By
Peggy Fowler
I’ve spent my career working in fields that have traditionally been reserved
for males. As one might imagine, the utility industry as a whole has a long
history and some old traditions that hold fast. This industry has never been
known for being on the forefront of change.
I found that out personally when I joined Oregon’s largest electric utility,
Portland General Electric (PGE) 30 years ago as a chemist. In high school and
college I had studied math and sciences, so I was used to being one of the
only women in the classroom. But even that did not prepare me for some of
challenges I would face working with linemen and utility executives ingrained
with old fashioned thinking.
Nevertheless, with the help of many supporters and mentors, I have had a
successful career, including working in a variety of industry positions that
had never before been held by a woman. And in doing so, I like to think that I
have made the path a little bit easier for the women and minorities who have
come behind me. From that vantage point I have come to recognize the value of
diversity. To build a great team means valuing differences and finding ways to
encourage diversity in the workplace. This isn’t just a nice idea; it is a
strategic business imperative.
I like what former Hewlett-Packard CEO Carly Fiorna once pointed out:
“Diversity nourishes the soul of a company — and truly great companies have
souls; diversity fills critical roles in organizations; and diversity inspires
creativity and inventiveness.”
Like Fiorna — and many others — I believe diversity is a vital element in
creating a dynamic and thriving workplace. Diversity should be more than a
goal; it should be a way of doing business. And that includes diversity of
all types — from the color of our skin to our lifestyle choices and from our
individual life experiences to the ideas we bring to the table. Diversity
means embracing individual differences and then finding ways to capture the
strength in those differences.
When it comes to a workplace that values differences, I’m extremely proud of
what we’ve been able to accomplish at PGE over the past 20 years. As we’ve
actively sought to develop a more inclusive workforce, PGE’s leaders have been
instrumental in carrying important initiatives through. But it is not
necessary to have a title behind your name to be a leader in promoting
diversity issues. In almost every case where our company has taken a step
forward, I can tell you it would not have occurred without employees
courageously coming forth and asking to be treated on the job with fairness,
respect and dignity — things that many people often take for granted.
As we collectively seek to make our nation’s workplaces more welcoming and
diverse, the takeaway lesson is that it doesn’t matter what level a person is
in a company, each of us have the unique opportunity to make a difference in
creating and maintaining an inclusive work environment.
And why should we take up the cause? Few will dispute that the right to work,
earn a living wage and be a self-sufficient member of society are principles
our country is based on. Yet, we know that even today not everyone has equal
access to those opportunities. Discrimination based on gender, race and sexual
orientation is still all too prevalent across the country. In itself that
should be enough of a motivator for change.
Yet, at the most pragmatic level, as business people and community leaders, WE
know that one of the most important factors in organizational success and
economic stability is the ability to attract the best people with the skills
and education that match our needs and bring innovative thinking to the table.
In short: We need good people! And with that understanding we should be
seeking strong, skilled workers and focusing on the job requirements, rather
than casting a skeptical eye at individual differences that do not affect the
ability to perform work. I believe that every business has an obligation to
adopt policies, provide training, extend benefits and create a culture where
diversity matters and people are respected. We need more companies to raise
the bar when it comes to being champions of diversity in the workforce.
Business leaders need to stand up and say that enacting anti-discrimination
protections is both good for business and the right thing to do. Moreover,
because people pay close attention to what business leaders say and do,
businesses have the power to move change forward in our communities.
Unfortunately, civil rights battles are never quickly or easily won. We can do
more. Victory is not out of reach. As history has shown us, equality cannot
wait for a convenient time, society only moves toward equality when challenged
to do so.
It is up to each of us — leaders and line workers alike — to create the
welcoming environment that fosters, even celebrates the unique abilities and
characteristics of each member of the enterprise. When we can do that, we’ll
contribute to building up each individual, allowing them and our organizations
to achieve their full potential.
Peggy Fowler, CEO and president of Portland
General Electric (PGE), started at PGE in 1974, working as a chemist in the
company’s analytical laboratory where she performed extensive environmental
testing. She later managed this
department and eventually worked her way up
through the ranks to hold senior posts as head of PGE’s Customer Service and
Delivery areas, Power Production, Hydroelectric and Substation Operations, and
one of PGE’s largest divisions — the Gresham Division. She has also served as
PGE’s chief operating officer of Distribution Operations. The daughter of a
Quaker minister and the youngest of five children, Fowler holds bachelor’s
degrees in chemistry and mathematics from George Fox University, Newberg,
Oregon. She has also completed public utility executive
programs at
the University of Michigan and the University of Idaho.
