We conclude this month’s State of the Industry focus on women in leadership with final thoughts from some of the leading executives among the manufacturer and leasing communities. While progress in growing the ranks of women in the upper echelon of management has been considerable, we challenge the future to provide even greater strides, increased opportunities and far more representation at the head table.
Most importantly, this August spotlight on women was designed to keep the conversation moving forward. The battle for equality has been fought for more than 100 years, and the hope here is that it will not require another 100-plus to balance the scales. Even the most nominal gains can, over time, move women to a more equal footing. The hope, however, is for bigger steps. Only time will tell.
Our panel consists of the following executives: Kerstin Woods, vice president of solutions and outbound marketing, Toshiba America Business Solutions; Kendra Jones, chief legal and sustainability officer, Epson America; Moonsun Park, CFO and senior vice president of finance, Sharp Electronics Corp.; Melanie Hudson, senior vice president and chief commercial officer, Lexmark International; Charlene Fischer, vice president, U.S. channels, southeast region, Xerox Corp.; Caty Di Maggio, vice president, commercial sales, Brother International; Wylie Van Ness, vice president and general legal counsel, Kyocera Document Solutions America; Jennifer Healy, director, marketing strategy and programs, dealer and partner channel, Ricoh USA; Karin Harrington, senior sales director, Canon U.S.A.; Jennie Fisher, vice president and general manager, office equipment group, GreatAmerica Financial Services; and Laura Blackmer, president, dealer sales, Konica Minolta Business Solutions U.S.A.
Are we doing enough, as an industry, to support women in executive career aspirations? If yes, can you provide examples? If not, what more should be done?
Park: Where I see the most growth and support of women in this industry is through participating in an industry women’s brunch, each November. From the first gathering that I attended, through the most recent one in 2022, the number of attendees has probably tripled. It’s great to see a force of strong women in this industry and to hear from each other’s experiences. Attracting female talent in this industry is challenging because it has not historically had many female executives. The support from current executives, both men and women, will be critical for the future growth of women in this industry.
Di Maggio: Companies are becoming more dedicated to providing ERGs for women and investing in projects and resources to elevate female voices and strategy in leadership roles. But this is just paving the road; there is always more work to be done when it comes to elevating and supporting female voices. Workplace culture should emphasize female empowerment, for example, providing unbiased training and safe spaces for open discussions, and inviting women to play a role at every level and in multiple departments; whether it be in product development, sales, research or finance. Sharing our own voices will influence younger generations, as well.
Van Ness: As an industry, progress is being made in supporting women in executive career aspirations; nevertheless the progress has been slow. At Kyocera, we are fortunate to have three female top executives and other organizations also boast inspiring female leaders. However, more needs to be done to attract and promote women into executive roles within our industry. We must create inclusive environments that encourage and empower women to pursue leadership positions. Mentorship and sponsorship programs, targeted recruitment strategies, and implementing policies that support work-life balance can all contribute to a more equitable representation of women in executive positions. It is essential that we continue striving for greater diversity and inclusion in leadership roles.
Healy: The industry is starting to develop programs specifically for women and to recognize women leaders. I also feel that publications are starting to spotlight women and give them a voice. Companies are investing in mentor programs and outside consultants. I would be remiss if I did not say that there were – and are – many men in my career who have been my mentors and helped me develop new skill sets. A recommendation I have for some of the programs being offered is they should include a balance of women and men mentors to provide variety in perspectives. This will help with more diverse thinking and build future collaboration.
Blackmer: We can probably always do better, whether in supporting women, truly supporting DEI initiatives and making this industry a welcoming place for anyone who wants to work here. We have made great strides in these areas, but there is still plenty of work to be done. In 2022, Konica Minolta introduced Step Together, a leadership network for the women of the office technology industry. Our goal is to bring women together for support, collaboration and inspiration. We strive to foster community, create a positive environment to share experiences, learn from each other and build intentional leaders.
Harrington: For me, being with Canon for over 30 years now, I’ve definitely seen a change in women going into more leadership roles within the company. Speaking for the sales division specifically, 30, even 20, years ago, that was not the case. There are many more women in sales now and Canon is continuing to make great strides in promoting women to take on more leadership roles.
One example I can give, because I’m active in it, is Canon’s WiLL program. It’s a great program to get involved in at the company. I’m a mentor for somebody now and we meet monthly to talk about her career aspirations and the challenges she faces, and I share how my career has gone over the years and we just share stories. It’s a very positive experience and can be instrumental for those who participate and take advantage of its resources and opportunities to learn and grow.
Fisher: It’s certainly getting better, in large part due to the increased number of women owners and executives who are present and participating in industry meetings and events. There are also a number of younger next-gen women leaders entering the market. I love this! In general, women bring unique perspectives, experiences and insight that generate energy in any conversation. This leads to greater learning and innovation. They’re not afraid to ask questions.
Even so, the percentage of women in leadership within our channel is still lighter than males. I believe there’s much opportunity for us to support and highlight more of the wonderful work these women are doing. I think we can all influence positive change by simply being more intentional in taking time to peel back the layers of our business to understand, elevate and increase the visibility of the contributions of women spanning all departments.
What advice would you give to young women entering our industry who aspire to reach executive levels?
Woods: Five pieces of advice I’d offer:
Know that it’s possible – I see women in leadership roles at a growing number of OEMs, partners, and dealers today. This industry values merit and hard work and is open to new perspectives and women leaders.
Understand that culture comes from the top – find a leadership team who values and respects women leaders, diversity and varied perspectives.
Be authentic – you don’t need to try to fit into a mold to be a great leader in this industry. Being true to yourself (as a woman, as an employee, as a spouse, as a mom…whatever roles you have) is more inspirational than trying to be anyone else.
Say no to doubt – don’t let imposter syndrome creep in. Just because there are few women at the top doesn’t mean that women are not qualified to be there.
Give back – take the time to be visible so more women can see that it’s possible. Do the extra work, be on the extra panel, and write the extra article. You never know the impact one small step could have on the career of someone else.
Jones: First, I would applaud them for having high aspirations. I love to see young people with big dreams and not put artificial limits on how high they think they can go in an organization.
I can’t emphasize enough how important it is to be vocal about interests in new opportunities, particularly those that give cross-functional exposure. For example, at Epson under the umbrella of our Culture Committee, we established three sustainability sub-committees and invited employees to volunteer to participate. We had an overwhelming response, and now have three employee-led committees focused on sustainability, education, recycling and external events. The three women who raised their hands to lead each of these committees are amazing individuals who have used this opportunity to demonstrate to the executive team their leadership skills. I would advise that if you aren’t being given opportunities to demonstrate your leadership skills, talk to your manager or HR about how you might be able to create them. Opportunities to demonstrate leadership aren’t always in the form of promotion and most organizations would welcome creative ideas and cross-functional committees to tackle issues.
I recognize that there can be obstacles in any organization outside your control that limit or prevent upward mobility. And there can be a time to look outside your organization for those next-level opportunities. I don’t recommend jumping around jobs frequently because there are downsides to that, also. These tough decisions are where mentors can really be helpful in guiding you in the right direction.
Hudson: I advise women to push themselves further than they think they even want to go. Don’t worry about setbacks (they’re essential to moving up), stop trying to be perfect, continue to utilize your strengths, and don’t underestimate your value to your organization, community and yourself.
Park: My advice would be to network and find mentors/sponsors. In any industry, but particularly the imaging industry, women need support from the top and from other women who have paved the way. I am very fortunate to have had both a female mentor and a leader within my organization who is supportive of women. We shouldn’t see being a woman preventing us from reaching executive levels, but instead should focus on adding value and sharing our thoughts, where diversity will be acknowledged.
Fischer: Many times as women we think we have to wait until we have mastered all the skills required for that next step. Say yes to new opportunities that stretch your current skills and experiences. Volunteer for special projects, especially cross-organizational opportunities that provide you with exposure to other departments and leaders within your company. Invest in personal and professional development now for the role you would like to have in three to five years.
