Uniqueness is the Key to Success
Interview with Grace Lieblein
Grace is a retired Global Operating and Management Executive. She serves as a board member of industry-leading NYSE companies and is known for her wide-ranging leadership and operational experience gained through broad executive positions.
1. How did your journey as a Board Trustee/ Director begin?
GL: We were living in Mexico City at the time, and became friends with our neighbors. They suggested that I look into joining a Board, because of my background and experiences. I enrolled in the Women in Governance course at the Kellogg School at Northwestern University to learn more about Board Governance. Shortly after, I was contacted by a recruiter about a Board opportunity at Honeywell, where I was later selected.
2. Please share your thoughts on the role and relevance of the Nominating-Governance Committees at the Board of Directors?
GL: I have served on the Nom/Gov committee at Honeywell for almost 10 years. It is an extremely important committee for the Board. In addition to overseeing numerous Governance items, the Nom/Gov committee is also responsible for seeking out new Board members, and doing the initial vetting. We were fortunate to have a Nom/Gov committee chair at Honeywell that was progressive, strategic and proactive.
3. What have been some of the challenges you have faced as a female Latina advancing in corporate America?
GL: Because of who I am, and how I was raised, I sometimes see things differently from my colleagues. There is always a balance between fitting into a culture and maintaining your uniqueness. This isn’t always easy. Sometimes you need to stand firm on a position that is different from others. In the end, I believe that my qualities as a Latina have helped me to be successful.
4. What do you think is the relevance of having an Inclusive/Diverse Board?
GL: An inclusive and diverse board is essential. First, employees will look at a company’s board and compare that to what the company is saying about diversity to see if there is a conflict. Second, having diverse perspectives on a board is an important part of maintaining our duties to shareholders and other stakeholders. Lastly, with the rise of the focus on ESG, investors are increasingly demanding that a company’s Board be diverse.
5. What trends do you see for the future of board practice?
GL: There are several trends on the horizon. First, understanding ESG is increasingly becoming an area that is essential, and not discretionary. Second, the whole discussion of risk and how boards and companies plan for risk is also critical. Lastly, the practice of outreach with investors is becoming more important and expected.
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Editor’s pick:
There is always a balance between fitting into a culture and maintaining your uniqueness.
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Photo credit: Courtesy of Grace Lieblein