Career advice from women leaders in rail: Be fearless, have a support network

By Julie Sneider, senior associate editor

Last month, the League of Railway Women’s (LRW) Annual Conference — which coincided with Railway Interchange 2019 in Minneapolis — presented several sessions on current and future trends in the rail industry. One in particular, titled “When Women Lead: Reflection and Strategy for Achieving a Highly Impactful Career,” featured four leaders who discussed the traits, resources and strategies they’ve relied on to advance in railroad industry careers.

The featured panelists were:
    •    Pam Arpin, assistant vice president of customer and corporate services at Canadian Pacific, and the 2019 recipient of the LRW’s Railway Woman of the Year award;

    •    Kate Suprenuk, VP of portfolio and services strategy at Union Tank Car Co.;

    •    Lisa Tuningley, president and owner of T-Rail Products Inc.; and

    •    Maggie Vuono, national sales manager at Holland LP.


Shannon Emberly, production manager in engineering at CN, served as moderator. Emerbly, who earlier this year was named a “Rising Star” in the rail industry by Progressive Railroading, kicked off the discussion by asking the panelists their thoughts on what it takes for women to reach a leadership position in railroading — and what it takes to remain there.

Tuningley, who has more than 25 years of rail industry experience and founded T-Rail in 2010, advised the rail-industry audience members to be “fearless” in pursuing the kind of work they’re passionate about.

“Getting there requires a woman to have a sense of ‘just do it,’ ” she said, adding that career success also requires having focus and a goal.

“In your career and development, you have to find what you’re passionate about and dive in. Learn everything you can about the business,” Tuningley said. “Don’t let someone say to you, ‘No, you can’t do this.’ Can you be president of the company? Yes you can, but you have to be focused and do the work it takes to get there.”

Arpin suggested that to remain as leaders, women need to develop a network of people who will support and nurture them throughout their career.

“Don’t be afraid to start developing that network while you’re young and starting out in your career,” she said.

Vuono agreed, and added: “Use other people’s strength to grow. Surround yourself with people who can help and support you.”

When she began her career as an accountant, Suprenuk said she learned as much as possible about accounting. But she also took opportunities to learn as much as she could about the rail business overall. She advised women railroaders in the audience to increase their knowledge beyond just their existing job if they want to move up in the ranks of their company or the industry.

Emberly asked the panelists to address a concern that many women leaders face, which is how to be powerful without alienating coworkers and team members. “Some women worry about whether they’ll be liked as leaders,” Emberly noted.

All four speakers recommended that women shouldn’t stress over whether everyone on their team likes them or is “happy” with every work assignment.

“I can’t be their [team members’] friend all the time,” Vuono said. “I have a responsibility to the company.”

There’s a difference between a work team that’s “happy” versus one that’s “engaged,” said Suprenuk. She’s found that successful teams are those that are engaged in the work they’re performing.

“My goal is to be credible and effective in what I do,” Suprenuk said. “So, I want to focus on doing a great job and demonstrating as a team that we can do great things. I prefer my team to be engaged, and I try to promote engagement throughout the team.”

Arpin recommended that women “aim for respect” as opposed to always being liked as leaders.

“At the same time, remember that you’re never too high up in the company to roll up your sleeves and dive in [to complete a project],” Arpin said. “Take the time to get into the trenches with your team.”

Emberly wrapped up the session by asking the panelists to describe what they’re doing to continue growing as leaders.

Arpin said she’s been coaching people to be better at their jobs. She also recommends that leaders learn how to give good feedback. Getting and giving good feedback is key to growing as a leader, she said.

Vuono tracks her leadership experiences by keeping a daily journal.

“I try to learn something new every day,” she said. “At the end of each day I ask myself, ‘What have I learned’ and I write it down.”

Among Suprenuk’s lessons learned? Take risks and learn how to grow from failure.

“Being able to tweak a plan [that’s gone wrong] means being able to move on,” Suprenuk said. “I encourage my team to take chances and think big.”