As Women’s History Month comes to a close, we’re highlighting some of the incredible women in our own organization. Our leadership, we’re proud to say, is made up mostly of women. We asked them about what it means to be a woman in a position of leadership, struggles they’ve faced in their career and for some career advice.   

How does it feel to “have a seat at the table” and to be part of making change in the organization?   

Maureen Fitzgerald, Chief Development Officer: One of the most incredible aspects of our industry as a whole is the truly impressive and important number of women leaders.  Right now, numerous “name brand,” vital, game-changing non-profit organizations are women-led: Make-A-Wish America, American Cancer Society, Feeding America, Planned Parenthood – the list goes on! It is extremely motivating to have a career in an industry that is so massively powered by women leaders. That motivation translates directly into a feeling of tremendous pride I have in being trusted to lead and make decisions here at MAW.    

Anika Daughtry, Vice President, Mission Delivery: It feels weighty. I am responsible for over 1200 children across our region, over 600 volunteers, about 20 staff members, a multimillion-dollar budget and over 500 relationships with medical professionals and business vendors. I’m lighthearted by nature, but I take my role very seriously. Every one of our stakeholders is critical to our success, so I want to do right by them. I think of my seat at the table as a privilege, but also as a placeholder for the ones coming behind me. I hope to make the path smoother for them.  

Whitney Reichenbacker, Chief Financial Officer: I am honored to be able to contribute to the decision-making process. I take that responsibility seriously and with pride. 

Gina Florescu, Chief Marketing Officer: The old saying that “If you aren’t at the table, you’re on the menu” has always appealed to me. Firstly, because it’s clever. Second, it encourages bold action to make sure you get there - if you aren’t, there may be ramifications! But being at the table doesn’t necessarily mean making the BIG decisions, it means making sure that there is continuity and different voices being heard. We are a non-profit with a mission, but in order to fulfill that mission and steward our donor funds properly, we have very specific “business” problems to solve for. I am grateful to be at the table adding to the discourse.  

What are the biggest challenges you’ve faced in your career?  

MF: Balance and boundaries for sure.  The level of energy, attention and resources required to feel successful both personally and professionally, frankly, can just feel out of reach sometimes.  I want to be all and do all for my family, my colleagues, our constituents and partners, etc.  The hours have been long, the highs and lows of managing teams, striving to hit goals, muscling through challenge and even crisis in the workplace – these things can and do create imbalance for me when it comes to feeling truly successful as a professional, a wife, a mother, a friend, you name it.    

AD: Pay equity has been a difficult hurdle. It continues to be a difficult hurdle. Equal pay for equal work continues to be an aberration. Not specifically for Make-A-Wish, but across the workforce. I experience intersectionality between race and gender as a black woman, which has some added complexity. These challenges are a motivation to want better - to strive for the dismantling of institutional support of “isms,” wherever they may hide.  

WR: I’d say my challenges started earlier on. As a first-generation college student, I had numerous obstacles (financial, economic, etc.) to overcome to support my education and create a fulfilling career. I’ve worked extremely hard to get where I am today (and made many mistakes) but am also incredibly lucky to have had amazing opportunities along the way.    

GF: My biggest challenge was returning to the U.S. workforce. I lived and worked in Europe for over a decade – while I was also raising young children. It was a complex moment, because although I had just completed a master's degree in public policy and international relations, I arrived back in the U.S. with the 2008 recession still having an impact on hiring. I found that HR departments were unable to understand my career path and value because it wasn’t a linear “you are doing this job in place A, come do that SAME thing in place B” mentality in hiring. It didn’t allow for a more thoughtful fit for skill sets and competencies to shine through. This is a challenge for women who may take a couple of years to spend with their children, or deal with a family or health crisis. It is a challenge that often affects women more directly, and improvement in this arena is needed.  

Is there an achievement during your time at Make-A-Wish that you’re most proud of?  

MF: I think getting here to Make-A-Wish in and of itself is an achievement of which I am very proud!  As a professional in our non-profit industry for over 20 years, Make-A-Wish had always been on my radar as an organization with a profoundly direct, high-impact and undeniable mission; and one that I could envision myself being part of.  When an opportunity to join this team came my way, I knew I had to pay attention.  I’m very proud to be a newer member of this leadership team.  

AD: This month marks my eighth year with the chapter. I am proud that I have been able to identify strong talent and promote internal staff. This past week I was able to promote someone on my team for the third time.  I have supported our Diversity, Equity and Inclusion (DEI) efforts on chapter-wide and local levels specifically, staff and intern recruitment, community and medical outreach to support finding our children and volunteer allies. I can tell that the fire for change toward more diversity, equity and inclusion has sparked others also. I also am proud to have been the recipient of the first ever Make-A-Wish DEI Changemaker Award.  

WR: As a newer team member, I’m most proud of connecting with my colleagues and building relationships within the chapter and enterprise. I worked closely with the team in Suffolk County as they joined our chapter, and it’s been an absolute pleasure to work with Angela, Tara and Danielle and I look forward to seeing the great things we accomplish together.  

GF: I am most proud of helping to drive an evolution of culture in this chapter. Change, I think, is more difficult in non-profit because sometimes people are more motivated by belief rather than a bottom line. Our culture gives room to both passion and a business mindset– making us even more effective. Having the passion for the mission but the professional skills to do the best work for all stakeholders harnesses the true power of doing good and doing well.    

Considering there is still a disparity of women in leadership roles/positions of power, how does it feel to be part of a leadership team comprised primarily of women?  

MF: It feels extremely satisfying (that may sound a bit selfish).  But again, it’s with pride that I point out that in our industry (and here at our organization) there are women in all kinds of influential roles.  Women solving extremely difficult and complex problems; serving significant populations of people in need; creating content and messaging to draw and demand attention; raising and managing millions upon millions of dollars.   

Probably too often, the non-profit industry is unfairly perceived as being “soft,” or focused on the warm and fuzzies – and that may well be due to the fact that it is a heavily-female industry.  On the contrary, I feel that it is for that exact reason – the presence of highly motivated women leaders – that we have a team focused on results, on serving children and families often in crisis, and on stopping at nothing to move the mission forward.  I wouldn’t call that soft; I’d call that determined to make change and have impact.  

AD: It feels like we are doing something right. I’d like to quote Lizzo and say “It’s About Damn Time”... but I won’t. My colleagues are forces in their areas of expertise, I recognize that. I also commend Phil Lussier, our President and CEO, because none of us are tokens. When we come to the table, you know it, and we bring our best thinking. It challenges everyone to be better.  

WR: I am grateful to be part of an organization where women have a seat at the table and where I can learn from these women every day. We all have different backgrounds and skillsets and bring this to our work. It’s also been a delight to get to know them on a more personal level.  

GF: It’s often the case that non-profits are staffed by women. (We can discuss why that’s the case in another conversation). Our leadership should have a healthy number of women, because that means that it reflects our general workforce. However, we are women with vastly different experiences. And we do also have men at our table. So, when we all come together, each person brings a viewpoint of their voice informed by their life. Hopefully that adds to the mosaic of a healthy organization.  

What do you think is unique about woman leaders? What are the benefits of having women in positions of power?  

MF: Many of the best women leaders I know have an ability to be very nimble. They can fly at high altitudes when it comes to seeing the big picture; making big (sometimes hard) decisions; seeing the long-term road ahead. But they are just as adept at dropping that altitude to get granular when needed; to relate to everyday challenges; to offer practical guidance and advice.   

There is an accessibility factor that I think many of the best women leaders possess – that “open door” policy that is often said, but not always lived. I try hard to say it and mean it. If my years of experience can allow me to be strategic and operate at a high level, they can also allow me to dig in on the ground level, stay relatable and available to everyone on my team.  

AD: The uniqueness depends on who the woman is. The benefit is that you create a standard for what leadership looks like. There is a face to leadership in our chapter that is supportive of women, different than other fields. Including women in leadership, working with our Board, collaborating with Make-A-Wish America nationally and with each other creates a synergy with our male and nonbinary counterparts that gives a deeper more thoughtful perspective and lends itself to higher quality decision making.    

GF: I think leading can be challenging for any gender. We are all best served when we are given the space to bring our true selves forward and offer that difference of opinion, environment and perspective to the whole conversation. For me, as a female CMO, being a leader means taking responsibility for creating a work environment that empowers and inspires my team. I believe that a leader should be someone who leads by example, sets clear goals and expectations, and is willing to listen and learn from others.  

Not to say that women don’t bring a unique set of strengths and benefits to leadership positions. I think they are often more attuned to the emotions and needs of others, which can help build stronger relationships and foster a more supportive work environment. I think that often women are more inclined to seek out diverse perspectives and collaborate with others, which can lead to more innovative solutions and better outcomes.  

How you do you go about supporting – or mentoring - other women in the organization?  

MF: I’ve placed importance on, and found personal satisfaction, in being a mentor, for rising female and male leaders alike. I’ve found that accessibility and candor are crucial, along with a willingness to be both objective and subjective as we navigate opportunities and challenges. I’ve also found so much gratification over the years in being in a position to hire so many bright, early-career young professionals. To be able to offer a young woman her first “big break” or a particularly important next step in her career is such an edifying spot to be in, and one for which I am grateful.  

AD: I am intentional about mentoring my direct (female) staff. I take every opportunity to be genuine and authentic in how I communicate with them and encourage their communication with others. I am intentional about noting their strengths and supporting the development of the areas where they need growth. I am intentional about recommending pay raises, promotions and other forms of acknowledgement for their ongoing successes.  

WR: I try to! I believe mentorship is important for anyone’s growth and hope that women feel comfortable coming to me with any questions, advice, support, etc. The opportunity to be able to share my experiences and help colleagues is something I don’t take for granted.  

GF: I’m not convinced that a mentor should necessarily be in the workplace because it doesn’t allow for mentoring without having a stake in the outcome. However, as an ‘internal’ mentor I think it’s my responsibility to model behavior that allows for learning as well as allowing for mistakes – and dealing with difficult situations - to show. I believe that mentorship is a two-way street, and that I have much to learn from my team as well.  

What career advice would you give to your younger self?   

MF: Try not to create undue levels of self-inflicted pressure. I tend to be a worrier, and I have lost many hours of sleep focused mostly on work-related thoughts racing through my mind.  I can’t say that I’m past that, nor that I would have necessarily listened if I had offered myself the advice! But it’s an area of self-improvement that I need to consistently work on.  

AD: Don’t be afraid to ask for what you need. Speak up for myself in the way that I do/would for others.  

WR: Be patient. Growth will come by learning the basics and building up skills.  

GF: Building and keeping relationships is not only the most successful approach, but also the most rewarding. Even though one of my best friends is someone who I met at my first job, there were other colleagues who I wish I still had a stronger connection to. I have watched so many of them become successful and interesting professionals, I would have loved to continue to know them well as people.