Stephanie Ruhle Quotes

One of my goals is to educate myself more as a woman in this business.

The best advice I can give women at all levels is increase training. There are still areas where we have to break through that glass ceiling.

There are many powerful men and women in mobile. I'm fortunate to be part of that group. But by no means do I think I'm the most powerful person.

I spend a lot of time on college campuses, a lot of time mentoring young women in all sectors of business, because I don't want them to spend as much time to get their voice as I did.

There are many powerful men and women in mobile. I'm fortunate to be part of that group. By no means do I think I'm the most powerful person.

There were so many lessons I learned the hard way: missing out on a raise because I didn't know to ask, having colleagues consistently get credit for my ideas because of how I spoke up in meetings. When I looked for a resource that addressed the challenges I was facing, I couldn't find it. There was nothing.

When we say there's a dearth of women directors, it's not that there's a lack of women who direct: it's a lack of opportunities and access for women to direct and be supported in that.

I believe in the power of peer mentorship. When I learned how to ask for a raise, how to fire someone, how to deal with a board challenge - I didn't get that from mentors like Hillary Clinton. I got that from women who were my friends and who had already done the thing that I was doing.

You need to be really great at your job. You need a strong network of peers, and you need a strong network of mentors.

As individuals, we professional women need to learn how to raise our hands and ask for more throughout our careers.

What I tell women who want to get on corporate boards is to get connected! Do volunteer work, network in business, join community organization where you can demonstrate your leadership capabilities and other people can see your skills being applied.

During my eight years at Deutsche Bank, the bank ticked every box with the elite development programs, coaching, mission statements for the advancement of women - and I was proud to be a part of it.

Women, whatever their profession, tend to have a harder time feeling ready for a job, even though in most cases they are more than prepared.

I've gotten scholarships from the Asian-American Directors Guild of America society and things like that, and those things helped me, even if I didn't realize how much.

Starting early in life and in school, we need to ensure women develop the confidence and capabilities to work in a team that will allow them to reach the heights of leadership.

Since 1987, there are now many more of us as at the higher levels with families, so I think, as role models, we are encouraging more women to stay within banking and rise up through the ranks.

When I started, there were very few women at the managing director level and very few who had families, which is something that was important to me. So it's not like, when I looked up, I could say, 'Well, that's who I want to be.'

My advice, it's get involved in any and every aspect of the business that affords itself to you.

Ultimately, mentorship plays such a big role in breaking directors that successful male directors tend to reach the helping hand to guys who remind them of themselves. We need more women directors so they can reach out to girls who remind them of themselves.

The resources at Harvard - its professors, our fellow students, the libraries, its alumni - created for me the opportunity to pursue my passions in finance.

In every organization, there are many people, from senior leaders to first-time managers, who have the power to elevate women in the workplace. I wouldn't be in the position I'm in today without several key people in power believing in me and giving me a chance to succeed.

I want every single millennial woman to feel like Levo has improved their lives.

I always urge women to aim for the highest job they can get because you get more money and you get more support and you get more control, and those are the three things that actually make life easier.

If our American women are going to work to put food on the table and pay for the mortgage, then we better make sure that they get put into jobs that pay well and that pay their worth. That's why I'm such a huge advocate about computing jobs, because those are the jobs.

Any board executive can forget just how many people helped them get where they are. Those women who have got to the top need actively to ensure there is a pipeline of younger women, whether by networking or mentoring, who in turn are encouraging those below them.