7 March 2024
Mary Sue Rogers, a seasoned executive with over 25 years of experience working across 20 countries and various companies representing diverse industries, including IBM, PwC, and Talent2, has been a member of the Supervisory Board at East-West Seed since 2016.
Her leadership has driven significant business transformations, team expansions, and the development of high-performing teams in various sectors, including publicly listed companies, startups, SMEs and family-owned businesses.
Mary Sue currently holds positions in four non-executive boards, including at Save the Children Australia, an independent social enterprise called Women on Boards, a US-based tech company AIIR Consulting that is dedicated to increasing the effectiveness of leaders around the world.and of course, East-West Seed.
Are you the only woman on the non-executive boards that you are currently on?
I joined East-West Seed in 2016, and for the first three years, I was the only woman on the board until Maaike Groot joined. As for AAIR Consulting, the tech company in America, I am currently the only woman on that board. For Save the Children we are about half-half, which is not unusual for a charity board. They tend to have a higher gender diversity aspect to it than most other boards do.
Then for Women on Boards we are 100% women because we cannot have men on our boards. Otherwise you would not even know us. We did discuss it, but we have gone around in circles over the last couple of years on whether we should be more diverse and have men on our board, and we all decided that it probably does not make sense for what we do.
Have you ever had to navigate working environments where you experienced gender biases?
Sometimes, yes. Success in such environments I found was not just about having a thick skin but also about adopting a strategic approach to time management and interpersonal interactions. And yet despite the challenges, including navigating workplace dynamics where gender biases were prevalent, I have learned the importance of flexibility and forgiveness. Addressing inappropriate remarks without escalating every situation has been a balancing act, choosing battles wisely when needed.
How do you approach promoting gender equality in places with strict cultural norms?
Navigating gender challenges in different cultural contexts has been a significant part of my journey. In places like Saudi Arabia, the barriers for women are more pronounced due to cultural norms that strictly limit their roles. I think the real work lies in empowering local women. Through initiatives like women's roundtables, I've focused on understanding their needs and breaking through cultural barriers, starting with small yet symbolic acts of equality within the workplace.
The challenge is not uniform; each culture presents its own unique obstacles. For instance, I heard of cases in India where women's participation in jobs requiring night shifts were restricted, due to safety concerns and family expectations. This reality limited their career progression in fields dominated by shift work, like IT outsourcing, necessitating a search for opportunities within culturally accepted norms.
My approach has always been to respect and work within these cultural boundaries while advocating for change. It's about understanding that while we can be agents of change, pushing too hard against deep-seated norms can be counterproductive. Recognizing the roles women can realistically hold and supporting their empowerment within those boundaries, has been a way of addressing gender disparities.
What has helped you most during your time on these different boards?
I've always been committed to lifelong learning, enhancing my knowledge. For instance, I recently enrolled in a course to deepen my understanding of AI, and to learn about the opportunities, challenges, and risks as a board member.
For Save the Children, I have visited camps to grasp conditions firsthand, driven by personal interest. I also actively engage in mentorship, offering guidance to startups through initiatives like the University of New South Wales' incubator program and a Canadian venture capitalist group. This keeps me ahead of innovations and allows me to share my experiences, advising startups on balancing innovation with profitability. It's about drawing from diverse experiences and knowledge areas.
How do you manage to prioritize and effectively allocate time for continuous learning amidst your busy schedule?
Balancing continuous learning with a busy schedule boils down to prioritization and a genuine interest to dedicate time. Firstly, finding the right course requires both time and a strong desire to learn. For me this often involves leveraging my network for recommendations. Once I choose a course, I schedule time for it, treating that time with respect to ensure I do not replace it with less important activities. This discipline is crucial, regardless of the course being free or paid, as it's easy to underestimate the value of free resources and opt for leisure activities instead.
The key lies in the commitment to what you're passionate about and carving out specific time for it. The challenge isn't just about selecting what to learn but also how much effort and time you're willing to invest. Distractions are common for everyone, irrespective of gender, though I acknowledge additional challenges for those with caregiving responsibilities.
However, even dedicating one hour each evening to a webinar instead of watching TV can make a significant difference. This trade-off often means I'm less informed about popular TV shows, which impacts my performance in social settings like trivia nights, but it aligns with my focus on current affairs and meaningful learning. Managing time effectively comes down to prioritizing where and how we spend this limited resource.
What does success mean to you?
Over the years, my perception of success has evolved quite a bit. Initially, it was more about receiving milestones like promotions, and acquiring material possessions. Achieving senior positions and becoming a partner, as I did at PWC, marked my early definitions of success. But once I fulfilled my basic material needs and climbed Maslow's hierarchy so to speak, my focus shifted.
Now, success for me is about contributing positively to the world in various ways. Whether it's mentoring final-year students at Sydney University through the Lucy Mentoring program, volunteering my expertise to charities rather than just my time, or working with purpose-driven organizations like East-West Seed and the technology company that supports US veterans, my aim is to make a meaningful impact.
Success has become more about self-actualization and giving back, utilizing my skills, time, and resources to support causes and initiatives that I believe in. This includes my board roles, where I actively contribute beyond just attending board meetings, aiming to help grow and create positive change.
Lastly, what is coaching to you and what has your experience been with coaching other women?
Coaching serves distinct purposes for different individuals, focusing on specific areas like career advancement, assertiveness, and managing emotions in professional settings. It is crucial, I believe, to identify the core reason for seeking a coach, as the role of a coach is often misunderstood. For example, some people might look for direct connections to job opportunities, mistaking networking for coaching. My role can range from enhancing interviewing skills and improving CVs to teaching how to share impactful life stories that make one an attractive hire.
I engage in various coaching roles, such as advising graduates or providing candid feedback to CEOs who value honest, challenging perspectives over affirmation. Each coaching relationship is tailored to the unique needs and stages of an individual's career, whether they are stepping into management for the first time or transitioning into executive roles.
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