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Tell us about those influences that have significantly shaped who you are today.

I am a descendant of a long line of Quaker business people. My family, the Xs, have been Quaker since 1630. The common punch line about this group, at gathering of Friends, is that Quaker business people set out to do good and ended up doing very well. I am just beginning to emerge as a Quaker in business.

Relating to background about my Quaker heritage should help to illustrate how values of the Religious Society of Friends (the official name of “Quakers”) have shaped my sense of who I am. Quakers have particular ethics that I try to develop in myself and live out. Quakers believe that there is a god in every person-they often call it the “inner Light”-and that all people, regardless of rank and position, should be treated with dignity and integrity. This vision has helped me to see the potential in other people, even those who may be difficult to work with. It has also helped me to relate comfortably to people of every rank; in my current job, I enjoy friendships with everyone from secretaries to the confidence, especially in those situations where intuition must complement facts and objective measures in making decisions.

This faith in Inner Light has many other implications, of course, but two of the most important ones involve how group decisions should be made, and the equality of women.

As a way of doing business, Quakers believe in consensus decision-making; in fact, they don’t believe in hiring or paying ministers. All administration for Quakers Meeting is done by voluntary committees. From participating in consensus decision-making, I have learned to work with diverse groups of people, to negotiate between individual agendas, and to build effective teamwork between people. Consensus decision-making gives everyone a chance to contribute, and helps all members of the group to understand and articulate both the problem and the solution.

Because of the Quaker belief that all people possess an Inner Light, they have traditionally believed in the full equality of men and women. In fact Quakers held separate business meetings for men and women until about 50 years ago, because it was felt that other wise women would be overshadowed by the men. This separation allowed Quaker women to develop leadership skills in speaking and administration. Strong Quaker women like Lucretia Mott, a leader in the movement to abolish slavery, and Elizabeth Cady Stanton, a leader among the suffragettes, were products of this culture.

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