Autodesk VP, Talks Leadership Strategies and Philosophies
Susanna Holt is Vice President at Autodesk. Susanna opens up about her journey to leadership, career advice and lessons she has learned from leading in times of COVID-19. In a refreshing take, she shares her experiences in leadership while being honest and vulnerable, attributes she demonstrates as being important in leaders.
Pathway to Leadership
How would you describe your journey to leadership, specifically VP at Autodesk?
The last few years of my journey have seen three promotions in two years, but things did not always move that fast. I started as a software engineer in 1995, followed by several years as a Technical Leader (without managerial responsibilities), before becoming a manager. The big change came when I relocated from the UK to the US and became a director in 2017. While the two subsequent promotions might have appeared sudden, they were based on all that experience I had built up previously. The timing of this journey actually suits my personality: I like to get a strong foundation on which to build. In this case, the foundation was first my technical understanding, followed by experience of managing and then leading people. I would not be able to do my current job without that foundation.
“I was stuck as a developer…It wasn’t clear to me what my path was, and with so few female engineers in our industry, and such a lack of diversity, my style was unfamiliar. ”
In your career, you started out as a developer. What made you move towards the leadership aspect of a team/company instead of the more technical route?
Honestly? I was stuck as a developer. It wasn’t clear to me what my path was, and with so few female engineers in our industry, and such a lack of diversity, my style was unfamiliar. It felt as if my male peers were getting all the glamorous assignments, and that they were getting more recognition. It often seemed as if my contributions were going unnoticed, that I had to speak louder to be heard, and that I could not figure out how to make myself noticed.
When I was asked to take on a management role, I saw an opportunity to take a path that was different from that of my peers. I did not realize how much I would love it, and I am glad things worked out the way they did. Bringing out the best in people and helping teams come together is a passion of mine, and I aspire to bring in more diverse talent to address the numbers of the past.
In addition, I have had to challenge myself, and work through some limitations of my own. For example, until I became a manager, I would put off difficult conversations, and hope that the problem would resolve itself. As a manager, I quickly came to realize that not only do problems not resolve themselves, they actually get worse if left unattended. I still don’t enjoy difficult conversations, but I am much more comfortable with stepping into these situations immediately.
What is the biggest difference in leadership responsibilities as you continued to move up (for example from a manager to a director, etc)
To me the biggest difference is the wider picture and more context. With every new step I take in my career, I am exposed to different people, different ways of thinking, and different angles of looking at a problem. As an engineer I wanted to write good code and solve interesting problems. As a manager, I wanted to create an environment where my team could be productive. It wasn't until I became a director that I started to think more seriously about the business needs, and to feel a sense of responsibility for the wider business, not just for my own team. In my current position, I believe that there is little point in my organization doing a great job if it doesn't serve the business. I also consider it my responsibility to help my organization understand why we do what we do - what the business value is.
Did you have a mentor that helped you transition into a leadership role? If so, how did/do you utilize your mentors?
Regrettably, for much of my career, I did not make use of mentors. There were always people I looked up to, and upon whom I modeled myself, but I never had the courage to ask someone to mentor me. That was a big mistake which I put down to lack of confidence. Part of me certainly felt that I was not worthy of input. I believe that another part of me was not ready to hear feedback that was going to challenge me. I am more confident now, and while I don’t have a formal mentor, I gain a lot from asking my network of informal mentors for advice, input and feedback. And that has opened up a whole new world of opportunities for me to improve.
What is something you wished you knew at the beginning of your career that you know now?
It was not until very recently that I came to realize how much other people want me to succeed, and how willing they were to help. If only I had asked for that help.
“People have a right to see a purpose in their job, and as leaders, it is our responsibility to provide and communicate purpose. ”
. What advice would you give to someone considering moving from being an individual contributor to a management role?
I have two pieces of advice: Some people become a manager so they can control what people do. I don’t believe that works very well. I don't believe anyone ever did a good job, because they were told to do something. My goal is to influence people without relying on any authority I might have over them. People have a right to see a purpose in their job, and as leaders, it is our responsibility to provide and communicate purpose. And that is a lot harder than it sounds. It is also incredibly rewarding.
In my opinion, too few managers are truly willing to have difficult performance conversations with their team members. Thankfully the need for those conversations is rare, but anyone embarking on the journey of a manager must be willing to have them. Otherwise they will be a weak manager who is avoiding conflict, and in the end, this is how we let our teams down: by being unwilling to deal with difficulty. Of course, once you know you are willing to have those conversations, you should set about developing your team members so that the conversation is not necessary.
What advice can you give on how to approach the upper management and tell them that you are ready to take on a leadership role? What must be brought into a conversation like that?
I would start by preparing for such a conversation by reminding myself of past achievements, and of examples of having operated above the current level of responsibility. You may not choose to share all of that, but it is good to think it through. A few things are table stakes, like having done a good job in the past, being ambitious, and there is no need to talk about those. Think about why you want a leadership role, and be able to articulate that. And make sure you can demonstrate courage, understand the wider picture and where the company is going, and how you can help. In an upcoming leader, I look for the ability to delegate and to bring along strong talent and build teams. Do show passion and energy, and a willingness to learn and to develop. And don’t try to guess what the other person might want to hear. Nobody likes the experience of having their own views repeated to them in the hope of impressing. Instead, be yourself. It sounds stereotypical, but it really matters.
Leading through Challenging Times
What will you bring to your company after COVID that you learned and didn’t know/practice before?
There are so many things I have learned:
I certainly have more appreciation of how hard it is to work from home.
I have come to realize how very important those random hallway interactions are, and how difficult it is to build relationships and networks remotely.
Not everyone has responded in the same way to COVID, and it is important to recognize that all reactions are valid. As leaders, it is our responsibility to make sure that everyone has been heard, and feels heard. Never more so than in a crisis.
On a more positive note, it was wonderful to see how our teams supported one another, and that strength we have built in our teams will help us succeed beyond COVID.
Everyone being remote from one another has created a more level playing field. For example, some of my peers are based in the same office as I am, and one of them is not. I don't think I would have built such a strong relationship with my remote peer as I have, if it had not been for COVID.
Now more than ever our work and personal lives are intertwined. How do you maintain a work/life balance?
This has been more difficult for me than I had expected. It took a little while for me to set up an acceptable work environment, and things felt a lot easier once I had that.
I have always been someone who has defaulted to routine in times of stress, and I did the same when we started working from home. I have an exercise routine, an eating routine, a work routine, a sleeping routine etc., and I am naturally good at sticking to that. What I had failed to realize was that the combination of a strict routine, and lack of external stimulation, meant that every day felt the same. Now I am much more conscious of the importance of shaking things up a bit by following a different exercise routine at weekends, and eating different meals. That is working quite well for me at the moment.
My next challenge is going to be to embrace breaks, and not feel guilty about taking them. One thing that is helping is a physical separation between the work and the non work space. I work at our dining room table, so there isn’t much physical distance between work and non-work, but I do make a point of never taking the laptop to the sofa. Now my body knows that when I am sitting on the sofa, I am not working. It is surprising what a difference that made to me.
“ It can take me a while to even recognize that I am struggling, and even then it can take considerable courage to “admit” to it”
How can employers support their staff during challenging times?
Everyone's experience of challenging times is different, and it is easy to forget about that. Some people just want to get back to business as usual, and others will need more time to process. Our responsibility is to recognize what people need so we can support them. I spend more time than usual listening to my staff, and trying to understand what is going on for them. Often a single conversation will not be enough, as needs and concerns evolve. It has always been important to me to keep connected to my team, and this is even more urgent during challenging times.
If someone is struggling, how would you recommend that they advocate for themselves?
I actually find it very hard myself to seek help in a situation like this. First of all, it can take me a while to even recognize that I am struggling, and even then it can take considerable courage to "admit" to it. I use double quotes here because I truly believe that the concept of admitting is an unhelpful mindset. Struggling with something is not a sign of weakness or failure.
In my experience, people are always far more understanding and helpful than we might expect. I know that I have always been relieved when a team member has shared with me that they are struggling with something. Relieved, because I had sensed that something was wrong without being able to put my finger on it. And then I have felt honored that the person is trusting me with their struggle. And I am always highly motivated to move mountains to help them.
I am certain that I am not unusual in that respect. Everyone wants to help. We just have to find the strength to ask.
Susanna will be sharing more about her experience at ModelExpand’s upcoming #WomeninTech Leadership Breakfast: Leadership Strategies and Philosophies in a New World. The ModelExpand #WomeninTech Leadership Breakfast Series provides a space for women to connect, inspire and uplift one another. Check out our upcoming events here or learn more about our sponsorship opportunities.
ModelExpand: ModelExpand is a diversity recruiting strategy firm that supports teams through strategic consulting, workshops, and events.
