ST Women in Technology - 88

where you may not have all the information or all
the answers. It not only forces you to learn but it
allows you to show others how committed and
passionate you are about the organization.
She was not just a great role model, she was
also a very effective mentor and coach. In
particular, she gave me a lot of advice about the
importance of understanding your strengths
and your passions and then trying to fit those
qualities to your organization's needs-in other
words, to find what we would now call your
personal brand.

Once you feel you have defined your brand,
that doesn't mean you shouldn't experiment. I
spend a lot of time encouraging women to not
let themselves be boxed in, to think that they can
only work in a similar role to those they've held in
the past. In my own career, before I joined Turner,
I had the good fortune to work across numerous
industries, and that gave me a good overview of
all the key tech roles. I worked as a developer,
a project manager, a business analyst, and a
business strategist-and each of those roles
helped sharpen my understanding of business,
technology, and in the end, of myself.

OPPORTUNITIES
IN SETBACKS
I SPEND A LOT OF TIME
ENCOURAGING WOMEN TO NOT
LET THEMSELVES BE BOXED IN,
TO THINK THAT THEY CAN ONLY
WORK ON A SIMILAR TYPE OF A
ROLE THAT THEY'VE DONE IN
THE PAST.

KNOWING YOUR
STRENGTHS
Early on, as a developer, I noticed that I was
always saying, "I'd love to explain this to the
business. I'd love to build you a prototype. I'd
love to help you understand how technology
can enable the business." As I thought about
it, I realized that what I could do better than a
lot of people and enjoyed most was acting as a
technical advisor-a person who understood the
business, understood technology, and knew how
to marry the two in a way that met the needs of
the business.
From that point on, I started homing in on the
things that I thought would help me be more
successful in that role. This led me to take on
different projects, join different organizations
with different cultures, and take on different
challenges. At the same time, I kept working to
sharpen my leadership skills and stay abreast
of new trends, not only in technology, but also
in management. I challenged myself to learn
something new every year. Never stop learning!
88

Not all of this is easy. I have run into situations
where, for example, my perspective has not
been readily heard, but I've tried to see these
moments as opportunities to sharpen my
communication skills, my influence management
skills, and my negotiating skills. When I get
through something hard, I try to take those
lessons and share them with my mentees, so
they may have an easier time of it. For example,
here are a few lessons I have learned that may be
helpful for women technology executives:

"WHEN I HAVE RUN INTO
SITUATIONS WHERE, FOR
EXAMPLE, MY PERSPECTIVE HAS
NOT BEEN READILY HEARD, I'VE
TRIED TO SEE THESE MOMENTS
AS OPPORTUNITIES TO SHARPEN
MY COMMUNICATION SKILLS, MY
INFLUENCE MANAGEMENT SKILLS,
AND MY NEGOTIATING SKILLS.

There are no failed experiments. You don't
have to get it right the first time, you don't
have to have all the answers, and it's okay to
admit that you may have stumbled or been
uncomfortable. What you learn from those
difficult projects that didn't go as planned
may be more important than your successes,
particularly for teaching you how to be resilient
and how to take risks.



ST Women in Technology

Table of Contents for the Digital Edition of ST Women in Technology

Contents
ST Women in Technology - Cover1
ST Women in Technology - Cover2
ST Women in Technology - 1
ST Women in Technology - Contents
ST Women in Technology - 3
ST Women in Technology - 4
ST Women in Technology - 5
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ST Women in Technology - Cover4
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ST Women in Technology - Poster 1
ST Women in Technology - Poster 2
ST Women in Technology - Poster 3
ST Women in Technology - Poster 4
ST Women in Technology - Poster 5
ST Women in Technology - Poster 6
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