Pamela Passman – VP, Global Corporate Affairs, Microsoft May 20, 2013PINK NotesOff

Pamela Passman

That’s what Pamela Passman, who makes sure Microsoft does its part to save the world, calls herself. Here’s why.

By Taylor Mallory

Pamela Passman is charged with ensuring that Microsoft does well by doing good. As corporate vice president of global corporate affairs for Microsoft, she oversees the company’s community and philanthropic investments. So shouldn’t she be concerned about job security? After all, she’s giving away money while everyone else in the company (and the business world in general) is trying desperately to make more.

Nope. “Corporate responsibility will continue to be a priority for Microsoft and any smart company for a long time – recession or no recession,” she explains.

Here’s how she’s still keeping her company on task when it comes to giving back – and how she’s keeping her own life balanced and beautiful at the same time.

PINK: What’s your best advice for business leaders in the recession?
Pamela Passman: The best advice I’ve ever gotten is that you can’t overcommunicate. People need to know where you are, where you’re going and why – especially in these hard economic times. Be accessible and visible. Meet with your teams in person. Since our team is so big and spread out around the world, we use tools like videos through our intranet to connect. Be transparent. Encourage your teams to ask the hard questions, and be honest with them about the decisions you’re making. There will be things that you can’t share, but share everything that you can. Be direct in describing your decisions and honest about what remains unknown.

PINK: How do you motivate your team and keep morale high during these tough economic times?
P.P.: I try to have a clear vision, bring passion to achieving that vision and show them that the work we have been doing over the past five-plus years has positioned the company to be an effective partner with governments, NGOs and other key stakeholders in these especially challenging times. We need to build on that work in a focused way that scales to the needs the recession has created out there. We also need to celebrate our successes and learn from our missteps. In times like these, there are many external elements none of us can control. But there’s still a lot we can.

PINK: Can you give an example of how you motivate your team through effective communication?
P.P.: Microsoft had a unique opportunity to work with governments to provide no- and low-cost IT training for the growing number of unemployed. We needed to move quickly and break down barriers across the company to be responsive to this societal need. It was important to remind our people of what they have the opportunity to achieve – of our core values and priorities – and not allow the economy to distract from what we are here to accomplish. Sometimes just reminding people that they have the ability to create change is a powerful motivator.

PINK: How has the economy changed the way you lead?
P.P.: There’s no single recipe for effective leadership in this climate. Different approaches make sense for different individuals and organizations. There is a need to lead within the context of change and in the context of urgency. Amid so much change, it’s important to remind your team that some of the most important things remain constant. Successful teams remain grounded in lasting values like integrity, teamwork, diversity and respect for each other. Now, more than ever, leaders need to be strong role models for these values.

PINK: How do you balance life and work?
P.P.: My husband and I have two children, ages 14 and 10 – and a fabulous partnership. We recognize there are certain things I’m better at, and vice versa. He’s a much better cook, so he does most of the cooking. I’m better at planning, so I do that. And we’re each better at helping out with different types of homework assignments. One key is understanding your strengths and your partner’s. Another is learning to accept that I can’t do it all. I put everything important to my children on my calendar. It’s so important to be here with them as they go through these milestones. And I’m very possessive when it comes to my weekends and evenings. There have to be three reasons for me to get on an airplane. If I got on a plane every time there was one thing to do, I’d always be on an airplane. If I need to go somewhere, I figure out what else I will have to do there in the next month and knock it all out at the same time.

PINK: What do you do to rejuvenate your spirit?
P.P.: I enjoy swimming and reading historical novels and biographies. I’m currently reading Einstein by Walter Isaacson.

PINK: What advice do you always give to the women you mentor?
P.P.: Always be clear with your managers about what types of work experiences you want to have and how you want to be challenged – and don’t let people forget. Do what you are asked and do it well, but also be your own champion for what you want to accomplish.

PINK: How do you define “success” on a personal level?
P.P.: Being engaged with very bright people on interesting topics that have a broad impact. I never want to look back and think I didn’t give that my all, think that through, understand the ramifications. It’s important that I make an impact, that I am a role model for my daughters – for other women and girls. And I make sure I’m looking at things from other people’s perspectives. My work at Microsoft has given me the opportunity to collaborate with people from all around the world (we have employees in more than 100 countries), something I truly cherish and enjoy about my work. My colleagues’ diverse backgrounds challenge me to look at issues in new and creative ways. I talk about this aspect of my work with my daughters, because I hope that they will also learn to collaborate with others, think critically and be creative problem-solvers. These are skills that are needed to be successful in the 21st century.

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