Page 44 - How We Lead Matters

I Confess

I have a confession: I think I could have done more sooner to work for a level
playing field for women in business. The truth is, I was so busy doing my job
during most of my career, I just didn’t focus a lot on the fact that I often was
the only woman in the room.
When I was a securities analyst in the 1960s, I remember thinking how
ridiculous it was that I was requested to sign my name with my initials “M.C.
Nelson” because my employer didn’t believe anyone would take financial
advice from a woman. I also remember how elated I was to hear that I was
getting my own office until I learned it was because I was pregnant and
women in my “condition” needed to be out of sight. I suppose I could have
railed against the injustices, but I enjoyed my work immensely and felt
“grateful” to be doing what I loved.
Now, as CEO of a global company, I am more determined than ever to
attract and retain the best and brightest candidates from the largest talent
pool possible—one that includes both genders and certainly all races and
ethnicities. The facts are in: diverse companies and teams consistently out-
perform all others. It’s not only the smart thing and the right thing, it makes
getting the job done much more interesting.
As we confront the most daunting challenges of our time, we need all
the creativity, resolve, and leadership we can muster to find sustainable solu-
tions in an increasingly complex world. Men and women must do it together.
After all, if the village were on fire, would we expect only the men to help?

Marilyn Carlson Nelson 27