by Eva Glassman | Aug 14, 2023 | Blog, Featured
Jill Campbell is the former President and Chief People & Operations Officer of Cox Enterprises, a private, family-owned company leading in the communications and automotive industries. She was one of the first female trailblazers on the operations side of the cable industry and is passionate about women’s rights both in and out of the workplace. Now retired, she sits on the board of the Art Farm of Serenbe, bringing the arts to the Serenbe community, and plans to do a lot of travelling into next year. She has been a member of C200 since March 2023.
EG: Could you please introduce yourself and describe what you do?
JC: I’m recently retired from a 40-year career at Cox Enterprises, which owns TelComm companies across the United States from California all the way to New England. We also owned the largest auto-auction company in the world called Manheim, as well as Autotrader and Kelley Blue Book, and Clean Tech—think leafy vegetables and solar panels—companies that will change the world and make our environment better.
I worked in the same company my whole life. It was cool to promote up and do so many different things for one company. I moved six times in ten years managing cable systems throughout the country and had different jobs at corporate offices over the years. And then I ended up running HR, which isn’t something I had ever thought about doing. It felt like I was working for a lot of different companies.
EG: What was your day-to-day like before you retired?
JC: I was in the HR world during the height of COVID, and so our jobs changed dramatically. Everything we thought we knew didn’t exist anymore. The first order of business was keeping people safe; we still had technicians out in the fields helping our customers, so it wasn’t like we could simply shut things down and have people not working. We had to decide what our protocol would be for our techs: Do we let them go in a home? Do we let them go outside? It was just a complete overhaul of how we did business.
Those who could work remotely didn’t come back for two-and-a-half years! Imagine managing a remote workforce where your culture is all relationship-based; ours was very much family-oriented. Having to look at new ways to do business was very difficult. Nevertheless, it was exciting for me because it was very operational. We had to come up with lots of processes and plans to put in place.
Other day-to-day that isn’t specific to the pandemic: As President of Cox Enterprises, I met often with the SVPs and VPs on what they were producing every day. It’s a lot of strategy, thinking about what’s going to happen in the next five years and putting together plans for that including mergers and acquisitions. We were buying a lot of sustainability companies, which prompts the decision of whether to integrate them into the company and how. It was really a varied job, and when there was an emergency in the middle of your day, you’d have to pivot your plans and deal with that. That’s what I loved most about my career. I could come in and something could totally derail my plans for that day.
EG: What do you believe was the biggest factor in your success?
JC: I entered the cable industry when there were no women on the operations side. Zero. I started in public affairs where I had a boss who saw something in me, told me to get an MBA and that I should get into operations because that’s how I would be successful. At the time, I was thinking, “That sounds horrid!” He kept pushing, and it was a gamechanger when I finally did go into operations. I really like managing people, and I think I was a good leader because they knew I had their best interest at heart, was honest, and wanted them to do well. Operations is about managing a lot of people, so that skillset was super important.
Another thing beneficial to me was being able to stay in a company which was family-run and privately held, so there were more opportunities for me there than at a publicly held company. The people there raised me through the company, so they were willing to take risks on me that another company wouldn’t have. That, combined with good hard work, doing things other people didn’t want to do, and showing my commitment to the company—I think all those things led me continuing to be promoted.
EG: What’s it like now?
JC: I’m trying to do a lot more me time. I’ll go for a walk with a friend in the mornings, then I might workout, go to the pool, or read a book. I sit on a public board, Georgia Power, which keeps the business wheels turning. I’m also on a nonprofit board called The Art Farm at Serenbe, which is the little, funky wellness community I live in. We bring the arts into the community, everything from theater to dance to music. That’s been fun to be involved with and helps me get to know more of my neighbors.
I also love to travel! We’re going all over the place: Rwanda in September, a couple of wine countries in October and November—because you must throw those in—Egypt in December with the whole family, Finland in March, and Tahiti in June. I’m making up for some lost time! I have fewer years ahead of me than I do behind me, so I’m going to do what I want to do, make the most of them, and just enjoy myself.
EG: Who were your women mentors going up in your career? Who are the women who inspired you?
JC: In the business, all my mentors were men because when you looked up the corporate ladder, that’s all there was. I had a lot of great peer mentors who would tell me if they thought I was messing up, but again, when I looked up, I didn’t see anyone who looked like me. However, I was super lucky to have men who championed me, gave me really good feedback, and took chances on me.
Because of my experience going up the ranks, when I got into positions of power, I wanted to be a huge champion of women. I was very involved with Women in Cable, which is an organization that supports women and their advancement in the cable industry. I looked at equality in pay and positions, and I’m proud of the work that we did when I was on the board there. When I started to get up in my career, there were women that ran programming channels or at the EVP level who I could look up to.
I would get a lot of feedback on how to be a woman in the cable industry. Cable people cuss a lot, so I was doing a lot of that, but I was told that it was “not becoming of a young woman.” I was like, “Are you kidding me?” Men would say, “People are watching you,” and I would ask, “Well, aren’t they watching you?” Their answer was: “It’s just different.” I don’t disagree with that reality, but it’s how you handle those situations and how you give feedback that matters. It would have had a much different impact on me had it been approached differently; instead, I thought: “You’re just saying that to me because I’m a female.” I got a lot of those messages along the way, and now that I am mentoring and leading other women, I don’t treat them that way. The cable industry was a very interesting place to be at the time I started. It was rough.
EG: You’ve clearly been reflecting on your career journey and how you’ve risen in the ranks of your company. So, what does being a “woman in business” mean to you and how did you apply that thinking to your work as a corporate leader?
JC: They always say women work twice as hard to be where they are as men, and I think that’s true. In my experience, I was determined to show that I could do my job just like the guys. I didn’t want anyone to be able to say, “See, women can’t do it because they have kids” or something like that. When one of my kids had a baseball game or something like that, I was afraid to leave work for that. What was important to me as I got higher in the organization was that it’s okay to be a full person. You don’t have to hide the fact that you have a kid who has a baseball game. We trust you; we know you’re doing your job—go to the baseball game! I wanted to show that women are still women; they don’t have to act like men to be respected in the workplace. That took a long time for me to understand myself and emphasize to others.
A colleague once told me, “When I first met you, you were wearing such a cute dress and stilettos, and in the business meeting, you were so smart and dynamic.” I’m so happy that I was at a company like Cox because I could be me and still be respected and treated like an equal. I had never thought about people looking up and saying, “Look, she’s President now and she’s still herself, a woman, and representing femininity at the same time that she’s running this business.” That was the coolest thing that I’ve ever heard, and I’m proud that I could do that for myself and for others, because I wanted anyone—not just women—to come into the workplace, feel safe, and feel like they can be themselves. It’s the little things that you say and do that makes the difference down in the ranks. You must walk the talk, and if you don’t, people see through that. You must be strong in your convictions about creating and maintaining a culture where people feel like they can be themselves in the company.
EG: I think that is so important. For women, it’s more than just wanting to be a part of a space that men dominate. It’s about wanting to be respected in that space as who you are, because if you’re just assimilating to the status quo, what’s tolerable, what trails are you really blazing? What’s the point?
JC: It saddens me that there are still companies that discourage inclusivity. When I hear women talk about how they’re treated in their businesses, I think, “Why is this still happening?” A lot of women still say, “I really do feel like there’s a different standard for us.” Another thing women say to me is, “How did you balance it all? I’m not even sure I’m going to have kids because I don’t want that to hold me back.” Don’t make that decision! Find the right company, be an entrepreneur, or most importantly, find a supportive life partner who truly sees you as an equal. A partner that doesn’t want to be equal with you or for you to be more successful than them is another way that women’s careers are stifled.
EG: What’s your advice to aspiring female entrepreneurs and corporate leaders to advance their own careers?
JC: Don’t be afraid. Don’t fill your head with all the negatives; lots of people are doing that for you already. You’ve got to be super positive and surround yourself with good people who will also support your vision. I got great advice early on to get a “personal board of directors.” First, find people in your personal life—a friend, a mother—for moral support. Then, find some high-powered executives—it could be a friend of your parents—and an entrepreneur who’s made it and is willing to mentor you. Surrounding yourself with other like-minded women who you can learn from is important. Don’t be isolated. I believe feedback is a huge gift, so it’s good to hear it from a supportive place and not just when you’re messing up. Get all the feedback and information that you can from anyone who’s willing to talk to you. That’s really it; listening and being open is so important.
EG: What are you most excited about as a new C200 member?
JC: The thing that attracted me to C200 is all the amazing women. I get very energized being around powerful, successful, kind, and philanthropic women. When I went to the conference in Atlanta, I was starstruck being among all these women—presidents of corporations, senators, written 29 books—whereas I felt like, “Well, I’ve just been working at the same company for 40 years.” It was very humbling—and inspiring! All of them were so willing to help with anything that I was interested in, sharing their stories, wanting to connect. That’s what I’m excited about: all the different women in different industries. I spent a lot of time in the same industry, so meeting people who are entrepreneurs in different kinds of companies is really cool, and I look forward to doing much more connecting!
by Eva Glassman | Jul 31, 2023 | Blog, Featured
Paula Gamer is President and CEO of Gamer Packaging, a privately-held and family-run business she runs with her husband (Chairman and Chief Strategy Officer) and son (sales). Their clients range from food and beverage, pharmaceutical, and consumer goods. Paula is passionate about empowering women in sales, especially mothers who left their jobs to raise their children and looking to rejoin the workforce. Paula has three children with her husband and enjoys spending time at her lake house in Northern Minnesota. Paula has been a C200 member since May 2023.
Eva Glassman: Could you please introduce yourself and describe what you do?
Paula Gamer: I’m the President and CEO of Gamer Packaging, a packaging distribution company serving primarily the food & beverage and personal care industries. Think of going to Target—any product you see on the shelf could be packaging that we provided.
My father-in-law started the business 37 years ago, and then my husband and I ran it together. My husband is semi-retired, so I’ve taken over the active role of President and CEO. I’m shifting my focus more and more to the company’s long-term strategy and less on the day-to-day responsibilities, which is sometimes difficult because I can easily be pulled into the latter.
EG: When you say “long-term strategy” and “day-to-day responsibilities,” what do you mean by that, and what precisely do you want to shift your focus to?
PG: Some of the day-to-day tasks entail helping to resolve customer collections issues and financing programs, assisting managers with potential HR issues and recruiting, supplier and customer meetings, and attending trade shows.
As for longer-term strategy, I think about policies and procedures in the 2–3-year outlook. For example, remote work policies, building leases, compensation programs, and IT strategy.
Even longer-term, I’m looking at succession planning for the company, how to grow and where to invest.
EG: I’m curious to know more about your career journey. What do you believe is the most significant factor in your success and where you are now in your career?
PG: A key to my success was luckily knowing from early on in my childhood what I wanted to do and having a great role model. I always knew I wanted to be in sales like my mother—she was a terrific salesperson. Right out of college, I started selling computers, which I did for about ten years. Then, I got married when I was 30 and had two kids while my husband worked for his father at Gamer Packaging.
What was always interesting to me was is if our nanny called in sick from work, my husband would look at me as if it was my responsibility to find alternative childcare. Not only was I working full-time, but I was also in charge of running the house. I’d say, “Oh jeez, now I have to cancel all my meetings or scramble to find someone to watch the kids.”
I also had to travel for my job, which became increasingly difficult with two kids. That’s when we decided I would leave the workforce and concentrate on raising our children. During that time, I had my third child. Fortunately, I could still serve in an advisory role or board position at Gamer Packaging, so I was still involved but wasn’t going into the office or even on the payroll at that point. Because I had been in business—and because I loved it—I was still able to lend my two cents from a board position, which I really enjoyed.
Then, when our kids got older, I realized how much I missed working; it wasn’t fulfilling just to raise children for me. Luckily, we had this family business, and I was able to step right back into the business world and add value because I knew everything about the company and had ten years of business experience on my own. Most women who leave the workforce to have children do not have that opportunity. That’s something I’m passionate about; if we have someone apply to work for us that left the workforce or has a significant gap in their resume, I’m really forgiving of that. So many women have so much to offer, and if they leave the workforce to raise children for a period of time, it’s tough for them to step back in. I was lucky that I had an easy transition back to work. Maybe someday, when you have children, you’ll face this, and I hope someone gives you a chance if you leave and want to reenter the workforce.
EG: I think about that a lot. The bureaucratic consequences of having children are so unfair for women, yet it’s so common.
PG: At this point, women must try to make little changes in their own sphere of influence. That’s what I try to do. I’ll hire a 50-year-old woman re-entering the workforce in a heartbeat.
EG: Along your career journey, were there any women who were mentors to you? If so, who were they? Who are the women who have inspired you over the years, and why?
PG: That would have to be my mother. As I said, she always worked full-time and had a very successful career. My dad retired after a heart attack at 55, but my mother continued to work until 65 and was actually the primary breadwinner. She was just a terrific salesperson. She always said she liked to hire women salespeople because men would get a big sale, celebrate, and say, “I’m going to take a couple of days off,” but she found that women would get a big sale and immediately say, “Let’s go get the next one.” I’ve seen this same drive in women salespeople as well. My mother was outrageously successful and always encouraged me. I could count on her for great advice when I started working and was fortunate to have my mother around for a good part of my career.
Now, I take inspiration from my female employees, from people younger than me! I see them trying to juggle everything, and it’s just so inspirational to me.
EG: That is so important. We can learn from our elders, but we can also learn from the people younger than us because, like each generation, they go through things unique to their generation that anyone can learn from. For example, I think about babies right now and children growing up in the age of a pandemic. I’m curious to see how they continue growing up and what perspective they’ll offer us years later. I believe everyone can learn something from all ages.
PG: Absolutely.
EG: What does being a “woman in business” mean to you, and how do you apply that thinking to your work as an entrepreneur?
PG: I feel a responsibility to be a mentor. Even though there are more and more female CEOs every day, there’s still not that many of us. I feel a responsibility to make sure I’m showing up. I try to be careful about what I say and how I say it; I know people are watching me, especially women. I really try to be “on” but also not be too overboard about it. I’m not perfect and I want people to know you don’t need to have all the answers to be successful. I try to walk the fine line of being a mentor and not trying to come off as perfect. I try to show people that we’re all human beings and it’s okay to make mistakes.
Over the years, I’ve also learned not to be intimidated by my male counterparts. I’m in a very male-dominated industry and can think of very few female CEOs in packaging, but I’m not intimidated by that anymore. I guess I’ve become more comfortable in my role; confidence has come with age!
EG: You have to go into certain situations with that mindset. Even if you don’t fully believe it, you have to convince yourself in that moment because it shows in how you carry yourself.
PG: You must own it and wear it.
EG: Outside of work, what do you like to do for fun?
PG: I’m up at our lake home in Northern Minnesota right now, which is a fun place for us. I spend as much time as I can up here. I love being with my kids; I have three adult children, and two of the three just got engaged so I will be planning some weddings over the next year! I also like to travel. Overall, being with my family is the most fun for me.
Life has gotten simpler for me over the years. While still loving to travel, how we travel has changed. For example, if we go to Europe, I don’t feel the need to see every possible church or museum anymore; now, I’m okay with looking at a few and then lying by a beach and taking it a bit easier.
EG: What would be your advice to aspiring female entrepreneurs and corporate leaders to advance their careers?
PG: Try to find a mentor. It’s not always easy, but it’s great if you can find a female mentor. However, a male mentor works too! I’m still in contact with my first boss; I’ve known him for 40 years. Learning from a man helps you understand their attitudes about women in the workplace. For me, having a male mentor was very interesting.
What’s important is finding a mentor you can bounce ideas off of and not being afraid to ask questions or make mistakes. Only one in ten things will probably work out for you, so the faster you get through those nine to get to the tenth, the better.
EG: That advice reminds me of what you said earlier about walking a fine line to be “perfect” but not looking like you’re trying too hard. I think that’s something women especially have to reconcile with because there is a lot of pressure for women to represent themselves well in male-dominated fields. That pressure comes with feeling as though you have to be perfect and nail it every single time, but that’s unrealistic and is another unfair standard women in business constantly face.
PG: Yes, agreed!
EG: Finally, what are you most excited about as a new C200 member?
PG: I’m most excited about being able to give back; I’ve been looking at getting involved with the Protégé Program. I’m also interested in joining the Family Business Council because I run a family business, and those in the same boat know it’s a whole different dynamic. I’m incredibly excited to connect with the other C200 members in family businesses to learn more about how to navigate the issues unique to us.
by Eva Glassman | Jul 27, 2023 | Blog, Featured
By Lauren Herring, Founder and CEO of IMPACT Group; C200 Member since 2009.
Corporate relocation practices are often overlooked as a means to improve inclusion and diversity in leadership roles. However, experience gained through global or other relocation assignments can fast track a woman’s career.
In this article for Forbes, C200 member Lauren Herring explains how working with mobility teams can help businesses to be more intentional in growing a wide pipeline of candidates for corporate-sponsored relocation, to tap into a qualified—and often underrepresented—talent pool.
by Esabeau Neale | Jul 18, 2023 | Blog, Featured
Casey Wells is a Senior Managing Director at Accenture, a global professional services company with leading capabilities in digital, cloud, and security powered by practitioners that specialize in Strategy and Consulting, Technology and Operations Services, and Accenture Song (creative, design, and marketing technology). Casey leads the North America Products Industry Group that delivers comprehensive solutions to companies in the life sciences, retail, consumer goods, travel, industrial, automotive, and aerospace & defense industries. She is a strong advocate for diversity and talent development, constantly working to create purpose-driven environments to attract the next generation of leaders. In her free time, she loves to cook, read, and play tennis & golf with her two sons and husband, Mark. Casey has been a member of C200 since February 2023.
Eva Glassman: Could you please introduce yourself and describe what you do?
Casey Wells: I’m a Senior Managing Director at Accenture. I lead a part of our business in the North America focused on delivering a wide range of services to companies that are in the Products Industry Group, which is made up of seven industries: life sciences, retail, consumer goods and services, industrial, auto and mobility, aerospace and defense, and travel. I work with teams across Accenture to help our clients on their journeys to transforming and improving their businesses, whether through consulting and advisory services, technology implementations, back or front office operations, or even in their manufacturing operations. Our teams also help clients consider how they are engaging with their customers through marketing, customer experience, and communications.
EG: What’s your day-to-day like specifically?
CW: There are no two days that are alike! I am typically meeting with clients and/or working with our project teams every day. That can take many forms; sometimes we meet virtually, sometimes in either our client’s or Accenture’s offices. Sometimes, I could be working and meeting with one client all day, and sometimes I could be meeting with different clients and teams every hour. I love the variety and the fast-paced nature of the job, which is why I have been doing this for almost 30 years!
EG: Could you describe your journey to where you are now? What do you believe is the most significant factor in your career success?
CW: I started my career at Accenture right out of college—literally days after I graduated—as a practitioner providing consulting services to clients in what we now call change management or talent and human performance areas of work. I was helping clients with training, change management, and communications typically associated with large systems implementation projects. Throughout my career, I’ve really been fortunate in that I’ve been able to pivot through all the different types of service lines we provide to our clients. I’ve been a technologist, a strategist, I’ve even helped run back-office operations. I’ve done a little bit of everything!
Most of my time was spent serving in the utility industry—your electric, gas, or water utilities that supply services to your home or business. I offered them consulting, technology, operational, and strategic services for about twenty-five years. I played all kinds of roles, from a practitioner helping to manage the relationship between Accenture and the client (we call that a client account lead), to a role like the one I have today: operating across multiple industries, managing the P&L. At one point I was even the global utility industry lead, so I led our utilities work across the globe for that industry.
Then, I was fortunate enough to lead our Strategy and Consulting business here in the Northeast of the US. That team provides advisory services to all nineteen industries that Accenture serves, plus all the functional areas we provide services for. That was a really interesting experience because it gave me a much broader view outside of the industry I had been working in and exposed me to much more.
Then, about two years ago, I was asked to take on this role, leading our products industry teams here in the Northeast United States. I’ve been doing that for the past two years, and very recently, I was asked to look after our products teams across North America. I work with folks that look after other regions like the South, Midwest, West, and Canada to ensure they have the best of Accenture working with their clients and teams. It’s been a very interesting journey!
All along the way, I’ve lived in the Metro New York area with my boys. I have a fourteen-year-old son who is a rising freshman in high school, a nineteen-year-old son who is a rising freshman in college, a four-legged Sheepadoodle boy named Harrison, and my biggest boy is my husband Mark, who takes care of us all. Typically, on the weekends, Mark and I run around with the kids to keep everyone busy, whether we’re going to a tennis court or a golf course, and trying to get ready for the following week.
EG: That’s incredible that you’ve been working for Accenture since you graduated from college!
CW: A big part of the longevity of my career at Accenture is that I’ve had the wonderful opportunity to reinvent myself and my areas of focus multiple times—at least ten or twelve times. Over nearly three decades, I’ve been able to focus on and learn new skills, new areas of our business, new clients, and new industries. That’s really kept it fun, exciting, and fresh. I’m learning something new every single day, even though I’m almost thirty years in. I’m also very confident that I work with the best colleagues on the planet. We have 750,000 employees at Accenture across the globe, and I’m so proud and pleased to work with them because they are the best and brightest. They push and challenge me to be better; I learn from them daily as they serve our clients. It’s been a phenomenal experience; I can confidently say this has been an incredible and fulfilling journey.
EG: Did you have any female mentors at the start of your career? What women have been inspiring to you and why?
CW: There absolutely are women leaders who have inspired me over the years, some of which are members of C200 and why I joined this organization myself. People like Pam Craig and Debbie Polishook were the most senior leaders in our company when I was rising in the ranks. Thirty years ago, it was not common to see women as Partners or Managing Directors. A small but determined group of women was leading the charge and the change back then. While female mentors were very rare for me, they were certainly inspirational for me in not only how to be a good professional but also how to be a balanced working mom and to have a balanced personal life, with or without kids. I absolutely used them as my guidepost, but I equally leveraged men, too. I was so fortunate to have some very senior men who understood the need to keep creating pathways and opportunities for women to thrive in this organization. I had some great male mentors and leaders who reached down and helped lift me up, ensuring that I was getting opportunities that sometimes I didn’t believe I could succeed in. While I did have female mentors, I was also lucky to have male mentors were also strong allies and helped me chart my path.
EG: Now that you’re in this huge leadership position, what does being a “woman in business” mean to you, and how do you apply that thinking to your work?
CW: I don’t stress being a “woman in business,” but as a female in business with a fairly senior position, I definitely feel like I have a responsibility to look after the women in our organization—to make sure that they see the possibilities in front of them, to be a sounding board and outlet for them, and not only be an ally but also an advocate for them and truly ensure that there is equal opportunity for all. We work for a phenomenal company that believes and promotes diversity in our workforce. We are proud that our CEO is a female and have a lot of wonderful female leaders we can look to. We’ve done a great job of working towards gender parity and balance, but more can always be done. As a female leader, I feel we all have the responsibility to continue looking out for the next generation and model the behaviors that will help them see their own path and achieve their own potential as leaders.
EG: Now for a fun one! You’ve talked about this a bit already with your family, but outside of work, what do you like to do for fun?
CW: While I enjoy being with my friends and hanging out, my family is my true focus on the weekends. They truly are a fun outlet for me, so I try to make sure we’re doing different things together each week. We like to play tennis and ski together, which is our favorite family activity. I also recently started playing golf which has made for some fun family trips to the golf course!
I also quite enjoy cooking. I don’t bake; I cook—there’s a difference! Baking is far too exact for me in the kitchen. I’m very exact at work, but not so exact in the kitchen! My friends mostly know me as the “Appetizer Lady”—I can throw a mean cocktail party!
I also love to read; I’m currently on this kick of reading biographies of business leaders. I just finished reading “Good Power” by Gini Rometty if anyone’s looking for a good read.
EG: What’s your advice to aspiring female entrepreneurs and leaders who want to advance their own careers?
CW: My best piece of advice is: find your way to “yes.” That means being willing to try anything. When you come across an opportunity, while it may not appear at that moment to be the best thing to do, find something in that opportunity that’s going to help you learn, grow, and give back. Find something that has purpose and meaning to you. Make sure that you’re not limiting yourself to what you think you should be doing. Open your mind and think about finding your way to “yes.” That also comes with being fearless and jumping in. Don’t think anything has to be an exactly perfect fit. The whole purpose of taking on new roles and opportunities is to grow and learn, so there should be some things that you haven’t learned or tried yet, and that’s okay! Lean into those experiences.
Lastly, I say this to my teams a lot: “You gotta have fun every day. I want you to get up and want to run to work every day.” You must have that level of excitement because work is hard sometimes. It can take a lot out of you physically, emotionally, and intellectually. It also requires an amazing support team around you that also must give and take. You want to make sure that it’s really worth it and that you find joy in what you’re doing.
EG: You have to be excited in some way about what you’re doing at work to get stuff done. You have to be motivated by something to keep doing it. Otherwise, it’s not sustainable for you. Especially if you’re on a team, your motivation has a ripple effect on everyone else. Everyone needs to be on the same page and enthusiastic because a lack from just one person affects everyone’s ability to work.
CW: I think most people are familiar with the concept of the “shadow of the leader.” The shadow you cast—the way you behave and lead—that translates to the energy of the team. If you’re not having fun, no one else is either. I really do believe that we get the best out of people when they are motivated, excited, having fun, and engaging with each other. That starts with a motivated, excited, fun, and engaging leader.
EG: What are you most excited about as a new C200 member?
CW: I always enjoy getting a chance to meet people, hear about their journeys, and learn from the experiences that they’ve had. I had the fortunate opportunity to take part in C200’s C-Ahead Cohort in 2019 and got a chance to meet the most remarkable women that are part of C200. They were really inspiring to me, and I thought joining this group would give me the chance to expand my network, especially since I’m a woman who’s been at the same company for 29 years. Getting the opportunity to be with other women, other professional women who have built tremendous careers, to learn and engage with them, felt like an opportunity I couldn’t pass up.
by Esabeau Neale | Jun 28, 2023 | Blog, Featured
By Edie Fraser, Chair of Women Business Collaborative; C200 Member since 1982.
Edie Fraser, the recipient of C200’s first-ever Lifetime Achievement award, is a committed advocate for gender equality and diversity in leadership. In her recent Forbes article, Edie explores the progress made and benefits of empowering women in corporate, entrepreneurship, and board roles. Her article also highlights the ROI and positive impacts of gender diversity, the need for transparent data, and the economic implications of women’s equality.
by Esabeau Neale | Jun 1, 2023 | Blog, Featured
Janelle Bieler is the new Western Division President for Employbridge, the largest staffing provider in the United States. Before this new position which she started at the beginning of May, she was President of Adecco, a company that provides first-class HR solutions. Janelle also sits on the board of ACSESS and is a mentor with the Exceptional Women’s Alliance. One way Janelle loves to spend her free time is by having movie nights with her husband and two daughters. She currently lives in Ontario, Canada, but will be moving soon to California. She has been a member of C200 since February 2023.
Eva Glassman: First, would you like to introduce yourself and describe what you do?
Janelle Bieler: Thank you Eva! I’m thrilled to announce that I have started a new role as the Western Division President for Employbridge, the largest staffing provider in the US. Many people ask what staffing firms do, and the simplest explanation is that we match great people with great jobs. I have been in this industry for the past 12 years, and I truly love the impact we make on people’s lives and our communities by giving the gift of employment.
EG: What do you think is the most significant factor that’s led to the success of your career?
JB: I believe in the power of “women empowering women,” and when I think about my career progression, it is a direct result of women who have taken the time to invest in doing that for me. I look back at the women throughout my career who have lifted me up by speaking my name in a room full of opportunities and helping me understand how to navigate the corporate world. Even how I came to be a member at C200 is an example of that! Joyce Russell has been with C200 for quite some time, and she was the one who brought me in and somebody that’s been super influential in my career in terms of helping lift me up.
EG: That leads to my next question! Did you have any female mentors at the beginning of your career? What women have inspired you and why?
JB: I’ve been fortunate to have had different female mentors at various stages of my career, but about six years ago was a pivotal time career-wise that led to connecting with some significant mentors. At that time, I was with Adecco and had gone to Joyce Russell, who was the top-ranking female leader in my work world as the President of our US business. I told her, “I’d like to continue moving forward in my career, and I want to understand how I can get involved with organizations that provide female mentorship. How can I find more women mentors like yourself?” Those questions and simply asking someone for help changed everything for me. Joyce pulled me into internal and external opportunities (including C200) to introduce me to people who would help me differently. I grew immensely from those connections and learned the benefit you gain from diversity of thought and experience when you have new people outside your internal company sphere of influence that offer different perspectives.
One of those external connections was Larraine Segil, also a member of C200. Larraine started the Exceptional Women Alliance, a women’s mentorship collaborative, where I was introduced to formal mentorship. Larraine and my mentor Linda Lore have been instrumental in my success over the past six years. Lastly, another C200 International member (I’m starting to see a theme here!), Corinne Ripoche has been one of the most influential women in my career. I reported directly to Corinne for the past couple of years, and when I think back to the leaders who’ve challenged me the most, she’s one of them. She pushed me out of my comfort zone by pushing me to think differently, disrupt the norms, and think boldly. She left a lasting impression on my leadership style, teaching me how to truly transform business.
EG: You’ve spoken about this a bit already, but what does being a “woman in business” mean to you, and how do you apply that thinking to your work as a corporate leader?
JB: Something that I say quite a bit to women leaders both inside and outside my organization is not to get caught up in the idea of only moving UP the career ladder. Career ladders work both ways and while we should be focused on moving up, as women leaders, we also have a responsibility to reach back and ensure we are pulling people up along with us. I feel strongly about that and try to lead in a way where I’m doing concrete things to help mentor, guide, and pull women up alongside me. That applies to people within my direct reporting or even people that are outside my organization. I try to make sure that I’m available to mentor people who ask, offer advice, and be somebody who walks that talk as a female corporate leader.
EG: Outside of work, what do you like to do for fun?
JB: I love that question! I have an amazing husband and two little girls, a ten-year-old and a six-year-old, that encompass my time outside of work. I love Peloton, I do that every morning for my own self-care and sanity, but my weekends are for family time. Whether that’s kids activities, dinner with my husband, or movie night at home, I try to really focus on family time on the weekends. Like many of our C200 women, I travel quite a bit for work, so I’m not always there for dinnertime, after-school things, or even school concerts, which makes Friday night to Monday morning critical family time.
EG: Your daughters are at such a cute age!
JB: My oldest daughter is turning ten at the end of May, and she really wanted to dye her hair, so I took her last weekend to get “mermaid hair,” so now she’s got purple, green, and blue hair. My parents never let me dye my hair, so with my daughter, I was thinking, “This is my moment to let them do it,” because it’s just hair, it will fade out! [laughs] I wish somebody had let me do it when I was young!
It’s so cute to watch my girls; they love to get ready with me when I’m home, and I cherish those moments when they want me to braid their hair or pretend to put on makeup with me. It’s really fun to see my girls growing into confident and kind women. I love seeing the world through their eyes and being reminded of how being a working mom creates a strong female role model for both of them.
EG: What is your advice to aspiring female entrepreneurs and leaders to advance their own careers?
JB: Don’t be afraid to speak up and ask. I think one of the best things I’ve ever done was asking Joyce—I don’t even remember what the question was—but I basically said, “I want to be like you one day. What things can you tell me that I should be doing now in my career?” If I hadn’t asked that question, doors may not have opened. Sometimes we feel that we’re bothering somebody or not even sure of the question to ask. The more we can get comfortable with asking and talking to people, even just asking for advice and not being afraid to do that is essential. It starts a conversation, and you never know where it will lead; if you don’t start the conversation, you’re never going to find out what you missed. That is the advice I always give young women who ask what they can do – to start the conversation and not be afraid to ask questions and reach out. What’s the worst that someone’s going to say? “Oh, I don’t have time to mentor you or have coffee?” That’s ok! Somebody else will. Don’t be afraid to ask.
EG: I completely agree. I always try and put myself out there. It’s so easy to think, “What if they say no?” But the flipside is just as true: “What if they say yes?” You won’t know until you ask.
JB: And yet we don’t because we suffer from Imposter Syndrome – we all have it no matter what stage of our careers we’re in. I think it’s more prevalent when you’re young in your career because you’re so nervous to ask people for help or questions. Any time you can make somebody else feel comfortable when asking those questions is important, and it pays dividends for that person in the future that they get more comfortable in that space and even in themselves.
EG: Imposter Syndrome has been more in the conversation over the past few years. It was only until a few years ago that I heard that term and thought, “Oh my god, that is my experience!” It’s been nice to see very honest discussions about it so publicly.
JB: I think we’re doing a much better job now, too. I’ve been in the corporate world since graduating college, and the narrative has changed significantly in the last five to ten years. People are getting more comfortable with being vulnerable and talking about those things, and I don’t know if it was like that when I first started. People were more protected, and they didn’t talk about those struggles. So, I appreciate that change in conversation because it goes back to what I said before; the more we talk about things, the more we ask questions, and the more we realize that everybody goes through similar situations. You learn by talking about it and opening yourself up to conversation. I love to see that progression, and I hope we continue to see the shift toward being more upfront, honest, and vulnerable about what we’ve gone through, so it can empower other people.
EG: Especially since the pandemic, I’ve really appreciated the shift in work culture to being more empathetic toward each other in these bureaucratic and corporate settings.
JB: I agree. It makes people more authentic, too, because when we think about being on calls with people in lockdown and their kids and dogs are in the background, you get to know people differently. I feel like it made people open up more and start to be like, “Okay, well now, even if we’re going back to the office, how can I continue to have that sort of relationship with the people I work with?” That was a significant shift. We didn’t think that way before. It’s the silver lining, right?
EG: What are you most excited about as a new C200 member?
JB: There are so many things I’m excited about! I’m a bit of a fan girl with C200—I mean, look at this amazing group of women! They’re so accomplished, and I think there’s so much that I can learn from them. I really admire all the women here at C200, and I’m excited to start the conversation and get to know them, what made them successful, and learn from them. This is an amazing opportunity to get to know this sisterhood of women on a different level beyond someone I might admire from afar and follow on LinkedIn. I’m thrilled to be here!
