Photo credit: iStockphoto.com (BRO Vector)
“There’s a reason why NASDAQ and other organizations want more women in the boardroom,” says Lucinda Crabtree, Ph.D., a seasoned biotech executive and Chief Financial Officer at MorphoSys.
“We have strong qualities and unique perspectives to bring to the table—our differences add value and should be viewed as assets,” she says.
To do that, Crabtree recently shared some advice about improving your communication skills and effectively dealing with frustrating obstacles, like being talked over.
The conversation follows.
Q: Women face some unique communication challenges in the workplace. For example, when we communicate clearly and strongly, we can sometimes be judged too aggressive or bossy, whereas the same behavior in men might be seen as good leadership. How do you think women can avoid that trap?
My advice is to stay true to yourself. It’s essential to remain grounded in your leadership strengths, regardless of gender. Assertiveness, sound judgment, and strong decision-making are integral to effective leadership, and women should embrace these qualities without hesitation.
It’s equally important to pair this confidence with empathetic communication and active listening. Taking the time to pause and truly listen to others will go a long way and may even dispel the perception of being overly bossy or aggressive.
Q: It is also widely known that women are more often interrupted than men are. How have you, or other women leaders, effectively navigated that?
I’ve encountered this challenge frequently throughout my career. While it can be intimidating, it’s essential to address and call attention to these interruptions; otherwise, nothing will change. When interrupted, I maintain a polite but firm stance, stating that I have a point to make or an idea to finish before yielding the floor. In most instances, people are receptive and hopefully less likely to interrupt in the future.
Q: How do you evaluate the effectiveness of your communication skills, and what do you do to try to improve them?
It depends on the audience. I find myself adjusting my communication style – whether for my internal team, investors, or board members. You must learn what works for each audience and then adapt your tone, content, and delivery to resonate.
However, this doesn’t always happen overnight, and there is no “one size fits all” for the entirety of your career. I’m a firm believer in maintaining a growth mindset at all levels. Regardless of leadership experience, there’s always room for improvement, especially in communication. I regularly seek feedback from my team, fellow leaders, and even external partners to keep improving over time.
Q: Would you share a few strategies or techniques you’ve found helpful in fostering open communication within your team or organization?
Trust and a team-first mindset are fundamental. Getting to know my team and allowing them to get to know me helps establish a great rapport that promotes mutual respect, transparency, and openness.
I also prioritize face-to-face interactions whenever possible, as genuine relationships are difficult to cultivate solely through a computer screen. These moments help to foster deeper connections and enhance understanding. I find this camaraderie and openness to be especially valuable in people feeling confident to voice concerns, ask questions, and seek clarification; a good leader wants someone to flag that they have a question or that they need clarification on the direction of a particular project rather than bring it up when it is too late.
Q: What advice do you have for female executives who may struggle with asserting themselves confidently in their communication?
My advice is twofold: First, nurture these strengths and qualities you uniquely bring to your organization. Remember that you’re in a leadership position for a reason—you were handpicked for the job—so stand strong and never sell yourself short.
Second, seek a leader who advocates for gender parity in the boardroom. At MorphoSys, these values are fully embedded into our culture and come from the top. Our executive committee embodies this, with an equal number of women and men who genuinely respect each other’s thoughts, ideas, and opinions.
Q: Looking back on your career, what critical lessons about communication do you wish you had known earlier, and how have they influenced your approach today?
Reflecting on my early days in school, I realize I was a reserved student, and public speaking felt daunting even as I moved into my early professional life. Looking back, I wish I had more conviction earlier in my career. There were instances where I hesitated to ask questions, fearing they might appear trivial or naive. But in many of those times, if I had asked them, the questions would have helped to uncover mistakes or oversights that would have otherwise been overlooked.
I also distinctly remember being invited to speak on my first panel, which was exciting but led to some doubt about what I had to contribute. Once I realized that what I had to say mattered and could make a real difference, my confidence gradually grew. The panel went well and sparked my interest in doing more. Everyone has a valuable perspective to contribute, no matter their background, and people are always interested in fresh ways of thinking.
Lucinda Crabtree, Ph.D., is a seasoned biotech executive and Chief Financial Officer at MorphoSys. After beginning her career as a research scientist, Lucinda brought her passion for science and innovation to industry. She was an analyst and investment professional before pursuing a career in corporate affairs and finance.
