More women are discovering rewarding careers in deep foundations, but recruitment is only the first step toward a more diverse industry. Retention depends on something more difficult to provide: a clear sense of where those careers can lead.
Once women can see opportunities for growth, advancement and leadership ahead, they’re more likely to build long-term futures in the industry. Emma Migneault, channel account manager at Worldsensing and chair of the Deep Foundations Institute (DFI)’s Women in Deep Foundations (WiDF) Committee, believes retention starts with helping women see a future in the industry. She discusses how workplace culture, mentorship and leadership development can help make that happen.
Tell us a bit about your career and your involvement in the WiDF Committee.
Emma Migneault: I’m involved in the deep foundations industry through instrumentation and monitoring, a small (but very important) industry niche. In my first instrumentation role, I attended a WiDF networking event and thought it was fantastic. I became chair of the committee two years ago. Today, there are 70-plus women and men on the committee; we have monthly online meetings, plus in-person meetings up to three times a year at DFI conferences.
The industry has made meaningful progress in recruiting and supporting women entering the field. Why is it the right time to focus more intentionally on developing women leaders?
Migneault: Retention and staffing issues are current concerns in our industry, and I think retention and leadership often go hand in hand. When women find themselves in a position where they see a good career path and advancement in front of them, that’s part of why they stay at an organization. It’s about visualizing where they can go next and ensuring that leadership supports their goals.
The WiDF Committee has been exploring leadership through workshops and partnerships. Could you tell us about them?
Migneault: Two workshops we just completed were led by Shauna Moran, a women’s leadership and career coach. She had such great ideas to share – ideas that resonated with our group and were applicable to women across all career levels. We focused on things like building confidence, silencing your inner critic and building leadership skills. It’s interesting, because even though a woman may be in a leadership position, that doesn’t mean she always feels she belongs.
“When women find themselves in a position where they see a good career path and advancement in front of them, that’s part of why they stay at an organization.”
Emma Migneault
What else stood out to you from those sessions?
Migneault: One point that was very impactful is that we often have so many things going on, that we tend to just “keep on keeping on.” But if we take the time to recognize our professional and personal accomplishments, we can build our confidence. Also, try to recognize how you speak to yourself, and work on adjusting your internal language. We discussed how to build gravitas in our presence – how do you come into a space looking like a leader? It’s about body language, authenticity and taking time to frame a thoughtful reply. You can absolutely state your opinions. Remember, you are there for a reason.
What tips do you have for companies looking to develop women’s leadership skills – not just technical expertise?
Migneault: I think when we look at leadership trajectories, one thing that any company needs to do is have those conversations with staff to make sure they see a path forward, and know they will get training and other support along the way. Some companies are great at this, and others are still working on it. Companies need to be sure their people feel like they are seen, heard and valued.
How can organizations better align their policies and workplace expectations with the realities of career progression over time?
Migneault: I think this is about having policies in place that support women at each stage of their careers. We don’t want to burn out our young engineers; we want them to have a good career trajectory and ensure we keep a dialogue going with them. Leaders need to be trained to recognize and react to things like burnout, and managerial buy-in for these supports is very important. An organization’s leaders are the force behind positive change, and it’s been proven that a diverse workplace is better not just for company culture, but even for the bottom line.
What role do mentors play in creating stronger pathways toward leadership?
Migneault: I think mentors are extremely important. They help build confidence within yourself and in the workplace; it’s having a sounding board and someone to help you work through a performance review, asking for a raise or finding a job. A mentor’s role is also to advocate for that person and invite them into spaces where they can benefit from making new contacts or learning new things. In other words, how do you take discussion and turn it into action?
What role can men play in developing female leaders?
Migneault: Men within the industry play a big role as mentors and advocates; they can develop programs and facilitate discussions. The WiDF Committee is open to men as well as women, and it’s critical that everyone plays an active part in supporting women in the industry.
What does meaningful progress in women’s leadership development look like over the next few years?
Migneault: That would simply be seeing more women in leadership spaces in this industry. These days, we do see some here and there, but how can we improve those numbers? There are amazingly talented women who could take leadership roles today, and many up-and-coming engineers who can grow into those roles in the future. These types of discussions have been ongoing for a while, and now it’s about turning discussion into action.
Interested in DFI’s WiDF Committee? Find information here.