November 8 was National STEM Day, a time to appreciate the value of careers in science, technology, engineering and mathematics. To celebrate the day, we talked to women at Ericsson to learn more about their experiences in the field and the paths they took to the roles they have today. From advice to women entering the field to creative leadership strategies, we’re sharing a look at what goes on behind-the-scenes at Ericsson. This week, we speak to Jossie Prochilo, Vice President and Head of Global Delivery on what it takes to inspire a high-performance team.
First things first: What led you to the career you have now?
Growing up, my dad was very anti-establishment, but for whatever reason, corporate life always held a little mystery for me, so I always wanted to work at a big company. I like to do things my own way and broke the mold my family had in mind – and I think that mindset has helped me be flexible and able to dive headfirst into whatever my next assignment is. I never shied away from taking laterals – or even demotions – due to corporate restructuring. In fact, that flexibility allowed me to have a unique and varied resume, and to raise my kids in one place. It’s important to have an anchor to help you make career decisions, and mine was to stay near Chicago and family.
How would you describe your leadership style?
To me, leading is about removing obstacles, mentoring, and providing directional alignment for a team. Once the basics are taken care of, I love to have fun at work. I really enjoy interacting with people and challenging them to push beyond their comfort zones. My leadership style is very collaborative, and I’ve had to work hard to bring some of my teams together to see the value in that. I’m used to working in male-dominated industries, so I’ve had to learn how to operate in these spaces with a variety of groups and personalities.
How have you navigated working in predominately male industries, and what do you think has made you a successful leader?
What’s made me successful, especially as a woman leading in male-dominated organizations, is that I don’t try to compete with my employees or peers. Instead, I ask a lot of questions, rather than dictating to people how to do their jobs. I also add value by filling gaps in the team’s skill set. No one’s good at everything, and I’ve always found a way to utilize areas I excel in.
I switched from marketing into an almost all male site development and engineering organization when I was pregnant with my fourth child. It was without a doubt the hardest transition I’ve had to make. I had to build my credibility as a leader from scratch. I didn’t pretend to know more than people doing the work. I showed them that my intent was not to compete with them, but rather add value in other ways. Once my employees saw that I wasn’t trying to come in and change everything, most found my perspective refreshing. And, quite frankly, I had to let go of some team members who didn’t align with having me as their boss.
What are three things that are key to leading a high-performance team?
Setting stretch targets, writing a team charter together, and creating a safe environment for collaboration, creativity, and fun are all key when it comes to working toward a shared goal. The work is important, but I’m always thinking about new ways to motivate people so it’s an enjoyable process.
Despite my collaborative approach, I always challenge my bosses. As I’ve gotten wiser, I’ve learned how to push boundaries without going overboard. A few years back, I suggested to my boss that we have a three-day long off-site strategy meeting with no agenda. He thought I was nuts. We went to a cabin, had a huge bonfire, played games and had several meetings, but there was no actual agenda. My boss was pretty skeptical, but the trip was very productive – and it bonded the team together so well that everyone had each other’s backs when we went back to work.
What inspires you outside of your current role?
For the past few years, I’ve been the co-chair of the LGBTQ employee resource group, and it’s been an eye-opening experience. It’s helped me understand what it means to be different and how the words we choose influence how people think – and how you think yourself.
Once you’re aware of internalized biases and prejudices, you can face them yourself, kindly call them out in others, and be an active ally. When you’re quiet and passive, you’re not an ally – it’s only when you’re openly supportive that people know you’re creating a safe space.
The experience has really deepened my understanding of the struggle that occurs when people aren’t able to bring their whole selves to work. It all comes back to making sure people feel supported and free to be themselves, and that’s really what guides me as a leader.
