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Breaking the Glass Ceiling: Leadership Tips for Women in the Electronics Industry
By Joanne Moretti, SVP and CMO, Jabil; GM, Radius Innovation & Development D
espite all the advancements that women are making in to- day’s rapidly-changing and
ever-diversifying workforce, the real- ity remains that there are still dra- matically fewer females in the C- suite than males. According to a study last year by Korn Ferry, only one in four top executives in technol- ogy areas is a woman. While women make up almost
50 percent of the working population, the U.S. Census Bureau reports that only 26 percent have jobs in science, technology, engineering, and mathe- matics (STEM). As a woman with more than three decades spent in
LEADERS IN
MICRO DISPENSING TECHNOLOGY
SMALL REPEATABLE VOLUMES ARE A CHALLENGE, BUT NOT IMPOSSIBLE IF YOU HAVE BEEN CREATING THEM AS LONG AS WE HAVE.
G
STEM-related businesses, I’ve close- ly followed the shortage of women leaders in these fields, especially the electronics industry. After rewarding tenures at CA,
HP and Dell, I now lead a highly-di- verse and talented global team at Ja- bil. Every day, I see firsthand the contributions made by women who bring unique points of view on how best to drive business innovation in the digital economy. Jabil’s focus on fostering gen-
der-equal opportunities enables us to better serve our customers, which represent some of the biggest and best-known brands. I encourage oth-
er companies in the electronics in- dustry to boost their ranks of women leaders as a long-term business growth strategy. While each leadership journey
will differ, the following tips are based on my experiences and should help women navigate their own paths while breaking through the “glass ceiling.”
Build Your Own Personal Board of Directors. Select three or four people. They can be current or former colleagues, friends, mentors, or advi- sors you trust to offer useful insights. Engage in frequent discussions and listen to their perspectives. Synthe- size all the commentary and act on it decisively.
Make Decisions. Don’t be afraid to make decisions. Not making a deci- sion is still making a decision. It’s OK to make a mistake; just don’t make the same mistake twice. Deci- sion makers weigh risk constantly, a critical skill that must be honed care- fully over time. Risk takers and deci- sion makers are viewed as leaders while those who waffle and hesitate are left behind.
TO DO IT WELL, WE PROVIDE THREE THINGS: REE THINGS
Dispensing Expertise in a variety of microelectronic packaging applications.
Feasibility Testing & Process Verification based on years of product engineering, material flow testing and software control.
Product Development for patented valves, dispensing cartridges, needles and accessories.
Our Micro Dispensing product line is proven and trusted by manufacturers in semiconductor, electronics assembly, medical device and electro-mechanical assembly the world over.
DL Technology
216 River Street, Haverhill, MA 01832 P: 978.374.6451 | F: 978.372.4889
info@dltechnology.com
dltechnology.com
Plug Yourself into Your Compa- ny’s Strategy. The way to start is by listening — to everything. Every town hall meeting and every earnings call. Then the key action item is to align and connect the dots between your output and the company’s goals.
Learn the Language of Finance and Business. Can you speak ROIC? How about EPS or FCF? This is essential, especially for women as speaking the language of finance and business will let you gain traction with everyone. I learned this early in my career and found it particularly powerful when I worked for Mark Hurd at HP and Michael Dell at Dell. Learn to quantify the total economic impact of any proposal versus just talking payback. Translate what you do into key performance indicators and you’ll be treated like a business person overnight. Need a place to start? Get a copy of the book Finan- cial Intelligence.
Never Forget: Your Network is Your Best Asset. Build a great net- work, strengthen it, learn from it. Build your brand inside it. Connect with and understand the new wave of incoming employees. Practice bet- ter bonding in social settings, espe- cially among women. Remember, we all face the same challenges.
Think About Others. Fear causes conflicts and failures. Our biggest weapon in overcoming fears is pure
and simple: communication. Don’t let fear hold you back, second guess yourself or resent others. This is es- pecially true for women. For wisdom here, two great books come to mind: Leadership and Self-Deception (from the Arbinger Institute) and Robert Sutton’s The No Asshole Rule.
Create Mutual Purpose. The most important thing to do before meeting any executive, colleague, customer, partner, etc., is to do your homework. Know your audience. Then prepare your messages and tie them to your priorities. There is no substitute for knowing your market and customers’ needs. Share your plan. Target your message. Make it powerful, business- oriented, goal-achieving, relevant, and timely.
Learn the Difference Between Leading and Managing. Leader- ship is demonstrated by actions, not words. Leadership is not a title. Leaders inspire others. And even if your team is small, if you encourage great engagement, exude enthusi- asm and deliver an excellent product, word will get around. Demonstrate leadership by giving your people vis- ibility with executives, an active role at meetings, etc.
Get out of Your Comfort Zone Every Day. Take risks, try new roles and most of all, avoid being stereotyped or pigeonholed. You may need to take a lateral move to keep moving; the point is to move. For ex- ample, if you remain a program man- ager for a long time, you will be la- beled as such. It’s no different than typecasting in movies. Stretch, even if it’s something outside your comfort zone. I made a huge leap from sys- tems engineer to sales, then to mar- keting. I admit it was scary at first, but I knew the company’s products, customers and markets, so I moved and never looked back.
Create Strategic Acceleration. You must have a plan. For example, in Tony Jeary’s insightful book Strategic Acceleration, he stresses clarity (be clear about the mission), focus (create priorities and ruth- lessly prioritize) and execution (lead by removing obstacles for peo- ple). For me, it’s all about branding the plan and communicating it, then connecting the plan to the broader mission and measuring progress in terms of impact to the business bottom line. Contact: Jabil, Inc., 10560 Dr.
Martin Luther King Jr. Street N, St. Petersburg, FL 33716 % 727-577-9749 Web:
www.jabil.com r
October, 2017
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