentic self? Are the places I invest energy aligned with my vision for myself, my team, my family? How am I connecting to my values? What is inspiring me? When I pause, I gain insights into where I am leveraging my best self and where I need to course correct. Sometimes the adjustments required are small and, other times, they’re much more significant. The first time I consciously paused, I realized that despite a rewarding role and a fantastic manager, I was not living my personal life vision. A change was vital. With

the outcome uncertain, I took the risk of relocating geographically and tackling a new role. When I began to live my total life vision, I unlocked personal energy and creativity changed my professional performance. And I was offered new and exciting career opportunities that accelerated my development. Pausing enables me to have a clear and conscious plan for becoming a more effective leader, to build stronger business relationships, to do meaningful work, and to ensure I am making the best choices for my family. PDJ

Brigadier General Tammy Smith

Character and commitment define the US Army Reserve’s first openly gay Flag Officer. How do you make yourself stand out? It’s easy to tell people to “take the hard jobs,” but preparation for the hard jobs is what really matters. I focused on building the skills I needed for the next level. This forward-focus positioned me to accept new opportunities without hesitation. My personal reputation is what made me stand out and get offered the hard jobs. I was consistent and people trusted me. I earned this reputation by balancing technical competence, mission commitment, and leader character. Building technical competence is the easy part—you do it by getting out of your office and learning from your people. You read professional journals and interact with your peers. You study your trade and expand your technical foundation. Mission commitment is a little harder because you can’t fake commitment. Don’t take a hard job just to get ahead if you don’t believe in what you will be producing. Wait for a better opportunity, so that your commit-

ment is authentically aligned to job expectations. Your people can spot a fake. Without commitment, you might be tempted to burn a few bridges to excel—the short-term gain can damage your long-term reputation. Your leader character will make you stand out. Your character is underpinned by your values, which are constant. My opinion is that, in American society, men outpace women in their access to character mentoring. Young men are taught about character while young women are taught appropriate behaviors to fit in. Find a character mentor. I am fortunate because Army character development and mentoring is gender neutral. My values are the Army Values—loyalty, duty, respect,

selfless service, honor, integrity, and personal courage. By establishing a link between your values and your behaviors, you will develop a strong character that inspires others with trust and confidence. PDJ

“Young men are taught about character … young women are taught appropriate behaviors to fit in.” Read more at WWW.DIVERSITYJOURNAL.COM

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“… not being afraid to be AUTHENTIC makes me more BELIEVABLE.”

Allison Conyers

For the Vice President of Programs at Virginia Center for Inclusive Communities, authenticity is the key to success.

In my work as a facilitator and trainer, transparency and authenticity are my most important assets. It is critical to my work with corporate partners, educators, and other nonprofit organizations that I always present my true self—even though it may seem antithetical to the way we do business today. In my sessions, I am clear about the mistakes I make and ask for forgiveness. I ask questions, even when I don’t know the answer. I share personal and professional stories that are relevant to the audience and will facilitate learning—even when they aren’t flatter-

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ing. In past workshops, I have cried, giggled uncontrollably, and told way too many Harry Potter jokes. Once, I even tripped and fell! But not being afraid to be authentic makes me more believable. My audience knows I am telling the truth because they can see it. And my truth telling encourages them to share their truths, as well. When I am clear that I do not know everything, participants are also encouraged talk about what they do not know. We become open to new ideas and create space for new knowledge about each other and ourselves. Allowing ourselves to step out of the

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“Theater of Perfect Beings” and model authenticity helps uncover this important truth—none of us is perfect. There are a lot of people who will tell you that, to succeed, it is important to model the behaviors of those in the upper echelons of your organization. That just doesn’t work for me. Instead, I choose to model behavior that can transform organizations into more inclusive workplaces. Because, according to research, inclusivity helps a company be more innovative and more successful, which helps improve the bottom line. PDJ

Lynn Kelley

This Union Pacific VP isn’t impressed by titles. She’s looking for challenge and balance. Throughout my career, I’ve encountered three major life lessons that required extensive “inner work.” I’ll just share one. In my mid-thirties, I left my job as chief operating officer of a small hospital to pursue a PhD. Why? I realized I had focused on “moving up the ladder” at the expense of my personal fulfillment and my family. In the months leading up to this decision, my mother, my husband’s mother, and husband’s brother all passed away. We were reeling as a family. The wake-up call came when I realized all that really mattered was my family and whether I loved what I was doing. The job had to go. Since that time, I’ve looked at every

fork in the road with indifference toward title and status. Instead, I’ve looked for the most fulfilling opportunity that also will allow a balanced life. If you were to look at my résumé, you would see some pretty strange things. I went from a vice president role to an individual contributor position because I wanted to learn the skill set. Another time, I had two internal offers on the table—vice president and

manager. You guessed it. I chose the manager role for the challenge and the balance. I love Sheryl Sandberg’s book Lean In: Women, Work and the Will to Lead, and I believe in it. I feel that I always “lean in.” It’s just that when I lean, it’s not due to the title or the prestige, but rather the personal growth opportunity the role offers. PDJ

“I realized I had focused on ‘moving up the ladder’ at the expense of my personal fulfillment and my family.” Read more at WWW.DIVERSITYJOURNAL.COM

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uilding a team I can rely on is a critical factor to my success in corporate law. It is also the most valuable thing I can offer to my clients. In antitrust and commercial litigation, the stakes are always high; knowing there is a team—a professional support system—in place to deliver the highest quality work gives clients peace of mind. I’ve worked with my current core team for approximately ten years. It comprises smart, ambitious law-

Keila Ravelo

For this Partner at Willkie Farr & Gallagher, the team is the thing. yers—leaders in their own right— who work collaboratively, so we can all get an excellent job done for our clients and grow professionally. Each person has strengths critical to the team’s success, and we truly complement one another. Not only do we support each other, we look out for one another personally and professionally. As the mother of two, I am able to enjoy a healthy work-life balance because of the team I have with me. What surprised me about working collaboratively is how rewarding loyalty can be. After ten years,

I am proud of the fact that our team works seamlessly and wants to stick together. When we moved to our current firm a few years ago, one key team member was hesitant about the move. I told him if he didn’t want to make the move, our whole team would stay put. We needed to stick together. I promised him the move would provide significant opportunity in the long run and he trusted me that it would. We know now it was the right move, because Willkie has been a great platform for the entire team. PDJ

Amorell Saunders N’Daw

University of Toronto Scarborough’s Director of Governance on the benefits—and pitfalls—of standing out.

I naturally stand out—whether inside or outside my organization— because I am a woman of colour. I am intensely aware of my visibility and have worked hard to demonstrate my value to an organization. Did I need to work twice as hard because of my visibility? Perhaps. But I believe the

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key to getting people to know who you are and what you can do rests in doing great work. When you deliver exceptional results, people take notice. I have worked hard to produce work that is of extremely high quality. I have kept my standards high and, at times, made unrealistic demands on those I worked with. One of the lessons I learned along the way is to keep expectations high for myself and low for others to minimize any disappointment with outcomes. Another way I have learned to stand out is to invest in relationships. I have nurtured and maintained connections with people with whom I have worked, whether they were a supportive colleague, a trusted supervisor, or a cheer-

ful peer. Having a deep and strong network has served me well throughout my career. You never know where your career path will lead, so it’s best to treat everyone you meet along the way with respect and kindness. I also volunteer in my community, using my skills and experience to help organizations meet their goals. Volunteering has many benefits, including helping you build new connections, and I have encouraged those I mentor to consider how volunteerism can enhance their personal and professional outlook. I also encourage them to be approachable, assertive, and open to sharing their knowledge and skills. These are the prerequisites for getting noticed. PDJ

“… be approachable, assertive, and open to sharing your knowledge ...”

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“Each person has strengths critical to the team’s success ...” Read more at WWW.DIVERSITYJOURNAL.COM

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“Identify and develop your personal brand.”

Stephanie Evans

This Partner at WilmerHale advises women in law—and all professions—to speak up and stand out. o succeed in the legal market, or really in any profession, it is important to be a self-advocate and to establish a personal brand. Yet, far too many women fail to do so. Instead of speaking up at a meeting, they remain silent and return to their offices thinking about what they wish they had said. My advice is to stay strong and step outside your comfort zone. The more you put yourself out there—sharing ideas, asking questions, attending events, or getting involved in projects that you would not normally choose—

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the more you stand out from the rest. And standing out really does pay off. The person sitting next to you at a conference may have a connection to a business owner you have been trying to get in touch with. Speaking up and standing out can help you get connected. Identify and develop your personal brand. And think about what is important to your clients. Showing that you truly have an interest in what is important to them, and what will work best with their initiatives, makes a huge difference when they are looking

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for someone to work with. The firm has many initiatives that bridge gaps and fulfill needs, and I have taken advantage of that. I’m involved in the firm’s Women’s Leadership Initiative and Diversity Committee. Through my involvement, I’ve gotten to know many people that otherwise I probably would not have come in contact with. The more you get involved, both inside and outside your community, the more people you will touch and the faster your professional network will grow. PDJ

for a diverse supplier mix.

At PNC, we value diversity and recognize the value of fresh perspectives, ideas and the efficiencies it brings to our company and the communities we serve. Thatâ&#x20AC;&#x2122;s the reason we are committed to building and maintaining relationships with diverse businesses and the organizations that support them. To learn more about supplier diversity at PNC, visit pnc.com/supplierdiversity.

WO M E N WO RTH WATCHIN G

Sepideh Nasiri

Women 2.0’s former Vice President believes in getting involved. help others. Throughout my career, when opportunities arose that would allow me to do something I knew I would love to experience or to learn, I have been quick to express an interest. I have found many ways to get involved—like contributing to different projects, mentoring young career women, or advising team members— that are impactful and create positive change. Anyone can do this, and we all should. With time, your network and peers will begin to recognize what you can offer, because they will have either Getting people to know who you are and what you can do takes time. I have found that the best way to stand out is to use your ideas and talents to

experienced your skills first hand, or heard about your capabilities from others you have worked with. To really succeed, you need to step out of your comfort zone. When you “play it safe,” you’re not challenging yourself to overcome fears, learn something new, build, or innovate. One of the hardest challenges I had to overcome was my own fear of failing. It’s why the advice I most often give other women is not to look at challenges as roadblocks. They are there for you to conquer. PDJ

“Don’t look at challenges as roadblocks. They are there for you to conquer.”

Congratulations to our own Tatum Buse, one of 2014’s Women Worth Watching®. As Rockwell Collins vice president of Finance and corporate controller, Tatum Buse makes daily contributions that strengthen Rockwell Collins and serve as inspiration to other leadership-minded women in the workforce. We’re committed to providing an environment that supports women who, like Tatum Buse, will become leaders worth watching. rockwellcollins.com

RC_Diversity Journal Ad_half page_Buse.indd 1

8/21/14 11:48 AM

Cynthia Cancio

WilsonHCG’s Vice President of Recruitment found inspiration in her startup’s culture. My first position out of college was a great jumping off point for my career. I worked at a large corporation, and I was in a position where I could learn about—and touch—many facets of business. However, within three years, I began to feel restless and no longer challenged. It was then I decided it was time to make the leap, and start a new career adventure. I wanted to join an organization

where I would feel my work had more impact. WilsonHCG was that organization. At the time, WilsonHCG was a small, but growing, company. It was definitely an adjustment going from a very large corporate environment to that of a startup—an environment in which every position “wears many hats.” But the teamwork and passion I saw in my coworkers each day truly inspired me to produce my best work.

This culture has been invaluable to my development, teaching me lessons that have shaped my character and made my career extremely rewarding. I’ve learned to embrace failure, to take risks, and to be fearless. I’ve also learned it’s okay to make mistakes; in fact, the best learning often comes from mistakes, and sharing what you’ve learned humanizes you as a leader. PDJ

“… the teamwork and passion I saw … truly inspired me to produce my best work.” Read more at WWW.DIVERSITYJOURNAL.COM

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Rebecca Flick

For the Vice President and Treasurer at Recall, success means nothing without continual growth. Familiarity can be limiting. For 14 years, I was part of one of the nation’s largest, fastest-growing retailers, eventually serving as vice president of finance and treasurer. During the company’s most rapid growth, there was never a dull moment. However, once the organization moved to maturity, the controlled chaos I thrived on evolved into the comfort of predictability. I found myself relying too heavily on my title, and not forcing myself to grow. In short, I was bored. After more than a decade of helping to build something special, it was time for me

to start anew and broaden my horizons in a different industry. I took on a new role performing similar tasks in a new industry, and found the difference quite stimulating. For years my work had been limited to US markets. Today, at Recall, I interact with partners from multiple countries, which requires understanding many culturally unique business and communication styles. An added benefit of working in such a diverse business environment is that I’ve become a better listener and more attuned to the way things can be

misinterpreted by those who come from different backgrounds. To fully understand the nuances of intercultural communication, you cannot simply be focused on what you want to say next. So, when do you know it’s time to consider changing careers? When you come to a point where it feels there’s nothing left to master; when you’ve become too comfortable. Challenge yourself to learn new things, and never rely solely on what you knew when you woke up this morning. Growth begins at the end of your comfort zone. PDJ

“… never rely solely on what you knew when you woke up this morning.” 160

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Engaging

Diverse Perspectives Creativity as diverse as the people behind it. 3M knows that diversity is at the heart of our market-leading innovation for over 100 years. That’s because our culture values, encourages and rewards the rich and varied perspectives of our employees. It is their diversity of cultures, backgrounds and insights that powers our creativity.

Be part of what’s next 3M.com/careers-diversity

“… I build relationships that often turn into opportunities for collaboration.” Tomeka Hart

A busy VP with Teach For America, Tomeka says relationships are the key to opportunity and growth. I often tell people that the saying “it’s who you know” is only half of the formula for success. What really matters is “who knows you!” My advice is to make sure you get to know the people you work with—on all levels. I do this by simply showing up, being friendly, and having a genuine interest in what others are doing. I spend time getting to know the people I work with (or want to work with). I express an interest in their work, and find ways to get involved in what they are doing. By spending the time getting to know them and their

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work, I build relationships that often turn into opportunities for collaboration. When I see these opportunities, I act on them. To stand out, I learn as much as I can about my work; I seek to be seen as an expert in my field. Thus, I am visible (internally and externally) and accessible. I attend conferences and events where I know leaders in my field will be present. I meet as many people as I can, and follow up with them to set up meetings. This has helped me build a strong network of people, and has resulted in opportunities for me

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to attend other meetings and speak at conferences. It has also helped me to bring together people in my work. To build partnerships, I include others in opportunities that arise from my work. I seek out partners who share my vision and mission, and work to build collaborations based on that common ground. To move forward in your career, you must get noticed. To get noticed, people must know you. I think this is the most important thing a person can do for her own growth. PDJ

At BAnk of the West, We vAlue the individuAl.

Different perspectives generate fresh ideas. That’s why at Bank of the West, we value diversity and equal opportunity for all our employees. We’ve grown stronger thanks to our unique blend of people. After all, in today’s competitive banking environment, it is our employees that keep us a step ahead of the rest. For career opportunities, visit us online at bankofthewest.com. Bank of the West and its subsidiaries are equal opportunity/affirmative action employers. Member FDIC. ©2012 Bank of the West.

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g n i r e b m e m e R Paula Menkveld For this 2015 Woman Worth Watching® Award Winner, every award was a reflection of the team. Paula Menkveld defined leadership. As Freudenberg-NOK Sealing Technologies Director of Customer Service, Menkveld was unabashedly enthusiastic about her role, her team, and opportunities to improve FreudenbergNOK’s Customer Service Division. Menkveld, who joined FreudenbergNOK in 2006, worked with her team to reenergize the company’s customer outreach and reputation. Three years ago, she successfully developed and launched the highly successful People Organized to Deliver Service (PODS) program (including 24-hour Blue Phone Customer Service) to further build the company’s relationships with its customers. The PODS program, in combination with Menkveld’s insistence that every customer inquiry receive a prompt, courteous, and precise answer, resulted in a 30 percent improvement in the department’s response and acknowledgment record. Despite a complex portfolio of more than 20,000 components, Menkveld helped her team maintain business protocols that have established rocksolid relations with internal and external customers. A leader in life, Menkveld’s contributions will be felt long after her untimely death on July 11, 2014.

“Paula possessed an extraordinary range of talents and a most exemplary character, which will be celebrated, mourned, and missed,” said David R. Monaco, president of General Industry North America, Freudenberg-NOK. “May we all remember Paula and pay tribute to her gifts by demonstrating her exceptional leadership, humility, and grace in our own lives.” Menkveld’s leadership qualities and professional achievements also resulted in her selection as one of Freudenberg Sealing Technologies’ top 20 executives of 2014. Menkveld was too sick to attend the award ceremony in Istanbul, Turkey, but continued to exhibit extraordinary leadership from her hospital room, sending the following email to her team: Good Morning, Team! Wow—what a week that didn’t happen! As you might know, I was to be in Istanbul, Turkey, this past week as our representative to accept an award for Leadership presented to recognize the changes implemented in Customer Service over the past 12–14 months in North America. Unfortunately, that was not to be due to recent health challenges. But this did get me to thinking very

closely about what we have done and been successful at during the past several months. This has NOTHING to do with me. Nothing at all. It has everything to do with YOU! You were presented with a list of requests and requirements, and seized upon them. What can I say? You are the LEADERS—you are the STARS! And you shall each remain a star in my heart always. Sharing, guiding, leading are each of the gifts you possess, not just in Customer Service, but in life. Mothers, sisters, wives and significant others, customer service team members, teacher aides, shipping support, and runners to get product out of the door, you make it happen for the Team and FNST. I AM SO PROUD OF EACH AND EVERY ONE OF YOU. As my life passes another transition, please know that this is merely a move forward for me and an achievement for you. Thank you for your continuing support, now and as you have always given. You are each precious to me and to your families. Kind Regards, Paula

PDJ

Read more at WWW.DIVERSITYJOURNAL.COM

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INNOVATIONS THAT FUEL A WORLD OF GROWTH

Embracing differences, creating possibilities, growing together -- that's what diversity is all about. Unilever understands the importance of diversity and inclusion and that's why it is a critical component of our business strategy and an integral part of everything we value and do. Special congratulations to our 2015 Women Worth Watching award recipient Anastasia Dzura, for her ongoing contributions to Unilever.

For more information, visit www.unileverusa.com

In my own words 10 questions on work, life, and leadership with Princess House CEO Connie Tang

The first woman president and CEO of the 50-year-old direct selling leader Princess House, Connie Tang is one of the most recognized and influential leaders in the industry today. Tang’s success at companies like BeautiControl and JAFRA—and now at Princess House—has made her a sought-after speaker for multi-industry corporations. She’s gained a public following too, thanks to appearances on NBC’s The Today Show, CBS’s The Talk, The Daily Buzz, CNN en Español, Univision, and Telemundo. She has also been featured in publications like Entrepreneur Magazine, where she’s used her platform to explain the benefits of direct selling to an increasingly receptive audience. “Direct selling is becoming recognized as the easiest pathway to entrepreneurship,” says Tang. “I’m a tried and true believer in the power of direct sales to enable women from all walks of life to become their best selves. With the rich legacy that Princess House has built in providing superior products and income opportunities to tens of thousands of women and families, I look forward to building on our success and growth as we enter our next 50 years.” PDJ

Read more at WWW.DIVERSITYJOURNAL.COM

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Smart Is Not Enough

Why Social Intelligence (SQ) may be the key to career success for women and minorities by Phyllis Levinson, PCC

Study hard, get good grades, go to college. Study hard, get good grades, go to graduate school. Study hard, get good grades, get a good job. Wash, rinse, repeat. This path, built on intellectual attainment, is supposed to be our golden ticket to a lifetime of career achievements, progress, and success. “Nose to the grindstone” is the mantra. Then, for too many women and minorities, reality hits. Suddenly, being smart is not enough to move ahead. Nose to the grindstone does not result in promotion. Burning the midnight oil does not translate into making partner. What went wrong? Nothing. Our plan was not incorrect, it was merely incomplete. Being intellectually intelligent (IQ) is necessary, but not sufficient, for career success, especially for those who are not straight white men. Academic achievement gets one in the door. Staying in and succeeding is the challenge. Emotional intelligence, or EQ, was popularized in the mid-1990s by Daniel Goleman. EQ is our ability to manage ourselves and our emotions. In the workplace, this means acting and reacting to events appropriately, such as maintaining your composure and ability to perform under pressure. However, as important as EQ is, it is

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also necessary, but not sufficient, for success. Social intelligence (SQ), far less known and discussed, is the missing piece needed by everyone, particularly women and minorities, for career advancement. Having a high SQ means being able to understand and successfully navigate the workplace culture. Goleman describes SQ as our ability to be intelligent about our relationships. If EQ is inner-regulation, then SQ is inter-regulation. Confidence in navigating the workplace culture—high SQ—is the major obstacle for women and minorities. Culture is largely shaped by the dominant group, which for most workplaces is straight white men. This is not a conspiracy or a plot. We all tend to befriend people who are similar to us, or with whom we have the most in common. We take work breaks with our buddy. We grab a quick lunch with our friend. Women do this. Minorities do this. Straight white men do this. For the latter group, however, this often results in power begetting power. Women and minorities, in particular, need to have high SQs. They need to be perceptive, vigilant, and deliberate in how they navigate the workplace culture. There are six keys to unlock-

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ing the workplace culture door: 1. Entitlement. You are smart and have proven your worth. This entitles you to attend the important business dinner or the client pitch, or get your piece of the new project. If you are not getting your fair share, speak up. Claim what you have earned. You must truly believe you are entitled or nothing will change. 2. Mentors and Champions. Some people are fortunate to easily acquire great mentors who help them shape a successful and rewarding career. If this is not you, then make it happen. Identify people from whom you can learn or whose work you admire. Ask them if you can talk on a regular basis—perhaps during early morning coffees, monthly lunches, or weekly fifteen-minute check-ins. Be honest and direct in your request. 3. Real vs. Imagined Conversations. Too often we play out in our minds how we think a conversation would unfold, reach a conclusion, and then never have the actual conversation. Preparing for a conversation is wise. Having the actual conversation is a must. Even if the conversation does not prove fruitful, you will have been heard and are now on the person’s radar.

“Not being automatically part of the workplace power club is a given for women and minorities. We can bemoan that fact or we can take action.” Read more at WWW.DIVERSITYJOURNAL.COM

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4. It’s Not About You. We too often personalize things that are not about us. This can be more challenging when we are not part of the power group, because we are less adept at reading the signs and signals from those in control. Most people are not being deliberately rude or dismissive. The felt slight from the person who walked by you without a hello is not reason for you to reach any conclusion without more information. Perhaps they just received bad news or are late for a meeting. Not sure? Ask. 5. Topic Sentences. A topic sentence is the first sentence of a paragraph that lets the reader know what is to follow. Powerful speaking works the same way; give the listener the topic sentence and then fill in the details. When our insecurities get the best of us, we unnecessarily preface our statements, thereby diluting our message and our power. “You may not agree with me” or “I don’t know if this will work, but...” automatically lessens the impact of anything that follows.

6. Option C. We humans are an either/or, yes/no, right/wrong species. We do not give ourselves enough choices. Either we a) go to the gym for an hour or b) we sit on the couch and watch TV. We do not consider c) walking around the block for fifteen minutes. Such either/or thinking can sink careers. Not invited to the important dinner? Ask if there is an available seat. Not included in the project-planning meeting? Voice your desire to be involved. You can tell yourself, “If they wanted to include me, they would have, so I am not going to ask,” or you can speak up and advocate for yourself. Option C is the high-SQ approach. Not being automatically part of the workplace power club is a given for women and minorities. We can bemoan that fact or we can take action. Taking offense or feeling hurt keeps us stuck. Successfully navigating the workplace culture—demonstrating high SQ—is the key to career growth and success. PDJ

Phyllis Levinson, PCC, is a certified life and executive coach with clients and speaking engagements throughout the United States. Her book, Life-ku: 101 Life Coaching Tips, 17 Syllables at a Time, will be available early October 2014 through Amazon. Phyllis can be reached through her website at www.bigtentcoaching.com.

There’s Wealth in Diversity

We promote a diverse and inclusive corporate culture At RBC Wealth Management, we recognize and value the many important contributions of women. Which is why we promote an environment where women can be successful. And why we deliver programs and tools to help women create the futures they want. For their clients, for themselves ... and for the people they care about.

There’s Wealth in Our Approach.™

Congratulations Mary Sumners for being named one of the Profiles in Diversity Journal’s Women Worth Watching. Mary Sumners, Head of International Wealth - USA Business Channel © 2014 RBC Wealth Management, a division of RBC Capital Markets, LLC, Member NYSE/FINRA/SIPC.

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Structure congratulates partner

Stacey Wood and all of the other exceptional leaders selected as this yearâ&#x20AC;&#x2122;s Women Worth Watching.

Innovation, drive, and focus are just a few of the attributes that continue to fuel Staceyâ&#x20AC;&#x2122;s success. Her drive and customer focus have helped to shape Structure, a firm dedicated to providing innovative solutions for transformational change in the energy industry.

Learn more at: thestructuregroup.com

Inspirational, knowledgeable, and colorful are words that describe Ruby Polanco, president of the Ruby Makeup Academy. Polanco is a successful entrepreneur that turned her passion into a multimillion-dollar business. Motivated by the lack of products for Hispanic and Latina women, Ruby created her own beauty line, Ruby Cosmetics, in 2005. After the launch of the line, she gained immense local popularity, and clients began encouraging Ruby to teach others her craft. Ruby originally saw the academy as a great way to promote her cosmetics line, but soon the school took on a life of its own. This year, Inc. Magazine named Ruby Makeup Academy one of the 500 fastest-growing companies in America. 172

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Finding Your CONFIDENCE

By Ruby Polanco

hen I first arrived in Los Angeles from Honduras, I was newly divorced, nearly homeless, and could barely speak English. I was fleeing an abusive husband, and my experience in that relationship had left me broken and feeling ugly, ignorant and small. My son was very young then, and I not only had to think about my own well-being, but also his welfare. I knew that, in order to make a life for us both, I had to first acknowledge my insecurities. Then I had to ask, “Why do those things make me afraid?” Education became both my foundation and my wings. It made me feel as if I could accomplish anything. I finished high school and became fluent in English. I went on to earn a BA in business management and a real estate license. But real estate, while profitable, just wasn’t my passion. Helping people feel more beautiful was. You see, for me, finding my beauty was, and is, a big part of finding my confidence. I’m not talking about a media standard of beauty, but rather accepting the fact that you’re magnificent and special and perfect—

beautiful—just the way you are. Even though I would eventually find my success in cosmetics, makeup is just an enhancement of the real splendor within. We don’t just teach beauty at the Ruby Makeup Academies. We also teach business, marketing, and presenting yourself with confidence. Confidence is not just skin deep. That’s why I stress the importance of continual education with my students. Learning makes you feel equipped, and knowledge always makes you feel more confident. Reading is a wonderful way to keep learning. I read books on self-esteem, marketing, and growing a business. I also try to attend a growth seminar at least once a year. They are the tools I use to better understand myself and to fight off the insecurities that can erode my confidence. Being confident takes work. It’s still a fight for me every day. Those old insecurities sometimes creep back in howling, “You’re ugly, you’re ignorant, and you’re small.” But every day, I find different ways to make myself feel beautiful, wise, and tall. PDJ

Read more at WWW.DIVERSITYJOURNAL.COM

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With a Side Order of Advice “A lack of role models in the food industry makes it challenging for women to find their paths,” says 35-year veteran Rebecca Black. By Rebecca Black, Director of Operations at Chronic Tacos

When I was about 17 years old, I took a job washing dishes at the local Pizza Hut restaurant, just as many of my friends did, so I’d have some extra spending money. But unlike most of my friends, I found that I actually enjoyed my time at the restaurant, having friendly interactions with customers and coworkers and being an integral part of the dining experience. By age 18, I’d been promoted to general

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manager, which was unique, given my young age and the rarity of women in the workforce at that time time. Pizza Hut corporate provided tuition reimbursement so I could stay with the company while attending college. Fast forward through the next 20 years— which included earning my degree, several years of changing diapers, and taking on the role of corporate training manager for a franchise that was actually tripling in size—and I was ready to take on my next challenge. I invested in, and grew, a Papa John’s and Panera Bread franchise before I found what I was really looking for—a position that would combine both my franchisee and franchisor experience. I found it at Chronic Tacos, as director of operations for this growing casual restaurant chain. After more than 30 years of working in the food-service industry, I’ve experienced firsthand the generational changes and improvements in how people perceive and respond to businesswomen. Having started in the industry at a very young age, there

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were few women to model myself after or aspire to emulate. There were no female mentors to rely on for the advice and counsel I needed. Although the number of women in executive leadership roles in this industry has certainly increased over the years, women still represent a mere 25 percent of leadership. As a result, finding the right mentor can often be challenging for young women looking for career advice in this industry. In my experience, the best way to expand your network and identify your own “crew” of advisors is to join women-based organizations and attend networking events as much as you can. It’s not enough to merely swap information; you need to be proactive to make the most of your newly found associates’ potential reach. Having a “crew” or group of mentors—as opposed to just one—is key, as it allows you to tap into a variety of expertise and see situations from different perspectives. About 10 years ago, I joined the Women’s Foodservice Forum, as

well as the International Franchise Association’s Women’s Franchise Network—both of which have been extremely important to my growth. The things I learn are often eye opening, as I’m able to gain the perspectives of women inside and outside my industry. Another significant obstacle businesswomen face is the outdated, conservative mindset that “women weren’t invited to the party, but showed up anyway.” This outlook, paired with women’s minority status in leadership ranks, causes many of us to feel like we need to be better at everything and prove our worth— just to gain access. For some women, this has led to the distressing and unrealistic idea that we should be able to do or have it all. No one can. Not only do some women try to do it all, but try to do it all flawlessly. In my experience, I’ve found that I’m able to be the best mother at home and the best leader at work when I choose my priorities and do everything I can to make them count. Yes, there have been times when I’ve had to sacrifice a family function or a sporting event for a business meeting—or vice versa. But I’ve decided, since I can’t

have it all and be everywhere at once, I’ll make sure I’m 100 percent committed to whichever activity or event I choose to attend. This way, there are no regrets. Since I first joined the workforce, there have been significant shifts and advancements in how women are viewed in the workforce, and how workingwomen view themselves. Today, nearly 50 percent of the business world is made up of women—a large step for gender equality and progress. Unfortunately, the number of women in executive roles isn’t close to being equal. Change does take time, but it will occur faster if women work together for advancement, and continue to stay active, vocal, and dedicated in our quest for respect. PDJ

“Having a ‘crew’ or group of mentors…allows you to tap a variety of expertise and see situations from different perspectives.”

Rebecca Black is the Director of Operations at Chronic Tacos, a growing fast casual franchise that delivers true Mexican flavor with authentic third-generation family recipes. Learn more at eatchronictacos.com. Read more at WWW.DIVERSITYJOURNAL.COM

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PPL Corporation proves to be a good conductor for career success by Noëlle Bernard Boyer Growing worldwide energy demand has brought the need for a larger and more diverse energy industry workforce into sharp focus in recent years. The world’s electricity needs are projected to grow 56 percent by 2040—28 percent in the US alone.* Meeting these energy demands, as well as climate-change goals, will require a broad portfolio of energy solutions. Leading the industry will be those companies with the brightest minds and most diverse perspectives. Which is exactly where Fortune 500 energy holding company PPL Corporation wants to be. Founded nearly a decade ago as the Pennsylvania Power & Light Company, PPL Corporation is a family of companies that includes seven operating utilities, delivering electricity and natural gas across Pennsylvania, Montana, Kentucky, Tennessee, Virginia, and parts of the United Kingdom.

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Today, PPL’s services reach more than 10 million customers globally, according to Kimberly S. Patterson, the corporation’s vice president of talent and workforce management. “We are very customer focused,” Patterson said. “We are continually striving for excellence—whether in our service delivery, how we generate power, or how we work with our communities.” “We think of diversity as a journey, not a destination,” Patterson adds. “We know that our numbers are on par with other utilities. And we continue to drive for higher levels of diversity and inclusion, so that we have the top-notch talent we need to meet the future—employees who are truly engaged in what they do.” Growing with PPL While energy remains a male-

PROFILES IN DIVERSITY JOURNAL September/October 2014

dominated industry, PPL is known for its strong commitment to making opportunities extremely accessible to women. “PPL has always striven to hire the best of the best, whether you’re a man or woman,” said Julissa Burgos, financial specialist. “It’s a company that values diversity and strives to hire the best caliber talent that it can.” Burgos has worked for PPL since graduating from the University of Pittsburgh 13 years ago. “I’ve never felt at a disadvantage as a woman working here,” Burgos said. “There is so much expertise in this company to draw from. It’s a place with a lot of growth potential and a lot of opportunity. You could take your career in new directions again and again, and never have to leave the company.” PPL’s business resource groups provide many avenues for professional

growth, networking, and community involvement. PPL currently has eight business resource groups. The company’s first—PPL Women’s Network (PWN)—was established in 1997. PWN provides leadership in developing women so they can reach their highest potential and serve as catalyst for success in a competitive environment. PPL and its employees are also active within the US Women in Nuclear (WIN) organization. WIN provides a network through which women in nuclear technologies can further their professional development. Opening the door to the future PPL prides itself on being deeply involved in the communities it serves. Early this year, the company was recognized for supporting the Greater

Lehigh Valley by raising $3.43 million in contributions for United Way’s 2013 Campaign. PPL has also been recognized for supporting and investing in education programs that help teachers and students understand energy and the environment, and prepares students for the workplace. The company is a leading advocate of helping underprivileged students gain access to better mentoring for careers in the fields of science, technology, engineering, arts, and mathematics (STEAM). In 2014, PPL joined with several partners of the Mentor Allentown Coalition to help the city of Allentown, Pennsylvania, win a national prize for encouraging STEAM ventures. “We take our commitment to the community seriously,” said Jim Brinkman, senior information specialist. “We realize that, even when we’re pro-

viding electricity, we’re not just doing a job. We’re providing a lifestyle—allowing our customers to turn on nightlights for their children, or keep their homes cool in the summer. “Today, and for the future, it’s gratifying know that what we do plays such a vital role in the communities we serve.” PDJ *U.S. Energy Information Administration 2014 International Energy Outlook. www.eia.gov/forecasts/ieo/world.cfm

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Building Lasting Relationships Congratulations to Anne Armao, our Vice President of Marketing and Product Development, for being honored with the 2015 Women Worth Watching Award. She exemplifies our customer experience vision: building lasting relationships.

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www.summacare.com

7 STEPS to a Successful Women’s Initiative by Elisabet Rodriguez

I have been involved in the consulting world for years, and have had the privilege of working with many interesting and progressive companies and institutions—specifically, by supporting them in the development of women’s initiatives that resonate with their culture and objectives. Let me share with you the story of two such client organizations—the Institute of Nuclear Power Operators (INPO) and Microsoft–Czech Republic. INPO has been my client for two years, and has just earned recognition for the having the Best Professional Development Program for a Large Chapter from U.S. Women In Nuclear. Talk about an extremely maledominated environment! Engineers, nuclear physicists, and chemists— these are roles held almost exclusively by men. Yet, I can tell you so many stories of women who not only enjoy their work, but also contribute with incredible zest and purpose. Over the past two years, INPO has increased the female talent pool, which supports INPO’s succession plan, and raised the number of women currently holding— or in line to hold—technical roles by close to 30 percent! Then, there’s Microsoft. Four years ago, at the beginning of our engagement, the HR director voiced a strategic concern: He wanted to attract more female talent in the Czech market, as well as enhance the engagement and retention of the company’s current women professionals. We developed a comprehensive program that was so successful in Prague that it was launched in the eastern regional markets, as well. Two very different scenarios, and yet both have achieved a high degree

of success in attracting, retaining, and advancing female talent. So how did we do it? And how can your organization create a more successful women’s initiative?

I recommend following these seven key steps: 1. Identify internal champions who will stand up for the idea of gender integration, and have the patience and vision to keep the process moving forward. Think about how they will overcome budget cuts, changes in management, criticism, and pushback. In both cases outlined above, I had the chance to partner with internal champions that were so visionary they saw the light at the end of the tunnel as clearly as I did. That helped us remain fully aligned, so that when objections arose, all parties had the resilience and resolve to overcome them. 2. Identify key decision makers who will have the highest degree of influence—such as the CEO or General Manager—and make sure they are on board and fully understand the business rationale behind this effort.

3. Identify your audience needs. Once you have buy-in from key stakeholders, take time to survey the population of women the program will serve. This will help you fully identify both their needs and any existing gaps currently hindering advancement. 4. Identify the best channels for delivering information and support in order to meet those needs, such as workshops, executive programs, or other learning options. 5. Make attendance a priority. Remind everyone of the strategic importance of attending these sessions. Agree to give the meetings as high a priority as you would give any important activity. 6. Assess your progress. Send out short questionnaires or request mini-essays from participants that describe the value of the information received at your events and its impact on their work. 7. Continually check in with HR and management to identify areas where more improvement is needed, and where you are seeing real success. It takes careful planning to create a successful women’s initiative. It also takes conviction, intention, vision, strategic thinking, and, above all, resilience! Only when you bring these to the table will you see your initiatives thrive. PDJ Elisabet Rodriguez is the founder and president of Rodriguez & Associates, a strategic consulting firm. Headquartered in Pittsburgh, Pennsylvania, the firm specializes in a customized approach to women’s advancement in organizations, yielding an increase in retention, team performance, engagement, and promotability. To learn more, visit www.erodriguezandassociates.com.

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A Wise Investment New York Life’s Women’s Programs pay off

New York Life has long been recognized as an employer of choice for its strong commitment to women and diverse individuals by top outlets, including Working Mother magazine, LATINAStyle magazine, DiversityBusiness.com, Hispanic Business. Not only does the organization concentrate its hiring efforts on attracting top talent in these areas—which represented 62 percent of last year’s new hires—but also puts a lot of effort into creating compelling development programs to help this talent succeed. We spoke with Joanne Rodgers, the company’s vice president and chief diversity officer, on the work being done at New York Life. PDJ: Why do you think New York Life has been able to establish such an impressive reputation as a top employer for women? Rodgers: New York Life has a longstanding commitment to diversity and inclusion, and the professional development and advancement of women has always been an important part of our strategy for maintaining our reputation. We continue to focus on increasing the representation of female leaders at senior levels, and we have seen significant progress in this area. Besides focusing on the development

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of our women employees, we also work to attract top women for employment. We ensure that our culture is one that supports work/life balance, whether through the benefits we offer or the inclusive environment we have created. PDJ: How does New York Life support and encourage women’s professional development and advancement? Rodgers: All of New York Life’s development programs assist in the development of women, but there are a number of programs that we believe specifically help women develop and advance. The company invests substantial resources in our Executive Coaching and Development program, our Accelerated Leadership Development program, Career Management Initiative, and Managing Personal Growth, as well as our Employee Resource Groups. All four programs support women in gaining greater selfawareness, promote self-development, and help prepare women for transitions to new or expanded roles. And, the development programs and the affinity group place a strong emphasis on development planning, with oneto-one coaching, and multiple sources of assessment and feedback. New York Life’s Employee Resource Groups (ERGs) are also heavily involved in helping women advance within the company, with one such group focused entirely on this theme. The Women’s Initiative (TWI) serves as our premier ERG, promoting the advancement of women in the workplace and instituting many innovative practices to accomplish this goal. From associates to vice presidents, the organizational structure of the group comprises many subcommittees of women from all over the company,

PROFILES IN DIVERSITY JOURNAL September/October 2014

working together in a think-tank-like capacity to create programs geared toward professional development. TWI also embraces and uses the concept of “Allies” to help achieve its many goals and reach a broader audience. New initiatives have been introduced to encourage male employees to get involved in helping to achieve the group’s goal of advancing women in the workplace. TWI includes men on both its Advisory Board and Executive Committee to provide insight and input into various topics. This not only gets men more involved in the dialogue regarding the advancement of women in the workplace, it also helps the group reach out to a broader audience. PDJ: We’ve read much on the outstanding external programs hosted by New York Life these days that support these efforts. Rodgers: Yes, New York Life has extensive strategic partnerships with organizations that support women and multicultural individuals. We work closely with these organizations and leverage these relationships to present New York Life as a top employer of women and identify opportunities to recruit top talent to New York Life. A great example would be the 2013 event we hosted in cooperation with the Financial Women’s Association (FWA) titled “Gender Intelligence–Leveraging Differences between the Sexes in Creating a More Effective Workplace.” At this event, New York Life employees and FWA members from across the marketplace listened to Barbara Annis, a world-renowned expert on gender intelligence and inclusive leadership in the workplace. The intent of the session was to raise awareness around the topic of gender intelligence, continued on page 182

A real estate expert worth listening to. A leader worth following. A role model worth emulating. A person worth knowing. A Woman Worth Watching.

Kate Rossi, Executive Vice President NRT Southeast Region

Congratulations to Kate Rossi from everyone at NRT LLC. You inspire us every day!

ÂŠ2014 NRT LLC. NRT LLC is a subsidiary of Realogy Holdings Corp. Realogy is a global provider of real estate and relocation services. 8554-7/14

Where are they now? Carol Johnson, AlliedBarton Security Services In April of this year, 2008 Women Worth Watching® Award Winner Carol Johnson was named president and COO of AlliedBarton Security Services. Johnson joined AlliedBarton in 2010 as the firm’s senior vice president of client experience, following a successful career in the staffing industry. In her new role, she oversees operations and business development, creates and executes on strategies that deliver AlliedBarton’s high-quality service, and helps guide the organization’s growth. She was named a Woman Worth Watching, while at Kelly Services, where she was senior vice president of corporate accounts.

“While hard work and commitment have earned me outstanding roles at many organizations,” says Johnson, “I was lucky enough to have strong bosses who became coaches and mentors, and helped guide my development. Each has understood that I am not a maintainer—I cannot be happy maintaining the status quo. I need that new challenge and new growth opportunity to stay relevant in my work, and to keep my passion for it from growing stale. “In fact,” she added, “the most important advice I would give any woman looking to advance is to have those developmental conversations that can push you and change you—to be proactive about your career.” PDJ

lenges and approaches to diversity and leadership. There was also an extensive networking session for all involved. PDJ: What programs/initiatives have you personally taken advantage of during your tenure with New York Life that helped you succeed as a female professional? Rodgers: I was involved with the company’s innovation project. I was part of a four-woman team that created two business ideas. These ideas were presented to the executive management team and received support. This program had an extensive business development and leadership program component, and gave me the opportunity to engage with, and present to, senior leaders of New York Life. It was

similar to programs we offer today. I also took advantage of New York Life’s executive coaching and leadership courses. In addition, I identified mentors early on in my career— something the company wholeheartedly supports. PDJ

continued from page 180 as well as to allow networking between New York Life leaders and members of FWA. Gender intelligence is an understanding of, and appreciation for, the naturally occurring characteristics that distinguish men and women beyond the obvious biological and cultural differences, to include attitudinal and behavioral differences. Once we’re aware of how and why men and women think and act as they do, we can begin to understand gender-related tendencies, even our own, and engage more effectively in the workplace, and in many other areas of life. This event included a panel of executives from New York Life and American Express, who discussed their chal-

Joanne Rodgers is vice president and chief diversity officer (CDO) of New York Life. As CDO, Ms. Rodgers is responsible for the development and execution of the company’s diversity strategy, with particular emphasis on the areas of talent recruitment, development, and retention. To learn more about the leadership development opportunities at New York Life, visit http://www.newyorklife. com/careers/leadership-development.

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•More than 40% of participants in the Accelerated Leadership Program •More than 60% of participants in the Managing Personal Growth Program •And almost 40% of employees that received Executive Coaching are women

PROFILES IN DIVERSITY JOURNAL September/October 2014

Intellectual Property Law

Pamela L. Cox

Partner and Chair, IP Transactions 2015 Women Worth Watching Honoree

Heather R. Kissling Sharon M. Sintich, Ph.D. Li-Hsien (Lily) Rin-Laures, M.D. Partner, Partner, Partner, Chair, Committee on Diversity Member, Executive Committee, Chair, Biotechnology, and Communications Chair, and Inclusion, and Member, Women In Bio, and Women In Bio-Chicago Young Women In Bio Chair, 2014 Women Worth Women In Bio-Chicago Watching Honoree

Julianne M. Hartzell Partner and Chair, Recruiting Committee

Maureen Beacom Gorman Katherine L. Neville, Ph.D. Partner, Partner, Member, Marketing Member, Marketing Committee, and Committee, and Vice President - External Affairs, Chapter Chair, Women’s Bar Foundation Women In Bio-Chicago

Marsha K. Hoover Partner and Member, Marketing Committee

Marshall, Gerstein & Borun LLP congratulates its 2015 Woman Worth Watching Pamela L. Cox Pamela Cox is a proactive counselor on intellectual property (IP) strategy and implementation. Her experience in-house and as a patent attorney provides a foundation for serving a quasi general counsel function to unravel complex IP matters and devise agreements or other IP solutions as a seamless member of her clients’ teams. “Pamela Cox is fantastic on complex licensing deals and, as a result of her vast experience, can be extremely persuasive in negotiations.” Ms. Cox is one of “The World’s Leading IP Patent and Technology Licensing Lawyers” “highly recommended” for transactions. – Intellectual Asset Management Ms. Cox is committed to advancing the profession. • Frequent speaker and author sought internationally to provide thought-leadership • International Delegate, Licensing Executives Society (LES) USA/Canada • Chair, LES International Life Sciences Committee • Member, AUTM Business Development Curriculum Committee • Board Member, Certified Licensing Professionals, Inc. • Adjunct Professor, Northwestern University Law School Ms. Cox is inspired by the other talented women leaders at Marshall, Gerstein & Borun, including her partners featured above.

Learn more at: marshallip.com

233 South Wacker Drive • 6300 Willis Tower • Chicago, IL 60606-6357

Women Are Hurting Themselves

(They Just Don’t Realize It)

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once observed a situation in which an individual (we’ll call him “Bob”) asked two of his colleagues for advice about a project he was working on. One person he asked was male (“George”), and the other was female (“Liz”). Bob went to Liz for advice first, and she suggested a solution to Bob. About four days later, Bob presented the same problem to George, who suggested the same solution that Liz had proposed four days earlier. Shortly thereafter, Bob was asked by his superiors how he was going to solve the problem. When he presented the solution that both Liz and George had suggested to him, he immediately credited George—and only George. Why did this happen? And why didn’t Liz get credit for the advice that she had, after all, been the first to offer Bob four days before George even entered the picture? There are two issues at play here: 1. Women tend to be perceived as “nurturers” and “givers” instead of “leaders” and “askers” by others— including other women. 2. Women tend to resist talking about their own accomplishments and goals, despite their desire to be recognized for them. Bob perceived Liz’s advice as something that was natural for her to give, and for which he owed her no recognition, because she never asked for it. Worse yet, he may have unconsciously disregarded her solution in the four days before he approached George

by Judy Corner with the same problem, and not even realized that Liz and George had both presented him with the same solution. But why give George’s presentation of the solution so much more weight? Just Nurturers? When you look at any organization, you are likely to find more men than women in the role of mentor. This is odd, considering that women are perceived as “givers” and “nurturers,” and mentoring is all about giving and nurturing. But consider this too—when either men or women have the opportunity to choose a mentor, they are likely to choose a man. Why is this? Is it because only the male candidates are perceived as being influential and leaders in the organization? Is it because the importance of networking and identifying a mentor is taught more often to men than to women, and at a much earlier age? Or, is it because they haven’t heard about the successes of many women in their organization, and perceive that the pool of female mentors is very, very small? It’s probably a combination of all three, but we can no longer afford to overlook the fact that women are hurting not just themselves, but also other women, by not talking about themselves. Women Must Be Mentored Too Many women have a list of impressive and significant accomplishments,

but are very reluctant to talk about them—or even admit to them— and are certainly not willing to put them down on paper. Women are taught at an early age not to brag, as it makes us appear brash, arrogant, and egotistical—three qualities that are perceived as extremely unattractive in women. But where do we draw the line between bragging and representing ourselves? While the line might currently be blurred and unclear, we must let those around us know who we are, what we stand for, what we have accomplished, and what we want to accomplish going forward. Women need to be a bit more “selfish.” We need to make sure we receive the recognition we deserve, and are considered on an equal footing with our male colleagues by men and women alike. It’s also important that we feel able to ask for mentoring and advice. Realizing your own worth, and being able to act on that realization, comes from within. Take a moment to consider how you currently represent yourself, your abilities, your accomplishments, and your goals to the people around you in your everyday life. PDJ Judy Corner is a subject matter expert in corporate mentoring at Insala, a leading global provider of mentoring and other talent development solutions through innovative web-based SaaS (Software as a Service) technology. Please visit www.insala.com or email info@insala.com for more information.

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We value an environment where equity and diversity thrive Ryerson University applauds Dr. Denise O’Neil Green, Assistant Vice-President/Vice-Provost Equity, Diversity and Inclusion (EDI), for her many great accomplishments and on being recognized in Profiles in Diversity Journal’s 13th Annual Women Worth Watching Awards. Dr. Green is Ryerson’s equity champion, ensuring that the diversity and quality of our staff, students and partners produce extraordinary outcomes.

ryerson.ca/edi 10 Steps to Fearless Ownership Don’t be afraid to own your abilities, accomplishments, and goals. Taking the following steps will help: 1. Know exactly how what you do helps others Be able to express this in a very short, memorable, and impactful sentence, so that when people have a particular issue that you’re able to solve, they immediately think of you. 2. Make it impossible for anyone to say no to you If you have managed to do all the hard work to gain someone’s attention, make sure that you provide enough valuable information so that he or she wants to learn more. This might be accomplished with another meeting, a request to follow up, or to see a portfolio. 3. Love what you do and what it does for others If you are not passionate about what you do, that attitude will negatively impact everything in your life. Find something that connects with your values and delivers a difference. This is perfectly possible in a corporate environment. 4. Walk your talk Always be walking your talk. If you are in finance, be sure your personal money is in order. If you are in IT, don’t have an overflowing inbox. If you are in marketing, make sure you have a portfolio that reflects the quality and breadth of your work. 5. Leverage your talents What is your unique ability? How can you weave it more consistently in to your everyday actions? Become known for something that proves to be invaluable, and that will make you indispensable. 6. Help people who don’t know what they need right now Everyone is overwhelmed today with too much email, too

many choices, and too many requests on our time. Be sure that people know what you do and have seen you demonstrate your skill. When they do know what they want, the decision to use you as a resource will already be made. 7. Be emotional and connect to people If you only can explain your talents in very rational terms, your audience is much less likely to engage with your message. Don’t be afraid to be emotive when describing challenges you’ve faced, and how it felt after you were able to leverage your talents to provide a solution. This will help people feel connected to you on a deeper level, and make them more likely to keep you in mind. 8. Don’t take what you do for granted All too often, when we’re using our unique talents, we take a lot of what we are able to do for granted. After all, it just comes so naturally that it is not a strain. Isn’t that the same for everyone? In a word, no. So make sure that those who utilize your talents are fully aware of all that you bring to the table. 9. Have an answer for the Doubting Thomases Occasionally, people will find a reason to be negative, sarcastic, or doubtful of what you claim you can accomplish. Be ready with an effective response. 10. Build your brand everywhere you go Have you every heard someone say, “You had me at hello?” When you ensure that everything you are doing, saying, and communicating is a reflection of how you want to be known, that’s exactly how people will feel when they connect with you!

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CORPORATE INDEX 3M............................................................... 3m.com.....18, 161 8fold Integrated Creative Works................................8foldworks.com.............22 ACCES Employment..............accesemployment.ca.............21 ACHIEVA.............................................. achieva.info.............23 Advanced Micro Devices...........................amd.com.............25 Africa Healing Exchange....................... africahealingexchange.org.............39 Akin Gump Strauss Hauer & Feld LLP............................. akingump.com.............24 Alcoa...................................................... alcoa.com.....25, 118 AlliedBarton Security..................... alliedbarton.com...........182 Ameren Corporation........................ ameren.com.......20, 74 American Airlines..........................................aa.com.............20 Applied Materials, Inc.............appliedmaterials.com.............38 Arizona Breast Cancer Specialists.............................breastmd.com.............22 AT&T Inc.............................................. www.att.com.............29 Avon Products, Inc...........................www.avon.com.............28 Baker Donelson........................ bakerdonelson.com.............30 Bank of the West.................. bankofthewest.com...........163 Bass, Berry & Sims PLC.................. bassberry.com.............31 BDO USA, LLP.........................................bdo.com.....34, 124 Bechtel ................................................ bechtel.com.............32 Benelux Manutan B.V............................................................98 Best Best & Krieger LLP.......................bbklaw.com.............33 Black Pearls Community Services, Inc................................... black-pearls.org.............32 Blue Cross Blue Shield of Massachusetts.........................bluecrossma.com.............93 Blue Cross Blue Shield of Michigan............................................ bcbsm.com.............21 Blue Cross and Blue Shield of North Carolina.................................. bcbsnc.com.............82 Booz Allen Hamilton.....................boozallen.com.......36, 91 British Council...............................britishcouncil.org.............37 Bryan Cave LLP.............................. bryancave.com.............18 Caesars Entertainment........................ caesars.com.............34 Canadian Federal Governmentâ&#x20AC;&#x201C; Foreign Affairs,Trade & Development Canada...................... businesswomenintrade.gc.ca.............61 Catalyst.................................................. catalyst.org.............42 CBRE.........................................................cbre.com.............81 CenturyLink................................. centurylink.com.......53, 85 Charles Schwab Investment Management, Inc......................... csimfunds.com.....37, 187 Charter School Business Management, Inc..................... csbm.com.............53 Checkers and Rally's Restaurants, Inc..................... checkers.com.............35 Chronic Tacos..........................eatchronictacos.com...........174 Citigroup..........................................citigroup.com.............55 ClearBridge Investments, a Legg Mason Company................ clearbridge.com.............38 Coca-Cola Enterprises...................... cokece.com.............77 Country Ace Hardware.................... granbyace.com.............41 Cox Enterprises.........................coxenterprises.com.............28 Cricket Wireless........................cricketwireless.com.............54 CVS Health............................. info.cvshealth.com.......40, 86 Davis Polk & Wardwell LLP...............davispolk.com.............93 Debevoise & Plimpton LLP............. debevoise.com.............43 Dechert LLP.........................................dechert.com.............79 Dickstein Shapiro LLP............ dicksteinshapiro.com.............56 Disability To Mobility Foundation................disability2mobility.org.............57 Dow Chemical Company........................... dow.com.............92 DSM Dyneema.................................. dyneema.com.............59 DynCorp International.......................... dyn-intl.com.............54 Elavon.................................................... elavon.com...........140 Electronic Arts..............................................ea.com.............82 Eli Lilly and Company.................................. lilly.com.............61 Elsevier.................................................elsevier.com.............84

Evolve Manufacturing Technologies Inc.............................. evolvemfg.com.............63 Exchange (formerly Army & Air Force Exchange Service)...............shopmyexchange.com.............27 EY.................................................................ey.com......57,143 Fannie Mae....................................fanniemae.com.............80 Fearless Women Network.........................fearlesswomennetwork.org.............45 FedEx Ground.......................................fedex.com.....47, 106 Fish & Richardson P.C...................................fr.com.............40 FordHarrison LLP..........................fordharrison.com.............48 Freudenberg-NOK Sealing Technologies................................... fst.com...........165 GCG, Inc..............................................gcginc.com.......45, 83 Geena Davis Institute for Gender in Media..............................seejane.org.............14 Georgia Institute of Technology..............gatech.edu.............42 Georgia Power........................... georgiapower.com.............81 Gibbons P.C................................... gibbonslaw.com.............27 Global Language Solutions, Inc..........................globallanguages.com.............95 Greenberg Traurig, LLP............................gtlaw.com.............90 Halliburton....................................halliburton.com.......11, 51 Halton Regional Police Service...............................haltonpolice.ca.......31, 50 Hausfeld LLP...................................hausfeldllp.com.............62 hi HealthInnovations........... hihealthinnovations.com...........140 Holland Bloorview Kids Rehabilitation Hospital................................ hollandbloorview.ca.......70, 78 Honeywell......................................honeywell.com.......46, 87 Houston West Chamber of Commerce........................... hwcoc.org.............64 Imprint Plus.....................................imprintplus.com.............64 Ingersoll Rand............................. ingersollrand.com.............67 Ingram Micro ............................... ingrammicro.com.............95 Internal Revenue Service.............................. irs.gov.............67 Iron Medical Systems............................ ironmedicalsystems.com...........145 Jones Lang LaSalle....................................... jll.com.............66 K9s4COPs.......................................... k9s4cops.org...........142 Kelly Services, Inc...................kellyservices.com....135,145 KPMG LLP........................................kpmg.us.com.......49, 68 L-3 Communications..........................l-3com.com.........5, 68 Latham & Watkins LLP..................................lw.com...........147 Leidos..................................................... leidos.com.............71 Lerners LLP..............................................lerners.ca.............70 Lincoln Financial Group...........................lfg.com ......73, 12 Linkage, Inc...................................linkageinc.com.. 6, 91, 146 Lockheed Martin..................lockheedmartin.com..88, Back MWV.........................................................mwv.com...........112 Manheim..........................................manheim.com.......96, 97 Marathon Oil Corp.....................marathonoil.com.....96, 138 Marion P. Thomas Charter School.........................................mptcs.org.............98 Marshall, Gerstein & Borun LLP................................ marshallip.com...101, 183 McKesson Corporation.....................mckesson.com...........103 Medical Mutual of Ohio.................. medmutual.com...........103 Meritor................................................ meritor.com......62,100 MetroPlus Health Plan, Inc............metroplus.org...........100 Mi Casa Resource Center............ micasaresourcecenter.org...........105 Milk Money............................... milkmoneylove.com...........144 MillerCoors......................................millercoors.com...........107 Milligan & Company, LLC..........milligancpa.com........8,105 Morris, Manning & Martin LLP............mmmlaw.com...........109 Moss Adams LLP..........................mossadams.com...........109 Neal, Gerber & Eisenberg LLP..............ngelaw.com...........137 New York Life..............................newyorklife.com.73, 78, 180 New York Power Authority....................... NYPA.gov...........113 Newell Rubbermaid..............newellrubbermaid.com...........114 Novartis Pharma AG............................ novartis.com.............50

NRT LLC....................................nrtsoutheast.com...115, 181 O'Melveny & Myers LLP...........................omm.com...........116 OneUnited Bank............................... oneunited.com...........116 PPL Corporation................................... pplweb.com...........176 Parker Hannifin................................... parker.com.............89 Pathbuilders, Inc........................... pathbuilders.com...........117 Pearls for Creative Healing........pearlscharlotte.org...........118 Plastic Mobile.............................. plasticmobile.com...........119 PNC Financial Services Group..............pnc.com...........157 PricewaterhouseCoopers.......................... pwc.com...........120 Princess House.........................princesshouse.com...........167 Prudential Financial Services............................prudential.com....121, Inside Front Quarles & Brady LLP........................... quarles.com...........120 RBC Wealth Management............ rbcwealthmanagement.com...123, 170 Recall....................................................... recall.com...........160 Reed Smith LLP............................... reedsmith.com...........123 RMS Media Group, Inc./ Northshore magazine.....................nshoremag.com...........115 Robins, Kaplan, Miller & Ciresi L.L.P.................................. rkmc.com...........125 Rockwell Collins...................rockwellcollins.com...127, 158 Ruby Makeup Academy.........................rubymakeupacademy.com...........173 Ryerson University.............................. ryerson.ca...127, 186 Salt River Project...................srpnet.com.... 126, Inside Back ServiceMaster.............................servicemaster.com...........139 Shell Oil Company.................................... shell.com...........135 Sierra Club.........................................sierraclub.org...........128 Smartling, Inc.................................... smartling.com...........129 Sotheby's International Realty Affiliates LLC..................................... sir.com...........130 Southern Company..............southerncompany.com...........133 Sprint.................................................... sprint.com...130, 144 Squire Patton Boggs................. squiresanders.com...........132 Structure.......................... thestructuregroup.com...133, 171 Sullivan & Cromwell LLP.....................sullcrom.com...........134 SummaCare, Inc........................ summacare.com...134, 178 Sutherland Asbill & Brennan LLP................................ sutherland.com.............74 Taylor English Duma LLP.............taylorenglish.com...........139 Teach for America.....................teachforamerica.org...........162 Terex Corporation.....................................terex.com...........138 The Hartford................................... thehartford.com...........137 The MTL Communications Group..... mtlcommunications.com...........110 Thompson Hine LLP.................. thompsonhine.com...........106 TTG+PARTNERS............................ttgpartners.com...........141 Undoing Racism Internship Project.................. antiracistalliance.com...........149 Unilever...................................... unileverusa.com...151, 166 United Health Group............ unitedhealthgroup.com.............58 Union Pacific Railroad..................................up.com...........153 United Rentals, Inc...................... unitedrentals.com.............75 United States Army Reserve...............usar.army.mil...........151 United States District Court, Eastern District of Louisiana................................. laed.uscourts.gov...........148 University of Mount Union..............mountunion.edu...........110 University of Texas at Dallas................ utdallas.edu...........148 University of Toronto Scarborough...................... utsc.utoronto.ca...........154 Virginia Center for Inclusive Communities.....................inclusiveva.org...........152 Walgreens ....................................walgreens.com.......75, 94 WellPoint.........................................wellpoint.com.............65 Willkie Farr & Gallagher LLP.................. willkie.com...........154 WilmerHale......................................wilmerhale.com...........156 WilsonHCG....................................... wilsonhgc.com...........159 Women 2.0......................................... women2.com...........158 Women Veterans Interactive.................womenveteransinteractive.org.............76

Delivering

ACCOLADES.

SRP congratulates this yearâ&#x20AC;&#x2122;s Women Worth Watching recipients, including our own Molly Greene. Thank you for inspiring us.