The View From the C-Suite
Written for SWE Magazine
https://swe.org/magazine/the-view-from-the-c-suite/
By: Alisha Bose
Estimated Reading Time: 4 minutes
The path to the C-suite has always been a mystery to me. Leadership at that level seems like something that happens to you, a transformation that comes suddenly at some point in your career.
So, rather than wait for that revelation, I decided to go straight to the source.
I spoke with two accomplished leaders to learn what drives them — Kate Maxwell, a former defense chief technology officer and the current worldwide education industry lead at Microsoft, and Judith Spitz, Ph.D., former Verizon chief information officer and current founder and CEO of Break Through Tech. I wanted to understand the layers behind their challenges, their work, and the key lessons they have learned.
During our conversations, I gained an understanding of the hurdles they’ve overcome, the strategies they’ve employed, and the mindset they’ve cultivated throughout their careers. However, I was most curious about the key trait or quality that sets someone up for success in the C-suite. Is it the smartest person in the room, the hardest worker, or someone well-liked? Or is it something else altogether? For Maxwell and Dr. Spitz, the key traits are bravery and trust.
Maxwell advises anyone whose sights are set on the C-suite to volunteer for stretch assignments and apply for roles you might not be 100% qualified for because that is how you learn and grow. Bet on yourself to figure it out — whatever “it” is — and demonstrate that you are the type of person who “gets stuff done.”
I have started to apply this mindset in my own life. Time and again, I’ve heard that men apply for jobs when they meet 60% of the qualifications, while women often wait until they meet 100%. I refuse to fall into this trap. A research position crucial to my growth required knowledge in electrical circuits. I openly admitted not knowing much about it during my interview and instead showed an eagerness to learn. Upon securing the position, I was told that my enthusiasm was more valuable than any skills that could be taught.
Similarly, my current internship, which asked for an MBA and was outside my direct area of expertise, has opened doors to new career opportunities. In both instances, my work ethic and willingness to learn outweighed my technical knowledge. Getting stuff done and trusting in myself, as Maxwell advises, have contributed to my growth more than playing it safe.
Dr. Spitz emphasizes the importance of authenticity in leadership. “It starts with trust, and people will trust you if they think you are who you say you are, that you’re being authentic,” she says. “And the reason that’s so important is because trust engenders openness and collaboration, and collaboration engenders innovation.”
I have come to understand that with trust comes the ability to have open conversations and to create teams willing to hear constructive criticism, leading to better outcomes. Trust goes both ways, Dr. Spitz says, adding that organizations tend to behave like their leaders. An atmosphere of trust will prove your prowess as a leader and empower your team and, by extension, the whole organization.
Getting to the C-suite
Bravery and trust are crucial, but many of us are left wondering how to reach the point where we can put these qualities into practice. These two incredible women have a wealth of information from which to glean. I walked away with three main takeaways on stepping into executive leadership:
Do the hard thing.
Maxwell shares the best advice she received from a mentor: “When hard things happen (and they will!), instead of asking, ‘Why is this happening to me,’ ask ‘What is this trying to teach me?’” Similarly, Dr. Spitz says, “You’ll make mistakes. I made a million mistakes, but you’ll learn a lot about yourself along the way.” It’s tempting to stay in your comfort zone when challenges arise, but doing so means missing out on valuable growth opportunities.
Don’t do it on your own.
Find a mentor, a personal board of directors, and other leaders to learn from. Dr. Spitz’s strategy is to pinpoint other successful leaders and ask, ‘How are they leading? What are their strategies? What are they really good at? Could I do that?’ Maxwell celebrates the mentors and role models who help her learn and grow. “They challenge my perceptions and help expand my horizons; they offer criticism and feedback when I need it, as well as coaching and support when I need a pick-me-up.” I know firsthand that leadership is a collaborative effort, so it follows that the journey to leadership requires support from others.
Understand who you are as a leader.
Dr. Spitz urges us to think about the kind of leader we are: Do I charge up the hill while everyone follows? Do I push from behind and encourage my team? What feels authentic to me? In my experience, replicating someone else’s approach rarely leads to success. Every company and team is unique, and what works for your mentor or role model may not work for you. You need to figure out what works for you and your team.
There is no perfect moment to become a leader. Leadership isn’t a switch that flips at a certain point in your career. Whether you’re a college student like me or further along in your career, you can take steps toward leadership. Seek out opportunities, big or small; ask for challenging assignments; and get in touch with what leadership means to you.
No matter where you are, if you aspire to reach the C-suite, you can start now.
Special thanks to Judith Spitz and Kate Maxwell for agreeing to be interviewed for this article.