Kathryn Minshew Quotes

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.

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.

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

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

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.

I wish I could just go tell all the young women I work with, all these fabulous women, 'Believe in yourself and negotiate for yourself. Own your own success.' I wish I could tell that to my daughter. But it's not that simple.

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

Since leaving DB, I have participated in many conferences and swish events that other financial institutions have held for their women's groups.

My advice on getting a raise is what everybody's advice is: to become a confident negotiator; but that is so hard. My admiration for women who are good at that is unbridled. Women in general have a harder time talking about money with their bosses.

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.

Rotary provides training at all levels so that those who have been selected for leadership positions have the opportunity to learn and apply leadership principles to their jobs.

I think it's very hard for coaches to work with me. They'll no doubt have a good CV afterwards, but at the same time they're under a lot of pressure.

You have to build your credentials as a candidate, not just as a woman. You also have to be willing to exercise power. We've been educated to be mothers, peacemakers, but we must learn that we can't please everybody.

I have no doubt that my M.B.A. from New York University's Stern School of Business was one of the best investments I ever made. It helped me climb the corporate ladder and become an entrepreneur.

A good part of my leadership skills is crafted from learning from experiences early in my career that were not positive experiences.

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.

What I learned at Oxford has been used to great advantage throughout my business career.

When I was 18, and when I entered my family business, I soon realised that it wasn't as easy as I thought. I had to deal with people of my father's generation. Building trust was key to doing business.

You're going to see ups and downs your whole career.

At the Centers for Disease Control, I rose up fairly quickly into management positions. The first team I led there included many people who had been my supervisors in previous roles or were more senior than I was. So it was kind of a daunting challenge.

A long time ago, I learned not to go up to the boss and ask what's happening to my character. I haven't done that for 20 years, since I was on 'Days of Our Lives.'

You think when you start getting jobs that it'll get easier, but that's the biggest lie ever. It gets harder. You have to put in more work. I wish it were the casting couch days because it'd be a lot easier!

Those three years on 'Loving' were instrumental in helping me move through the next few years of work, where it was hit or miss. I was on series that would get canceled, then I would be a movie that wouldn't come out or do as well as I hoped. You learn that you have to just keep plugging away and never take anything for granted.

I enjoy a good fight, and always have, and really just said to myself, 'Look, at the end of my term, it'll be 16 years as attorney general, and I'm ready for new challenges. I'm ready to use my skills in a different way to continue to help people.'

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.