NEW Leader magazine

new leader SPRING 2017

network of executive women | transforming the retail and consumer goods workplace

The future of work Millennials Women of color Single moms Male champions Risk takers And the 9 reasons the retail industry needs more women leaders

PLUS The NEW Interview

Joan Toth

On the road with

Judy Spires Sponsored by

Supplement to EnsembleIQ publications

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NETWORK OF EXECUTIVE WOMEN

contents 5 WOMEN’S LEADERSHIP

Why the retail industry lags behind Studies prove the value of women’s leadership. But the retail industry still lags behind other industries — here’s what we can do about it. By Beth Levine

9 THE CEO AT WORK

On the road with Judy Spires We travel with the trailblazing Chairman and CEO of Kings Super Markets as she makes her annual store visits and shows her hands-on leadership style.

Photos by Robert Piazza

12 THE RISK TAKERS

21 MILLENNIALS

16 SINGLE MOMS

29 WOMEN OF COLOR

Taking chances What does it take to move up in the retail and consumer goods business? We talk to five women leaders who saw their chance — and took it. By Debby Garbato Building careers and raising kids One-quarter of all U.S. households are headed by single moms (another 8 percent by single dads). We ask three industry women how they manage.

The largest generation speaks A dozen millennial leaders discuss their priorities, expectations and industry experiences — and explain what Gen Xers and Baby Boomers don’t get about them.

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Diversity dialogue We asked three women of color to share their work experiences in the retail and consumer goods industry. They didn’t hold back.

By Jeanne Muchnick

31 MALE CHAMPIONS

Joining the new men’s club More and more men are leading the charge for women’s leadership. Learn why they’re doing it for themselves.

By Barb Grondin Francella

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33 THE NEW INTERVIEW

Joan Toth The founding President and CEO of the Network of Executive explains what changed — and what didn’t — during her 15 years of advocating for women’s leadership.

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SPONSOREd CONTENT

Defining MoMenTs: How Women Leaders Took Risks to Get Ahead

What are some of the biggest risks you have taken to get where you are today in your career?

Personally, I do not view the choices I have made in my career as “risks.” One of my personal beliefs is that anything is possible. I tend to look at change as an opportunity and always look to reframe to see the possibilities vs. the barriers. So, you might say that my career has been all about harnessing the possibilities and turning them into opportunities to drive my career and the success of others.

What pushed you to take this risk professional fulfillment?

The choices I made enabled me to take advantage of opportunities to “make a difference” in the business, organization, and my family. For me, it all comes down to: “Be the Best “You.” This is incredibly important because your attitude determines your success. You may have heard the saying: “Your attitude can determine your altitude.” This is critically important as it sets the foundation for “willingness to embrace change”—the one constant in any successful career.

How much of a role did fear, motivation, confidence or lack of these factors play?

I think everyone questions themselves and their capabilities at certain career junctures. It can feel really overwhelming.

Reinforcing my motto that “anything is possible” and accepting change as a constant keeps me anchored on the short term and long term. My approach is: First, I understand the situation/change.

Then, I look to reframe to seek the opportunity. And last, I put a plan in place to act upon the opportunity.

What kind of support/encouragement did you get from sponsors, mentors, professional friends or colleagues?

I’ve been blessed to work with and be supported by many wonderful sponsors, mentors, colleagues and friends in my life. They lift me up and inspire me. They push me to see new opportunities, challenge me to open my mind to new ways of thinking. They’re my rock and foundation.

What kind of advice/suggestions/personal histories did they share?

It was not so much the advice and suggestions as it was the unspoken contract we signed. It is founded on trust, transparency and straight talk. These elements helped “set the table” for lifelong relationships and lay the foundation for future development and growth.

Did you get support from friends/family? How did they help?

Absolutely! I am blessed that my family and friends have always been here to support me. Personally, I’ve chosen to take on a few ‘life’ roles and do them well. For me, it was all about marrying the right person. Early on, my husband and I

Monica Turner

NEW Board Member

discussed career aspirations and decisions as a couple. Then, I shared them with my company. Together, we understood and agreed that as I advanced through my career, I’d be prioritizing elements in my life. Together, we were very comfortable with the choices. Net, when those choices are good for your family, they’re good for you professionally, too.

To what degree did this give you the motivation and confidence you needed?

I see the support I received as key and the foundation of my success.

Were there any naysayers who discouraged you?

Who? What did they say?

Early on in my career, the industry was not as diverse. While P&G advocated for a diverse workplace, given the limited number of African American females in the industry, there were questions as to whether an African American female would be accepted or could lead a broader organization. The company used a systemic talent approach to ensure a fair playing field. We knew a more diverse workgroup enables a stronger organization and outperforms a homogenous group every time. I can look back now and say the systemic approach broke down biases and barriers.

There is more work to do, but we’re making progress.

What were the end results of taking the risk?

Was taking the risk positive?

The end results have definitely been worth the choices along the way. I have always believed that if I can look back and have evidence of the difference I have made in others and the impact on the business is better as a result of my leadership efforts then I am on the right journey.

How do you define your legacy?

While I have had professional success, what is more important is that for all of the individuals that invested and supported me, I feel an obligation to pay it forward. Over the past 20+ years I have had the opportunity to run big businesses that impact the lives of consumers and champion diversity and inclusion to enable opportunity for all who choose this path. I believe I am able to make a difference, which is fulfilling both personally and professionally.

women’s leadership

Why the retail industry lags behind Barriers to women’s leadership are hurting the industry’s bottom line

By Beth Levine

S

tudy after study proves it: What’s good for women is good for business.

Research by Catalyst, the Harvard Business School, Dow Jones and others reveals that companies with more women leaders tend to outperform those with fewer women in senior leadership. Their companies make better corporate citizens, too.

Analysis by the Peterson Institute for International Economics backs that research up, finding women in corporate leadership positions

can improve a company’s bottom line. Another study by McKinsey & Co. found women are assessed as better leaders. (See “9 reasons to advance women leaders,” page 7.)

Despite the strong business case for women’s leadership — and the fact they make up 55 percent of the retail workforce — women still are not promoted to leadership roles as often as men.

Less than one-quarter of senior leaders in the global retail industry are female, according to a study by Grant Thornton. That’s far fewer than fields like hospitality, education and healthcare, and just slightly better than traditionally maledominated industries like agriculture and energy.

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women’s leadership Global senior management roles held by women

along with leadership training support and mentoring, have been most helpful, she says.

41% 41%

Education and social services Healthcare

33% 27%

Hospitality Food and beverage

25% 24% 22% 22% 20% 20% 20%

Financial services Professional services Other business services Retail Agriculture, hunting, forestry and fishing Electricity, gas and water supply/utilities Cleantech

19% 19%

Technology Manufacturing

19%

Transport Construction and real estate Mining and quarrying

18% 12%

Source: Grant Thornton

Why do retail and consumer goods companies lag?

Industry companies are not giving women the support and leadership development they need to advance their careers, according to survey results published in “Green Lights and Stop Signs: The Road to Gender Parity in Retail and Consumer Goods,” released last year by the Network of Executive Women and the Center for Creative Leadership (CCL).

According to the findings, industry women need several positive factors (“green lights”) to succeed: An organization committed to gender diversity; developmental support through business relationships and company initiatives; and support from professional networks.

But women reported their careers are hampered by “stop signs,” including conflicting work/life priorities and being overlooked, undervalued and undermined at work.

Green lights An organization’s commitment to women’s leadership. Only a quarter of the 900 women surveyed by NEW and CCL feel their company was truly on board with gender diversity and inclusion. Elsa Zimmerer, sales vice president for Atkins Nutritionals, is one of the lucky ones.

She says she’s been fortunate her employers have offered cultures and mentors that supported her career goals. Career progression mapping and talent management reviews, 6

NETWORK OF EXECUTIVE WOMEN

Career development opportunities. Just one-third of the women surveyed believe their company offers enough on-the-job training and mentoring. One, The Coca-Cola Company, offers a rich variety of internal and external development programs that focus on developing leadership behavior, including skills such as driving innovation, collaboration, acting like an owner, inspiring others and developing self and others, according to Kathy Williams, vice president for national retail sales. Leadership and career development is “an ever-expanding, ever-changing process,” she says. “We work with our managers to tailor our development plans to our own development needs.”

Support from a professional network.

More than one-third of NEW members surveyed said they received career support from professional networks, which provide information on career opportunities and access to senior leaders and offer inspiration to go after new career challenges and a sounding board for making decisions.

Networking is critically important, says Melissa Oesterreich, executive vice president for client services, Advantage Solutions, who encourages female leaders to take great care in building their own support networks of both men and women. “It’s an invaluable tribe of trusted advisors, teammates and investors who inspire, push and make you stronger and better,” she says. “This community should include mentors at all levels, from peers, to cross-functional groups, to executives, to sponsors and friends outside of work who can provide sound advice, emotional support and perspective.”

Stop signs Work/life priorities. Many women feel they must sacrifice life outside of work to hold a senior leadership position. Nearly 10 percent of the women surveyed by NEW and CCL identified competing work/life priorities as a reason they’ve held back from pursuing leadership positions.

Zimmerer is among those who’ve juggled to find the right balance. Her solution: Maintaining a solid sense of teamwork and communication with her husband and children. They create family calendars to make sure everyone is where they need to be, especially when she’s traveling or working late. And she makes her health a priority by maintaining regular workouts for mental and physical well-being.

As for forging ahead into different leadership positions, Zimmerer says most of the opportunities in the past required relocation, something that’s tough for her “when you have to make the decision for five people in a household.” Instead, she looks for other opportunities to develop and communicates often with leadership in the organization about her goals.

Being overlooked. Women are often not developed for leadership positions — and are

perceived as having less leadership potential or career commitment, according to the report.

Williams says she’s overcome traditional masculine definitions of leadership by staying true to herself. “If we are our genuine selves in all leadership situations, our sincerity will be recognized,” she explains.

“When we try to act like someone else because we think we need to be stronger or more like a man [in the way we] manage, we come across as disingenuous.

9 reasons to advance women leaders 1. Higher profits Having women in the highest corporate offices is correlated with increased profitability.

Source: “Is Gender Diversity Profitable?

Evidence from a Global Survey,” Peterson Institute for International Economics, 2016

2. Better financials Companies in the top quartile for gender diversity are 15 percent more likely to have financial returns above their respective national industry medians.

Source: “Diversity Matters,” McKinsey & Company, 2015

3. Less failure Start-up companies with five or more female executives had a markedly lower failure rate than those without women leaders.

Source: “Women at the Wheel: Do Female Executives Drive Start-Up Success?”

Dow Jones, 2012

4. Diversity dividend In the United States, there is a direct relationship between racial and ethnic diversity and better financial performance: for every 10 percent increase in racial and ethnic diversity on the senior-executive team, earnings before interest and taxes (EBIT) rise 0.8 percent.

Source: “Diversity Matters,” McKinsey & Company, 2015

5. Better performance Companies with at least three women directors outperformed those with no female directors. Gender-diverse firms saw an 84 percent higher return on sales, a 60 percent higher return on investment capital and a 46 percent higher return on equity in at least four of the five years studied.

Source: “The Bottom Line: Corporate Performance and Women’s Representation on Boards (2004-2008),” Catalyst, 2011

6. More collaboration In their book, Being the Boss, Harvard University professors Linda Hill and Lowell Kent Lineback outline a number of essential managerial traits for the modern workforce, including collaboration, trustworthiness and a willingness to develop employees. These are all qualities more commonly found among women leaders.

Source: Being the Boss, L. Hill and L.K. Lineback, Harvard Business School Publishing, 2011

7. More inspiration Business executives report the most important leadership attributes for success today are inspiration, intellectual stimulation, participatory decision-making and setting expectations and rewards — all traits more commonly found among women leaders, according to research by McKinsey & Company.

8. Better consumer insights Women leaders understand the retail and consumer industry because they are the retail and consumer industry. Women dominate consumer spending in the United States. Women control $4.3 trillion of the annual $5.9 trillion in U.S. consumer spending.

In the consumer goods industry, valued at $2 trillion, they influence 83 percent of spending decisions.

Source: “The Woman-Led Economy,” U.S. Women’s Chamber of Commerce, June 2010

9. More transformation How are female leaders different than male leaders? Leaders tend to lean toward one of two types of leadership styles, transactional or transformational, with a third nonmanagement style — the laissezfaire — also present, according to “Women and the Labyrinth of Leadership,” by the Harvard Business Review. The conclusion?

“The meta-analysis found that, in general, female leaders were somewhat more transformational than male leaders, especially when it came to giving support and encouragement to subordinates.”

Source: “Women and the Labyrinth of Leadership,” Harvard Business Review, 2007

Source: “Women Matter Survey,” McKinsey & Company, 2009

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women’s leadership “People then tend to focus on how we are saying something, instead of what we are saying.

If you are consistently genuine, people will see you and not your gender.”

Still, Williams says, a focus on continuous improvement is critical. “Continuing to sharpen our leadership and listening skills must remain a priority and one that we need to take ownership of ourselves.”

Being undervalued. A significant percentage of women surveyed by NEW say their career goals have been undermined, intentionally and unintentionally — and their qualifications are routinely questioned. Across all age groups, mid-management level women suffer most frequently from being overlooked and undervalued, the report found.

VERBATIMS

Advice for breaking through barriers “Leverage mentors. Find someone you admire, plan to spend time with them regularly and prepare in advance to show that you value their time. Be a problem solver. Be persistent.

Passion, work ethic and commitment are tools to overcome any skill gaps that you might have.”

Melissa Oesterreich, Executive Vice President, Client Services, Advantage Solutions “Make sure your audience knows that even though you may not have the image they expect, you are the decision maker and you are going to make the final calls.”

Huilin Min, Former Vice President, Market Strategy and Planning, Duracell “Continue to sharpen your leadership and listening skills as a way to take ownership of yourself.”

Kathy Williams, Vice President, National Retail Sales, The Coca-Cola Company “Don’t apologize if you are assertive in your approach. Stick to the facts and hold your ground, while still listening to others. When women have strong success with their actions, the results will speak for themselves.”

Elsa Zimmerer, Regional Vice President, Sales Atkins Nutritionals Inc. 8

NETWORK OF EXECUTIVE WOMEN

In situations where Oesterreich feels that her leadership qualities are questioned — whether intentionally or unintentionally — she takes a direct approach and works to turn a potential adversary into an advocate by seeking to understand his or her point of view. “What I have found is that once I take the time to understand that individual’s concerns at a root-cause level, I have been able to remedy not only the situation itself, but also allowed myself to deepen a connection with a colleague and/or leader who has turned into a steadfast supporter over time,” she says.

On the other hand, Huilin Min, former vice president, market strategy and planning for Duracell, has found that women often undermine themselves. For example, women often will not apply for a job because they feel they lack one out of 10 qualifications requested. In contrast, many men who have only one or two qualifications will apply because they feel extremely confident they can do the job. “Maybe society has trained women to be more humble and realistic,” she says.

While she was at Duracell, Min worked with the human resources team and started conversations with high-performing women early on to help them build confidence and rise to challenges and encouraged women to apply to roles that suit their career goals.

Women of color face more career barriers and experience less career support than their white colleagues, the report found.

Although many women of color report feeling “invisible,” they perceive fewer negative trade-offs to being a senior leader than white women do. “We need to do a better job of inviting in women of all diversity to this industry, period,” says Zimmerer. “It is important that we start with college recruits and get them involved in the CPG industry, provide them career mentors and give them development opportunities.”

the CEO at work

On the road with Judy Spires We travel with the trailblazing chairman and CEO of Kings Super Markets

President and COO Rich Durante and CEO Judy Spires visit every store several times a year.

W

omen in retail and consumer goods have few female role models at the top. Judy Spires, Chairman and CEO of Kings Super Markets, is a notable exception.

Spires discovered a passion for retail while still in school working as a part-time cashier for her local grocery store. She worked her way up the industry ladder with positions of increasing responsibility in all aspects of the grocery business.

The key to her success? Passion. She has a passion for food, but more importantly, a passion for people. “Being in the stores with our associates and our customers fuels my passion,” Spires says. “Yes, Kings is a leader in fresh and specialty gourmet foods, but what truly sets us apart is our superior service, driven by our people.”

To that end, several times per year, Spires and President and Chief Operating Officer Rich Durante take a marathon week to visit the retailer’s 25 stores to personally thank associates for their contributions to the chain’s success. NEW tagged along with Spires on one of those action-packed days.

Photos by Robert Piazza Photographer LLC

“As we walk into the first store of our visit, I’m excited about the merchandising.

Rich and I are thrilled to experience the welcoming environment firsthand.”

Durante and Spires check out the prepared foods display as Vice President of Operations Joe Parisi looks on.

“At Kings, we offer superior service in every nook and cranny, from our signature ‘top of the catch’ seafood to chef-prepared foods, premium meats, cut-to-order artisan cheese selection and indulgent desserts. We have highly skilled associates that customize Kings’ offerings directly to the shoppers’ needs in every department.”

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the CEO at work “To customers, the smiles on the faces of the people who work here are just as important as our merchandise. When we hire, we’re looking for associates who are passionate about food and are team-oriented and service-driven. We’re committed to hiring people who have a high energy level and want to be the best in their field.”

Wine expert Vijay Parekh shares a few samples.

Cashier Bushra Tahir smiles for Spires’ camera.

Customer Service Manager Cynthia Martin keeps the customers — and CEO — happy.

“At Kings, we pride ourselves on being our customers’ local store. It starts with offering our shoppers the highest quality foods and a wide selection of organic and seasonal products.

We’ve been able to sustain our success for 80 years because we continue to adapt to the ever-changing needs of our customers.”

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NETWORK OF EXECUTIVE WOMEN

“During the visits, we take pictures of the store’s phenomenal department staff and displays. We showcase them on the stores’ video system. I get joy out of taking these photos and recognizing our people for what they do.”

Spires and Durante spend a few minutes reviewing store stats.

“In between tours, I catch up on business emails in the car. Later today, I have a call with the New Jersey Food Council on an important issue. The grocery industry is the biggest employer in the state, and it’s important that my peers and I help the lawmakers understand how we can help our local economy prosper.”

Rich Stanel, general manager of Kings Chatham, N.J. store, weighs in on produce merchandising.

“Halfway through the store tours and the energy is amazing. Look at the produce department and the colors! The way the team presents it to our customers is outstanding. Our customers love convenience and our team does an amazing job at slicing and dicing, and are happy to do it. I love how our business is changing.”

Spires and General Store Manager Vince Gramuglia (right) connect with a customer at the Florham Park, N.J., store.

“Going into the evening and people are running into our stores for fresh foods. I make sure to take the opportunity to meet and greet our customers.

I love to receive their feedback so that we can continue to evolve and meet their needs.”

“Each year, I gain so much insight from these tours, and more importantly, I get to recognize and thank the associates who give so much to our business. I truly value the opportunity to see their pride in their work and connect with them on a personal level.

“At Kings, our core values are mutual respect, reward and recognition, all of which have created a culture that cannot be replicated and the best associates a CEO could ask for!

“As we wrap up the store visits, I have a long night ahead of me answering emails and editing all of the pictures from our store visits for our internal company broadcast system. My husband emailed me to say he picked up a few things at our local Kings for dinner tonight. I don’t want to go out to eat — I look forward to relaxing and spending time with him enjoying one of our delicious meals.”

Spires touches base with Grocery Manager Geoff Stewart.

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risk takers

Taking chances What it takes to move up in the retail and consumer goods industry

By Debby Garbato

I

n 2000, Robin Chase co-founded Zipcar. She had three young children and $78 in the bank.

Today, the car-sharing company has nearly 1 million members. While Chase had no transportation experience, she knew how to run a business. And she believed in the power of women.

Chase is unusual. According to Arch Profile, which conducts psychological assessment testing for corporations, women are far less likely to take risks than men. Theories suggest that as caretakers, women fear endangering loved ones.

Taking risks, however, is a key leadership

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NETWORK OF EXECUTIVE WOMEN

competency, and Chase is one of many executives inspiring other women to become less risk-averse. Facing dramatic market changes, more women in the retail and consumer goods industry are making career decisions involving uncertain outcomes. They are seeking advice and taking well-researched and calculated risks to advance their careers.

Not a natural Stacey Brown, vice president of human resources, labor relations, goverment and public affairs at Safeway, is not a natural risk taker.

When offered a big promotion and relocation to Maryland, she had to weigh the personal and

Are you a risk taker?

Experts define a calculated risk taker as someone who evaluates if an opportunity involving risk is worth pursuing.

A calculated risk taker Is able to act on incomplete information and judge when incomplete information is sufficient for action.

Is self-aware and able to accurately assess her own capabilities.

Evaluates likely benefits against likely costs of actions.

Sets challenging, but attainable, goals.

Sources: Dr. S. Caird, Get2Test.net

professional implications.

“I was director of labor relations at [sister division] Jewel Osco in Chicago,” she recalls.

“My ex-husband and I share custody of our two boys. Everything was going well. Then the opportunity arose. Do I work for a division that wasn’t as successful at the time and take my kids, one of whom has special needs, away from their father and a good support system? It scared me.”

The Maryland office was going into a merger and there were many unknowns. Employees felt they were on shaky ground. And Brown was unsure if she was qualified. “Everyone was terrified,” she says. “I didn’t know if I was ready.

I had to put on big boots. I felt I didn’t know

what I was doing and people would figure it out. It was a lot of change at once,” she says, admitting that privately, she cried a lot.

Brown prayed and talked with her colleagues, ex-husband and members of her church. “One co-worker said to ‘suck it up and stop crying,’” she says. “The male executive leaders really went to bat for me, making sure I had every opportunity to succeed in ways I didn’t expect. It was really humbling.”

Eighteen months later, Brown’s children are “thriving.” Working at Safeway, she was able to save 800 jobs through a series of complex union and government negotiations. And she was promoted again.

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risk takers “Everything was going well.

Then the opportunity arose.”

Stacey Brown

Vice President, Human Resources, Labor Relations, Government, Public Affairs Safeway

Crossing borders Canadian-born Lisa Bagshaw, vice president of sales, drug channel at Henkel, also faced a life-changing opportunity. She could accept a promotion and move to Chicago or stay in Canada in a role she was successful and comfortable in. Looking back on her accomplishments, she realized a series of calculated risks are what led to the promotion.

Bagshaw, an 18-year Henkel veteran, began researching international work issues and finding a new home in the right neighborhood.

She also gathered insights regarding her new customers and new team, which would enable her to quickly adjust to her new role. “I had to leave family, friends — everything I’d known and worked for. Would I enjoy the challenge?

Would I be able to make an impact?”

Conversations with her mentor before and after the move were valuable. Four years later, Bagshaw has made new friends and has had a positive effect on the team. In 2013, her team was recognized as Team of the Year. In 2015, her unit was awarded Unit of the Year for laundry. “Risk can be a positive motivator,” she says. “It’s frightening at the same time. But risk and reward balanced out.”

working with a CPG sales team on strategic projects.

The one-year contract Abreu negotiated allowed her to take time to decide how she wanted to spend the rest of her career.

After the year was over, Abreu moved to a shopper marketing agency. She enjoyed the creative aspects. “I liked working with the shopper marketing agency. I took a job with one, stayed eight months and really enjoyed it. But I missed the numbers side and working with suppliers.”

She ended up at CROSSMARK, where she leverages her talents and says she couldn’t be happier. “I’ve been able to round out my skill set,” she says. “I help develop programs specific to retailers’ needs. I deal with everyone from $65 million vendors to those with one or two products.”

Education her way out

Sheila Iwano, vice president of brand development at Catalina and an 11-year company veteran, is a prime example of overcoming challenges — and taking risks. Iwano was raised in a low-income, inner-city housing project but looked to education as her means of escape. She credits attending Brooklyn Tech, a specialized high school for the academically gifted, with changing her life trajectory and instilling within her a risk-taking mentality.

At age 14, her day began with a two-hour commute (each way) just for the opportunity to receive a quality education. At the time it felt as though she had to work twice as hard to get half Stepping back to move ahead as far, but this is how grit and sacrifice would Some career risks involve leaving a well-paying become life-long guiding principles that would job to gain valuable experience. Kristen Abreu, serve her well throughout her journey. now Walgreens team leader at CROSSMARK, At the same time, Iwano, who is of left a position at a successful company after Vietnamese and Puerto Rican descent, 16 years during a reorganization. That day, often felt alienated — not only in her Africanshe received a great job offer — and turned American neighborhood, but by not being it down. “I was 20 years into my career,” she “Asian enough” or “Hispanic enough” to be says. “I’d been a category manager accepted by either community. and divisional merchandise This is where her inherent passion for CPG manager. I needed to step comes from. “When you think about it, how back and understand would a marketer back then have targeted where I wanted to go.” me demographically?” she says. “It’s a very Abreu launched her exciting time to be a consumer today. Whereas own consulting company, we were once relegated to a one-size-fits-all value proposition, consumers are now in control, demanding and receiving “Risk can be a relevant content and offers.” positive motivator.”

This passion was first discovered when she took a job as an administrative Lisa Bagshaw Vice President of Sales, Drug Channel assistant in a retailer’s consumer insights Henkel group — and took another risk. When 14

NETWORK OF EXECUTIVE WOMEN

her boss noticed she was analyzing data, he promoted her to business analyst. “I was terrified,” she says. “I had a clear vision of what my administrative career path looked like. But I trusted him, accepted the change and my CPG career took off. Since then, with every promotion I’ve achieved, we meet for a celebratory lunch.”

Love and mentorship Many successful women receive support from family, friends, colleagues and religious congregations. Others were encouraged by teachers, professors, even neighbors.

Abreu has consulted with the same mentor and professional friend since she was named assistant category manager in her early 20s. “A former boss has been there through good times and bad. He doesn’t tell me what to do. He helps me think through pros and cons, see the big picture and draw conclusions,” she says.

Safeway’s Brown met her mentor at a conference. When she discussed her promotion and compensation package, the woman told her, “If this is what would be offered a male counterpart, take it.” Brown heeded that advice.

“I explained what I wanted and why, and they said I was absolutely right.”

Family support can be emotional or physical.

For Brown, who had grown up in Maryland and moved back there to accept the Safeway position, it has been both. “My parents unpacked and set up my house and helped me find daycare. I had ready-made support.”

Some families, like Iwano’s, can not provide the necessary support. Iwano was raised by her Vietnamese mother who did not fully understand American culture. “My mother believed that the only respectable career was that of a doctor or lawyer.” Beyond her family, friends thought she was crazy for becoming a mother at 21. “If I’m

“Act from a place of authenticity, not from fear or obligation.”

Sheila Iwano

Vice President of Brand Development Catalina

being honest and objective, I don’t think my naysayers were trying to be intentionally discouraging. They simply couldn’t see beyond my circumstances or the depth of my ambition.”

Authentic success

Whatever the situation, many women leaders say the most important factor in taking a calculated risk involves being true to yourself. Jennifer Elmashni, senior director of sales strategy at Johnson & Johnson, is the first to admit she’s a bit eccentric and felt she had to tone down her personality and style to fit a corporate mold and expectation. But in “holding back,” she felt unfulfilled.

Finally, she let her hair down.

“One Friday, my boss noticed a pair of bright green “It was really sneakers I didn’t really realize I was wearing to work. He okay to be my loved them. His recognition authentic self.” of the shoes was figurative.

But it sent me a message of Jennifer Elmashni Senior Director, Sales Strategy encouragement that it was Johnson & Johnson really OK to be my authentic self,” she says.

“The more I was myself, the more I realized others wanted to follow my lead. Taking the risk of leading in my own, diverse way — I’ve learned has greater impact.”

However calculated, most women who’ve “been there, done that” admit not all risks are worth taking. Even if the risk makes professional sense, it may not be right for everyone. “Act from a place of authenticity, not from fear or obligation,” “I needed to advises Iwano. “Most importantly, be willing to step back and walk away from risks. I still understand where have never jumped out of I wanted to go.” a plane, gone zip-lining or baked a cake from scratch.

Kristen Abreu There’s nothing wrong Walgreens Team Leader with that.”

CROSSMARK NEW LEADER 2017

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single moms

Building careers and raising kids Real talk with real moms making it work

By Debby Garbato

F

amily life has changed dramatically in recent years, with more single moms heading households than ever before.

Pew Research puts the number at 25 percent. (Men are setting records, too — 8 percent of households are now headed by single dads.)

Regardless of status — divorced, widowed or never married — women raising kids on their own share many of the same challenges and rewards.

The adage “It takes a village” illustrates how single moms deal with their work/life challenges. They rely on a network of family, friends and hired help to manage day-to-day responsibilities.

Many work for companies and managers who are flexible about schedules. And, they are realistic, knowing certain career aspirations may need to wait. Above all, they attempt, for the most part, to put guilt on the sideline.

We talked to three single moms who are managing professional careers and child-raising.

Hin-lo Lau

Vice President Consumer and Shopper U.S. Nielsen Hin-lo Lau is no stranger to the world of working parents. Her mom and dad were blue-collar employees who 16

NETWORK OF EXECUTIVE WOMEN

worked six days a week. They came to the U.S. from Hong Kong with four kids and one suitcase.

Like Lau, her eight-year-old son, Logan, has always had a working mother.

“For my parents, this was a necessity,” she says. “As for me, I never pictured myself as somebody who didn’t work. I had a career before I had a family. From the very start, my child knew mommy and daddy worked and couldn’t attend most school events. It’s not like he’s singled out.

His friends are from a mix of family types where one or both of the parents work.”

Lau is a firm believer in not trying to be “super mom.” She has paid for nannies, house cleaners, lawn services and after-school childcare. Now that she’s divorced, she’s added handymen to that list. “Being super mom is too exhausting and unsustainable,” Lau says. “I hire help, lots of help. Yes, services cost money, but I’d rather spend money on them than on material things.”

Outside of sharing custody with her exhusband, and picking Logan up from school, many aspects of her home routine are unchanged. At night, they have dinner and she packs her son’s lunch and snacks and checks his school schedule to make sure there are no special events, such as Crazy Sock Day. Non-custody days and weekends are a different story. Lau tries to use these “off” days to schedule business trips. If not traveling, she gets a bit of a break from her son’s routine. “I get up

“Being super mom is too exhausting and unsustainable.

I hire help, lots of help.”

Hin-lo Lau Nielsen

Passion Passion F

F

Celebrating inspiring careers, opportunities and personal success since 1936.

kingsfoodmarkets.com

single moms later, work more and definitely don’t make dinner,” she says. “It took a little getting used to, but now I like the contrast. Having a break from being an active mom is really nice and makes me appreciate my mom time and vice versa.”

Like many working moms, Lau’s lifestyle limits some of her immediate career prospects.

So does the fact that she works out of a satellite

How the American family has changed Children under 18 living with...

Parents in first marriage, with stay-at-home mother and working father

50%

14%

1960

2014

24%

32%

Parents in first marriage, with other work arrangement

15%

Remarried parents

7%

Cohabitating parents

14% 9% 4%

26%

Single parent

5%

Neither parent

Note: In 1960, data for children with cohabitating parents were included with “single parent.” Figures may not add to 100% due to rounding.

Source: Pew Research Center analysis of 1960 decennial census and 2014 American Community Survey (IPUMS)

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NETWORK OF EXECUTIVE WOMEN

location that mostly serves local Nielsen clients.

Unless she is willing to relocate or commute further, her options for being promoted are definitely fewer, she admits.

“For now, I don’t have much flexibility with travel,” Lau says. “This is probably one of the biggest considerations whenever I think about my next career move. But children grow and life continues evolving, so who knows what the future holds? I never imagined eight years ago that I’d be a single mom.”

Lau learned from trailblazing professional moms that “you can’t ‘have it all’ all of the time,” she says. “You have to redefine what ‘all’ means, based on the reality of your circumstances and your need to look at the ‘all’ measured over your lifetime. Take ownership of your choices. Maybe now isn’t when I can take that global role, but it can still be an aspiration — just one I choose to put on hold for now.”

Denise Mullen

Vice President, Portfolio Lead Direct Store Delivery Ahold USA Denise Mullen has two girls, ages 11 and 15. A 29-year veteran of Ahold USA, Mullen’s key to making it work is an intricate system of lists and schedules — and working for a company that is open to flex hours.

“There’s so much to coordinate with two young, active girls,” she says, “I don’t like letting anything fall through the cracks. I use my schedule to coordinate everything — events, appointments, reminders, school assignments. I am crazy about ‘to do’ lists.”

Mullen describes a typical work day as “crazy busy, with meetings overlapping meetings.”

The team she oversees is divided between two locations: Carlisle, Pennsylvania, and Quincy, Massachusetts. Every day, she reads stacks of reports and documents and takes materials home at night to read some more. “Luckily, I love my job and this fast-paced business.”

In recent years, she says, corporate leadership has become more understanding of employees’ dual obligations to family and business. “A shift in leadership thinking helps in understanding that people have lives outside of work and supports their needs where possible.”

Where it makes sense, she adds, Ahold USA is open to flexible work arrangements.

This does not mean that bias in the workplace is non-existent. When she was on maternity leave, Mullen says some people would ask if she was returning to work. She saw this as a judgment

“Do not feel guilty. It’s not worth your time.”

Denise Mullen

Ahold USA

against women’s abilities to work and be a good parent. “I found it to be a sad commentary on how some people think. I ignored their comments. I had to live my own life.”

Mullen, who has joint custody, did worry about the juggling act when she got divorced.

She also wondered if “breaking up” the family was a good idea. “The fear was much worse than the reality. It continues to be a juggling act, but I made the right decision. Better [for the girls] to be with me 26 weeks out of the year and be happy than for seeing an unhappy, stressed-out mom for 52 weeks.”

Among the lessons Mullen says she’s learned along the way: Set work and personal goals and work toward them and find good friends in and out of the office who will be a sounding board.

“Most of us must provide for ourselves and our children. Do not feel guilty! It’s not worth your time. You are giving your kids a good view of work and life balance.”

Sheronda Sweet

Sales Capability Manager The Coca-Cola Company Sheronda Sweet firmly believes in integrating work and family life. The mother of a 10-yearold daughter, Sweet seeks positions that fit her needs and are flexible, sometimes bypassing opportunities.

“Being a single mom makes me more cognizant of positions I apply for. My career needs to be fulfilling, but I need that balance of home life. I do research to find out about a position, so I know the kind of commitment involved. There have been positions I wanted to apply for. But after learning there’d be lots of late nights, a lot of travel or that I’d have to relocate, I realized I couldn’t do it at the time. You must know your limitations.”

Still, Sweet knows her strengths. If the next rung on the career ladder fills her needs, she reaches for it. “Go

for that promotion or new job; you don’t want to regret it. But know what you can realistically handle with the resources you have.”

Sweet’s bosses have been accommodating when she has had to work at home or leave work early in an emergency. “They’ve encouraged me to go out in the middle of the day if my daughter has something at school or needs to stay home because she doesn’t feel well. One time she was really sick. I had to do all my conference calls from home. My boss understood. There are just times you must pause, take a deep breath and not freak out. You need to figure out how to make it work.”

For childcare, Sweet relies on a network of friends and family members — and isn’t shy to ask for help. “Don’t let your lack of help limit you.

I make sure I have a good support system if I have to work late or be at an early meeting.”

When Sweet cannot attend her daughter’s activities and events, her daughter’s father or grandmother goes so that “someone she knows is in the audience.”

Since the beginning, Sweet has instilled upon her daughter the necessity and purpose of working. “It’s important to have a dialogue with your child and ground them early on by saying, ‘This is how we eat or have shelter.’

‘This is how we get the toys you want and mommy must do certain things to make sure you have everything you need.’”

Still, she strives to not to let her daughter see her too stressed or upset. “I want her to see how women can be in strong, empowering positions. If that means I have to sometimes put my work down at 5 p.m. and start again at 9 p.m., so be it. It’s a balance. And I wouldn’t have it any other way.”

“It’s important to [tell] your child, ‘Mommy must do certain things so you have everything you need.’”

Sheronda Sweet The Coca-Cola Co.

NEW LEADER 2017

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Amanda Martinez

Group Vice President The Albertsons Companies

NEW is building a better future for Amanda

N

EW is more than 10,000 members, 950 companies, 100 corporate partners and 20 regions building a better future for our members, our partners and the retail and consumer goods industry.

We oer leadership development for our members, talent strategies for our partners and best practices for the industry — advancing women, building business and creating a better industry workplace for Amanda, and everyone in our business. Join our movement for workplace change. It’s time.

newonline.org

millennials

The new generation speaks Millennials are the largest part of your workforce — listen up

By Debby Garbato

A

lmost from the cradle, millennials, born between 1980 and 2000, have been groomed to pursue careers.

The first generation to be raised mostly in dual-income homes, and with the greatest formal education rate in history, millennials are known to be passionate, committed and willing to work hard for organizations that offer meaningful work and work/life balance.

They are also subject to a host of stereotypes, among them: They’re easily distracted, selfabsorbed and unlikely to stay in any job for long.

In reality, this tech-savvy group — 75.4 million

strong (larger than the 74.9 million Boomers) — wants to be judged by its achievements.

Like generations before them, they want to make significant strides in the world and be engaged in what they are doing. They differ from previous generations in their openness and desire for community.

The largest multicultural generation ever (43 percent are non-white), millennials embrace diversity. They dislike inflexibility and want their ideas heard.

We recently asked a dozen rising stars of retail and CPG to share their passions, experiences, hopes and insights, along with what they offer tomorrow’s retailers and suppliers.

NEW LEADER 2017

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millennials Alison Castillo

right mix of all aspects of my life, which is actually attainable.

Industry Relations & Sustainable Living Unilever “As a millennial, I cringe when I get put in a well-defined box.”

I took my job in retail and consumer goods because: I was hungry to put my business classes into action at a large company with a global footprint and a recognizable portfolio. In the 11 years since then, I have enjoyed the challenge and learning I have experienced in sales and marketing roles across customers and categories.

The biggest misconception about millennials is: That if you’ve worked with one, you’ve worked with them all. As a millennial, I cringe when I get put in a well-defined box. I think more than any other generation, we strive to be individuals and make our own mark, which can be a scary place for those trying to hire and retain us and those trying to market to us.

At work, it’s important that I am: Able to bring my whole self to work. While I am at work, I am here 100 percent, but I also want to be recognized as more than my title. I am also a mom and an active member of my community. I believe work-life balance is a myth. But I can obtain the

Ariel Fortune Dalton West Regional Sales Director The Danone Company

I took my job in retail and consumer goods because: I’m fascinated by the art of choice and the underlying motivations behind why consumers make decisions. After your first role in a CPG company, you never look at a grocery store the same way.

At work, it’s important that I am: Authentic — it builds credibility. I strive to stay true to who I am and I want my team to follow because they believe in the direction I’m going, not because of the position I hold.

The biggest misconception about millennials is: They don’t want to work. The most effective way to get the most out of millennials is to understand how they are motivated, work 22

NETWORK OF EXECUTIVE WOMEN

I don’t want to work for a company that: Is not willing to ask the tough questions and challenge the status quo.

We like to say at Unilever, “What got us here will not get us there.” In order to stay relevant in this rapidly changing technological, cultural and global climate, we have to be constantly learning and willing to take risks. This also requires arming employees and recruiting talent to be innovators and entrepreneurs in the industry to see beyond “the way we have always done it.”

One change I’d like to see in today’s corporate culture is: A continued shift to an entrepreneurial mindset.

When there is bandwidth to take risks, explore and create, true innovation can be realized. This is not something that can be achieved overnight.

But by creating a culture in which new ideas are heard and allowed to be executed at any level of the organization you are able to truly capitalize on the diversity we are working to embrace.

Unilever is definitely trending in the right direction. This is just another reason I believe so strongly in what we stand for.

alongside them to maximize their strengths and inspire them to be bigger than themselves. Millennials will not work for the sake of work.

They want to make a difference.

I don’t want to work for a company that: I don’t believe in. Danone’s mission to bring health through food to as many people as possible sparks an inner conviction that makes me want to do more with the time I have. I could never see myself working for an organization whose mission doesn’t fulfill a purpose I’m passionate about.

One change I’d like to see in today’s corporate culture is: The way we view leadership. In the future, there will no longer be women leaders. There will only be leaders. Companies are starting to recognize they need to evolve to attract, develop and retain women leaders, yet struggle to understand the next step.

“In the future, there will no longer be women leaders — there will only be leaders.”

Courtney Heger

Kristal Howard

I took my job in retail and consumer goods because: I wanted to work and lead in a large organization.

Before joining Purina, I worked at a startup digital agency where I had more responsibility than a 21-year-old probably should have. It was invaluable. The agency had an incredible culture, and I realized early on how critical culture is to a career. When I looked to transition to a large organization, Purina was the only place I wanted to work — it has one of the best cultures in the country. After I applied for seven roles, I finally got an interview.

I took my job in retail and consumer goods because: The grocery retail industry is fast-paced, multifaceted and ever-changing. I’m constantly learning new information and adapting to changes in consumer behavior.

Shopper Marketing Manager Nestlé Purina

The biggest misconception about millennials at work is: Millennials want to earn a bunch of money and move up quickly. While some millennials are motivated by money and titles, I have found that most are driven by the impact they can make. That’s why they’re hungry for more.

Most want more because they feel they are capable of more. If harnessed and focused, this can be incredibly powerful for large corporations.

At work, it’s important that I: Believe in the vision and feel empowered to impact it. Purina is committed to improving the lives of pets and the people who love them. I feel a personal ownership in that vision, and that the work I do makes a difference. Plus, we can bring pets to work. What’s better than that?

I don’t want to work for a company that: Doesn’t evolve. Large organizations don’t always know how to adapt business practices and work cultures to compete. And if they do adapt, sometimes it’s too late.

One change I’d like to see in today’s corporate culture is: A new approach to recruiting, retaining and accelerating millennials. Large corporations are okay at recruiting, but structure can limit you once you’re in a role, which has a negative impact on retention and acceleration.

Public Relations Manager The Kroger Co.

The biggest misconception about millennials at work is: We do not work as hard as previous generations. Some millennials simply have a different work style.

We oftentimes don’t connect with traditional, rigid work environments and cultures. I’ve observed that goal-oriented millennials perform at comparable levels, but we integrate today’s technologies into our workflow, which means we are always identifying new and more efficient ways to approach tasks and projects.

“We oftentimes don’t connect with traditional, rigid work environments and cultures.”

At work, it’s important that I am: A representative of alternate viewpoints and cultures. As a black American in a corporate environment, it’s important that I share my experiences and perspectives to influence decisions and encourage dialogue.

I don’t want to work for a company that: Doesn’t support continued education, with tuition reimbursement, and training, such as workshops and conferences, to help employees sharpen their talents and enhance their contributions.

One change I’d like to see in today’s corporate culture is: A commitment to work/life integration, which can be reflected in telecommuting, flextime and other arrangements.

NEW LEADER 2017

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millennials Robie Kimmey

with employees. By clearly defining expectations, managers can equip employees with the tools they need. Also, it’s the duty of a manager to let employees know when they’re not meeting expectations and not wait until annual review time.

Senior Analyst Walgreens

I took my job in retail and consumer goods because: Retail messages influence much of what we do. I love being a part of that process and better understanding a customer’s path to purchase.

The biggest misconception about millennials at work is: We don’t want to work in one place for more than two years. A lot of us would love to stay in one company for years, as long as we feel valued and challenged. The main reason many millennials leave a job is because they don’t see a future for themselves or they have issues with their manager.

At work, it’s important that: Managers facilitate a transparent relationship

I don’t want to work for a company: Whose managers don’t value the ideas of those who work under them. The most difficult managers are those who hold employees back by never giving them the opportunity to present to higher-ups. Many times we are the ones doing the majority of the heavy lifting.

One change I’d like to see in today’s corporate culture is: Introduction of a sincere “Thank you.” Many requests in today’s corporate world are transactional and ultra-formal. I’d love to see people express gratitude when another person helps them out.

Briana Lee

Natalie Malone

I took my job in retail and consumer goods because: It’s an industry that will always be in demand. Everyone has to eat!

I took my job in retail and consumer goods because: I grew up going to Take Your Daughter to Work Day at Kraft Foods and participated in kids’ focus groups to test out new candy — and thought it was the coolest thing I’d ever do.

As I grew up, I was fascinated with marketing campaigns, new products and the retail environment. So this has been a pretty great fit!

Senior Manager of Sales The Kraft Heinz Company

“It’s important to provide positive feedback.”

The biggest misconception about millennials at work is: We feel entitled to promotions. Millennials are willing to dedicate themselves to hard work, drive results and professionally prove ourselves to earn that next position.

At work, it’s important that I am: Happy. My happiness derives from relationships with colleagues, pride I take in my brands and company, and opportunities I see for advancement.

I don’t want to work for a company that: Doesn’t recognize achievements. It’s important to provide positive feedback and opportunities for growth.

One change I’d like to see in today’s corporate culture is: Greater representation of female minorities in senior leadership positions across the CPG/retail industry.

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NETWORK OF EXECUTIVE WOMEN

Category Manager Wm. Wrigley Jr. Company

The biggest misconception about millennials at work is: We are entitled. Our drive to be successful gets misconstrued.

We’ve been told we need to have a career plan from a very early age. Subsequently, when we share one that might be aggressive, we are labeled.

At work, it’s important that I am: Making an impact.

Ashley Martina

could lead to some mental “check out.”

Marketing and Communications Executive pep

At work, it’s important that I am: Engaged, recognized, challenged and included. I want to be engaged on core projects, including projects outside my comfort zone.

I took my job in retail/CPG because: This industry is fast-paced. Maybe millennials are driven by instant gratification, but if I apply this constructively to my career in an industry that demands instantly satisfying offers, then I think that’s a very productive application of what a millennial can bring to the table.

The biggest misconception about millennials at work is: We’re lazy. Sure, there are lazy millennials, just like there are lazy Baby Boomers. Millennials prefer a faster pace, a place for ideation and a chance to be heard. This typically isn’t the type of environment available to a new hire and

I don’t want to work for a company that: Adheres to “We’ve always done it this way and it’s worked.” The moment you hear that kind of language you know a company isn’t interested in fresh ideas from the new generation.

“Millennials prefer a faster pace, a place for ideation and a chance to be heard.”

One change I’d like to see in today’s corporate culture is: Time outside of the office. I had the opportunity to live in Europe and saw how much more Europeans value time away from the office, time to refresh and time to spend with loved ones.

Many employers abroad give two months of vacation or more. It boosts morale, improves the quality of work and decreases burnout.

Mary Rivard

Senior Merchandising Planner Wal-Mart Stores Inc. I chose a career in retail/CPG because: The wide range of responsibilities. Working in merchandising allows me to be analytical, strategic and financially savvy, but there are also opportunities to be creative.

“We’ve been told we need to have a career plan from a very early age.

Subsequently, when we share one that might be aggressive, we are labeled.”

I don’t want to work for a company that: Does not value their employees or differences in opinion.

One change I’d like to see in today’s corporate culture is: The rigid structure.

The biggest misconception about millennials at work is: We think our ideas are always best. When met with feedback that challenges our ideas, we seek to understand the why behind this alternative thinking. This involves asking hard questions that could be misinterpreted as rejecting feedback.

At work, it’s important that I am: Looking out for opportunities to develop myself in new ways. It’s equally, if not more, important to support others as they work on their development plans. Taking time to teach and train is important to me.

I don’t want to work for a company that: Is not keeping a pulse on future trends in the corporate environment. I love the concept of treating your employees like your best customers.

One change I’d like to see in today’s corporate culture is: More focus on scheduling and holding purposeful, productive meetings.

It takes discipline to make this happen across teams and companies.

It involves understanding and protecting priorities and being aware of what others are up against.

NEW LEADER 2017

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millennials Paige Rotondo Customer Manager PepsiCo Inc. I took my job in retail/CPG because: As a summer intern, I fell in love with the PepsiCo brands and people. The passionate company culture around customer centricity and driving results resonated with me.

The biggest misconception about millennials at work is: They need hand-holding. Teaching millennials how to fish for themselves instead of just delegating one-off busy work projects helps build independence and curates stronger employees.

At work, it’s important that I am: A workhorse, even with passion projects and volunteer work. Results speak for themselves. I also strive to be

Kari Sims

Dedicated Retail Team Leader CROSSMARK

I took my job in retail/CPG because: I wanted to relocate to Dallas. Five years later, I’m still in the industry because I love working in a fast-paced environment where I’m constantly being challenged and am able to help clients bring their strategy to life in retail.

The biggest misconception about millennials at work is: We’re too young for the roles and responsibilities we’ve earned. Sometimes, people look at age, instead of experience, as a qualification.

At work, it’s important that I am: Making an important, positive impact on peers and team and leaving my mark. I want to make a difference.

I don’t want to work for a company that: Isn’t flexible. I mean that in several ways: staying creative and evolving with technology and the industry, as well as expectations. I want a company that supports me with scheduling and time management.

One change I’d like to see in today’s corporate culture is: Putting more focus on people first and the client second.

The hospitality industry is an example of an industry where it’s all about that customer experience – focusing on your people who will then take care of your customers.

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NETWORK OF EXECUTIVE WOMEN

a leader and a team player. This means taking initiative and ownership, providing creative and collaborative solutions, acting with integrity no matter what and leading by example.

I don’t want to work for a company that: Underestimates my potential. Even though I’m relatively young in my career, I feel hungry to be challenged and to contribute. Pigeonholing or stagnating growth is a big watch-out.

One change I’d like to see in today’s corporate culture is: Closing the gender wage gap and the promotion of more female leaders. This starts with addressing everyday interactions between men and women in our workplaces. Are women treated with respect?

Are women included in decision making? Are men joining the cause?

Sarah Wagoner National Account Manager Mead Johnson Nutrition

I took my job in retail/ CPG because: The breadth of experiences I could gain. As a college grad with no hands-on experience, the exposure to different functions within a company allowed me to determine over time where my strengths were best utilized.

The biggest misconception about millennials at work is: It’s all about “me.” There’s a belief that coworkers must learn how to “deal” with us. I believe the basic desires of a career are the same across generations: working hard, providing value and having balance.

At work, it’s important that I am: Given creative license to approach things differently.

I appreciate the legacy of a company or process. But going rogue with moderation can be a good thing.

I don’t want to work for a company that: Loses sight of its mission. An organization’s corporate values and mission should be the underpinning of its actions. There’s a need for an increased level of transparency with employees.

Many things can be lost in the corporate jargon translation. Honesty may not be pretty, but it sets expectations and ultimately builds trust.

Employee owned.

Employee empowered.

Not only do we value our female customers, but we especially value the helpful smiles at Hy-Vee that serve those customers — including our innovative and dedicated female store directors, supervisors, buyers, executives and members of our board of directors. Call it girl power. We call it what helps power Hy-Vee.

women of color

Diversity dialogue We asked three women of color to share their experiences. They didn’t hold back.

By Jeanne Muchnick

A

s the retail and consumer goods industry addresses gender bias, it must confront another hard truth: While all women face career barriers, women of color face more.

More than 40 percent of multicultural women surveyed by NEW for the special report “Tapestry: Leveraging the Rich Diversity of Women in Retail and Consumer Goods” reported experiencing bias in the workplace because they are “different,” significantly more than their white female counterparts.

Multicultural women say they are less likely to trust their supervisors than white women (62 percent vs. 73 percent) and nearly half said they don’t share important aspects of their lives at work (compared to 35 percent of white women).

Without recognizing that women of color have different workplace experiences, companies will fail to accomplish their diversity and inclusion goals — and fail to unleash the full potential of their talented women employees.

NEW Leader asked three women of color to share their career journeys and insights: Sol Clahane, vice president and director of channel and chain customer development, retail and on premise at Brown-Forman, has 20 years of corporate management experience primarily in the beverage industry with The Coca-Cola Company and PepsiCo Inc. Srishti Gupta, president of IRI’s Media Center of Excellence, started her career in financial services before moving to AOL, where she held various digital marketing positions.

Jacqueline Wrightsil, senior marketing manager for FleetPride Inc., has more than 25 years of retail experience. Her previous roles include executive leadership roles at Michaels and JCPenney.

We know women of color have very different workplace experiences than their white women peers. What has been your personal experience with bias and stereotyping?

Sol Clahane: I share many of the same biased experiences and challenges that white female professionals face. We’re often outnumbered, talked over, looked over for promotions and meaty assignments, harassed or excluded from social events, work-related or otherwise.

However, as a person of color, I’ve endured outright racism in the workplace. Being referred to as the “N” word was probably the most extreme and jarring. Also, since there are so few people of color in leadership ranks, I find we tend to stand out even more than our white female colleagues.

Srishti Gupta: Bias — conscious or unconscious — comes from a lack of familiarity. I’ve had to work harder and longer to build honest and open communication with male colleagues. Colleagues, especially male colleagues, have tiptoed around sensitive topics because they were not sure if I was tough enough to handle them. Another rather implicit assumption is around the ability to lead and inspire. I believe this is because of a lack of role models. There is an undercurrent of “Can she lead?”

“I’ve endured outright racism. Being referred to as the ‘N’ word was probably the most extreme and jarring.”

Sol Clahane

Vice President and Director of Channel and Chain Customer Development, Retail and On Premise Brown-Forman

NEW LEADER 2017

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women of color Jacqueline Wrightsil: I haven’t felt the bias on a day-to-day basis, but I have certainly felt it at times when I’ve been promoted.

Have you ever felt the need to “cover” or hide certain aspects of your life at work?

Clahane: From very early on, my mother told me three things. First, you have to be better than the rest to be considered for anything. Second, never let them see you sweat or get the best of you. Third, never share anything about who you are — let your work, your drive and your talent be your fuel for advancement. Oh, and never cry — let’s not forget that one.

At the root of that advice was “trust no one.”

For most of my career, I followed those rules.

Today, people want to know their leader is human, approachable and genuinely cares.

People want to know my story. That was a difficult concept for me.

Now, I hide less and trust more. The result is I have found more allies and supporters.

Gupta: Covering was certainly a part of my early career. This wasn’t just because I was a woman of color, but also new to the country. My desire to be taken seriously was so strong that I thought I needed to hide crucial parts of my life.

Wrightsil: I grew up in a place where I was the only African American in every elementary class and one of a few kids of color in middle and high school. From the beginning, I learned to assimilate to the culture that’s very similar today in corporate America. I haven’t had to hide who I am to get ahead.

How would you characterize today’s workplace D&I in advancing diverse women leaders?

Clahane: Unfortunately, diversity and inclusion for many companies is sometimes not treated as a business imperative, but something that HR is tasked to lead. To be successful in D&I, you need

“Find a professional mentor and learn how to navigate your career to reach your potential.”

Jacqueline Wrightsil

Senior Marketing Manager FleetPride Inc.

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NETWORK OF EXECUTIVE WOMEN

“My desire to be taken seriously was so strong that I thought I needed to hide crucial parts of my life.”

Srishti Gupta

President, Media Center of Excellence IRI

support from the very top and it has to be woven into the company’s business and culture. Efforts around taskforces, employee resource groups (ERGs) and committees are all good ideas; however, if the work is not integrated into the company, little progress is made.

I’m proud to say Brown-Forman has made significant investments in D&I work, led by our CEO Paul Varga. We have a dedicated D&I office reporting directly to the CEO led by our Chief Diversity Officer Ralph de Chabert.

Wrightsil: My recent employer, Michaels, supports NEW and provides a monthly platform to encourage career growth for all women. My previous company, JCPenney, had a very large minority networking group that encouraged growth and support.

What advice do you have for young women of color who want careers in the retail and consumer goods sector?

Clahane: Results matter — you still have to produce to be considered. Unfortunately, women are promoted based on what they’ve accomplished, while men are often promoted based on potential. It’s not fair, but it is life. To be in the game, you have to work hard and deliver good results.

Take risks and learn from every experience.

Find ways to connect and be part of the team.

There are aspects of life that are common: family, sports, vacations, etc. Lastly, when you find yourself in a difficult situation — and there will be a difficult situation — reach out to allies and make sure you get to HR. Gupta: Choose the managers you work for wisely.

Choose diverse teams where your voice is heard.

Do your homework before you pick a role. Ask for constant feedback. Others in your organization might hesitate to provide feedback to you for fear of overstepping their bounds or hurting your feelings. Don’t be afraid to say: “How did I do?”

Wrightsil: Find a professional mentor in your company, in NEW or in your everyday circle and learn how to navigate your career to reach your potential.

male champions

Joining the new men’s club More male executives are standing up for women’s leadership

By Barb Grondin Francella

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ow more than ever, men are championing women at work — not just because it’s the right thing to do, but because it’s the right thing for business.

Many of the industry’s leading companies have embraced the value of women’s leadership and are encouraging (in many cases requiring) their male leaders to do the same.

Across the industry, women and men are working together to break down barriers to gender equality, targeting male apathy and the fear that women in leadership is a zero-sum game.

“Overcoming barriers to male engagement involves winning hearts, engaging minds and taking action,” says Alicia Petross, senior director of diversity and inclusion for The Hershey Company. “Both genders are connected to daughters, sisters and significant others. When everyone thinks about gender diversity in terms of how their loved ones experience the working world, perspectives shift.

“Our senior leaders, men and women, believe opportunities should be based on qualification and experience, not gender.”

Exhibit A: Women are at the helm of The

Hershey Company’s most profitable businesses and hold powerful c-suite positions. In March, Michele Buck became the company’s first female CEO. Leaders of the Hershey’s brand and Reese’s brand are women. “This diversity in our c-suite is intentional,” Petross says.

“Changing demographics, socio-economic trends, technology and globalization are converging on our workplace and marketplace like never before. Gender diversity is a competitive business advantage.”

One of Hershey’s most senior champions of women’s leadership is Chief Human Resources Officer Kevin Walling, executive sponsor of the Hershey’s Women’s Business Resource Group. The WBRG was instrumental in shaping Smart Flex, Hershey’s new flexible workplace guidelines and parental leave policy that now includes new and expanded benefits, such as six weeks of consecutive paid time off or 15 days of flexible paid time off for both men and women.

“Anyone who wants to support a company’s specific diversity initiative should get involved,” Petross says.

He’s for she Hershey and Walling aren’t alone in their efforts.

At Hallmark, where women make up 60 percent of employees and more than half of senior and middle managers, men are encouraged to attend women’s leadership events and activities, such as the NEW Leadership Summit and NEW Leadership Academy webinars, according to James Melton, vice president and general manager, national accounts for Hallmark Cards. “Men gain a better understanding of the issues women face at work and the role men can play to help overcome them.”

Hallmark supports a variety of groups and workplace initiatives that support women’s careers goals, all of which increase men’s exposure to the benefits of women’s leadership. They include: Hallmark Women’s Group,

a BRG that enables mentoring and sponsoring of women.

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male champions Corporate Diversity and Inclusion Council,

a group of Hallmark leaders charged with reenvisioning how employees can advance diversity and inclusion in the workplace, workforce, community and marketplace.

National partner memberships with

organizations like NEW that develop and nurture a diverse talent pipeline.

A supplier diversity program that seeks

women, minority, LGBT and veteran-owned businesses as suppliers and vendors.

Work/life initiatives, including flexible work

schedules, part-time opportunities and other programs that make having a career easier for working parents, especially mothers.

Hallmark is somewhat unique in the retail and consumer goods industry; the company has traditionally had a strong contingency of women in senior roles.

But until recently, Melton notes, the Hallmark sales organization was predominantly male.

“A couple of years ago, I was hiring a sales director and the decision came down to two high-performing candidates: a man from the sales organization and a woman who worked on Hallmark’s product team. While the female

What makes a male champion?

Men whose behavior helps advance women in the workplace have four key traits in common, according to recent research published in Harvard Business Review.

Men who actively support women’s leadership: Use their authority to push workplace culture toward gender equality Think of gender inclusiveness as part of effective talent management Provide gender-aware mentoring and coaching Practice other-focused leadership, not self-focused leadership “Although many organizations have attempted to fight gender bias by focusing on women — offering training programs or networking groups specifically for them — the leaders we interviewed realized that any solutions that involve only 50 percent of the human population are likely to have limited success,” according to Anna Marie Valerio of Executive Leadership Strategies and Katina Sawyer, assistant professor at Villanova University, authors of “The Men Who Mentor Women.”

“Men can begin to change organizational cultures from the top down.”

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did not have the direct experience we might have typically used to make the hiring decision, I loved her for the role because of the new and different experience she did bring.”

Melton hired her. “The decision to go with the more ‘unconventional’ candidate has paid off in dividends through the work she’s done to build relationships with our retailers and secure key retailer contacts.”

Mentors and daughters The CPG executive says personal and professional experiences have shaped his view — and active support — of gender equality at work. “As the father of two daughters, I’m exposed to the extra challenges that women face in our society and in the workplace. One of my daughters is getting ready to enter the workforce; when she does, I expect and hope that she is given the same opportunities I have had.”

Professionally, Melton says, he has taken leadership cues from several women he’s worked for. “They have not only been mentors and advocates for me, but have helped instill that one of my most important duties as a leader is to build teams that represent a variety of thoughts, experiences and perspectives.”

Men in leadership positions can play a much bigger role in closing the gender gap by helping, not just supporting, women’s career goals, Melton says. “That means actively seeking opportunities to mentor, sponsor and hire women, using professional capital to advocate for their development and advancement in the workplace.

And, equally as important, looking for opportunities to be reversed-mentored by women.”

Another champion of women’s leadership, NEW Treasurer Erby Foster, director of diversity and inclusion at The Clorox Company, says the industry’s past diversity best practices have focused on bringing those who are different in the door. And while many of these efforts have increased the number of women and minorities at key positions, diversity “isn’t as simple as grouping together people of different genders, nationalities or cultural backgrounds,” Foster says. “It’s about building a team with assorted thoughts and beliefs, that when combined, help create a more comprehensive solution to global business issues.

“Even though this seems like an obvious truth, it’s remarkable how seldom we apply it.”

To that end, the CPG executive encourages women to invite more male participation in gender diversity efforts. “Ask a male colleague to your next women’s employee resource group meeting or NEW regional event. It’s a great way for us to learn and grow together.”

the NEW interview

Joan Toth The founding CEO of the Network of Executive Women explains what changed — and what didn’t — during her 15 years of advocating for women’s leadership.

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etwork of Executive Women founding member Joan Toth has helped shape the discussion of gender equality in retail and consumer goods for more than 15 years. As NEW President and CEO, she helped turn that discussion into action.

We recently caught up with Joan, who stepped down from her CEO role at the end of 2016.

You helped found NEW 15 years ago.

How has the role of women leaders in the industry changed since then?

went onstage and looked out at 1,200 of our members and thought, “What an enormous opportunity for the women in our industry to have the support and tools they need to advance their careers more quickly.”

There have been several times I have said to myself, “This is a moment the game changed.” One of those was when Catalyst released its first study showing that companies with more women in leadership outperform their peer groups in every financial metric. Another was when Wal-Mart Stores began to demand diverse representation from the law firms they hired. But for every one of those examples, I’ve seen 10 that leave me shaking my head, thinking, “What a missed

We’ve seen significant changes in how companies are approaching diversity. It’s no longer a “nice to do” or even “the right thing to do.” Greater representation of women in leadership roles is essential to driving growth and success in the marketplace.

Now, attention is being paid to how we get to the goal of gender parity. What are the obstacles blocking women from advancing? What “Companies with tools and development the most women do women need to get in leadership roles ahead? What strategies outperform their peers and policies will make our companies more in every metric.” diverse and inclusive?

Joan Toth Metrics based on hiring, retention and advancement have become commonplace among NEW’s 109 corporate partners — setting goals and measuring progress is critical.

Was there a turning point when you thought, “NEW is making a difference”?

Early on, women would come to me and say, “I wish NEW was around when I was starting my career.” Last September at the NEW Leadership Summit, I

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the NEW interview Organizations won’t prosper by excluding any group from participating.

Plus, many of the workplace policies and talent strategies that support women who want to advance their careers are policies the new workforce and tomorrow’s leaders — millennials — desire, such as flex work options, clear career paths and leadership development.

What would you say to leaders who are satisfied with the status quo on gender equality?

Joan Toth addressed a NEW Leadership Summit crowd of 1,200 last fall.

opportunity. Why would that company not seize the chance to differentiate itself and benefit from women’s leadership?”

NEW was supported early on by the late Bill Grize, then CEO of Ahold USA. Why are male champions important?

It’s essential to have men engaged and involved and be vocal proponents of women’s leadership. Men still represent the majority in the executive ranks. They are the influencers and change-makers. In Bill Grize’s case, he modeled the behavior he expected to see throughout his team. He constantly challenged the status quo on representation and advancement of women and people of color.

His organization followed his lead.

At NEW we’ve been so fortunate to have legions of men who continue to walk the talk on women’s leadership. We would not be this far advanced had it not been for men like Mike Gorshe of Accenture, Tom Greco (now CEO of Advance Auto Parts), and of course Bill Grize, who was the first major retailer CEO to support NEW. Why is supporting women’s leadership and women’s career goals good for everyone?

I have always felt strongly that business has to be about win-win. We have to ensure we all grow and prosper without resorting to “If you lose, I win” thinking. That mindset isn’t going to grow your sales, your company or the industry.

Together, we have to grow the entire pie.

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No great leader is ever satisfied with status quo on any metric. There’s always more to be done to improve. I constantly refer to the speech that President Obama made in Nairobi in 2015, challenging Kenya on women’s education and employment. Just substitute the word “company” for “nation”: “Any nation that fails to educate its girls or employ its women and allow them to maximize their potential is doomed to fall behind the global economy. We’re in a sports center: Imagine if you have a team and don’t let half of the team play.

That’s stupid. That makes no sense.”

More than half of the retail workforce is female but fewer than one in 20 retail industry CEOs are women. Will that ever change?

Not at the current glacial pace. We must have a sea change in our expectations. It’s not enough to add one or two percentage points a year to representation of women in leadership. It’s not enough to see one or two women added to the CEO ranks each year.

The stakes are too high — and the payoff too great to ignore. Companies with the most women in leadership roles outperform their peer groups in every metric. We’ve known this for years.

Why aren’t we more proactive about moving the needle? It’s up to each and every one of us to demand action and accountability of our teams.

What’s next for you?

I’m enjoying a short non-working break for the first time in many years. Leading NEW was a dream job for me, and I was so fortunate to be involved in the startup and maturation of a growing movement. I don’t know what’s next, but you can bet that my next role will involve selling intangible ideas, driving a movement and leveraging my consumer products and retail network and contacts. I’m excited about the possibilities ahead!

SPONSORED CONTENT

Q&A

Talking with…

Jami McDermid

President, Sales Agency, CROSSMARK

Q: How does CROSSMARK work with retailers in ways that bring a “Thought to BoughtSM ” approach to shopper shopper behavior to capture more sales?

Jami McDermid: A key tenet of bringing “Thought to BoughtSM ” to life is to focus on knowing all that we can about the shopper and bringing actionable insights to our manufacturer partners and our retailers. In order to do this, we invest in exclusive tools that help us dig deeper into why shoppers are purchasing, what they are purchasing and what motivates their purchase behavior.

We also work with our manufacturers to understand what they are trying to accomplish with their brand portfolio. When we combine the two—shopper insights and manufacturer brand objectives—we provide a better informed 4P recommendation to retailers.

Q: What are some of the tools CROSSMARK has that enable you to conduct deep dives into consumer behavior?

JM: We have the traditional tools but we also have an exclusive agreement with InfoScout that allows us to dig much deeper into shopper dynamics. Because InfoScout uses a differentiated approach to data collection, they get more shoppers engaged and involved in the panel feedback. Their panel is broader and deeper than most, allowing us to get a much better understanding across ALL channels of shopper motivations, purchase intent, leakage few.

Q: Diversity is such a hot topic. What are some of the challenges retailers and CPG companies alike face in addressing diversity issues? And how can CROSSMARK help them in that regard?

JM: Diversity and inclusion continues to be a hot topic today and a challenge faced by most organizations.

When we think of diversity, we know that it is not just about gender and race—it is also about accepting and embracing diversity of experience and thought. The challenge is how to put those things into practice in

ways that enable a different approach to drive growth.

Gender and race are the default metrics and the things you can “see”. But diversity of thought is so critical to the growth of the industry. Growing up on a farm, I have had very different life experiences than many of my peers, which can cause me to look at things in a completely different manner. When you have many people who look at challenges from very different angles and put them in a room together or on a team together, you get some really creative solutions!

Because diversity is such an area of focus today, our manufacturers and retailers are open to new ideas and creative ways of thinking that are solutions oriented.

Manufacturers and retailers have the opportunity to look at categories through a different lens; they have allowed CROSSMARK to enter into that dialogue so we can share best practices.

Q: Your company’s tagline is “Smarter Way. Faster Growth.®” What does that mean for your clients?

JM: “Smarter Way. Faster Growth.®” is centered on ensuring that we approach the businesses we represent from a partnership perspective. We’re always looking for a creative way to get to growth faster and we believe in having the people, the tools and the approach that enable our manufacturers to achieve their objectives. We are people and our partners to challenge the status quo.

We look for ways to break through the clutter in a more effective manner to unlock growth potential. Combining diversity of thought and experience leads to those creative solutions that drive a smarter way to faster growth.

Q: Is there anything else you would like to add about diversity and inclusion?

JM: Diversity and inclusion will always be an area of focus for CROSSMARK. It is important that we continue to bring in diverse ways of thinking and cultivate an inclusive environment within our “four walls” and with/for the industry. As part of our internal efforts, we have a very active, engaged team member group—our Network of Women (NOW). We are also very dedicated to the Network of Executive Women (NEW) organization. We tap into NEW resources as a critical component of our leadership development and have been able to see and celebrate the results of growth with our team.

A HERITAGE OF BRINGING GOODNESS TO THE WORLD. A long history of iconic brands, innovative products and a dedicated sales team equates to optimum day-to-day sales, but for our customers, it equates to day-to-day goodness in their lives. And that’s what we’ve always been about.

thehersheycompany.com