Gloria Boyland, One of The Most Powerful Women in Corporate America, Drives Innovation At FedEx

BLACK ENTERPRISE recently unveiled our roster of the Most Powerful Women in Corporate America, identifying the highest-ranking female executives of the nation’s largest corporations and honoring this business elite at our 14th annual Women of Power Summit. Included among the three executives representative of this group featured on the cover of our January-March issue was Gloria Boyland, corporate VP, operations and service support for FedEx Corp., which provides millions across the globe with a range of transportation, commerce and business services.

The Savannah, Georgia native, who holds an MBA from Duke University’s Fuqua School of Business and a law degree from the University of Pennsylvania Law School, joined FedEx in 2004 as vice president of service experience and quality in which she coordinated a range of company-wide improvement initiatives, among other areas, before rising to her current position. The following are Boyland’s responses to questions on her innovative role, career journey and advice to young professionals seeking to advance to corporate leadership:

Share with us your role as corporate vice president, operations and service support? In working with members of FedEx’s Strategic Management Committee, how do you help drive innovation and improvement throughout the organization?

As corporate vice president of operations and service support for FedEx Corporation, I am responsible for the evaluation and leadership of priority advanced operations technology initiatives, service quality improvements, customer experience improvements, and new service offerings for the company.

Technology advancements, digitalization, and the explosive growth of e-commerce require companies like FedEx to respond rapidly to rising customer expectations in a cost-effective manner. My role in the innovation space is comprised of three key parts: 1) I work closely with the members of the FedEx Strategic Management Committee to define key strategic opportunities; 2) I scan the technology space to identify optimal technology partners; and 3) I lead initiatives to achieve speed and scale, such as the recently announced FedEx SameDay Bot.

Define Quality Driven Management and how that approach is a part of the company’s DNA?

Quality Driven Management, or QDM in short, is the secret sauce to the way we work at FedEx. QDM provides a set of common principles and methods that unleashes the creativity of our worldwide team of more than 450,000 team members as we deliver on our Purple Promise to “make every FedEx experience outstanding.” QDM is like a universal translator – no matter which global region, function or title a team member has, QDM instills in us the passion and commitment to improve customer experience and business performance.

What is it like to work with FedEx founder and CEO Fred Smith? What lessons have you learned from him? How has that relationship impacted you from a professional and personal standpoint?

Mr. Smith is an amazing, transformational leader who inspires and motivates his team to perform at high levels. He founded FedEx on a “people first” philosophy 45 years ago, and that strong corporate culture continues to be deeply embedded across the organization today. He believes that every one of our more than 450,000 team members across the globe is a vital link in the chain of success. I have learned from him how absolutely critical it is to foster loyalty, the customer’s experience and an entrepreneurial spirit with each team member.

We would like insight into your professional evolution during your formative years. What led to your interest in technology and logistics? Who and what served as your inspiration in the field? Who were your mentors?

Over the years, I have sought and received advice and counsel from family, friends and colleagues, including my own leadership chain and the many team members who make up my organization. Research has shown that diversity of perspective is not only essential to business success, but also to personal success. I have gained perspective from the myriad of people who have mentored me throughout my career and each one was valuable in their own unique way.

Define your management style and guiding principles.

My direct reports are vice presidents who lead their own organizations, so I embrace a coaching management style. My team plays a vital role in the success of my overall organization – everyone matters. At FedEx, we have adopted a new program called Coach Forward, which focuses on enhancing work performance and motivation.

I have three guiding principles: Each day, recommit to doing your best and being your best; say: do ratio must be 1:1; and, step back so others can step up. These principles ensure success and a sense of accomplishment.

BLACK ENTERPRISE has appropriately named you as one of our Most Powerful Women in Corporate America. As such, what have been some of the challenges that you faced as a woman in your career journey? How have overcoming them shaped you as a business leader?

One of my biggest personal challenges has been maintaining confidence in the midst of setbacks. It has taught me to persevere and to trust my instincts in the face of doubt from others. Persistence and patience, I have learned, are necessary as one struggles to attain and maintain relevance in the organization. Now, as a business leader, I am confident in my decisions. I learned to find my own voice and trust in my capabilities and experience.

Provide us with your views of the state of diversity in the tech industry? How can more African American women, in particular, make gains in reaching top leadership positions in the corporate sector?

Women and minorities have a presence in the technology industry, but continue to be underrepresented as leadership roles are dominated by white and Asian men. In 2017, women made up about 26 percent of the tech industry, and black women were just 3 percent of that overall number. Leading by example, then creating opportunities for black women is the strategy for increasing our representation. We need to inspire and engage.

Leaders such as Shirley Ann Jackson at FedEx, Linda Johnson Rice at Tesla, and Debra Lee at Twitter, exemplify the importance of representation and influence through corporate board oversight and governance. Innovators like Stephanie Lampkin, founder of Blendoor, and Kimberly Bryant, founder of Black Girls Code, are executing the grassroots approach. Stephanie founded Blendoor to help eliminate racial bias in hiring. She is also publishing a data-driven report, BlendScore, which will rate companies on diversity and inclusion.

Maya Angelou said it well, “When you learn, teach. When you get, give.” Inspiration and engagement will ignite change.

What advice do you give young professionals who aspire to achieve leadership positions in corporate America?

Be brave. Take some risk. Someone once told me never to take on a role that wasn’t fully established with a clear career path and accountabilities. I have done the exact opposite and it has served me well. We all have different paths to success. Find the path that suits you. Along the way, you’ll find people who will champion you and willingly help lift you up.