Interview with Shellye Archambeau

Trailblazing executive Shellye Archambeau’s extensive career has taken her from the lower rungs of IBM to a Fortune 500 board member and more, with many impressive stops along the way.

Here she shares her inspiring journey, leadership insights, and practical advice for overcoming challenges and achieving ambitious goals.

Tell us about your career journey:
Growing up, I was more interested in science and technology than in traditional girl stuff, fostering a rebellious spirit that has served me well throughout my career. After graduating from college with a degree in computer science, I started my career at IBM. I quickly realized that I wanted to be more than just a cog in the machine—I wanted to be a leader. I worked hard to prove myself, and I was eventually given the opportunity to lead a team. From there, I just kept climbing the corporate ladder, holding executive positions at some of the most prestigious companies in the tech industry.

Then in 2003, I made history when I became one of the first African American women to become CEO of a publicly traded technology company, leading the merger between a small start-up and global software-solutions company MetricStream and taking over from there. It was a huge accomplishment, one I’m immensely proud of.

I stayed in the position until 2018 before moving on to other endeavors. Today, I’m a successful entrepreneur and investor and serve on the board of several companies, including Verizon, Roper Technologies, Okta, and Lineage. I’m also a passionate advocate for diversity and inclusion in the tech industry, which is why I began Ignite Ambition. It’s a nonprofit that helps early and middle management professionals go after their biggest career goals. I believe that everyone, regardless of their background, should have the opportunity to succeed.

Such a trajectory requires a lot of grit. What early experiences shaped your ambition and work ethic?
I learned early in life that the odds were stacked against me. My family moved frequently, and I lived in seven different states before starting high school. I was often the sole Black student in my classes, sometimes the only one in my grade, and occasionally one of only a few in the entire school. This led to bullying and feelings of isolation. However, these experiences instilled in me a strong desire for acceptance and respect. I discovered that treating others with kindness increased my chances of being liked and respected in return.

My mother had a huge influence on me during this time as well. When I expressed frustration to her about my circumstances, she stressed the importance of resilience and determination. She taught me that life isn’t fair and that I needed to develop strategies to overcome obstacles, encouraging me to focus on my goals rather than dwelling on unfair treatment.

She also imparted valuable wisdom about managing my own responses: I couldn’t control the actions or words of others, but I could control how I reacted. Allowing others to dictate my emotions or actions would only give them power over me.

Your book, Unapologetically Ambitious, is a powerful call to action. When in your career did you have to employ unapologetic ambition?
I started my career at IBM, but even then I had a clear aspiration to become a CEO. Research indicated that many CEOs possessed international experience, particularly in Japan, so I proactively expressed my interest in working there to several individuals within the company. This strategic approach eventually led to an opportunity to relocate to Japan, a pivotal step in my career progression. This experience highlighted the importance of clearly articulating your goals and taking the initiative to pursue them.

What did you learn about the keys to leading an organization to success from your time at MetricStream?
Building and developing a strong team is fundamental, as is creating a shared vision and fostering a positive company culture. On a more micro level, you also need to set clear expectations, encourage open communication, empower employees, recognize achievements, learn from setbacks, and demonstrate genuine care for team members.

Work-life balance is a constant struggle for entrepreneurs. How do you delegate your own time?
I prefer the term “work-life integration” to “work-life balance” as it more accurately reflects the interconnectedness of different life areas. You must recognize that it’s impossible to excel in every one simultaneously. Rather, the key is to utilize effective time management in each aspect, including work, family, and personal well-being, prioritizing as needed. Delegating tasks and learning to say no are crucial skills for achieving a healthy work-life integration.

What advice would you give to a business leader who’s facing obstacles like bias or self-doubt?
Regarding the first, one of the most effective strategies I’ve employed is seeking advice and assistance; doing so is a sign of strength, not weakness. I’ve found that most people are willing to help if approached respectfully. For instance, in a meeting where my ideas were consistently overlooked, I sought the support of a colleague. By asking him to reinforce my points, I was able to gain more traction and visibility.

As for addressing self-doubt, that requires self-reflection and action. Begin by identifying the specific fears that are hindering your progress; writing them down can help to clarify and reduce their impact. Then develop strategies to mitigate them. Consider the potential consequences of inaction, and weigh them against the potential rewards of taking risks. And don’t hesitate to seek advice from mentors or trusted colleagues for this obstacle as well—they can offer support and guidance to help you move forward.

For more info, visit shellye.com