Women’s Leadership Conference panel ‘Backwards in High Heels’ tackles tough issues

Questions focus on confidence, job fit, professional guidance, and lessons learned.

James Pogue (far right), Ph.D., diversity/inclusion expert, discusses issues with credit union panelists (from left) Rachel Pross, chief risk officer, Maps Credit Union; Jill Nowicki, former CEO, Credit Union League of Connecticut; and Teresa Freeborn, CEO Xceed Financial Credit Union.

During the Women’s Leadership Conference, a credit union panel “Backwards in High Heels: Navigating the Pathway to Leadership,” discussed key issues facing emerging women leaders. Backwards in High Heels was coined by Ginger Rogers when talking about dancing with Fred Astaire. She said that she did everything he did, but backwards and in high heels.

The panel consisted of Teresa Freeborn, CEO Xceed Financial Credit Union; Jill Nowicki, former CEO, Credit Union League of Connecticut; and Rachel Pross, chief risk officer, Maps Credit Union. James Pogue, Ph.D., multigenerational intelligence and diversity/inclusion expert, moderated the discussion.

Pogue opened the session, talking about the benefits of gender diversity, including more innovation, higher productivity, and more empowered teams. He illustrated some of the challenges, citing statistics that show 70% of all credit union employees are women and 50% of credit union CEOs are women, but that for larger credit unions—those at $500 million or more—only one out of eight women are CEOs.

Pogue asked about having a lack of confidence and how they navigate that. Nowicki talked about women having an imposter syndrome. She added, “even when someone tells us we’re qualified, we still feel like we have to do more to prove ourselves.”

Pross said that she was faced with taking on an interim CEO position and felt unsure. She called her dad, who encouraged her, saying that she was just as capable as a man but would need to work twice as hard. He also told her to “fake until you make it.” She took the position and said it was the best decision she ever made.

Freeborn said when she was unsure of a decision or about asking for a raise, she would do research and have her facts and figures ready, which would reinforce her confidence. “I say yes all the time. Research trumps confidence issues any day.”

When asked “how do know when your job is a great challenge or when it’s not a great fit,” Freeborn said, “Make sure it’s not just about you. Take on tough assignments, and if there’s no chance for advancement, go talk to the boss. If that’s the case, find another job. Some companies respect women who ask for what they want. Make sure your network is working.”

Pross responded, saying “If you don’t feel you can use your talent and get fulfillment and growth, it’s okay to walk away, especially if you’ve been there awhile.”

Pogue asked the group if they had a professional or personal advisory board. Pross answered, saying she had lots of support and access to an executive coach she works with regularly. She added, “He is a good person to bring up challenges of attack and plan, asking about minefields. Often the best person to ask is your boss. If you’re not sponsored by your company, I highly recommend a coach. It doesn’t have to be expensive.”

Freeborn said she has gone back to mentors—primarily men but her biggest “go to” are women in her network. She said to “just ask. Women like to talk and buoy you up.”

Nowicki added that she liked to pass things by as many people as possible. She continued, “The best way for women to get promoted is to be mentored by men. It’s the best way to learn skills that men use successfully and network.”

Pogue asked the panel to talk about mistakes they’ve made and what they’ve learned. Freeborn talked about a bad hiring decision. She handled it by being transparent with her board. “Be very transparent. Just admit, ‘I made a mistake.’ We all make mistakes.”

Pross described playing it safe with a job. “I moved my family, took my kids out of school, and by end of first week, I knew it was a mistake. I had to admit the mistake to myself and my husband. Less than a year later, I moved into the job I am in now. When you make a mistake, don’t stick it out – fail fast. I’m so much happier now.”

Nowicki recounted a time when she compromised who she was to please others. By doing this, she felt like she was not serving as a good role model for other women. “It felt like assimilation was really important, but me compromising who I was wasn’t making me a better executive.”