Sheila Robinson: Keeping the Diversity and Inclusion Conversation Alive

Sheila Robinson is the owner and publisher of Diversity Woman Magazine, a professional business magazine for women leaders, executives and entrepreneurs of all races, cultures and backgrounds. Through her magazine and the annual convention where hundreds of D&I professionals gather together, she keeps the inclusion conversation alive.

RSM Hall of Fame

RSM Hall of Fame

After 14 years as marketing director with the textile division of DuPont, when her division was sold, Sheila Robinson, resigned. She decided to pursue her dream to launch a professional magazine for women seeking career advancement opportunities. Her first publication was North Carolina Career Network which in April 2008 expanded nationally as Diversity Woman, available today in all Barnes and Nobles.

Sheila Robinson is a graduate of North Carolina Central University in Durham, NC, with a Bachelor of Arts degree in Pre-Law. In 2011, she graduated with Beta Gamma Sigma honors in the Entrepreneurship & Innovation Masters Program at Western Carolina University. She received her Executive Doctorate in Leadership at the University of Pennsylvania.

Among the many honors and recognitions she has received, Sheila was named as one of 50 Top Women in Magazine Publishing for the significant contribution she has made in her industry.

Sheila Robinson has played a major role in providing leaders from large organizations a space to share best practices, learn from one another and find ways to accelerate inclusion. Her magazine and her powerful annual conference have proven to be invaluable platforms to move the needle in D&I. For this reason, we honor her on the 2018 Red Shoe Movement Hall of Fame.

Sheila Robinson, Hall of Fame 2018

Sheila Robinson, Hall of Fame 2018

RSM—What makes women great leaders? 

SR— In my experience women lead not only to be effective, but to also “get it right.”

RSM— You’ve been organizing your Diversity Women Conference for over a decade now. What changes have you noticed in terms of the issues women are dealing with in the workplace?

SR— “Awareness” is the key term here.  There is a lot of awareness to what problems exist, why things are as they are, and efforts to fix the problems that everyone are now aware of.

“Momentum” is another word.  The momentum is high for gender equality.

With the recent #MeToo and #TimesUp movement as a result of Sexual Harrassment, organizations are less likely to bring any negative attention to themselves.

The move for respect, equality and opportunity for women is on the high right now.

RSM— Have you seen changes in the way companies deal with diversity and inclusion?

SH— Many organizations believe that D&I is a “people” issue and have moved many of their roles from business operations to Human Resources.  The positive here is that they are recognizing their talent and “Human Capital” as crucial to their organizations success. And hopefully they are investing in the development of their talent which is just as important if not more important for the innovation of their products and services.

The 2017 Diversity Women’s Business Leadership Conference

The 2017 Diversity Women’s Business Leadership Conference

RSM— How is this different in the way they deal with D&I?

SH— The role of the Chief Diversity Office is not to focus on the “people issue”.  It is a business imperative and crucial to the success of ones products, services, talent and customers.  Historically and in some cases today, the Chief Diversity Officer is an executive level role that resides in the C-Suite with direct report to the Chief Executive Officer with its role recognized as the central driver of business results.   Within the last decade, however, many of these roles no longer report directly to the C-Suite but into Human Resources.

I don’t think this is because the role is no longer the central driver of business results, I think it is an innovative approach to increase the value of their “Human Capital.”  Organizations now recognize a more diverse and inclusive talent pool is crucial to the innovation of their products and services making “talent and business” both central drivers of an organizations success.

RSM— What are some of the best practices you’ve seen organizations implement in order to accelerate the career trajectory of their female talent?

 SR—Leadership development programs to bring visibility to the women’s strength

  • Mentor programs to help women develop in their roles
  • Sponsor programs that partner women talent with executive leaders that are in decision making rooms that can support elevating women to a seat at their table
  • Programs that help women develop intangible skills such as confidence, emotional intelligence and Courage

RSM— How will the Millennial generation flip the script on gender inclusion at the top?

SR—Millennial’s lead as “I am the solution” as opposed to hire me and and I will “find solutions” which can be both a negative and a positive.

Sheila Robinson inspires us with her wisdom

Sheila Robinson inspires us with her wisdom

RSM— In terms of leadership lessons, can you share a couple of your moments of personal failure and what you’ve learned from them?

SR—My biggest failures both professionally and in business involved things I had no control of and/or lack of knowledge to include setbacks, disappointments and financial losses.

My biggest lessons include recognizing that these failures or mishaps are lessons I never had to repeat again and took the opportunity to put measures in place not to do so.  Additionally, I learned along the way how to turn adversities into opportunities by many of these very learnings.

One of my roles while working for DuPont, was Pubic Relations Director of the Lycra® brand representing the organization by managing publicity activities, but also as a spokesperson.

I was responsible for being on site at major events.  One in particular was a promotion of high-end hosiery made with Lycra® that was sold at Bloomingdales department store in New York with the movie “Chicago” because of all the hosiery worn in the movie.

On site, also was the movie producer, Martin Richards and one of the actresses Queen Latifah as well as Bloomingdales division head, Donna Wolfe.  Paparazzi were everywhere.  My public relations agency was on-site managing everything and I was pretty happy because all I was responsible for that day was taking a few photos with the talent and answering any minor questions. Activities I was accustomed to doing in a setting like this.  One of the most embarrassing moments in my career, however, occurred that day.

The PR firm were I worked had a relationship with E! Entertainment. The TV channel was on-site and without my knowledge my team convinced them to interview me on-air.  Generally with celebrities on-site, they would only want to interview an actress, but they were honoring a favor asked by my PR firm.  The next thing I knew, the microphone was being held at my mouth and I froze. I literally froze and if anything came out of my mouth it didn’t make it on-air…It was CUT!

Lisa Lutoff-Perlo, Hall of Fame 2017 graces the cover of Diversity Woman, the publication of a Hall of Fame 2018 honoree.

Lisa Lutoff-Perlo, Hall of Fame 2017 graces the cover of Diversity Woman, the publication of a Hall of Fame 2018 honoree.

It was a great missed leadership opportunity.  A chance to highlight my organization’s product to millions of viewers, to highlight my skills within my organization and give our PR firm high score for getting us on-air.  It was very upsetting to me that I missed out on such an amazing opportunity.

But there was a blessing on the other side of this.  I had worked so hard in my role and had so many other successes that my team did not hold this mistake against me. They actually took responsibility for not training me properly.  Within weeks my boss paid for me and other members of my team to have on-air training for a week in NY, an investment that cost them $10,000 which was a lot of money for training 20 years ago.  Years later I eventually appeared on E! Entertainment on another show called “Stripped” with Sara Blakely of Spanx®, as there is Lycra® in Spanx®. My team had the great fortune of working very closely with Sara Blakely in the early stages and start-up of Spanx®.  The lesson for me from that day onward is the importance of educating oneself on everything you can to be better in your role.  I still to this day am always looking for programs and trainings to help me become “a better me” both personally and professionally.

Don't miss our interview with Lisa Lutoff-Perlo, President & CEO, Celebrity Cruises

RSM— Who were some of the most influential men and women in your

Diversity Woman magazine keeps up the inclusion conversation

Diversity Woman magazine keeps up the inclusion conversation

career other than family members? How exactly did they influence you?

SR—Dr. Johnnetta B. Cole, President Emerita of Spelman College and Bennett College for Women served as a role model for many years.  I eventually had the good fortune to meet her and over the years we now have a mutual mother-daughter relationship.  We have great respect and admiration for each other.  There are so many ways I have been influenced by this relationship, but one that comes to mind, is how she makes you feel.  Just like the great late poet Dr. Maya Angelou’s famous quote, ‘I’ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.’ That is Dr. Cole. Once you meet her you will never forget how she made you feel.

 

RSM— Can you share with us the story of one life/career that changed thanks to you. 

SR—I had a great career with the textiles Lycra® division of Dupont and when my division was sold to Koch massive layoffs hit my office.  Recruiters began reaching out to me. I referred my marketing assistant for one job in particular. His immediate reaction was “I am not qualified.” I sat down with him and told him that just because the “job title” said one thing did not mean he was not qualified.  I shared with him all his strengths and qualifications and the value he had brought to our team.  I encouraged him to apply and he got the job!

 

You can connect with Sheila Robinson on LinkedIn

Twitter @DiversityWomen

 

Nuria Vilanova Giralt: A Leader Who Rolls-up her Sleeves!

If there is something that defines Núria Vilanova Giralt, it’s her warmth. She inspires confidence as soon as you meet her, a critical trait not only for a communications entrepreneur but for any influencer. Meet her and get inspired!

RSM Hall of Fame

RSM Hall of Fame

Núria Vilanova Giralt began her career at 18 as a journalist. At 23 she founded with her mother the communications company Inforpress (“renamed” ATREVIA in 2015), nowadays the largest communications company in Spain.

With a team of more than 300 people and offices in 13 Latin American countries, in the United States, Belgium and Portugal, ATREVIA’s vocation is to lead communications in Spanish and Portuguese.

Among the many organizations in which she participates, Núria is president of the Consejo Empresarial Alianza por Iberoamérica (CEAPI), a network of influential businesspeople in the region, that aims to stimulate the exchange and cooperation in the private enterprise.

She is the founder and co-president of the Observatory of Internal Communication and Corporate Identity, with the School of Business, Instituto de Empresa and author of two books. She has received multiple recognitions among them, la Cruz de Oficial de Isabel La Católica, one of the highest-ranking recognitions in Spain. She has also been awarded the Fidem Prize for Entrepreneurial Women and appears in several rankings as one of the TOP 100 women in Spain and one of the 10 most influential CEOs in social media in that country.

For blazing a trail, breaking down barriers, leading with an inclusive vision, and for being a role model of leadership for the 21st century, today we honor Núria Vilanova Giralt in the Red Shoe Movement Hall of Fame.

Nuria Vilanova Giralt Hall of Fame 2018

Nuria Vilanova Giralt Hall of Fame 2018

Red Shoe Movement—How do you see female leadership in Europe?

Núria Vilanova Giralt—Giant steps towards progress have been taken, but there is still a long way to go to achieve gender equity. It is important that administrations move, but even more so that there are changes in the leadership of the organizations and, fundamentally, in the base of society, where poverty is much more cruel to women, who suffer violence and harassment. Until there are changes in the base we won’t break the glass ceiling.

RSM— As a communications company, one of your strengths is Latin America. What do you think are the strengths of women in the region?

NVG—Latin American women are strong, excited and eager to change the rules of the game. Their talent and tenacity has allowed them to position themselves in traditionally masculine sectors. They have become a fundamental part of any organization, either because of their contribution to their teams or because they occupy positions of responsibility.

Don't miss this interview with a powerful CEO in Latam: Alexia Keglevich

RSM— What makes women great leaders?

NVG—We women are optimistic. What we have achieved compared with the generation of our mothers is incredible. We know that the world will be different in the coming years but, please, let’s make sure that it is also different for women.

Nuria Vilanova Inspirational Quote

Nuria Vilanova Inspirational Quote

RSM—You are personally involved in several initiatives that promote gender parity in the board of directors and high decision-making positions. Could you share about that a bit?

NVG—Yes, ATREVIA is a signatory of the agreement promoted by the Spanish Ministry of Health, Social Services and Equality to increase the presence of women in management bodies and boards of directors of companies. In addition, at ATREVIA we began ten years ago to study gender equity in corporate boards of the main companies listed on the stock exchange. Back then there were 5% of women. Today there are 20%. It is evident that progress has been made, but to deepen this progress, a social commitment is needed.

We have also promoted the Mirada Plural Platform, formed by women leaders in different areas. It promotes the creation of a network to increase the presence of women in the media, committees, institutions, councils and associations, as well as promoting networking and the collaboration from the people with diverse backgrounds.

Nuria Vilanova with her book about the Z Generation

Nuria Vilanova with her book about the Z Generation

RSM— What recommendations do you have for a leader to effectively communicate her personal brand?

NVG—They must be very present in social media, interacting, informing others and informing themselves. Communicating with responsibility and with the commitment to do things well and, if mistakes are made,  apologize and rectify. Today’s society and organizations impose a new model of leaders, imperfect but connected, who move by the imperative of listening. Leaders must be able to get in the front row to reach people, roll up their sleeves and stand by their team.

RSM— What gives you hope in today’s world?

NVG—The attachment to values, solidarity, empathy and the power of communication to transform realities. I think the democratization of knowledge, the globalization and the breakdown of barriers thanks to the Internet that makes our society live an authentic revolution seem very hopeful. Today, more than ever, decision-makers are aware that they must put their hearts and minds to think about people.

Nuria Vilanova, a role model or the 21st Century

Nuria Vilanova, a role model or the 21st Century

RSM— In terms of leadership lessons, can you share one of your personal failures and what you have learned from it?

NVG—Each failure and each adversity represent an opportunity to improve and grow. In 1989, when I had only been an entrepreneur for six months, I lost my only client. I had two options: sink or find something that could help me keep the office and pay my secretary’s salary. So I had no choice but to go get new projects. Since then I have learned to transform negative situations into positive ones.

Every one of my company’s great milestones have taken place after a crisis. For example, in 2008, on the 20th anniversary of the company (called Inforpress at the time), we had 150 employees and seven offices (six in Spain and one in Portugal.) The global economic crisis was starting, and our customers were calling to ask for discounts or to cancel their contracts. I decided to bet on myself and on the team. So we organized a conference with the 150 workers and spent three days together figuring out the strategies to overcome the crisis. We came out of that conference stronger, with clear ideas. Once again, thanks to an obstacle on the road and in the middle of a turbulent time for the communication sector, we were able to grow by 25% and expand by opening offices in Brazil, Colombia and Peru.

Nuria Vilanova motivational quote

Nuria Vilanova motivational quote

RSM— Who were some of the most influential men and women in your career? How exactly did they influence you?

NVG—Among the members of my family, without a doubt, my mother. When I decided to start my company at the age of 23 – then called Inforpress – my mother decided to embark on the adventure with generosity, accepting decisions to open new offices and take risks that she did not want for her daughter. He has been the support of the project. Caring for detail, organizing chaos, monitoring profitability. She took care of everything that I neglected: the financial, accounting, tax, legal issues … and on many occasions she has been the mother for the team, the one who knows when someone really needs a hand. And my husband, who has joined the project, an ally of my mother in taking care that everything works and also assuming the challenge of innovation and technology in a world where what is communication without technology and big data?

RSM—Can you share with us the story of a person whose life or career changed thanks to you? 

NVG—We all change and we influence each other. Each of the people who worked at my company has left a mark. But perhaps an exciting moment was when at a dinner of the Association of Down Syndrome in Spain, her colleagues congratulated the person with Down syndrome who had joined ATREVIA. They lined up as she walked to the podium and applauded her because she had achieved the dream for which she had been preparing for so long: to join the workplace and contribute to society.

You can follow Núria Vilanova Giralt on Twitter

You can connect with Atrevia on Facebook

Deborah Gillis, Catalyst President & CEO Is Champion of Champions

If you want to know someone who can move mountains, look no further. Meet Deborah Gillis, President & CEO of Catalyst, a global nonprofit that works with some of the world’s most powerful CEOs and leading companies to help build workplaces that work for women. Get inspired!

RSM Hall of Fame

RSM Hall of Fame

Deborah Gillis grew up in a small village in rural Nova Scotia and was motivated early on by a group of women who successfully advocated for gender equality rights to be included in the Canadian constitution.  Starting in high school she’s dedicated her life and her career to giving everyone equal opportunity to succeed.

From her work in the public sector on equal employment to her work at global professional services firms advising on strategies for aligning talent and business priorities; from her candidacy for elected office to her job as leader of Catalyst, Deborah’s passion for equality has permeated her entire life.  She joined Catalyst in 2006 as Executive Director of Catalyst Canada, became Chief Operating Officer in 2012, and then President and CEO in 2014.

In 2016 Deborah was named one of Canadian Business magazine’s 10 most influential Canadians. That same year she received the Foreign Policy Association Medal. In 2017, she accepted an honorary Doctor of Laws honoris causa from Cape Breton University for dedicating her life’s work to advocating for women’s rights and equality. She serves on the Board of Governors of St. Francis Xavier University.

For her relentless work towards a more equitable workplace for women and for being a champion of champions, today we honor Deborah Gillis on our Hall of Fame.

Deborah Gillis, President and CEO Catalyst, an honoree of 2018 Hall of Fame

Deborah Gillis, President and CEO Catalyst, an honoree of 2018 Hall of Fame

Red Shoe Movement— If you look back at all the years Catalyst has been doing research, have you seen substantial changes in the way companies deal with diversity and inclusion?

Deborah Gillis—The biggest change that I’ve seen is that companies now recognize that diversity and inclusion is not just a women’s issue, it’s a business issue. And it needs to be treated as a business issue—with formal goals and accountability for meeting them. When people see their managers, senior leaders, and the CEO talking about diversity and following up with actionable strategies, they know it’s central to the company’s values and competitiveness.

RSM—What makes women great leaders? 

DG—I firmly believe there’s no such thing as women leaders and men leaders. There are only good leaders and bad leaders.

I also believe that good leaders are inclusive leaders, who don’t simply get more women in the room—they make sure their contributions are valued and respected once they are there. In my experience, the best leaders give employees just the right amount of both freedom and support to get the job done well. They’re open to hearing and trying new ideas, and they know they don’t always have the right answer. They also don’t shy away from hard conversations—about performance and strategy, but also about “sensitive” issues like gender, race, or ethnicity. All of us can behave this way, no matter our rank, title, or gender—and we should lead inclusively whether it’s from a cubicle or a corner office.

Deborah Gillis Inspirational quote

Deborah Gillis Inspirational quote

RSM—How do you think the current conversation on sexual harassment will change the workplace in the short and long term?

DG—I’m hopeful that organizations will recognize that sexual harassment is a symptom of a culture that doesn’t treat women—especially women of color—as equals. In the short term, leaders must immediately take a firm and visible stand for fairness and gender equality. In the long term, I’d like to see more organizations taking a hard look in the mirror and then strategically building a culture where all women are welcomed, valued, developed, and advanced. This has been an incredibly difficult time for the women who are coming forward, but I hope and believe this movement will be the catalyst for real and lasting change. Collectively, we must ensure that it is. We can start by advancing more women, particularly women of color, into senior leadership positions and onto boards. Because power shared in workplaces is power much less likely to be abused.

Don't miss a great interview with 2017 Hall of Fame honoree, Sergio Kaufmann 

RSM—What are some of the best practices you’ve seen implemented in specific countries and/or specific organizations in those countries in order to accelerate the career trajectory of female talent?

DG—In my role I travel a lot, and I’ve seen that women in different parts of the world have different needs based on cultural and social norms and how businesses operate in each region. For example, in Mexico and across Latin America, traditional gender and family norms are strong, so helping women manage both their careers and family responsibilities is essential to supporting their advancement. An example I love is how PepsiCo Mexico has done this by establishing the Female Executive Council, which has helped design policies and strategies to support women returning from maternity leave and other working mothers, such as a formal structure for flexible and part-time work options, part-time job opportunities, and a condensed work week. These programs now benefit all employees—women and men—demonstrating how workplaces that work for women work for everyone.

Another critical issue in Latin America, and everywhere really, is creating champions, mentors, and sponsors for women. Avon has successfully addressed this issue by launching a program called Women in Leadership. The first class of participants came from Brazil, Chile, Colombia, and Mexico, and they were given access to formal training programs, exposure to senior leaders they otherwise would not have, help with career planning, assignments that broaden their experience, and mentorship from senior executives. The piece that I really like about this program is that participants are asked to “pay it forward” by developing a legacy project that will inspire their fellow female colleagues.

Deborah Gillis and Justin Trudeau

Deborah Gillis and Justin Trudeau

RSM—How will the Millennial generation flip the script on gender inclusion at the top?

DG—The Millennials I know at Catalyst and beyond are passionate about their community and making a difference. They want to solve problems and they are eager to contribute—to much more than just their companies’ bottom lines. For many of them, gender roles and expectations, as well as gender itself, are fluid. For those of us who have grown up with narrower conceptions of gender, it can be a new experience to embrace a more ambiguous notion of a core part of our identity. Millennials and others who are driving this conversation have challenged us to rethink what’s “normal”—and how we can get to a new normal that is more inclusive. That diverse thinking is going to be a transformational and positive force for inclusion and the way all of us work together.

RSM—What are one or two mistakes you’ve made in your career that you remember the most? And the lessons learned?

DG—In Tokyo a few years ago, I was with colleagues waiting for taxis on a busy street, when someone yelled a sexist, racist slur at a member of my team. We were all shocked, but no one said anything. I wanted to call her, but with the added element of race in the mix I was terribly afraid to say the wrong thing. So I stayed silent—for weeks. Then I read new research from Catalyst that showed how toxic silence can be. Finally, I summoned my courage, and said, “I’m deeply sorry. That was wrong. I should have said something.” She appreciated the support, even as late as it was. And I was reminded that courageous conversations are the first step toward healing wounds, opening minds, changing behaviors, and building workplaces where everyone has a fair chance to succeed. It was a difficult and profound lesson that my heart won’t forget—saying something is always better than saying nothing.

Catalyst Awards dinner, an annual gathering of the most influential leaders and organizations

Catalyst Awards dinner, an annual gathering of the most influential leaders and organizations

RSM—Who were some of the most influential men and women in your career other than family members? How exactly did they influence you?

DG—When I was a 23-year old legislative intern, one of the elected representatives I worked with ultimately became a friend, mentor, and sponsor. He took me under his wing and later used his influence to recommend me for a high-visibility project that positioned me for a great opportunity. Looking back, I can draw a straight line from his sponsorship to the opportunity I later received to run as a candidate for elected office. Beside the career support, he also showed me that great leaders are humble. He admitted he didn’t have all the answers, and he shared his mistakes openly, asking for help when he needed it. He earned our team’s trust and respect, by trusting and respecting us in turn. To this day, I think of him as a role model for the kind of leader I want to be.

Another major influence was my first boss out of university, who encouraged me to think about my career as a toolbox—and every new assignment as an opportunity to add a new “tool” that I could carry with me to the next role. If I was going to add a tool to the box, I needed to take full and complete responsibility for it—I needed to own it. Through him, I learned that people do their best when they are treated like they are capable of their best—and promised the opportunity to prove it.

Deborah Gillis at her desk

Deborah Gillis at her desk

RSM—Can you share with us the story of a person’s life or career that changed thanks to you?

DG—Before I joined Catalyst, I ran for a seat in a provincial election in Nova Scotia, where I’m from. As I was canvassing for votes, I met one young girl who listened intently when I explained that I was running to be in the Legislature. Her response? “I thought only boys did that!” She wasn’t the only one—throughout the campaign, I saw girls begin to recognize that no future is “only for boys.” I’m looking forward to the day that one of those young women becomes Premier!

Another young woman I am proud to inspire, and be inspired by, is my niece Haley. A few years ago, she went to school and declared a personal day of silence—no small feat for a thirteen-year-old! On that day, when Haley was approached by a student or a teacher, she gave them a small piece of paper that explained her actions as an expression of solidarity with Nobel Prize laureate Malala Yousafzai and girls around the world who had been denied the right to attend school. By choosing to make the injustices facing girls in another part of the world her problem, Haley’s silence echoed loudly across her school and community.

You can connect with Deborah Gillis via LinkedIn

Connect with Catalyst on Twitter

Be a Magnet for Career Opportunities. Learn from Beth Marmolejos!

Wonder no more how to attract the best career opportunities. Beth Marmolejos is an example of how when you build a reputation of integrity and commitment, the opportunities find you.

Beth Marmolejos at the Red Shoe Movement Signature Event striking a pose with RSM Principle 2

Beth Marmolejos at the Red Shoe Movement Signature Event striking a pose with RSM Principle 2

Beth Marmolejos is an Executive Advisor in the IT Account Management area at Anthem (the largest for-profit managed care company within the Blue Cross Blue Shield association,) and she serves as the Chief of Staff for the Women’s Inspire Network Associate Resource group. But that’s just her day job. She’s also the President of the New York Chapter of Prospanica (formerly NSHBMA,) and the Vice Chair of the Passaic County Workforce Investment Board, among several other volunteer positions she holds. Beth has received many awards from local, state, federal, corporate and non-profit organizations for her leadership and community work. She has crafted a professional life that fits her style, her passions and her goals. It is through these multiple commitments that Beth Marmolejos creates career opportunities for herself and for those in her network.

As president of the NY Chapter of Prospanica (Formerly NSHMBA) Beth Marmolejos creates career opportunities for others.

As president of the NY Chapter of Prospanica (Formerly NSHMBA) Beth Marmolejos creates career opportunities for others.

RSM— You’ve had quite a career trajectory. Tell us about some of the highlights and how you tapped into the various career opportunities that presented themselves along the way.

Beth Marmolejos (BM)— I started my journey in the business world without a degree at an entry level in the Accounting Department at Express Scripts (formerly known as Medco Health Solutions.) While there, I was able to get my under graduate and graduate degrees, 80% of which were paid for by my employer —as long I got a B or better in my classes.

It took me over 10 years to obtain my education. I was able to move within the Finance area to different roles that helped me prepare for the role of “Controller/Director” of Finance for a subsidiary that my company bought. A subsidiary worth two billion dollars. That propelled me to a leadership position and it opened a world of career opportunities for me.

In 2013 I took a leap of faith and left to work in New York City for Empire Blue Cross Blue Shield under the leadership of the amazing Brian Griffin, who was a colleague of mine at Medco. The highlight of this move was that I got promoted within six months because I led a project that saved the company $1M.

Then, one of the senior leaders at Empire BCBS in NYC recommended me for an Executive Advisor role in IT as the Chief Information officer for the State of New York and Wisconsin at the Enterprise level for our Parent company Anthem.

Take note of the secret to attract great career challenges to yourself.

Take note of the secret to attract great career challenges to yourself.

How to find the most attractive career opportunities

RSM— You wear several hats. From being the CIO for NY and Wisconsin at Anthem to being the President of Prospanica NY Chapter and serving in different capacities on other non-profit boards. With all that’s already on your plate, how do you constantly find career opportunities to help you continue to grow?

BM— I don’t find career opportunities…they find me through senior leaders/mentors/sponsors who know my work, my commitment to their success and integrity.

RSM— What are some of the strategies that help you stay focused with each one of your multiple responsibilities?

BM— I have three main strategies:

  • Remain calm and focus on what you are trying to achieve
  • Surround yourself with positive people that help you stay on course
  • Don’t get distracted with things that steal your peace, keep your eyes on the price

RSM— Do you find that creating career opportunities for others is a natural way of opening doors for yourself?

BM— Absolutely! When you lift others up and help them by opening doors it creates an advantage for you. What goes around, comes around!

Make sure that you spread tons of positive energy around as you build your own career.

Make sure that you spread tons of positive energy around as you build your own career.

Learning how to network strategically is another way to open up career opportunities.

RSM— What are three top pieces of advice you’d give people looking for greater career opportunities within their organizations?

BM— Here you go:

  • Treat people with respect, be kind and a team player. That builds your good reputation which you can leverage to obtain better career opportunities within your organization
  • Be a can-do type of person – that is key to getting opportunities for senior roles
  • Be happy, positive and knowledgeable – that is a magnet that attracts people who want to work with you

RSM— Any different advice for those looking for career opportunities in a different company or who are currently out of a job?

BM— Yes, get involved in organizations such as Prospanica, of which I am the NY Chapter President, and you will have access to tons of career opportunities.

RSM— What’s the next big project you’re working on right now? 

BM— I’m focused on a couple of upcoming events we are organizing with Prospanica. Celebration of Achievements – where we will give out scholarships on 11/27/17 at Oppenheimer Funds.

And in honor of the International Day of People with Disabilities we have an event with the UN Nations at S&P Global on 12/14/17

At a personal level, my next big project is to obtain my Agile SAFe Training certification.

You can connect with Beth Marmolejos on Twitter and Linkedin

 

Powerful women lead in many ways: Adrienne Arsht proves it!

Powerful women are not only the CEO’s of their organizations but also philanthropists and deal-makers who exercise their influence behind the scenes. Adrienne Arsht has led both from the front and from the back throughout her career, depending on what the situation called for. Discover how she became a great influencer!

The making of a powerful woman

Powerful women like Adrienne Arsht use their influence in local and national issues

Powerful women like Adrienne Arsht use their influence in local and national issues

Adrienne Arsht is the daughter of the Honorable Roxana Cannon Arsht, the first female judge in the State of Delaware, and Samuel Arsht, a prominent Wilmington attorney. Upon graduation from Villanova Law School in 1966, Arsht was the 11th woman admitted to the Delaware bar – her mother having been the 5th. She began her Delaware law career with Morris, Nichols, Arsht & Tunnel.

In 1969, she moved to New York City and joined the legal department of Trans World Airlines (TWA). She then became the first woman in the company’s property, cargo and government relations departments.

She moved to Washington, DC in 1979 where she initially worked with a law firm, then started her own title company before moving to Miami in 1996 to run her family-owned bank, TotalBank. From 1996 to 2007, Adrienne served as Chairman of the Board of TotalBank. Under her leadership, the company grew from four locations to 14 with over $1.4 billion in assets. In November 2007, she sold the bank to Banco Popular Español and was named Chairman Emerita of TotalBank.

Powerful women take leading roles in civic and artistic organizations

Adrienne Arsht has been a generous patron of the arts for a long time. Here with Kevin Spacey.

Adrienne Arsht has been a generous patron of the arts for a long time. Here with Kevin Spacey.

But business has not been her only passion. As it’s often the case with powerful women (and men,) over the years she has taken a leading role promoting artistic, business and civic growth in the three cities she calls home: Washington, D.C., Miami and New York.

She is Founding Chairman of the Adrienne Arsht Center Foundation in Miami, Florida where her $30 million contribution to Miami’s Performing Arts Center in 2008 secured its financial footing and ensured quality cultural programming. In her honor, the Center was renamed the Adrienne Arsht Center for the Performing Arts of Miami-Dade County.

Her support of the transformation of Lincoln Center’s facilities and public spaces was recognized with the dedication of the Adrienne Arsht Stage in Alice Tully Hall. Adrienne has recently spearhead the creation of the Adrienne Arsht Center for Resilience at The Atlantic Council where she also endowed the Adrienne Arsht Latin America Center in 2013 to focus on the role of South America in the trans-Atlantic world.

Over the years, Adrienne has generously donated funds and resources to numerous organizations. In 2008 she became the first, and still is, the only woman to join the Five Million Dollar Roundtable of United Way of Miami-Dade.

Adrienne Arsht, lawyer, businesswoman, philanthropist

Adrienne Arsht, lawyer, businesswoman, philanthropist

RSM: You’re a widely recognized patron of the arts. How did art enter your life and what makes it so important?

Adrienne Arsht: My passion for art comes from my parents. There was always music in the house. My mother played the piano.  I took piano and ballet lessons.  Every Saturday we would listen on the radio to the Texaco live broadcast of the Metropolitan Opera. I was fortunate to go to theater in Wilmington, Delaware and New York City to experience Broadway. I cannot imagine a world without the arts. When giving to the arts, you are preserving the essence of civilization for now and for hundreds of years to come. It is thrilling to know that a gift to the arts will be shared by people in a future we can’t even imagine. Art is part of who we are and helps define us. It has been treasured for centuries and will continue indefinitely.

RSM: Could you share the role philanthropy plays in your life?

AA: Philanthropy is not just about giving money – it is about giving one’s time as well. It is the footprint that we leave.

RSM: Many of your signature gifts have been to large performing arts complexes. Why have you chosen those as a focus of your philanthropy?

AA: A performing arts complex offers an extraordinary value to a city. It brings the arts in their many forms  to everyone of every generation and every interest. The Arsht Center has played a key role in the resurgence and transformation of the immediate area, the city of Miami and beyond.

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Adrienne Arsht, one of the most powerful women in America, meets with Mexican president Peña Nieto in the context of her work with the Atlantic Council.

Adrienne Arsht, one of the most powerful women in America, meets with Mexican president Peña Nieto in the context of her work with the Atlantic Council.

RSM: You are very involved with causes in Latin America. What’s your motivation?

AA: In 1996, I moved to Miami to run TotalBank. After selling the bank in 2007, I moved back to Washington, DC. But, it became immediately clear to me that there was a need to find a way to integrate the interests of Latin America with Europe and the United States to shape the global future and create a broad community of common values. In 2013, this became a reality with the creation of the Adrienne Arsht Latin America Center at the Atlantic Council. This Center is dedicated to forging an effective Latin America-US-Europe partnership of common values and shared interests.  I am thrilled to spearhead an initiative that will embrace Latin America as an integral part of the transatlantic world and give this vibrant region the recognition it deserves.

Two powerful women: Adrienne Arsht and Christine Lagarde, Managing Director of the International Monetary Fund

Two powerful women: Adrienne Arsht and Christine Lagarde, Managing Director of the International Monetary Fund

RSM: Negotiating is an art in itself. What were some of the key takeaways from negotiating the sale of TotalBank, your family owned-bank to Banco Popular Español in 2007?

AA: One Word – Patience!

RSM: How would you describe your leadership style?

AA:

Don’t whine.

Life is not fair.

Just deal with it.

Humor and laughter.

Raised voices and four letter words do not get you anywhere!

RSM: Would you share with us one of the worst mistakes you made in your career and what you learn from it?

AA: I decided to reinvent Casual Friday and make it more a Dressed Up Friday based on our wonderful holiday party where everyone looked simply glamorous and festive. The idea was good but I had not taken into consideration how the employees would be able to do this. Coming to work on subways and buses or dropping children off at school would not work in party clothes. So lesson learned: When wanting to implement a new idea make sure you get full buy in on the project before putting it out there!

RSM: How do you want to be remembered?

AA: I want to be remembered as a good friend and someone who had courage. Our time on earth is a gift. We pay rent for the time on earth and that rent is how we give back. Making the world a better place is the basis for all I do. I learned these values from both my parents.

My Mother was compared to Joan of Arc – someone willing to die for a cause. I hope that I would do the same.