True leaders tune out the noise and let their expertise, talent, and technical understanding speak for itself.
Success in engineering and design should be defined by capability, innovation, and results – not assumptions or labels. Through my experience working with dynamic teams, I’ve learned the most effective ones thrive on expertise, collaboration, and a shared commitment to excellence. Whether in engineering, architecture, planning, or environmental design, ISG values personal strengths as the driving force behind meaningful, lasting solutions for our clients and communities.
The workplace should be guided by expertise, driven by effort, and measured by the impact it creates – not by outdated narratives or assumptions. Time and again, my belief in hard work has proven true.
Early learning. In pursuit of an industrial engineering career with a 9:1 ratio of men to women in my college courses, personal identity wouldn’t overshadow success. Through technical expertise, resilience, and the determination to succeed, people in these fields prove time and again that their focus is on one thing: excellence.
Over the next 15 years, my career spanned mining, foundries, manufacturing, and heavy industry. It’s a non-traditional background for architecture and engineering design, but one that built a deep technical foundation in quality, operations, and leadership. Each role came with its challenges – learning from some of the toughest people on earth, leading multimillion-dollar investments, and presenting growth strategies to CEOs and board members.
Becoming a metric. At one point in my career, I attended a leadership meeting about upcoming bonus changes. The system was being redesigned to incentivize leaders to promote diverse candidates for additional increases.
As a female leader who would have met the criteria, I didn’t feel advantaged – I felt undermined.
Another female leader and I spoke up, asking how this policy might impact our credibility. If our male peers believed we were promoted just to fulfill a quota, how could we effectively lead? Would our hard work and qualifications be overshadowed by a statistic?
Leadership assured us that only the most talented and capable individuals would still be promoted. But I wasn’t convinced. I approached my boss and told him plainly: “If I’m ever promoted because I’m a woman rather than because I earned it, I will quit.” I refused to let my abilities be questioned or my career reduced to a checkbox.
The outcome. Over time, this policy created a wedge within the team. In a male-dominated environment, being a woman became even harder – not because of bias, but because of the unintended consequences of a diversity metric. Some colleagues still recognized my capabilities, but doubt lingered for others.
Seeking a career move driven by purpose, I looked for an opportunity to challenge myself – one that embraced continuous improvement, curiosity, and personal growth. I wanted to be part of a company where respect, togetherness, and empathy are more than principles; they shape the way people deliver the work. Today, I feel truly valued and can make a meaningful impact on my local community and the Midwest region ISG serves.
Breaking perceptions. The true measure of success is based on merit and skill. A person’s excellence can be defined by a commitment to growth, adaptability, technical skill, and the ability to create positive change. For those in male-dominated fields, breaking down barriers doesn’t mean fitting into a mold or adhering to quotas – it means consistently performing at the highest level, building resilience, and embracing challenges.
Embracing the opportunity for improvement is what shapes leaders, and true leaders are driven by their skills, vision, and ability to make an impact. Many individuals in these industries, like those at ISG, tune out the noise and let their expertise, talent, and technical understanding speak for itself.
Empowering people to lead. ISG has benefited from an #ISGAllin employee-owned culture: one where everyone is given the opportunity to contribute meaningfully, and we feel the weight of responsibility by having a stake in the game. Every day, our team shows up with the intention to make an impact – as leaders and owners committed to performance, excellence, and delivering results. Whether that’s how we think, lead, and solve problems, we’re committed to making a difference.
Tiara Marcus is a project management practice group leader at ISG. Connect with her on LinkedIn.