Navigating the Executive Landscape: Insights and Wisdom for Leaders

I’ve worked in executive leadership for more than 30 years.?Here are a few things I have learned. ?

My career has been predominately in banking and financial services.?For the majority of that, I was often the only female or at least one of few in an executive role.?As such, it brought on its own share of additional complexities while working in a male-dominated industry.?While it wasn’t always easy to navigate how to show up as a strong and positive female executive, I learned a lot about myself in the process and it made me a better leader over time.?Here are some takeaways that I hope will inspire and challenge you:

1.Listen more, talk less.?It’s normal to want to feel part of things and voice our opinions.?What I’ve learned over the years is that when I come to a meeting I’m not responsible for leading, a challenge I’m asked to weigh in on, or a situation to observe, I do a lot more listening than talking, especially at first.?When I was a new executive, I thought that I needed to show people I knew what I was doing.?I wanted everyone to realize I earned my promotion so therefore I had something important to say. ?

Over time, it became clear that that was my ego driving that behavior.?I had something to prove, especially when it was a large group of male counterparts and me.?What people needed from me were thoughts and ideas that were truly impactful.?I learned to listen better, ask clarifying questions that provoke deeper thought, and then I added value where it mattered.

2. Don’t feel the need to fill the silence.?One of the common questions I get from coaching clients is “How do I think on my feet quicker when I’m engaging with people?”?My first question is – “why do you feel the need to fill the silence?”?Let’s be honest when a conversation pauses, it can feel uncomfortable when no one is talking.?Especially when there is a challenging or confrontational situation.?I also fell prey to feeling like I needed to fill the silence and I often regretted it because my comments didn’t add value to the conversation.?It was a nervous reflexive response. ?

Experience taught me that many people need time to process what they’re hearing.?We do ourselves and others a discredit when we push a conversation along when people are not ready to proceed.?I learned that I too, am a processor.?When I took the time, even during a heated conversation, to consider what I was hearing and what it meant, my responses were clearer and often, less emotional.?If someone is pushing a conversation, pressing you to respond, it’s completely acceptable to say, “I just need a moment to consider what’s been said.”?We do ourselves and others a service when we hit the pause button while we collect our thoughts. ?

3. Allowing dysfunction on your watch reflects on you.?Leading is challenging and at times, difficult.?It takes a continuous commitment to foster an environment that serves employees well.?I wish more companies put energy and commitment into fostering a culture of self-accountability, respect, and inclusion. ?

I worked for a large financial institution that once had those values.?Sadly, the more successful the company became; the more dysfunction became the norm.?Individuals at the highest levels of the organization systemically created a toxic environment where the public ridiculing of subordinates, disrespecting colleagues openly, and reckless spending on meals and bar tabs was the norm. ?Many employees went without resources to do their jobs well, yet picking up very large checks for executives to get drunk several nights a week was condoned.?I did my best to try and separate myself from those involved, but they were my co-workers on the executive team, and I had to work alongside them most every day.?There was only so much distance I could muster.

It became clear to me that this new way of “acting” among the executive team was not only tolerated by the CEO, but it was also absolutely allowed.?So, the decision rested with me.?I could stay in my role and tolerate the behaviors, which in my mind was the same as participating in what I despised… or I could walk away. ?It was an incredibly difficult time and an even more difficult decision.?I had to ask myself, at what point does accepting this type of behavior reflect on me??The answer was – always.?I was part of that team because of my role.?As hard as I tried to turn back the direction the behaviors were going, the number of people regaling in this new environment was just too much.?When the CEO is willing to turn a blind eye to poor behavior, it’s the same as saying “I am okay with it.”?I wasn’t, I walked away.

I believe we are a mosaic built from all the experiences in our life.?We learn from situations we encounter, the people who cross our paths, and the challenges we face.?I am a product of more than 30 years in executive leadership, and it’s helped shape me and the next chapter I’m writing.?As long as we’re learning, we’re growing the future for ourselves and others.??