Be a Young Top Gun
The lives of fighter pilots and those they’re protecting depend on an aircraft’s ability to detect and defeat threats long before they can be seen. At BAE Systems, Operations Program Manager Catie Perrella (MBA’16) coordinates production of the electronic warfare equipment that helps keep tactical fighter jets battle ready. Just five years after earning her undergraduate degree—and months after finishing her Questrom MBA—she’s leading an operations team, building customer relationships, ordering and inspecting parts, and tracking factory capacity. Here’s her advice on how to be a great leader, no matter how many years you’ve been in the business:
1 Age isn’t everything “When I first started working, some colleagues would make comments about my age: ‘I’ve worked in this room for longer than you’ve been alive.’ As a young employee, those comments can be tough to deal with. I find the most effective way to overcome the experience difference is to be honest with people. I tell folks, ‘I know you know more about this factory than I do, but my job isn’t to know more; it’s to help make your job easier.’”
2 Find your style “There are different leadership styles and it’s important to find yours and be true to yourself as you grow in your career. Reflect and determine what the right leadership style is for you and be open about it with your team.”
3 Stay cool “When you receive bad news at work, the worst thing you can do is react immediately or negatively. I always take a deep breath, try to keep things in perspective, and then look at my options. Yes, we’ve got a problem, but what are the things that we can do to solve it? It’s best to eliminate the emotion and judge the situation on the facts.”
4 Push, don’t punish “If you have employees who want to become company leaders, challenge them, push them outside their comfort zones, and give them opportunities. But be aware of setting someone up to fail. Challenges are key to growth, but impossible assignments can lead to demotivation.”
5 Be a great coach “My mentor has taught me two valuable lessons that I try to replicate with my own employees. The first is to create a safe mentoring environment—let your mentee know your conversations are confidential. Confidentiality allows the conversation to be vulnerable and honest. The second is to truly listen. Often, mentors are quick to jump in with problem-solving advice. The best coaching relationships are collaborative.”
