NVC’s Board of Directors consists of 60 members, over a third of whom are women. They have all achieved many inspirational milestones in their careers that deserve to be recognized and celebrated. According to Grant Thorton Statistics, only 26% of all CEOs and managing directors were women in 2021, compared to only 15% in 2019. NVC recognizes that the Region continues to have challenges within our workforce that need to be addressed in order to grow. We are committed to creating a diverse community, representing all walks of life regardless of identity.
We recently asked a few women on the NVC board a series of questions about their growth and development as leading professionals in the Region. They delved into their thoughts on leadership and spoke to our younger workforce, including ways to mitigate hardships.
Our special interviewees include Mary-Claire Burick, President, Rosslyn Business Improvement District; Ruth Ann Clarke, Managing Director, JPMorgan Chase & Co.; Suzan Cengiz, Chief Performance Officer, LMI; Kathryn Falk, Vice President, Market Leader Northern Virginia Operations, Cox Communications; and Kelly Schlageter, Executive Vice President, and Chief People Officer, Acentra Health.
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Women Leaders Q&A
Mary-Claire Burick, President, Rosslyn Business Improvement District
Q: What inspired you to pursue a leadership role?
A: I have always been inclined to step up and take the lead, from sharing ideas to managing projects. Throughout my career, I have been fortunate to have mentors recognize my potential and support my development. Receiving guidance and encouragement from leaders I admired really inspired me to pursue management opportunities and instilled a desire to be a leader who inspires and empowers others to contribute their best in achieving shared goals.
Q: How do you define your leadership style?
A: At my core, I’m a collaborative person who enjoys bringing people together to accomplish common goals. I believe a leader's role is not to have all the answers, but to gather the right people to find solutions. At the Rosslyn BID, I work with an exceptional team and a dedicated group of stakeholders who contribute to the betterment of our community and neighborhood. My goal is to enhance the experiences and opportunities and Rosslyn by knitting together the community, fostering a sense of unity and inspiring meaningful collaboration. I know there is not a one-size-fits-all approach to leadership, which is why I value learning from my team every day and engaging with the broader community to create impactful, lasting change.
Q: What challenges have you faced as a woman in leadership?
A: As a woman in leadership, I have often felt the need to establish credibility. I have found that women are more likely to feel they are not ready for leadership roles because they believe they need more training and preparation to be qualified. In my first leadership role, I managed individuals who were older and had more practical experience in their fields. I learned from that experience that success doesn't require perfection or more credentials; it requires confidence and a commitment to continuous learning and growth from your team.
Q: What advice would you give to other women who aspire to become leaders?
A: My advice to women aspiring to be leaders is to go for it! But remember, you don't need to do it alone. It’s so important to build and maintain a strong and diverse network of peers and colleagues from across industry. I encourage anyone charged with guiding a team of people to prioritize collaboration with the most diverse set of perspectives, experiences, and ideas possible. Network at every stage of your career, surround yourself with leaders you admire, and find a community of women leaders for support and guidance. By doing so, you will have built a wealth of knowledge and large support system to help you throughout your journey.
Q: How does your role affect the future workforce?
A: Mentorship is a key component in the success of future generations of the workforce, especially in the post-pandemic era, as the dynamics of work have changed. I have been fortunate to have had mentors in my career, and I have enjoyed becoming a mentor myself. As a leader, I want to create and normalize a workplace environment that supports and uplifts the future workforce, helping them get access to opportunities, learn from each other and foster space for them to be successful in their pursuits.
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Suzan Cengiz, Chief Performance Officer, LMI
Q: What inspired you to pursue a leadership role?
A: I was inspired by the opportunity to make an impactful difference in shaping the future of our business community. Witnessing the impact that effective leadership can have on driving innovation and growth motivated me to step up and lead. Additionally, I have found that leadership roles often present opportunities for personal growth, learning, and challenge.
Q: How do you define your leadership style?
A: My leadership style is rooted in collaboration, empathy, and inclusivity. I believe in empowering team members, fostering a culture of trust and respect, and leading by example. By listening to diverse perspectives and leveraging insightful collective strengths, I aim to inspire others to achieve their full potential.
Q: What challenges have you faced as a woman in leadership?
A: As a woman in leadership, I've encountered challenges such as gender bias, navigating male-dominated spaces, and truly finding that balance between my work responsibilities, as well as those at home. However, these challenges have only strengthened my resolve to challenge stereotypes, advocate for gender equality, and pave the way for future generations of women leaders.
Q: What advice would you give to other women who aspire to become leaders?
A: My advice to aspiring women leaders is to believe in yourself, embrace your unique strengths, and never shy away from taking on challenges. Seek out mentors and allies who can support and guide you along your journey and be your voice when you may not be at the table. Remember that your voice matters, and by leading with authenticity and resilience, you can inspire positive change and break barriers.
Q: How does your role affect the future workforce?
A: As a woman leader within the Chamber, I recognize the importance of championing diversity, equity, and inclusion in shaping the future workforce. By fostering a culture of belonging and providing opportunities for all individuals to thrive, we can unlock the full potential of our talent pool’s innovation and creativity, while driving sustainable growth in the years to come.
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Ruth Ann Clarke, Managing Director, JPMorgan Chase & Co.
Q: What inspired you to pursue a leadership role?
A: My father was in the military, and I am a first-born child so maybe it was always in my DNA, but I have been very intentional about leading formally and informally in my career. I realized early in my career everyone is a leader in some way on the team by owning their role, whatever that role is, looking forward at where we are going and helping to get everyone on the team there.
Q: How do you define your leadership style?
A: My leadership style is to provide clarity of expectations, defining what success looks like and helping achieve that success by providing constructive feedback and coaching, explaining the why. I also provide perspective on how I think about situations, problems, resolutions so people have accountability and are empowered, rather than waiting to take instructions. I make a point to know something personal about people and connect on a personal note, talking about my family or my weekends and always lead with humor.
Q: What challenges have you faced as a woman in leadership?
A: The most frustrating experience, and it is subtle, is when I say something that is not actually heard and understood, then a few minutes later someone will say the same thing and it is heard. Someone, another female chamber member, said that she addresses those situations saying, “I am so glad you agree with me on that point, as I mentioned a few minutes ago.”
Q: What advice would you give to other women who aspire to become leaders?
A: Be intentional about leadership and stop worrying about people liking you or not being good enough. All leaders, even very good ones, do not do everything well. Know what you are good at, known for, and celebrate that. Backstop the things where you need help and don’t apologize for it. I really rely on my Executive Assistant, and we have an incredible partnership for her to keep me focused, be on time and get projects delivered in a timely manner.
Q: How does your role affect the future workforce?
A: I mentor a lot of junior talent, particularly female talent. I help them understand what success in a role looks like and explain things I wish someone had explained earlier to me how career decisions and promotions and talent development really work inside the organization. I also talk about my family, particularly my kids, so they know raising a family and having a successful career can coexist.
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Kathryn Falk, Vice President, Market Leader Northern Virginia Operations, Cox Communications
Q: What inspired you to pursue a leadership role?
A: I always wanted to lead- since Student Government at Churchill Road Elementary School. For me it comes down to having a bigger impact and the chance to mentor people to grow into their full potential.
Q: How do you define your leadership style?
A: I am energetic, optimistic, raise your hand and anything is possible kind of leader who embraces change as an exciting new opportunity.
Q: What challenges have you faced as a woman in leadership?
A: Honestly, it is still harder to be a woman leader. Like they say about Ginger Rogers, you need to do everything a man does, backward and in heels. But it’s worth it and it gets better every day.
Q: What advice would you give to other women who aspire to become leaders?
A: You CAN do anything. Do not set limits on yourself. You need to be brave and ask for what you want and don’t wait to be asked. And help other women every chance you get.
Q: How does your role affect the future workforce?
A: Cox Communications is constantly changing to meet the demands of our customers. So, we are looking for the most talented people who are adaptable and creative and love challenges and change.
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Kelly Schlageter, Executive Vice President, and Chief People Officer, Acentra Health
Q: What inspired you to pursue a leadership role?
A: The best thing about a leadership role is having the ability to make a more direct impact on employees and their career paths, on the success of our clients, on the industry and, in the case of Acentra Health, on the lives of people we serve.
Q: How do you define your leadership style?
A: I consider my leadership style to be authentic and empowering. I am aware of my own strengths and opportunities and believe in hiring people who have strengths and experiences that are different from mine. I encourage them to bring all of that to the table and contribute to the team’s success in a meaningful way.
Q: What challenges have you faced as a woman in leadership?
A: I think the most difficult thing for me was finding the confidence to use my voice. I am a keen observer and I like to make connections and offer recommendations, but I am not naturally assertive or commanding. After I took the risk a few times and shared what I was observing and the impact, I got reinforcement that my observations mattered and in some cases my recommendations could lead to better outcomes. I still have to nudge myself sometimes to speak up.
Q: What advice would you give to other women who aspire to become leaders?
A: Spend less time worrying about what people will think, how to say just the right thing in just the right way, and whether or not you’re doing things perfectly. Trust your gut. Show up as a leader in a way that you can be proud of, treat people with respect, and you’ll be just fine.
Q: How does your role affect the future workforce?
A: For all of us, it’s important to see ourselves in other leaders. As an openly LGBTQ female, I hope I have made it easier for those coming behind me to see themselves in a leadership role. When I started my career, it was possible to be LGBTQ and a leader, but only if you didn’t talk about that part of yourself. I hope today, because of the courage of so many to be their authentic selves, it will be easier for young people to bring their whole set of talents and experiences to a leadership role.
