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Font Resize <a href=http://www.guccioutletstore.in.net/>;gucci outlet online</a> When General Motors announced in late 2013 that Mary Barra would become its first female CEO, it was headline news. As the first woman to helm a major car maker, she had become a feminist icon overnight โ proof that women could succeed at the highest levels of industry even in a male-dominated field. But that party didnโt last long. Months later, Barra was again in the headlines for all the wrong reasons โ vilified and mocked for her handling of a faulty ignition switch blamed for 13 deaths in GM vehicles.Few executives have had such an important milestone followed by such a public disgrace. It was almost as if Barra was two different people. Was she the highly competent female who earned one of the most prestigious jobs in the auto industry and raised hopes for a more progressive GM or the evasive executive who towed the company line?โRoad to Power: How GMโs Mary Barra Shattered the Glass Ceilingโ seeks to answer that question in a biography thatโs as much a rallying cry for women to pursue careers in science, technology, engineering and math as it is an in-depth investigation of Barraโs background and career.Author Laura Colby, a Bloomberg News reporter with a long history of covering women in business, begins the book with her premise that Barraโs success was a result of GMโs longstanding recognition of womenโs business competence and buying power coupled with Barraโs individual strengths. Following a Cliffโs Notes bio of its main subject, โRoad to Powerโ sets the stage for Barraโs eventual rise to GMโs top spot in an introduction that chronicles womenโs early, if little known, exploits in the evolution of the car.She recounts the story of Bertha Benz, wife of Mercedes-Benz co-founder Karl Benz, who, in 1888, packed her kids in the back of her hubbyโs pioneering car for the worldโs very first automotive road trip across Germany. She points out that women were the patent holders for some of the most basic components of cars still used to this day, including windshield wipers and turn signals. And she connects those early triumphs to 2015, when women are involved in the purchase of 85 percent of all vehicles sold in the U.S.Women, Colby writes, have been important to various aspects of the auto industry since it began more than a century ago. Yet it took General Motors 106 years to finally appoint a woman to its top job. โRoad to Powerโ does its best to answer the confounding question: Why did it take so long for a woman to land such a powerful position, overseeing more than 200,000 employees at almost 400 facilities in 157 countries at a company that does $155 billion in annual sales?Born Mary Makela in 1961, Barra was one of two children raised in Pontiac, Mich., by Finnish parents, neither of whom went to college. Barraโs father was a die maker for General Motors who instilled an early love of cars in his daughter, who always looked forward to the new vehicles he brought home.Demonstrating leadership at a young age, Barra graduated with a 4.0 grade-point average in high school, where she was also voted the girl most likely to succeed. Despite that honor, Barra decided to forgo enrollment at Michigan State University in favor of the General Motors Institute, a cooperative learning program that would be more economical because it allowed her to pay for her tuition with the wages she earned working at GM.She was just 18 years old when, in 1979, she began taking electrical engineering classes at the school and working on a GM factory floor. She was one of 17 women in the program in a class of 64 students.Colby interviewed Barra for the book, but the quotes are sparse and, for the most part, as wooden as Barra seemed during her Congressional testimony regarding GMโs faulty ignition switch. Barra is more interesting when other people talk about her, and many people did, including several high-ranking General Motors executives, former professors, fellow students and early colleagues, all of whom praise Barra for the traits that eventually won her GMโs top position.Whether Barra was dealing with engineering or personnel issues over the 33 years she worked at GM before becoming its CEO at age 52, the people who know her present her as well organized, humble, collaborative, communicative and calm under pressure.One of the more intriguing questions raised in โRoad to Powerโ is whether Barra got the job despite being a woman or because of it? Colby and the dozens of industry insiders she interviewed tip the scales squarely toward the former.โRoad to Powerโ not only gets into the woman-friendly corporate culture that helped Barra succeed but the cultural forces outside GM that were at play, such as the Civil Rights Act, the movement to pass an Equal Rights Amendment and Title IX, which mandated equal educational opportunities to women. It was against this backdrop that Barra began to climb the corporate ladder, oftentimes with the mentorship of men.As CEO, Barraโs leadership philosophy boils down to four words, Colby writes: No more crappy cars. Published next Tuesday Colbyโs book comes out just 14 months after Barra took over GM and contains the most current statistics about the faulty ignition switch. As of January 2015, the number of deaths attributed to the defective part had climbed to 45.Following the spotlight of her job assignment and disastrous Congressional hearing, Barra is far more interesting for the initiatives she has put in place at GM within the last year. Last July, she established consultancies with military and aerospace companies to learn more about production methods that could potentially reduce defects to zero. And she has placed a new emphasis on forward-thinking technologies that will debut on Cadillac vehicles in 2017 and allow cars to communicate with each other on the road.Barraโs quotes seem more energetic when she talks about the fallout from GMโs 2009 bankruptcy and last yearโs recall debacle. โWhat I learned abut the bankruptcy is when you have a problem, youโd better solve it, because if you donโt, generally six months from now it will be worse,โ Barra told Colby.What Barra told her staff: โI never want to put this behind us. I want to keep this painful experience permanently in our collective memories.โFast paced, well researched and intuitively organized, โRoad to Powerโ provides great insight into the inner workings of the auto business without getting bogged down in too many details. Colbyโs goal in writing โRoad to Powerโ is clear. As she states in the preface, she wants to show readers what steps Barra took in her career so that engineers, parents, teachers, and human resources executives consider more females in the so-called STEM fields of science, technology, engineering and math.The book ends by circling back to its opening, with a chapter on finding the next Mary Barra that underscores some of the same statistics she used in its introduction: Twenty-five percent of women who enter engineering careers will leave by age 30. To that end, โRoad to Powerโ shares some similarities with Sheryl Sandbergโs bestselling โLean In,โ even if Barra herself is a reluctant feminist role model.While Barraโs phenomenal success is an inspiration to women, she attributes her success not to gender, but an interest in math and science and allowing herself to pursue those passions.โNo matter where you are, everythingโs not perfect; lifeโs not fair, so get over it,โ according to Barra. โAnd you donโt have to be a woman to have that happen to you.โAs much as โRoad to Powerโ is a biography of Mary Barra, it is an equally good atlas for anyone hoping to succeed in business.
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