Tracy, we applaud your dedication to inclusivity and diversity as EVP and CHRO of McKesson. What is the most practical advice you can offer other women leaders looking to create more inclusive corporate cultures?

Be brave. If we want to advance our corporate culture, we need to get out of our comfort zones. We need to find our allies, create the right opportunities for change, and not be afraid to speak up. We mustn’t be apologetic for wanting to improve the status quo. My experience has been that when we confidently and rationally explain what we’re trying to achieve, people listen and engage.
 
Emilie, you spoke at a WBL event this year on how to best provide support as a leader during periods of transformation or disruption within a company. What is a common mistake executives make when preparing their teams and navigating difficult change, and how can that mistake be avoided?

I think one of the most common mistakes executives make is under-communicating. As leaders, we set the strategy, so we’ve had more time to internalize the transformation, its purpose and the expected outcomes. We’re much further along the proverbial ‘change curve’ than our teams. We need to continuously explain why we’re undertaking the transformation, repeat what the benefits are to all the stakeholders, and give frequent updates on our progress. Only when we think we’ve over-communicated is our message starting to be heard.
 
Tracy, prior to your role at McKesson, you held leadership roles outside of the health care industry. What about health care has surprised you?

The pace of change. When I first joined McKesson in 2011, I was told that healthcare transformed very slowly, over a period of decades. The past eight years have clearly proven otherwise. The speed at which new clinical research, medical treatments, business deals and healthcare legislation has occurred has been remarkable and unprecedented. For the most part, the change is good. We are seeing medicines for diseases that once had no cure. And there is more transparency and more patient-focused care. This quickly changing landscape means that we need to remain agile and open to our own change.
 
Emilie, WBL’s 2020 Summit will focus on innovating our industry. What transformation, innovation, or change at McKesson are you most excited about?

We have quite a lot of innovative projects underway, from new partnerships with pharmaceutical manufacturers and groundbreaking clinical programs for patients, to AI and data and analytics. But I’m most excited about our cultural transformation. We’re a 186-year-old company, ranked 7th on the Fortune 500. I believe what drives us to constantly reinvent ourselves and deliver growth over the years is our purpose and culture. Currently, we’re focusing on encouraging healthy debate, looking at challenges and opportunities through an enterprise lens and putting the patient at the center of everything we do. Employees join and stay at McKesson because they really want to improve care in every setting and work hard to achieve that day in and day out.
 
What keeps you motivated in your current position? How has your involvement in WBL influenced your drive?

Tracy: My team. It’s important to surround ourselves with colleagues and peers that will help push us forward — not hold us back. I’m an avid rock climber, and when climbing we’re attached to our team by a rope, so we all succeed or fail together. Similarly, we should imagine a cord connecting us professionally and make sure we’re partnering with people we trust — people who are pointing out potential pitfalls. We’ll never get far without a great team.
 
Emilie: I agree. The people I work with are a great source of motivation. I think the WBL network adds to that by offering diverse opinions and perspectives. Connecting with other leaders in the healthcare space helps me think outside of McKesson and appreciate the work happening across our industry.
 
What advice can you offer other women leaders when advocating for innovation and change within their organizations?

Emilie: The first step is building your case for change. What are you trying to solve for and what are the benefits to each stakeholder? Don’t just chase the latest cool trend. Innovation needs to be inspiring, but also grounded in pragmatism.
 
Tracy: I completely agree. Once you’ve built a solid business case, the next step is convincing your colleagues and finding advocates. Building your network of champions typically takes time and doesn’t happen overnight. But with the right supporters, the momentum can make your innovative idea real.  
 
Personally or professionally, what might your colleagues be surprised to learn about you?

Tracy: I think colleagues are often surprised to learn that I’m an introvert. Throughout my career in HR, I’ve learned the importance of pushing myself to be more of an extrovert — actively engaging in professional settings, and not just having a seat at the table but also having a voice at the table. At the end of the day, though, I need to quietly recharge my batteries and have time alone with my thoughts. Those moments are when I’m most creative and have the greatest clarity.
 
Emilie: Colleagues are often surprised that I started at McKesson in 2000 in an entry-level position. I was always very intentional about how I approached each subsequent job opportunity, which led me to being one of the first female business unit presidents. I think my career path is a great testament to McKesson’s goal of promoting from within and advancing talent through the organization. I think you have to be resilient, take risks with your career and be purposeful about how you navigate over the years. The path ahead isn’t always the most obvious one.