It’s no secret that women are underrepresented in the tech industry. While the percentage of women in tech leadership roles has always been relatively small, DDI’s recent Global Leadership Forecast suggests that this number is trending downward. Current statistics show that only 28 percent of tech industry managers are women.
The relative rarity of women who’ve broken into tech management means that those who’ve found their way to the top have very valuable wisdom to share. Built in NYC interviewed four management leaders to learn what advice they’d share with other women working to advance in the industry.
Two themes emerged: empathy and connection. These women leaders emphasized the importance of paying attention to the human element of management, practicing intentional collaboration and being constantly in tune with the connections between individual contributors and the broader team goals.
Stacy Bohrer, vice president of sales at OpenX, explained why these practices make a difference. “While high IQ is always attractive, emotional intelligence wins every time when it comes to the management of a scaling business,” she said.
Women are also statistically less likely to put themselves forward for promotions or advancement. In addition to empathy, these leaders suggest that being bold and energetic can make a big difference.
With this kind of advice, women hoping to find their way to leadership in the tech industry don’t have to be dissuaded by statistics and forecasts. With empathy and energy, breaking into management roles is entirely possible.
Take-Two Interactive is a leading developer, publisher and marketer of interactive entertainment for consumers around the globe.
How can individual contributors prepare for roles in management?
I would say my best advice is to do reliably great work, form strong connections with coworkers and stakeholders by contributing to their success and take moments in between your normal day-to-day tasks to zoom out and look at the big picture goals of your team and company as well as how you contribute to them.
In my point of view, the most important preparation is building connections. We can’t go anywhere without help from other people and teams, and so much of our lives are spent at work.
This means that who we work with significantly impacts our happiness in the workplace. The more people want to work with you or have you on their team, the easier things are. This leads to greater happiness and productivity all around.
Positive energy is infectious and so is negative energy. Think about what makes someone easy to work with and try to be that for other people.
Positive energy is infectious and so is negative energy. Think about what makes someone easy to work with and try to be that for other people.”
Share a moment or achievement that accelerated your career.
The most pivotal moment in my career was joining my current team as it was being built out. I was working another job, not actively seeking new opportunities, when a headhunter reached out about a role (product management) and industry (interactive entertainment) about which I felt completely unfamiliar. The company was offering significantly more pay and potential scope than I had, but I wasn’t sure how difficult the move would be for me.
Taking the jump into the unknown ended up being the best decision. I ended up at an amazing company with a great manager that not only valued my skills but saw my future potential.
I was given the opportunity to shape an entire area of the larger team on my own before it became more established. People undervalue the impact that a transparent and supportive manager can have on your career. My manager involving me in strategic planning and giving me opportunities to present to leadership greatly influenced what I've been able to accomplish in my role.
What is one trait or skill all good managers have?
The one trait that I would name is perpetually cultivating a growth mindset. Finding new growth opportunities and improving yourself and your team is a never ending process. There is no final evolution.
Change is a constant. Life is unpredictable and continuous growth requires us to be flexible, like water. There will be obstacles and challenges that feel unsurmountable, but the response should always be “how can I make this work?” instead of “nothing can make this work.”
As a manager or leader, you have to be curious about the things you don’t know and about the things you think you already know. Maintaining humility is key. Great ideas can come from people at any stage of their career.
In order to grow, we must allow for open and honest conversations within our teams and create environments that encourage everyone to contribute. Opportunities to expand our knowledge and understanding come at us from all angles if we’re open to accepting them.
OpenX creates digital advertising markets and technologies for publishers and advertisers.
How can individual contributors prepare for roles in management?
The advice I always give to individuals is to demonstrate behaviors that make it a no-brainer to transition you into management. Examples of this include taking on new-hire training to demonstrate leadership skills and technical chops, as well as showcasing a clear managerial mindset by prioritizing perspectives that optimize what’s best for the business, rather than the individual.
Finally, I find it of utmost importance to prove that you can work cross functionally, collaborating and influencing your peers. All of these examples are actions an individual contributor can take to make it easy for others to promote them into management.
Share a moment or achievement that accelerated your career.
In 2013, I was hired as The Trade Desk’s first sales hire in the Midwest region. By the time I left the organization, we had scaled the team to 150 and become a household name and agency favorite.
The Midwest grew faster than it ever should have, and it was because of the team that I assembled. Each player punched above their weight and proved that exceptional sellers deliver excellence, expertise and strategy.
This career-defining achievement, assembling this all-star team from scratch, taught me to hire for my gaps, that scaling at insane rates requires true empowerment, and that blocking and tackling, along with direct feedback and empathy is the recipe to keeping an ever-evolving organization intact – and happy.
I’m very proud of the team from those early days, many of whom are still there and running the world.
What is one trait or skill all good managers have?
High emotional intelligence. A manager who demonstrates high emotional intelligence is one who has high self-awareness. And because they have a strong sense of self, they will be able to understand their team as well.
A failure to truly understand your team will always lead to high turnover, low morale, and ultimately, lower profits. Employees are humans, and humans want to feel seen and understood. One of the things I appreciate most about OpenX is that we see our fellow employees as human beings first.
Managers who convey empathy — the understanding of what someone else may be feeling -— have the most satisfied and highest achieving employees. These managers understand that change is hard, recognize how hard someone is working, uncover what drives and motivates the team and even help the team develop professionally.
While high IQ is always attractive, emotional intelligence wins every time when it comes to the management of a scaling business.”
While high IQ is always attractive, emotional intelligence wins every time when it comes to the management of a scaling business. When it comes to developing your own skills or preparing for leadership roles, this is a key trait to keep in mind.
adMarketplace is a search advertising company providing incremental media solutions for advertisers and publishers.
How can individual contributors prepare for roles in management?
Begin practicing what it’s like to be a manager by becoming a mentor or coach to a junior member of your team. Also, leverage your network to gain advice on what it takes to be a manager.
Share a moment or achievement that accelerated your career.
Joining adMarketplace in August 2020 really helped accelerate my career as a team manager. I was given the opportunity to grow and build a team that is the center of excellence within the organization. I’ve been able to grow in my leadership skills, really lead with empathy and enhance my active listening skills.
What is one trait or skill all good managers have?
I believe good managers lead with empathy. Being able to actively listen and effectively communicate with your team is important for fostering a strong, trusting and collaborative environment.
I believe good managers lead with empathy.”
Being able to understand your team’s POV by asking questions and ensuring they feel seen and heard is the foundation to building trust as a manager.
Rokt is the global leader in ecommerce technology, enabling companies like Uber, Live Nation, AMC Theatres, PayPal, Hulu, Staples, and Lands’ End to unleash relevancy in every transaction, grow revenue, and acquire new customers at scale.
How can individual contributors prepare for roles in management?
One of the most significant challenges I’ve observed and personally experienced is the transition from an individual contributor (IC) to a leadership role. It’s not uncommon for new managers to grapple with balancing individual concerns with the team's welfare.
An IC typically has direct control over their work, while a manager’s responsibility extends to the team’s work and its overall impact, with less direct control over the execution. A skilled manager allows ICs the autonomy to address challenges and guides them toward finding solutions.
This shift in mindset is often the most significant obstacle: realizing that success is measured not in personal achievements but in the collective success of the team. To prepare for leadership roles, it’s crucial to begin thinking about your peers’ work and how you can champion their efforts. By elevating your peers, you elevate the entire team.
By elevating your peers, you elevate the entire team.”
Look for opportunities to be an ally to new employees or participate in mentorship or internship programs. We all benefit from mentors who offer guidance throughout our careers. Choose a people leader who inspires you and learn from them by asking questions about their management approach.
Share a moment or achievement that accelerated your career.
I can’t pinpoint a singular moment in my career that propelled me forward, but when asked about how to accelerate one’s career, I reflect on my own journey of "moving up" by embracing change and pursuing diverse experiences across different companies. At the beginning of my career, I ventured into the advertising industry, enticed by its fast-paced environment and collaborative nature, ultimately leading me to Ogilvy.
Progressing further, I transitioned from client services to client leadership at Ralph Lauren and subsequently made the move to Google. The potential for growth and the constant challenges at Google fascinated me. Over eight years, I gained a deep understanding of the workings of a large organization and honed my skills in cross-regional collaboration.
Through networking, I came across an opportunity at Rokt that perfectly aligned with my aspirations. I was drawn to their remarkable leadership team and core values of the company that mirrored my own. The prospect of contributing to the product team actively reshaping the transaction moment promises a journey filled with innovation.
What is one trait or skill all good managers have?
I believe that a good manager is, at their core, a skilled leader. They inspire and guide their team, providing direction and motivation to achieve specific goals. When there’s a lack of clarity regarding how each team member contributes to the broader business objectives, motivation can wane. In some of my earlier roles as an IC, I may not have even known the company’s overarching goals and assumed it was inconsequential.
To ensure a strong connection between the team and the company’s goals, I’ve adopted several strategies. I collaborate with the team to develop Objectives and Key Results aligned with the company’s objectives that empowers a team to take ownership of their responsibilities and I assign team members to specific OKRs and encourage them to report on their progress throughout the year.
I regularly review and communicate business goals throughout the year, keeping the team informed about progress. I try to be as transparent as possible about the company’s leadership’s thoughts and priorities. And I continually aim to bridge the gap between the team’s efforts and the company’s objectives, to foster purpose and motivation.
