Leaving a legacy: Rubber Division chair hopes her leadership inspires others

Kim Dempsey-Miller has learned a thing or two about leadership in difficult times. As the 2021 Rubber Division chair, there were plenty of learning opportunities. Because 2021—like the preceding year—provided challenge after challenge.

But Dempsey-Miller was ready. The theme she had chosen to help guide her, proved it: Embrace it when it happens.

"It was funny because when I first sent that (theme to the Rubber Division) … , it said: 'Embrace shit when it happens.' Because shit does happen. And when it gets thrown at you, you handle it," Dempsey-Miller said with a laugh.

The year that followed the COVID-19 pandemic had quite a bit to throw at the Rubber Division, its chair and the professionals and companies it comprises. New variants of the virus, surges in cases in the U.S. and around the globe, and travel restrictions made the ordinary concept of meeting in person feel extraordinary.

But after going through with an in-person Spring Technical Meeting early in the year, the division opted to do an in-person International Elastomer Conference in the fall. Some questioned the decision, but Dempsey-Miller, the steering committee and Rubber Division leadership were convinced it was the right move.

"We proceeded through the year, unsure a lot of times," Dempsey-Miller said of having an in-person IEC. "But we finally got to the point where we said, 'Hey. We're the Rubber Division. And, if we don't build it, they won't come.'

"So we decided that we needed to put our best foot forward. And we knew it probably wouldn't be the best year we've ever had, and we may even be in the red a little bit, but we need to do this for our membership. So we did it."

And Dempsey-Miller is the first to say she doesn't regret the decision.

COVID-19 aside, 2021 marked an important year for the Rubber Division, which found itself in the second year of transition.

That transition began with Brian Barkes, 2020 Rubber Division chair, and newly installed Executive Director Lakisha Miller-Barclay. They, along with others in the organization and on the steering committee, recognized that new leadership offered the Rubber Division a chance to redefine itself by looking critically at the work it was doing, defining where it wanted to be and then charting new paths toward its newly articulated vision.

Last year prepared Dempsey-Miller for the challenges of 2021, because Barkes ensured that she played important roles in the decision-making process.

"He allowed me to basically walk with him as he went through the chair," Dempsey-Miller said. "… We were very close. We, for the first time, sat down and hammered out what we thought should be our expectations for the division, that year. And we communicated those expectations to Lakisha."

Ultimately that shared vision resulted in the Rubber Division rolling out a new mission statement, new vision and restated set of core values. And all of these, Dempsey-Miller said, point to a broader vision of preparing for a technology-driven future and a diverse, equitable and inclusive industry.

Dempsey-Miller points to the Rubber Division's leadership as proof for how the industry is diversifying and growing.

"If you think about it, I was the second female—the first Black female—she (Miller-Barclay) is the first Black executive director, first female executive director," Dempsey-Miller said. "And this year, we had Duane Dunston as our keynote speaker for the fall. He is the first Black person I have ever seen as a keynote speaker. It was different and I think we each brought a different flavor—a different mix to Rubber Division."

Bringing new ideas, perspectives and experiences to the table is critical, Dempsey-Miller said. But that can't happen until a new generation of leaders steps forward. So Dempsey-Miller committed to looking for new, potential leaders and encouraging young professionals to join the Rubber Division.

And what she found, when she looked at the industry with a renewed vision and determination to find the next-generation of Rubber Division leaders, was endless potential for moving forward.

"A year ago, I would have said no, (I don't see anyone to step up and lead)," Dempsey-Miller said. "But now, I see all the potential in the world. We have hit a pivotal moment and things are different. And believe me, I will be out there shouting from the rooftops: Hey you! Get involved!"

She also has done her best to bring new leaders—both young and experienced professionals—into the fold. Those efforts also resulted in some difficult conversations, particularly with individuals who had spent years in leadership positions with the association.

"We had a serious heart-to-heart discussion this year, and I think maybe a few people felt like (we) were pushing (them) out. … And, you know, that is not an easy conversation to have, but I think it was important," Dempsey-Miller said.

"One of the things that I said is that I had no plans to remain in the Rubber Division in an executive capacity. In other words: I don't necessarily need to be an officer of any sort, I don't need to be a member of the executive committee. I just want to be able to provide service to the Rubber Division. … I want to be someone that other people can stand on the shoulders of."

There are two reasons Dempsey-Miller followed the leadership track that allowed her to become the association's chair: Joe Walker's passion and Doug Ruch's leadership.

For her, the defining moment was when Ruch stopped her in a parking lot after an industry event and asked her if she was interested in helping lead the association. And his timing, she said, couldn't have been better. Because she had been toying with the idea of getting involved since hearing Walker explain why he got involved with the Rubber Division and why his time as chair meant so much.

"I was so moved by his (Walker's) passion behind that podium, and I thought: I am going to be the chairperson of this Rubber Division. And, at that point, I think I was only 70 percent serious," Dempsey-Miller said. "When Doug approached me, I thought it was do it or die."

Today, Dempsey-Miller admits, she is not the same person that talked to Ruch about the opportunities ahead. She's wiser, for starters. But she's also a better leader, a better professional and—most of all—a better listener.

"I have grown in my ability to listen to other people and to allow their opinions and input to have an impact on me," Dempsey-Miller said. "Sometimes we go to meetings with your own preconceived ideas about things, and you don't take the opportunity to listen to what other people are saying. I have learned to listen and incorporate that."

Those who know Dempsey-Miller know she isn't afraid to speak her mind. And, during her time as chair, she was reminded of why it is important to share ideas, opinions and viewpoints.

Moreover, she was reminded how important it is for leaders to be honest and—yes—vulnerable.

During a Women of the Rubber Division conversation, held virtually in November, Dempsey-Miller talked about the value of transparency. Being honest about your challenges, struggles and victories can deeply impact the lives of other leaders.

What she found is that many—women in particular—have felt the same way she has throughout her career: undervalued, under-appreciated and unheard. There have been moments, she said, where she would go home at the end of a long day and cry out of sheer frustration. And once she had that moment of catharsis, she would take a deep breath, refocus with renewed determination and head back to work the next day with her head held high and her confidence shining through.

"I was very transparent about my involvement in the Rubber Division and my experience in this industry as a woman—and as a Black woman, in particular—and issues of not being credible," Dempsey-Miller said. "I think that is still on the minds of women—the not being credible—because this is still a male-dominated industry.

"I have never had a mentor, a professional mentor. I have never been in companies where management would see a new hire and think, 'that person has potential, I am going to mentor them.' I have never had that," she said. "I learned early on that if I was going to do or be anything, I had to rely on myself.

"In that respect, sometimes, adversity can be your greatest mentor. It can force you to pull your own self up by your bootstraps and learn what you can about yourself to find out what it is you are good at. Then you have to harness that energy and focus and grow yourself."

Dempsey-Miller doesn't want anyone to feel alone, unheard or devalued. And she hopes that her leadership through the Rubber Division—and in her career—will help to shape a legacy that allows her to continually impact and encourage others.

"I don't have to be perfect," she said. "I don't have to do fantastic things, but I have to be able to inspire people because that is what I want to do.

"I want the women who follow behind me to know that they can stand on my shoulders by way of seeing the example that I left," Dempsey-Miller said. "It is OK to be who you are, it is OK to stand up and say what you think and to know your opinion is as important and as valuable as anyone else's. So that is the legacy. The legacy is to inspire, support and strengthen those who will follow me."