The Forum of Executive Women: Leader Insights

The Dynamic Duo: Mindset and Mentors

From afar, the path to the c-suite follows a conventional storyline of checking the right boxes and making one’s way along a well-worn path through the course of a career. Up close, I’ve found the reality to be far different and much more complex, relying on inner strength, resiliency and supporters that valued the diversity of thought, experiences and skills. * Oh, and a little bit of luck.

This difference between perception and reality is one reason I never imagined myself in the American Water CEO role that I find myself in today, leading the 6,500 talented and service-minded employees of the largest regulated water and wastewater utility in the United States, and serving on two public company Boards of Directors. Nor would I have thought that by 2023, someone in this position would be one of only three female CEOs among the top 100 companies in our geographic peer group, in a vibrant and progressive metropolitan area like Philadelphia.

As evidence of this slowly emerging trend, and as The Forum of Executive Women has discovered and noted in its most recent analysis, the number of Board seats held by women is growing; fewer companies are reporting that all of their executives are male, and women are increasingly representing a larger share of the region’s top earners.

While these are certainly positive trends for women in the workplace who seek executive positions, I paused at the fact that The Forum’s commentary on the 2022 report noted that at the current rate, it would take another two decades until the number of women on public boards in the Philadelphia area reaches parity with men.

That leaves behind yet another generation of women who have the will and skill to rise to the top, yet remain unidentified as candidates worthy of consideration for a seat on a public company board.

External pressures in the form of legislative mandates, ESG reporting requirements, and the board diversity reporting rules implemented by NASDAQ, may accelerate efforts. But the benefits would be more meaningful, and possibly come sooner, through more intentional initiatives that recognize the diverse perspectives of talented women and match them with investment in the form of guidance, resources and mentors to allow their executive leadership abilities to flourish.

Reflecting on my own 40-year career across major utility companies has led me to understand that the path to a c-suite position does not rely on one single career path, or one uplifting supervisor, or an infrequent opportunity to work on a project that allows for one’s strengths to shine. It demands a blend of personal initiative and the courage to take risks, coupled with a company’s systemic support and recognition of the benefits of diverse leadership.

For me, the real foundation for my career came from my first experience in the utility industry. I began that part of my journey with an organization that truly valued development, career planning and mentorship. In that eight-year span, I had seven different jobs – honestly, a few of which I didn’t want. But because of the culture for growth that existed and the responsibility of supervisors to develop their teams, I was given those opportunities. That eight-year span IS the single biggest factor in my career success. Oh, and I should mention that eight-year period was 1992-2000, over 20 years ago.

To women seeking out c-suite opportunities and the chance to parlay a lifetime of career experience through service on a public company board, I offer the following advice:

Embrace a growth mindset that empowers you to always seek more knowledge and expertise in your industry, remain optimistic and resilient, and look for and say yes to new opportunities that can be an unexpected springboard along the way.

My message to organizations is to value diversity and its range of business-benefiting perspectives; continuously evaluate organization-wide programs that offer emerging leaders exposure to high-impact projects; enable formal and informal mentorship opportunities; and train in the skills needed to make the leap from middle management to executive leader.

Throughout my career, I’ve had the good fortune of working with and learning from so many talented leaders - both women and men. When we can create a dynamic where all who are aiming for the top can benefit from climbing the ladder built by those who came before them, we can create an equitable future for all.

*American Water has been named as a Champion of Board Diversity by The Forum of Executive Women for seven consecutive years.

Featured in The Forum of Executive Women Report.

PwC | Women in Leadership 2023: A status report on women leaders in corporate boardrooms and executive offices