An interview with Rima Jasser, Global Director, Lean & Six Sigma, Ford Motor Company

From immigrating to the US at 18 speaking no English, to becoming Global Director of Lean & Six Sigma at Ford Motor Company, Rima’s journey is one of service, humility, and the courage to finally ask for what she wanted.

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Tell us about your leadership path.

I am Lebanese. I immigrated when I was 18 years old to the States, and I didn’t speak English, so I had to learn English as a second language at Wayne State University. I studied chemistry in school — I wanted to be a doctor, but I fell in love with automotive, and the rest is history.

I hired in at Ford at Dearborn assembly plant as an environmental engineer and found out early on that I really wanted to learn about what we do as a company. I chose to become a production supervisor, and that’s where it solidified my love for manufacturing. I love interacting with hourly employees, learning what they do, how I can be of help. I eventually launched lean manufacturing across 18 plants in the Asia Pacific region, working globally with 7 different countries.

I joined the powertrain manufacturing engineering team as a global industrial engineering manager. After 3 years, I went back to the Chicago Assembly plant, then to Michigan Assembly as the Final Area Manager. About a year later, they knocked on my door and said, “Would you like to be the Director of Lean and Six Sigma?” And that’s when I took this role.

What kept you from advocating for yourself prior to the coaching sessions?

Probably self-doubt is the biggest one. I didn’t think I would be qualified to do it. I felt like I would be a burden if I asked for what I wanted. Throughout my career, I was under the impression that my performance should speak for itself. My people leaders should be able to recognize my hard work and support my career aspirations. Sometimes it works, but other times it doesn’t — and being that you are responsible for your own career development, you have to advocate for yourself. I didn’t do that for a long time.

What advice do you have for emerging leaders?

Be a sponge. Learn as much as you can about yourself as a leader, and what’s holding you back. Ruminating is probably one of my biggest areas of opportunity. I’ve learned through that class: what can I control? If I can control it, then great! If I can’t control it, then don’t waste a minute on it — just move on. Do not miss those coaching sessions, because it was so helpful to get that different perspective and to get that push when you need it.

Also, as a leader: listen, seek to understand, be present. The day I don’t give back, I feel like I’ve missed something. Being humble will take you a long way because it helps you build relationships. I’ve got 30 years with the company, and I feel like I owe it to the younger generation to be a mentor and an advocate.

How do you leverage your network and keep it serving where you’re going in your career?

We talk about sponsors and mentors in the program — and they are different. A mentor gives you advice; a sponsor speaks about you when you’re not in the room and advocates for you. No one’s going to sponsor you unless they’ve had a relationship with you.

Through my career I’ve always built relationships with folks I admired as leaders. As they see you develop and see what you are about — your values, how you conduct yourself, how you achieve your goals — those are the ones that will remember and say, “Oh yeah, I worked with her on that project, and she can definitely do that job.”

Start as a mentor/mentee. If that relationship grows and they’re in a position of power that can influence your career, then say, “Hey, can you be my sponsor? I really admire how you do your business.”

What qualities do you most admire in other leaders?

Kindness is very important to me, because at the end of the day people will remember you for your kindness, not so much for the levels you’ve achieved. Are they a good listener? Do they have good self-awareness? Can they speak to me with vulnerability?

Community is a big part of who I am — whether inside Ford, where I’m involved in employee resource groups, or externally with charities. I’m on the Board of Directors for Crohn’s and Colitis, and I’m also involved with the March of Dimes and 100 Women Who Care Manufacturing.

What would you like to say about the Women Rising® program?

Honestly, I wish I had known about the program in the first 5 years of my career because I probably would have had a different trajectory. If I had the coaching, if I knew what to look for, and if I knew where my shortcomings were — because I’m like, “Wow, I did not know that about myself.”

When I was asked to participate in the first pilot, I wrote back to my VP and said, “This is something that I absolutely endorse, and we need to see what we can do to make it a standard program at Ford, because I think a lot of the women can really benefit from it.”