Lakisha Barclay says she has "an insatiable appetite for learning new things."
And this is quite evident for the ACS Rubber Division executive director and CEO, who took the helm of the division in 2019 after joining the organization initially as a contracted employee in 2007.
Like many in rubber, Barclay entered the industry by chance. In fact, she never intended to stay. But also like many in the industry, she found that she just couldn't leave after falling in love with it—most notably the division's staff camaraderie and being part of a smaller, close-knit organization.
The division contracted with Barclay in February 2007 when she was a self-employed bookkeeper to train an employee on QuickBooks. When that employee left the division months later, former division Executive Director Ed Miller reached out to Barclay that July to help the division finalize its financials for an audit.
And the rest is history.
Over the years, Barclay's appetite for learning led to the growth of her responsibilities in the division, from accounting to managing the division's first iteration of an online membership management system, IT liaison and HR functions.
Since stepping into her current role, Barclay has led the division through COVID-19, using her experience in finances to navigate the pandemic's uncertainties, and has worked to diversify the industry and reach younger generations.
You've worked hard with your team to diversify the division and expand its reach to various demographics. What are the challenges in implementing these types of initiatives? What has been rewarding?
The most challenging has been that the pandemic initially slowed down our momentum. I recognized that the first step in reaching under-represented demographics was to bring awareness of our programs and opportunities. The challenge has been to keep abreast of the staff changes within universities and reach out to new contacts within the school districts. Heather (Maimone, training and membership director), and I continued to visit other organization's conferences to make those connections.
The most rewarding part to me is to see those efforts come to fruition. To see the increase in diversity among not only the schools that are participating but the students, which remind us not only that our efforts are working but that more focus is required in reaching these students
What are your strengths as a leader, and how do you demonstrate this?
My leadership style is "coach." I love nothing more than to help someone find an underdeveloped strength and work on it. Sometimes that means pushing them out of their comfort zone.
My team will tell you that I am most known for asking the question "why." Asking the question does several things. First, it forces the individual to reinforce their reasons. Not justify but reinforce their reasons. It also requires both people to look at things through multiple lenses. I am also very analytical and like to gather as much information as possible before deciding or reacting. I like to give my team room to make decisions.
What is the best leadership advice you've received? How has this shaped your career?
The best advice that I have received is that taking risks and being comfortable with failure is a requirement for growth as a leader. This has shaped my career because I constantly remind myself that the pursuit of perfection is paralyzing. I have learned that with all our best efforts we are still human and will make mistakes. The trick is to use these mistakes or perceived failures as an opportunity to reflect and learn, but not punish yourself.
What is the hardest lesson you've learned as a leader? How did this help you grow?
The hardest lesson that I have learned is that I will never be able to please everyone at the same time. I am a relater at heart, and it is important for me to work collaboratively with individuals and get their buy-in. As leaders, we sometimes must make tough decisions or make quick decisions before everyone has an opportunity to get onboard. When that happens, you can only hope that your trust bucket is full enough and that your team knows that you are doing your best with the information that you have at that moment.
Women and younger generations are slowly representing more of the rubber industry each year, but there is still a way to go. What advice can you give to other women or younger generations who are seeking growth and/or leadership roles in the industry?
I would say to keep the fearlessness that you possess in your early career and youth. All too often, it is diminished over time as you are told to wait your turn, or you are not ready yet. Women tend to hear "no" as "never," versus "not right now." If someone refuses to give you a seat at their table, build your own table.
Lastly, build your tribe as you grow in your career. You will need that network for not only career growth, but mental health check-ins. Keep people around you that will always tell you the truth even when you do not want to hear it.
