ICEDRSpecialReport-TakingCharge_000

Forum, she continues to facilitate
“working across cultures” sessions
that focus on teaming effectively with
others who have different working
styles. Recognizing the value of
sharing issues, solutions, and practices,
Stephanie, together with the rest of
the DTTL Global Diversity team,
founded a Community of Practice
with over 300 registered members
from across the global network. She
also took the initiative to compile an
international diversity best practices
book for the Deloitte network that
catalogs member firm diversity practices
in 100 countries. Stephanie notes: “I
am really passionate about ‘boundary
spanning’ – connecting people to
each other and giving them access to
Taking Charge
OWN
26
rare: associates are typically dependent
on having an infrastructure and hours
provided to them. But Liz took the
initiative to develop the practice.
She says: “It just seemed like an
opportunity that was right and it would
have been inappropriate to ignore.
I was willing to be a pioneer.” How
did Liz succeed? She explains: “The
way I lead is by engaging people. I’m
able to absorb and use the ideas of
many intelligent members of our firm
as opposed to going it alone with the
limitations of my own thought process.
You never want to take a risk without
the input of other intelligent people
that might refine your idea to give it
the best chance of success.”
“If you have the right idea,
you should raise your hand and volunteer to lead.
Be a problem solver,
not a problem identifier.”
valuable information. That is what I
am meant to be doing. I am passionate
about connecting the dots and coming
up with something bigger and better
because people build on each-others
diverse perspectives and strengths.”
Consider Liz Espin Stern, Managing
Partner, Washington D.C. at Baker &
McKenzie. As a third year associate,
Liz took the lead on launching an
immigration practice at a time when
many large law firms did not necessarily
have immigration practices. Launching
such a practice so early in her career is
Julie Coffman, Partner, Bain
After taking the initiative or solving a
problem, it is also essential to you tell
people what you did. Agnes Grimont,
Talent Development Manager at GDF
Suez has often seen this problem: “In
general, women are good at producing
results but not so good at advertising
the results they have produced. Often,
women do well in school, and when
you do good work in school, you are
rewarded with a high grade. At work,
you must speak up when you do good
work.” Likewise, Sonia Artinian,
Country CEO of Romania at Lafarge
suggests: “Do what you say and say
Liz Espin Stern
Baker &
McKenzie
what you do.” This view is shared by
Tracey Edwards, Managing Principal
Global Shared Services and Global
Chief Knowledge Officer at Deloitte,
who offers the following advice: “Many
women believe that if they do a good
job, it will be noticed and they will be
rewarded. But, you have to be able to
say: I did this, I did a good job and I
want that considered. For example you
could say, ‘hey I did all of this, happy
to have done it, but I know there is
this M&A transaction that is about to
happen and I would like to work on
that.’ Women need to get better at this.”
Clearly, taking the initiative is a
fundamental aspect of becoming
successful, as Julie Coffman, a Partner
at Bain explains: “I was always taught
that if you have the right idea, you
should raise your hand and volunteer
to lead. Be a problem solver, not a
problem identifier.” So, come to the
table with ideas. Don’t wait to be
asked to do something. Get behind the
steering wheel. Initiate. Take ownership
and fix a problem. It is a sure thing that
your boss and your team are extremely
busy, and you will be valued if you raise
your hand and volunteer to take on a
challenge yourself.
2. Color outside the lines
When Adele Gulfo, Regional President,
Latin America, at Pfizer was in first