VP of Platform, Talks Advocating for Yourself at Work
Brenda Panagrossi is VP of Platform and Product Management at Ubisoft, which is responsible for publishing games for several video game franchises, including Far Cry, Just Dance, and Tom Clancy. She has been with the company for 18 years and along the way has learned what kind of leader she is. Brenda opens up about how she learned about leadership and how she uses her position to not only advocate for herself but others around her.
How would you describe your journey to leadership, specifically VP at Ubisoft?
From the beginning, my path at Ubisoft followed areas that were new and innovative that required influence and ingenuity. I was able to advance in my career by focusing on what’s best for Ubisoft and our players and staying above the usual office politics. Along the way, I developed the capabilities, credibility, relationships and trust to manage other people and efforts and continue to rely on influence over authority.
Did you always want to be in a leadership role? Why or why not?
There was a time when I thought that to be a leader I had to be like the men who were leaders around me. While I am open to constructive feedback on how I can grow my skills and competencies, I had no interest in being like them. Once I met successful leaders who had my collaborative, curious and considerate style, I became inspired and saw a way forward that was in line with who I am.
“There was a time when I thought that to be a leader I had to be like the men who were leaders around me… I had no interest in being like them. Once I met successful leaders who had my collaborative, curious and considerate style, I became inspired and saw a way forward that was in line with who I am. ”
What has been your most challenging leadership moment? How did you overcome it?
The year of 2020 has been the most challenging. We’re currently managing one of our biggest portfolios of releases during a console transition and in the midst of several broader crises (a pandemic, BLM and a gaming #MeToo moment to say the least). It’s hard work and several teams across the company are working together to overcome our challenges. Nevertheless, one of my sources of power is empathy and have listened and leaned on the insights from others to ensure we are prioritizing our efforts appropriately.
You have been at Ubisoft for 18 years. What part of the company culture has kept you at the company?
For the first part of my career at Ubisoft, I enjoyed the innovation and growth associated with driving our digital business which involved developing new relationships across the organization worldwide and influencing best practices. Ubisoft’s culture allows for contribution to come from many different levels and relationships based on trust are key to driving initiatives forward. What keeps me at Ubisoft is my team, my colleagues, the variety of our games and continuous opportunities to make a difference in the game industry with new initiatives or processes through collaboration with others around the world. Essentially, I enjoy my work and the people I work with.
What are the top three things one needs to learn when transitioning to a VP role?
Three things to learn when transitioning to VP are:
1) be as inclusive as possible when you must secure executive buyoff so that direct reports can learn from example.
2) pay attention to your language and tone as they have more weight and impact.
3) clarify the vision and context for decisions so that people learn the rationale and motivations.
How has your leadership style changed in response to remote working?
My style has changed not only due to remote working but also due to the pandemic and all the other new additional stresses people have at home. I adapt my style based on the individuals or group and try to be even more cognizant of their situations at work or home.
How can leaders in today’s work climate be more mindful and supportive of their team’s various individual struggles during these uncertain times?
I have more frequent and shorter check-ins professionally and personally to understand where people are with their work and health. I ask how people are and wait for the answer before starting a meeting. Based on my team’s input and others, I advocate for them to ensure their voices are heard in meetings with executives.
“At the beginning of my career, I wish I was better educated in feminism and diversity so that I could have advocated better for myself and those around me.”
What is something you wished you knew at the beginning of your career that you know now?
At the beginning of my career, I wish I was better educated in feminism and diversity so that I could have advocated better for myself and those around me. On my team is a well-educated and eloquent feminist who provides a valuable perspective and is an inspiration and motivation for me to reflect on my own mindset and actions and how I can be of better service to others.
Advocating for Yourself
How has advocating for yourself helped you in your career? Can you share a real-life example?
Prior to a re-organization, I considered how our company and the industry would evolve over the next 5 years and assessed the values and competencies needed. I then reflected on my strengths and interests and positioned myself where I thought I would be most effective. The process was enlightening and gave me the confidence and vision for a new role.
Why is it important for people to advocate for themselves especially if they aspire toward leadership?
If you aspire to be a leader, it’s important to advocate for yourself to secure a promotion, new responsibilities or resources and ultimately, grow your career to a leadership role. By preparing for self-advocating, you build the confidence to speak to your own accomplishments and skills as facts and to state what you want and need. Through the conversations, your voice and opinion are heard and you create the opportunity to learn about the skills you need to develop.
Do you have any recommendations on leadership books that have helped you along your journey?
I listen to a lot of interviews of leaders so that I can hear how questions are phrased and learn from the answers. My favorite interviews are by Kara Swisher, Teri Gross and for humor, Marc Maron. I also listen to Pivot, Modern Rhules and Still Processing for insights into tech, business, politics and culture.
Brenda will be sharing more about her experience at ModelExpand’s upcoming #WomeninTech Leadership Breakfast: Advocating for Yourself at Work 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 an inclusive recruiting strategy firm that supports teams through strategic consulting, workshops, and events.
