What has modified for girls in enterprise? Our outstanding ThoughtPartners share their tales
Starting left to right from top: Debbie Field, Lana Dewit, Linda Kingman, Brienna LaCoste, Kayla Ellsworth,
Melinda Koski, Jennifer Hirsch, Kate Bushnell, Julie Well and Meg Breslin.
Much has changed for women in business in the last few decades: more women in leadership positions than ever before, and more justice and progress are being made to close the pay gap. Nevertheless, much remains to be done to create a fair, diverse and equal environment for women in the workplace.
Amid all of this ongoing change and reform, Women's History Month is the perfect time to recognize the progress that has been made to level the playing field and share great stories and insights from women executives at the Grossman Group.
We asked our colleagues about their perspectives on how the business environment has developed over the course of their careers, for their advice to women who want to establish themselves in leadership positions that inspire them the most and when they had the greatest influence on it lead today.
Your insights reinforce the progress that has been made and highlight important changes that we need to see. Others offer personal advice to women looking to find their voice as leaders.
A Q&A with female executives at the Grossman Group
Q: How did you see the business environment for women changing throughout your career and what does that mean for the workplace?
- In the 20+ years I've worked in communications, I've had the opportunity to transform the industry in a variety of ways– from the technology we use to the teams that bring our work to life every day. One of the most obvious changes I've seen is the leadership role women hold in the workplace. When I started my career, I was one of two women in a non-secretary position within my organization and was instructed by my boss at the time to always wear pant suits to encourage the men in the office to take me seriously (since clothing, no skill, were the measure of respect!). Two decades later, I am proud to say that I am part of a team led by a mixture of inspiring, competent and brilliant men AND women, each with different perspectives and expertise that take our work to a new level every day . While our team is not necessarily representative of all jobs, there are more and more examples like ours that young women can look to when planning their future careers. There are still glass ceilings that can break, but I'm happy to say the cracks are evident and we will break through with no concern for the clothes. – Debbie Field, Vice President
- I am fortunate that since the beginning of my career I have always worked with women in management positionsalthough not always in the same proportion to men. I am proud to say that this is not the case in my current work environment, but there is still work to be done in many other companies in the US and around the world. Four years ago, during Women's History Month in 2017, the Fearless Girl statue by sculptor Kristen Visbal was placed across from the Charging Bull statue in New York City on behalf of State Street Global Advisors (SSGA) New York Stock Exchange). The purpose of Fearless Girl was to promote an index fund that includes gender companies with a high percentage of women at the top level, but also to promote gender diversity in the workplace and, in particular, encourage companies to include women on their boards of directors. I found the statue's symbolism of resilience women empowering and inspiring – I like to think its message will resonate around the world because the good news is that the number of women on corporate boards is increasing in every region of the world. – Lana Dewit, Marketing ThoughtPartner
- We have come a long way, but we still have a long way to go. I see a larger number of female leaders and am inspired by the strength and skills of the young female colleagues I am allowed to work with every day. But if we look at the bigger picture, women are still, on average, paid less than men for similar or equal work. Unfortunately, the number of female CEOs, governors, and other top executives is ridiculously low. Much remains to be done to ensure that future generations of women are recognized for their contributions at work and are rewarded with the best jobs when they deserve them. – Linda Kingman, Senior Vice President
Q: What advice do you have for women looking to establish themselves as business leaders?
- Be the leader you've always needed. Forget the rules – many of them weren't made for women. (Or for you.) Make your own rules and be as creative as you can imagine – despite the overwhelming fears constantly raised by systems of white male dominance. For black and brown women in particular, I would like to add: Your voice is powerful and needed more than ever. Be you even when you feel alone or when you are told that your cultural expression is a distraction. Reject the discrimination associated with your intersectionality and take advantage of the opportunities that your dimensions of difference bring with them. —Brienna LaCoste, Senior Account Manager
- You are your greatest lawyer. Employers and managers are there to aid your development, but it is up to you to determine the direction your career should go and what it will take to get there. Then seek assistance from your manager and help them know the best ways they can support this development. I was once told to think ahead later in my career and ask myself, "What will my lasting effect be?" Take that answer and work back from there. – Kayla Ellsworth, director of business development and marketing
- Be confident in yourself and in your work. If you don't know, ask. Being confident doesn't mean knowing everything and always getting it right. Among other things, this means being ready to turn to others for help, both professionally and personally. – Melinda Koski, Vice President
Q: Is there a woman you admire most who has influenced your leadership? If so, who and why?
- I started my communication at a global PR agency in China, where I had a Singapore boss who was tough. In the first few months we worked together, I admittedly was a bit scared of her and worried that she didn't “like” me (her no-nonsense, straightforward approach to team management was a steep adjustment curve for me). What I didn't see at first was that she brought the same results-oriented approach to developing her team as she did to her customer service work. This meant that constructive feedback was delivered frequently, in real time, and to the point, and our check-ins were structured, efficient, and focused on progress towards the goals. In turn, she was our advocate for career opportunities and promotions (which she instilled in us to perform at the next level six months before any promotion interview so there was no doubt that we were ready and deserved). We have worked closely together for a number of years and this time has undoubtedly laid the foundation for how I assume my responsibility as a manager and how I work with my own manager today. – –Jennifer Hirsch, Deputy Vice President
- I admire and have learned from so many women for the trips they choose and sometimes for the trips they choose. Everyone has big and small victories and challenges, moments of vulnerability and moments of savagery, ways they can't wait and ways they wish they didn't have to. I admire those who lean on and those who also say that this is not for them. I admire those who are not afraid to be real– –even at the expense of imperfection. I also admire the men who see us as equals and feel comfortable in their skin to accompany us on our travels and / or to avoid us so that we can make the difference for which we brought to this earth were. I am so lucky to have had in both my professional and personal life. These are the people who pick me up and keep me going. – –Kate Bushnell, President
Q: What moment in time or in the hour of life has had the greatest impact on how you lead (or approach your work) today?
- When I came to Golin / Harris Communications early in my careerTom Harris said in a meeting with all of the staff that he wanted us to have personal interests and experiences outside of work because it has helped us be better professionals at work. Having just left an uninterrupted, stressful and ungrateful role at my previous employer, his words were music to my ears. They also turned out to be wisdom for eternity. The most effective leaders I know or have worked with are the ones who not only focus on the business goals at hand, but also the people who need to bring the passion, creativity, and hard work to achieve those goals. Yes, they communicate about what is important to the company, but they have even more influence because they know and connect with what is important to their employees.
I have had the privilege of working with several female executives who excel at leading with passion. By showing genuine concern and compassion for their teams, they inspire people to do their best job because team members see themselves for who they are, receive clear instructions to continuously improve, and are valued for doing good Provide services. With that consistent support, people have excelled, their business has prospered, and leaders have made a difference by getting the best out of people and, through them, the business.
My advice to women who want to become respected leaders is, of course, to focus on business, but with a heart for the people who make it possible. The care and concern you show for the needs of your employees will bring immeasurable benefits in terms of loyalty, commitment, and achievement. – Julie Well, Vice President
- One of the greatest things I've learned in my career is to be brave enough to take on a stretch assignmentand pave the career and life path that best suits your individual needs. I've dreamed of working for the Chicago Tribune since I was in middle school. I followed all of the traditional steps to get there, but the climb wasn't as quick as I hoped it would be. After six years and a journalism scholarship, I finally got the Tribune job offer I was hoping for. A week later, I found out that I was pregnant with my first child.
At the time, I was convinced that my career was dead when I arrived. The only thing I had ever known about journalism was that you worked really hard – and really long hours – to be successful. How would I do that with a baby? I haven't seen how I can manage both new jobs very well. At that time, in the late 1990s, there weren't many women in the newspaper industry who worked part-time or had flexible schedules.
As it turns out, my son started me trying to figure out how to better balance my life and still feel fulfilled. After several months as a general reporter, the role of chief of obituary became available. At first it seemed like a dead end, certainly not something I had ever strived for. But as I looked deeper into it, I found that it looked promising and that I could make it my own. At the time, the obits were very formulaic. Name, position, cause of death, paragraph, or two of the benefits. I wanted to steer them in a whole new direction – short profiles or narratives of ordinary Chicagoans that readers couldn't write down. The prospect of less deadline pressure was also attractive, with a regular schedule that could help me get home at an appropriate time for my newborn. That job became one of the most rewarding roles of my career. It was a privilege to be invited into people's lives at such a vulnerable time and to give them the opportunity to share the story of the lives of their loved ones. By the end of my first year in this position, the creative approach I had taken was recognized and rewarded, opening up new opportunities for much more narrative writing. While I ended up in the obituary role for just two years, it was a great foundation for many of the other reporting and editorial roles I have held in my ten years at the Tribune.
By taking on more leadership mentality with that first role at the Tribune, I made it myself and the job was a lot more interesting while also adding more value to the paper. I believe that thinking about how things could be done differently and better is one of the best things you can do as an employee and as a manager and to the satisfaction of your career. – Meg Breslin, Senior ThoughtPartner
How could you or your colleagues benefit from the wisdom and lessons in this post?
– The Grossman group
There is no better time than now to examine the actions and commitments needed to address diversity and inclusion in the workplace. Get three things your business can do today to promote diversity and inclusion.
