“If you don’t strive to figure out just what you’re capable of, you’ll never reach your potential,” says Stephanie Hill. This advice—part of a childhood challenge from her father about her schoolwork—helped shape Hill’s lifelong approach to leadership. It also helps explain her varied and successful three-decade-plus career at aerospace giant Lockheed Martin, where today she serves as executive vice president of Rotary and Mission Systems—a $16 billion, 35,000-employee organization.
Hill recently joined a meeting of McKinsey’s Black Leadership Academy for a forthright conversation with McKinsey partner Sara Prince about creating trust in teams, leading with authenticity during challenging times, and striking a balance between family and career. An edited transcript of their conversation follows.
Sara Prince: You’ve had a remarkable and varied career at Lockheed Martin. What are some of the pivotal moments that brought you to this point as a leader?
Stephanie Hill: What really started it for me was that I have an incredible and supportive family. Growing up, my mother would say to my two sisters and me, “You can do anything you want to do as long as you’re willing to work hard and you treat people well.” The idea of respecting people was important, even if that respect wasn’t returned. She would say, “If you know better, you have to do better—even if they don’t.” That really stuck with me.
My father, meanwhile, was a taskmaster. I was a good student, and I can remember coming home with a 95 and Daddy asking me, “Where are the other five points?” And he was serious. If I came back with a 98 the next time—all proud of myself—he’d say, “Where are the other two points?” This was very frustrating at times, because I thought he wanted me to be perfect. But that wasn’t it. His point was, if you don’t have to leave five points on the table, why should you? And if you don’t strive to figure out just what you’re capable of, you’ll never reach your potential.
Sara Prince: How have you tried to take that advice to heart in your career?
Stephanie Hill: It’s not easy, but it’s really important to be willing to get out of your comfort zone and try something that you just never thought you would do. I was fortunate to have help with this—leaders who saw things in me, sometimes when I didn’t see them in myself.
One experience stands out. I had been in engineering and in program management—areas I considered to be mainstream, line roles—and I was offered my first executive position as the director of Mission Success and Quality. And I was hesitant to take this job because I viewed it as out of the mainstream. The person who offered me the job was also my mentor at the time.
As I was hesitating, my mentor told me, “No, Stephanie. This is a job you need to take. And you’re going to make it your own.” So I trusted him and took the job. Oh, my goodness. It was the best decision I could have ever made. I learned more in that role, and grew in different ways, exercised different muscles, figured out new things that I could do with teams.
The job was a pivotal experience for me, and a personal reminder of how important it is to take the hard jobs—to run to the hard jobs. Be sure you have a support system when you do, but recognize that those hard jobs help you figure out what you’re capable of.
Sara Prince: What other leadership principles have been helpful to you?
Stephanie Hill: I have several that I try to live by, starting with trust. The most important job of a leader is to set the tone. And whether you lead an organization or a team, if there’s trust at its foundation then there’s nothing you can’t do.
Sara Prince: How do you build trust as a leader?
Stephanie Hill: You start by keeping your commitments to your team. And if you’re not able to keep them for some reason, you own up to it. Everybody makes mistakes, full stop. And the most powerful thing I’ve seen done—and that I try to do—is to say you’re sorry. You tell your team, “You know what? That thing I did or that thing I didn’t do, that was wrong. And you have my commitment that I’m going to work on it so that it doesn’t happen again. And if it does, I want you to hold me accountable.”
That goes a long way, because you’re putting yourself out there, being vulnerable. Senior leaders too often make a mistake and let it ride, because nobody’s really going to call them on it.
The other thing I do is I have my team’s back. Let’s say we’re meeting with a customer and things get gnarly—which happens sometimes. I will take the bus for my team. I will stand in front of it, whatever it is.
Of course, if it happens too much the team and I are going to have a really clear conversation when we get out of that meeting [laughs]. But in that moment? I’m going to take the brunt of it because when you do that it builds trust. And when you have the team’s back, they will have your back, too.
Sara Prince: What other elements are important in creating a strong team?
Stephanie Hill: Transparency is so important, especially when you’re doing hard things. You want to create an environment where people will tell you the good, the bad, and the ugly. You need to understand what the hardest things are in your business, and in your culture, so that you can address them.
For example, in that difficult role that I mentioned earlier, we had so many challenged programs that needed to be turned around. And when I first came in, I saw that people weren’t opening up and sharing the problems they saw. And if they did share, they’d get clobbered. As leaders, we simply can’t allow that.
When I first came in, I saw that people weren’t opening up and sharing the problems they saw. And if they did share, they’d get clobbered. As leaders, we simply can’t allow that.
So I said to our leadership team, “The first thing we’re going to do when any member of our team brings us a hard problem is we’re going to say, ‘Thank you.’ And then we’re going to listen. And then we’ll roll up our sleeves and figure out how we can help.”
This started to catch like wildfire throughout the organization, but it took practice. And for some leaders, it was frustrating at first. They were saying, “Why didn’t they tell me a long time ago?” And our leadership team and I had to tell them, “Nope. Take a deep breath. We’re moving forward. We’re setting a new tone, creating a new environment.”
Sara Prince: We’ve talked about trust and vulnerability. What about authenticity? As a leader, what does it mean to show up as your full self?
Stephanie Hill: When you can truly be yourself, you’re better at anything that you’re doing. For me, authenticity means being true to who I am and not giving any of that up for a role. Authenticity doesn’t mean you just show up any kind of way and say anything that comes into your head. You need to understand how people see you.
Early in my executive career, I was working with a program that faced a lot of challenges, and the company was at financial risk because of them. So every month I was reporting progress two levels up, to the staff of my own leader’s leader. At the first meeting, I remember talking about where we were with the program and what our plan was to get things fixed. It was an hour-long presentation, and I felt really good about it. I thought it went great.
Afterward, I got a call from a trusted mentor who told me, “No, it didn’t go well.”
I was shocked. “What do you mean it didn’t go well?” I asked. “I laid out the problem; I had the plan.” And she told me that based on how calm I was, the staff didn’t think that I really understood the magnitude of the problem. They wanted me to be fussing, to be angry, and maybe to pound the table a little bit.
Sara Prince: How did you react?
Stephanie Hill: I’ll tell you, Sara, it just ticked me off. I was furious. They didn’t want a calm leader? They didn’t want a leader knowing she has a plan she’s executing with her team? It didn’t make sense to me. And so my initial reaction was to reject that feedback.
And then I stopped and I said to myself, I’ve been telling people forever that feedback is a gift [laughs]. So I stepped back, and I decided that I had to find a way to make sure that the team knew that I understood the magnitude of the problem. But I was never going to be pounding on tables and screaming. That’s just not my style.
So the next time I met with them, I started by saying, “I want you to understand that if we are not successful with our plan, we’re going to lose money. We’re going to lose our reputation.” And I went down the list [of what would happen] and told them, “And that’s why we’ve put together this plan, and we’re working on it as hard as we can, and we’re going to ask for your help when we need it. Here are our results to date. Here’s our plan forward.” OK, finished.
I got a call from my mentor later, and she said, “You nailed it.”
My point is that I didn’t give up who I was. I didn’t try to emulate some of the people I had seen. Instead, I asked, “How can I tweak my style and still stay true to my mother’s words: ‘If you know better, you have to do better?’” I needed to stay true but modify.
By Sara Prince
Equality. Equity. Balance. These terms are widely used but they hold different meanings to different audiences. AESC talked to several members of the AESC Diversity Leadership Councils to consider gender representation at the tops of organizations, setting a marker for progress so far and mapping the path to parity.
Networking is a tricky word — especially for women in business. For some, networking conjures up images of crowded rooms full of people in suits exchanging business cards. For others, it might feel like asking someone to do something for you, which can be uncomfortable for many women.
To spot a male ally, start by looking for indicators of growth and opportunity in your workplace. Then, seek out individuals you recognize a practicing allyship behaviors. Beware of performative allyship, where there is no action behind their words. Finally, reach out to establish a relationship.