Since women were granted the right to vote in 1920, they have continued to make significant efforts toward full equality, particularly in the workforce.
Women hold 34 percent of the senior executive service positions in federal agencies, according to a 2014 report by the Office of Personnel Management. That number stands in sharp contrast to the 14.6 percent of women in executive positions in the private sector noted in a 2014 report by the Center of American Progress.
Redstone Arsenal reflects that national trend, where many women serve in senior positions. In commemoration of Women's Equality Day, the Redstone Rocket asked Julie Schumacher, deputy to the commander at Space and Missile Defense Command/Army Forces Strategic Command, and Lisha Adams, executive deputy to the commanding general, Army Materiel Command, to share their experiences serving in the two highest ranking Army civilian positions on the installation. Both women are Tier 3 members of the Senior Executive Service, a rank equivalent to that of a three-star general.
RR: What does it mean to be a successful woman?
Adams: I like Ralph Waldo Emerson's definition of success. "To laugh often and much, to win the respect of intelligent people and the affection of children; to earn the appreciation of honest critics and endure the betrayal of false friends; to appreciate beauty, to find the best in others; to leave the world a bit better, whether by a healthy child, a garden patch, or a redeemed social condition; to know even one life has breathed easier because you have lived. This is to have succeeded." I read where women make up 50 percent of the population, 60 percent of students receiving undergraduate degrees, and 44 percent of students receiving master's degrees in business and management; yet those statistics aren't reflective of those in powerful positions. I am not the first female executive deputy and I will not be the last.
RR: The defense establishment is still largely male. Tell me about how that impacted your journey to becoming a leader within your organization.
Schumacher: It is true that the defense community is primarily male, but I've never thought of this as an impediment and in fact, I had wonderful male leaders who mentored me along the way. Perhaps because I grew up in the engineering field and was usually one of the lone females in the room, I was already accustomed to that situation when I became a senior leader. I do advise women to be themselves, but to try to get comfortable being in a setting where they are in the minority, to collaborate with men on projects and speak up to make sure their opinions are heard.
RR: Did you always have a vision for what you wanted to achieve in your career?
Adams: I never set out to be a Tier 3 SES because I was never motivated by position. My motivation comes from the ability to influence. My vision was to be open to opportunities where I could have the most influence.
Schumacher: I didn't specifically have a goal to become a Tier 3 SES. I did know that I wanted to lead organizations and to be able to have a positive influence on people and the mission. Throughout my career, I focused on one job at a time and performing that job well. I was fortunate to have senior leaders who recognized my work and encouraged me to stretch and take on positions with increased responsibility.
RR: What are some strategies you've learned that can help women achieve more prominent roles in their organizations?
Adams: Leadership positions require both competence and character. I don't know if I would characterize it as a strategy, but my faith helps me. A favorite verse of mine says, "God has not given us a spirit of fear, but a spirit of power, love and self-discipline." I also rely on two other related strategies: the Golden Rule, and "use your head when dealing with yourself; use your heart when dealing with others." Be able to present things strategically, take care of people, and realize there are shades of gray and things are not always black and white.
RR: Women's roles in society continue to change. Where do you see women in the next 10 years?
Schumacher: I don't have a crystal ball, but I hope the percentage of women in senior leadership roles in government and industry will increase. That percentage is currently very disproportionate to the percentage of females in the workforce. Much work and commitment is needed to help close this gap, but I think work flexibility is absolutely essential -- for all employees -- not just for women. Flexible schedules and work location benefit everyone, but especially dual-income families. I also think more accessible and affordable child-care will be needed to encourage new mothers to stay in the workforce.
RR: How have you balanced career and family responsibilities?
Adams: It is a balancing act, and sometimes it has been more career than family. My priorities are to God, my family/self and work. I read the Bible every day. I don't have all the answers, and I need wisdom. I try to keep my duty hours from 8:30 a.m. to 5 p.m., so I can be with my family in the morning and/or exercise. When I am in control of my day, I try not to schedule meetings earlier than 8:30 a.m. When I am at work, I am focused on work. I always took my daughter to school. When my daughter was doing homework, so was I. This past year I have had aging parent issues to handle. This has been harder than raising children. My weekends are focused on them, and I look for ways to bring more balance.
Schumacher: Balance is tough and something I continually assess. A strong support system helps. My husband and I share family and household duties, and extended family pitches in to help during challenging times. Even though my children are older now, the need to balance will continue as we begin to take care of aging parents.
RR: What strategies do you use to keep yourself motivated and energized?
Adams: Maintaining balance as a person keeps me energized -- mentally, physically and spiritually. Serving others keeps me motivated. My strategies include reflection and time management. I try to remember why I do what I do, and to review how I handled a situation. I also take time for myself both on and off the job. I need time on my calendar to think, prepare and be by myself.
RR: What advice would you give those aspiring to be in a leadership position?
Schumacher: My advice is to lead where you are -- even if you are not in an official leadership position. Volunteer for projects, lead IPTs or lead contractor teams. This will give experience that will help you be more competitive as new leadership positions become available. Always do your best work to demonstrate your technical competence. Broaden your perspective by working in different organizations and taking on challenging assignments. Seek out the advice of mentors to discuss your career goals and to get career path and assignment suggestions.
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