Before We Called It First-Gen | M. Abney | Global Executive Leader | Board Advisor | Published by FirstGen Collective | FirstGen Stories

I was “first generation” before there was a term for it.

As the youngest of four children, I learned early that responsibility wasn’t something you waited for—it was something you stepped into. At 13, I began working as a switchboard operator through a neighborhood youth program. From that point forward, work became a constant in my life. Through high school, I balanced academics with jobs at McDonald’s, Montgomery Ward, and later as a secretary in an office occupation program. Those early experiences instilled discipline, resilience, and a deep sense of accountability—traits that would define how I lead.

I attended Illinois State University, majoring in accounting. Although I graduated near the top of my high school class, I quickly realized that I was not fully prepared for college. My high school had not offered the same college preparatory resources as others, and I entered without a clear understanding of how to navigate the system—how to engage professors, build study groups, or access the informal networks that often determine success.

That experience shaped a core belief that still guides my leadership today: talent is everywhere, but access is not—and great leaders close that gap.

I later earned my MBA from University of Illinois through an executive program where collaboration was central. There, I saw firsthand how access to information can influence outcomes. In one instance, we discovered that some study groups had access to prior exams—an unseen advantage that shifted performance. It reinforced a lesson I would carry throughout my career: transparency, access, and shared knowledge are critical to fairness and performance.

My professional career began at Caterpillar Inc. in 1976. I was one of only four women—and the only Black woman—on the management payroll among 50,000 employees. It was an environment where I stood out immediately, but I never allowed that to define my limitations. What defined me instead was the confidence instilled by my mother. She taught me to recognize my gifts—intellectual curiosity, analytical strength, and a genuine care for people—and to trust them fully. I learned to walk into any room with clarity about who I was, even when I was the only one who looked like me.

I advanced quickly through the organization—often ahead of peers who did not share my background—because of my dedication, capability, and results. But just as importantly, I was seen. There were leaders who were unafraid to recognize talent beyond appearances—leaders who were intellectually honest and willing to advance those who delivered, regardless of what they looked like. Their courage mattered, and it reinforced my belief that leadership is as much about recognizing potential as it is about demonstrating it.

In 1997, I was given the opportunity to step into a very senior executive leadership role. Shortly thereafter, I took on an international assignment tied to a company acquisition—an experience that expanded my perspective, sharpened my strategic thinking, and deepened my ability to lead through complexity and change.

At one point, I was on track for one of the most coveted roles in the organization—a company officer position. But when my sponsor retired, that trajectory changed. At the time, I didn’t yet understand the distinction between a mentor and a sponsor—or how critical sponsorship is at the highest levels of leadership. I also didn’t recognize the importance of proactively securing that advocacy or making a strategic move when it was no longer present.

That was a lesson learned later than I would have liked—but it became one of the most important lessons of my career: talent and performance open doors, but sponsorship helps you walk through the right ones.

I continued to build a successful career through to retirement, leading with the same principles that had guided me from the beginning—discipline, analytical rigor, and a deep commitment to people.

Then came another defining moment. A former colleague—someone who had witnessed my work and leadership firsthand—became the CEO of another Fortune 100 company. He reached out and brought me out of retirement to serve as a senior executive. It was a powerful reminder that your reputation, your relationships, and how you lead people will follow you long after any single role ends.

In the years that followed, I expanded my impact into startups and board leadership, contributing to growth, governance, and strategic direction. Each chapter built on the last, allowing me to lead in new ways while continuing to learn and evolve.

Looking back, I see a career shaped not just by advancement, but by awareness—of access, of opportunity, of advocacy, and of the responsibility to create pathways for others.

Today, my leadership is grounded in a few enduring principles:

• Create access where it doesn’t exist. No one should have to navigate success without a roadmap.

• Recognize and elevate talent boldly. Leadership requires the courage to see beyond the obvious.

• Understand the power of sponsorship. And be that sponsor for others.

• Lead with both rigor and humanity. The best outcomes come from balancing sharp analysis with deep care for people.

• Build lasting relationships. Because leadership is not just about where you go—it’s about who remembers how you led along the way. 

I have had the privilege of a full and meaningful career—one defined not only by professional achievement, but by growth, resilience, and the opportunity to open doors for others.

I’ve had a wonderful life.

And even more importantly, I’ve worked to make that path more visible—and more accessible—for those who follow.