How Christine King Went from Welfare to Pioneering Female CEO in Semiconductors

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My guest for Episode #282 of the My Favorite Mistake podcast is Christine “Chris” King, who defied the odds as a single mother in the 1970s, rising to become the world's first female CEO in the semiconductor industry. Armed with degrees in electrical engineering, Chris climbed the ranks at IBM before leading billion-dollar companies like AMI Semiconductor, Standard Microsystems, and QLogic Corporation.

Her leadership extended across engineering, sales, and business management, and she even founded Expedition Electronics. Beyond technology, Chris is also a champion equestrian and dairy farmer. Her incredible journey is captured in Breaking Through the Silicon Ceiling.

In today's episode, Chris reveals how an initial mistake—pursuing electrical engineering to impress someone—unexpectedly launched her into a successful engineering and leadership career. Chris and Mark discuss the challenges she faced as a woman in a male-dominated field, the importance of persistence, and her approach to leading successful business turnarounds.

We also touch on her experiences as a champion equestrian and a dairy farmer, drawing parallels between problem-solving in agriculture and business. Throughout the conversation, Chris emphasizes the value of learning from mistakes, building confidence, and leveraging opportunities for growth, offering listeners practical leadership insights and inspiration.

Questions and Topics:

What would you say is your favorite mistake?
Did the relationship with the guy who inspired you to study engineering work out?
As you went through your engineering education, did you have doubts? Did it feel like a mistake at first?
Why would a caseworker be resistant to letting you attend college?
Did you have to pitch your plan for going to college? How did you make it work financially?
What was it like being the first or only woman on teams early in your career?
When did you start transitioning from technical roles to leadership roles, and did you aspire to become a CEO?
How did the team you managed react to having a female boss?
What challenges did you face with your superiors as you advanced?
How did you feel about becoming a CEO for the first time, especially on 9/11?
Did the events of 9/11 affect your business?
What lessons did you learn from leading turnarounds, and how did you diagnose the issues?
Did you encounter similar challenges during other turnarounds, like the one during the 2008 financial crisis?
How did media attention around being the first female CEO in semiconductors affect you?
Who were some CEOs that you admired or learned from?
What are the three things any successful businessperson needs?
What three things do people not need to succeed in business?
How many women have followed your path in the semiconductor industry?
What lessons did you learn from dairy farming?
What lessons did you learn from equestrian competitions?
How do you see the parallels between leading a team and managing livestock or horses?
How do you approach creating a culture of learning from mistakes in leadership?
What inspired you to write your book, Breaking Through the Silicon Ceiling?
How do you reach the audience you want with your book, and what creative efforts have you made for that?
Who is the audience you’re hoping to inspire with your story?
What advice would you give for fostering interest in STEM among young women?

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“As a leader, we definitely don't punish mistakes being made. The main thing is not to repeat them and to learn from them.” chris king

“You have to be persistent, and no matter what the barriers are... if you can't go through, go around, and keep going forward. That's one of the key principles I've always followed in my career.” chris king

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Automated Transcript (May Contain Mistakes)

Mark Graban: Hi, welcome to My Favorite Mistake. I'm your host, Mark Graban, and our guest today is Christine “Chris” King, who defied the odds as a single mother. In the 1970s, she rose to become the world's first female CEO in the semiconductor industry. So, having degrees in electrical engineering, Chris climbed the ranks at IBM before leading billion-dollar companies like AMI Semiconductor, Standard Microsystems, and QLogic Corporation. Her leadership extended across engineering, sales, and general business, and she even founded a company called Expedition Electronics. Beyond her technology leadership career, Chris is also a champion equestrian and dairy farmer. So maybe we'll get to talk about that, too. And her incredible journey is captured in her book, Breaking Through the Silicon Ceiling. So, Chris, welcome to the podcast. How are you?

Christine King: Thank you so much, Mark. It's great to be here.

Mark Graban: Well, happy to have you here. And, I mean, you've done so many things in your career. I'm really curious. We're going to jump right in. What would you say is your favorite mistake?

Christine King: I love that question. So I was, after being a mom in a trailer park with no money, I decided I was going to get an education, and I talked my caseworker—I was on welfare—into allowing me to attend college, and I was going to be a teacher, which is a great calling, but at the time, that's what most females did. Anyway, my favorite mistake is that I happened to meet up with a guy who was the chief engineer at a radio station. He loved electronics. I was in my classes to become a teacher, and I decided I wanted to impress this guy. And so I decided I will take the first semester of electrical engineering just to impress him. And of course, that is how I embarked on my engineering career. I had no idea about what it would take to be an engineer. I wasn't great or didn't know I was great in math or science. And I saw the books and I'm like, oh my gosh, what did I get into? But it just was a perfect match for me. And so the relationship with the guy didn't turn out that good in the long run, but I got to be an engineer out of it. So that was a great mistake. And when women say to me, did you always dream to be an engineer? And I'm like, nope, I did it to impress a guy.

Mark Graban: Well, I was going to ask about… yeah, you already answered the question. I was going to ask about the relationship. We mostly talk about the career and the business side of things here. Your career certainly has turned out exceedingly well. A successful career. I'd love to hear more about kind of dipping a toe into the waters of technical and electrical engineering studies. I'm an industrial engineer. I couldn't hack it with electrical engineering. I could only get so far in my physics studies. But I'd just be curious to hear more about as you're going through that education, did you have doubts? Did that seem like a mistake until it didn't or…

Christine King: Well, I didn't just put my toe in. I put the whole leg in. And I thought, you know, there was also kind of a backup plan because, of course, there were all men in the class and I was the only female. And it's been pretty much that way for most of my career. But I was like, okay, as a backup plan, I'm in this class full of men. I mean, how can that go wrong? And so, so it was a little bit daunting. But as I've learned in my career, you just have to take a first step, an initial step, and do the work, which is one of my philosophies. And if you do the work, you can usually make it happen. Just take one step at a time.

Mark Graban: Yeah. And, you know, knowing your story, you know, coming from the beginnings that you described and making your way to CEO, I was gonna ask one question. When you mentioned the caseworker and having to ask, like, it seems like if somebody wants to study and go to college and create opportunities, why would they say no to that?

Christine King: Well, it was the times, you know, they just wanted you to stay home. And of course, I had a young child, and actually getting on welfare was my first step because I didn't have any money. And so finding my way to the welfare office in New York state was a first step. And they just expected you to stay home and get a check. So that was the first sale I ever made. At least I like to say that it was my first sale. But I put a plan together, explained to the caseworker how I could afford to have my son in daycare, who was 18 months old at the time. And I laid the plan out, told her what I was going to do, and she said, okay, but don't think you're going to get any more money. You're on your own. So that was the first of many sales in a long period.

Mark Graban: Yeah. And then, I mean, did you have to make a pitch? I imagine you were able to get, hopefully, financial aid and scholarships then to help make school possible.

Christine King: Well, yeah, I had to research scholarships. New York state basically paid half. And I started out in a community college. Say, how valuable are these other educational paths, but I got my first degrees because I got the teacher degree as well. But community college was great, and it's a great inexpensive vehicle for people to start to get an education.

Mark Graban: Yeah. And that's something people take advantage of, I think even more so today as the cost of college has… I mean, it's more than doubled in the almost 30 years since I've graduated college.

Christine King: Very expensive, but you have to find what resources are available to you. And I didn't have a lot of mobility, so I just went to the school that was closest to me, and it turned out to be affordable as well.

Mark Graban: Yeah. So before becoming the first female CEO in the semiconductor space, as you started your career, there were probably a lot of firsts, the first or only woman in particular teams, or I imagine you were navigating a lot of that.

Christine King: Yes, I did. And I think the further I advanced in my career, the harder it got, and I was always the only woman. And when I started doing my board work, I've been on a number of boards of large companies. Until recently, I was still the only female, you know, having that technical background. But it's great that we're getting to see more and more. But yeah, it was difficult. I can remember being at the table in my early career, the lunch table with all the men, and they really liked me, and we got along fine. But when they started to talk about, like, the theory, I would hear things like, oh, you're taking a paycheck away from a man who has to take care of a family, those kind of things. And one of my philosophies is, don't sweat the small stuff. And I can remember being a new engineer. I went to the copy room because we made copies in those days, making a copy of my design. And a male engineer comes in and shoves this whole stack of papers at me and says, here, make these copies and bring them to my office. Oh my gosh, he thinks I'm a secretary. And so it's like, am I going to tell him, no, I'm not going to make those copies, I'm an engineer. But no, I didn't say that—I made the copies, I brought them to his office. And he realized his mistake much later, which was a much more effective statement.

Mark Graban: Well, maybe he's telling the… I don't know if that's a favorite mistake story for him, if he even remembers it. I can see why that sticks with you. So you talk about not sweating the small stuff. I mean, it also seems like, in a way, is it fair to say you kind of have to pick your battles?

Christine King: Absolutely. I'm like, I'm in it to win the war. You know, I might lose this little battle here in the copy room, but I'm going to be in it to win the war.

This version corrects “Graban” to “Graban” and maintains the original flow of the conversation. Let me know if you'd like further adjustments!

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Here’s the cleaned-up full transcript with corrections for “Graban” and other minor adjustments for readability:

Mark Graban: Hi, welcome to My Favorite Mistake. I'm your host, Mark Graban, and our guest today is Christine “Chris” King, who defied the odds as a single mother. In the 1970s, she rose to become the world's first female CEO in the semiconductor industry. With degrees in electrical engineering, Chris climbed the ranks at IBM before leading billion-dollar companies like AMI Semiconductor, Standard Microsystems, and QLogic Corporation. Her leadership extended across engineering, sales, and general business, and she even founded a company called Expedition Electronics. Beyond her technology leadership career, Chris is also a champion equestrian and dairy farmer. So maybe we'll get to talk about that, too. And her incredible journey is captured in her book, Breaking Through the Silicon Ceiling. So, Chris, welcome to the podcast. How are you?

Christine King: Thank you so much, Mark. It's great to be here.

Mark Graban: Well, happy to have you here. And, I mean, you've done so many things in your career. I'm really curious. We're going to jump right in. What would you say is your favorite mistake?

Christine King: I love that question. So I was, after being a mom in a trailer park with no money, I decided I was going to get an education, and I talked my caseworker—I was on welfare—into allowing me to attend college, and I was going to be a teacher, which is a great calling, but at the time, that's what most females did. Anyway, my favorite mistake is that I happened to meet up with a guy who was the chief engineer at a radio station. He loved electronics. I was in my classes to become a teacher, and I decided I wanted to impress this guy. And so I decided I would take the first semester of electrical engineering just to impress him. And of course, that is how I embarked on my engineering career. I had no idea about what it would take to be an engineer. I wasn't great or didn't know I was great in math or science. And I saw the books and I'm like, oh my gosh, what did I get into? But it just was a perfect match for me. And so the relationship with the guy didn't turn out that good in the long run, but I got to be an engineer out of it. So that was a great mistake. And when women say to me, did you always dream of being an engineer? And I'm like, nope, I did it to impress a guy.

Mark Graban: Well, I was going to ask about… yeah, you already answered the question. I was going to ask about the relationship. We mostly talk about the career and the business side of things here. Your career certainly has turned out exceedingly well. A successful career. I'd love to hear more about kind of dipping a toe into the waters of technical and electrical engineering studies. I'm an industrial engineer. I couldn't hack it with electrical engineering. I could only get so far in my physics studies. But I'd just be curious to hear more about as you were going through that education, did you have doubts? Did that seem like a mistake until it didn't?

Christine King: Well, I didn't just put my toe in. I put the whole leg in. And I thought, you know, there was also kind of a backup plan because, of course, there were all men in the class and I was the only female. And it's been pretty much that way for most of my career. But I was like, okay, as a backup plan, I'm in this class full of men. I mean, how can that go wrong? And so, it was a little bit daunting. But as I've learned in my career, you just have to take a first step, an initial step, and do the work, which is one of my philosophies. And if you do the work, you can usually make it happen. Just take one step at a time.

Mark Graban: Yeah. And, you know, knowing your story, coming from the beginnings that you described and making your way to CEO, I was going to ask one question. When you mentioned the caseworker and having to ask, like, it seems like if somebody wants to study and go to college and create opportunities, why would they say no to that?

Mark Graban: Yeah. And then, I mean, did you have to make a pitch? I imagine you were able to get, hopefully, financial aid and scholarships then to help make school possible.

Christine King: Well, yeah, I had to research scholarships. New York state basically paid half. And I started out in a community college. Community college was great, and it's a great inexpensive vehicle for people to start to get an education.

Christine King: Yes, I did. And I think the further I advanced in my career, the harder it got, and I was always the only woman. And when I started doing my board work, I've been on a number of boards of large companies. Until recently, I was still the only female, you know, having that technical background. But it's great that we're getting to see more and more. But yeah, it was difficult. I can remember being at the table in my early career, the lunch table with all the men, and they really liked me, and we got along fine. But when they started to talk about, like, the theory, I would hear things like, oh, you're taking a paycheck away from a man who has to take care of a family, those kind of things. And one of my philosophies is, don't sweat the small stuff. And I can remember being a new engineer. I went to the copy room because we made copies in those days, making a copy of my design. And a male engineer comes in and shoves this whole stack of papers at me and says, here, make these copies and bring them to my office. Oh my gosh, he thinks I'm a secretary. And so it's like, am I going to tell him, no, I'm not going to make those copies, I'm an engineer? But no, I didn't say that—I made the copies, I brought them to his office. And he realized his mistake much later, which was a much more effective statement.

Christine King: Absolutely. I'm like, I'm in it to win the war. You know, I might lose this little battle here in the copy room, but I'm going to be in it to win the war.

Mark Graban: Yeah. I mean, at what point in your career did you think about shifting from technical engineering, electronics design roles to leadership roles, let alone wanting to be a CEO?

Christine King: Well, I kind of stuck to the technical track for a while, but then I was asked to be a manager of a small department of about ten engineers. And what I quickly learned was how much more I could get done when I could leverage those ten people in addition to myself. And that was pretty powerful. And that's a really attractive thing about leadership, is that we can multiply whatever achievements that we want to make and our contributions by being a leader. And I really loved that. It was really hard to take the step to leading a certain area that I wasn't so familiar with technically. And that's when you really learn how you have to trust people and you get those instincts for, hey, who on my team knows what they're doing? So that was a lesson to learn.

Mark Graban: Yeah, I imagine there were challenges in that era. You talk about being a woman on a team, but I'm sure then there was a situation where now you were the manager or a leader of a department full of men. I imagine there was a whole mix of reactions to that, actually.

Christine King: I found that that worked very well because I think when you lead your people to a specific objective and you take care of them and make sure they have great opportunities and have the opportunity to do their job well, I think that people don't usually react badly to having a female boss. And it's the same with customers and shareholders, all of whom don't seem to be at all miffed by having a woman in the role. Where I've had the biggest problem is with my boss, and that's where I think sometimes women threaten their boss. So when you… which is why breaking through the ceiling or that glass ceiling is on the way up. It gets hard when people feel that perhaps you're not up to the task. So I think the main issues are with the senior managers in your organization.

Mark Graban: Yeah. And a previous guest on the podcast here, I don't know if you're familiar, Chris, with Tom Peters, the management…

Christine King: Oh, yeah. Seen him speak. Yep.

Mark Graban: And he's great. And, I mean, he points to data that shows, objectively speaking, women are generally better leaders than men. He's a big advocate for women in leadership roles.

Christine King: Couldn't disagree with that at all. Actually, in my current job, I get to work with a lot more women than I ever have in the past, and I find it really refreshing.

Mark Graban: And tell us about that particular…

Christine King: I've spent my career in the semiconductor industry as an electrical engineer and leader, but recently somehow I found my way into running a dental software company or a healthcare software company. And of course, there's a lot of women in dentistry. And so this has been really, as I said, refreshing to me.

Mark Graban: Yeah, yeah. I'd be curious to hear what stories or recollections you have of being considered for and being selected as a CEO.

Christine King: The first time, I think that I really wanted to do something where I was in charge. And so I had been very successful in my career at IBM. I became quite well-known in the semiconductor industry. I think a lot of publications called me the most powerful woman in the semiconductor industry at the time. So when I started being called by search firms and headhunters for CEO jobs, that was kind of exciting. And so I think the process was… I think it was a real awakening because as I went out and interviewed for jobs, I can remember my first CEO job leaving the building after the interviews and looking back and saying, wow, that's going to be a building that I'm going to get to leave. That's my building. And so it was really exciting to know, yep, the buck stops here, but I'm going to be the one that's in charge and it'll be myself either being successful or not so successful.

Mark Graban: Yeah. And what year was that?

Christine King: 2001. Actually, my first day as a CEO was 9/11, believe it or not.

Mark Graban: That's a coincidence. That was the first day Jeff Immelt became CEO at GE.

Christine King: At GE, first day. Wow. Yep.

Mark Graban: How did that tragedy, and after, I mean, how did, did that have an effect on your business?

Christine King: Oh, sure, it had an effect on all technology businesses. It was really interesting. I came from the East Coast, New York area, which is where I grew up, and I was in Idaho, so everyone… my job, my first CEO job was in Idaho. And so people were very far removed from that. But my board members who were from New York said, well, we're not going to make it there for a while. So I jumped into that first CEO job with my board saying, we're not going to show up for a couple of months, and you're on your own. So, yeah, so it was interesting getting to travel again, but I didn't know anybody in Idaho, and I kind of got stuck there the first day, so it was a lot, but I never wanted to look back. I left IBM, obviously, a very safe job. And so it's not like I said, oh, I made a mistake here. I'm out here with this company that at the moment's not doing so well. It felt very comfortable to me.

Mark Graban: Yeah. And so you're walking into a turnaround situation.

Christine King: A turnaround situation.

Mark Graban: Yep. I'm curious what, you know, what lessons you had from that. Was that something you repeated? I mean, were you kind of put in that situation at other companies?

Christine King: That's right. Yep. I think that's mostly what I've been doing, is more turnarounds. You know, you have to find, of course, you have to motivate the people because usually they're kind of beaten down, but then you have to find some combination of using the core competencies of that company, but add to it in some way and make one plus one equals seven, or whatever the number is. And I think I took that first company public two years later. We were one of the first, if not the first, tech IPO after 9/11.

Mark Graban: Oh, wow.

Christine King: Yep.

Mark Graban: Now, I mean, you had a lot of business experience along the way, of course, but it seems like there's this problem-solving opportunity that would be appealing to an engineer of trying to unravel and figure out this puzzle of a company that has got some strengths. There are some challenges. Is it a matter of executing better? Is it a matter of a shift in strategy, culture situation? I'm curious what you've learned about diagnosing a turnaround situation.

Christine King: I would say all the above, but usually you have to throw something in the mix that is a wake-up call to the company. And in the case of AMI, we were able to buy a semiconductor company based in Europe, actually, in Belgium, and we put the two companies together—a European company with a US company with its roots in the West in Idaho. And that was quite a… it was one of those things where it could either be a disaster or if you could take the best of two cultures and two approaches to doing things, you could make it a lot better. And I think that's what we made happen. So usually you have to put something new in the mix. My second CEO job, I started in October of 2008, which is when the whole housing crash came down. The revenue of the company went in half, like, in the first month that I was there. And it was a company that basically served the PC personal computer market, and that was like, not going to recover anytime soon. So we flipped it over and said, boy, we're going to be able to see how we can apply our capabilities to automotive and the industrial segments. So we really changed the strategy there.

Mark Graban: So turnarounds. And we talk about challenges upon challenges, turnarounds in the midst of crisis and recession like we had after 9/11, as we had… Did you… Well, I'm going to ask a question anyway. Did you take, let's say, your last job, right as COVID was happening? We can laugh about that.

Christine King: Not quite, but not quite. I had one in there as well. But, you know, you can't, you can only go up. That's the thing, you know, what are you going to lose? So you can make big moves.

Mark Graban: Yeah, yeah. And Jeff Immelt was in a different situation, inheriting the company from Jack Welch, where for the most part, it seemed like they were on top, and things didn't go up from there. I want to ask one other question before we talk more about your book. I'm sure there was a lot of media attention about becoming the first woman in a CEO role in semiconductors. I'm curious to hear your thoughts and reflections on that. Was that okay? Was that an added burden when you're like, I have a job to do here?

Christine King: No, I really, I thought it was great because it brought attention to my new company, which, you know, I was on the road to making that successful. But it's the first time I think I really talked about my background—that I had come from being a poor single mom, and I was kind of proud of it. And, you know, people remember you, and what I always said about being a female in a male-dominated industry, or whenever you're different, if you're really good, they're going to remember that you're really good, and if you're not so good, they're going to remember you for that. So I appreciated it.

Mark Graban: Yeah. And make the most of it.

Christine King: And make the most of it.

Mark Graban: Yeah. Well, there's a theme there. Making the most of your opportunities, it seems. Again, our guest today is Chris King. Her book is Breaking Through the Silicon Ceiling. As an author, I love asking authors for the story behind the book. I'm sure you have a lot going on. A book is a big undertaking. Kind of walk us through how the book came to be.

Christine King: Well, I had a number of people say to me, who knew my story, “You really need to write a book.” And, you know, they kept saying that. So I finally… I tried working on it by myself; I wasn't so successful. And then I met a person that had worked with a colleague's book, actually, Ray Stata, who the MIT buildings are named after.

Mark Graban: Right, right.

Christine King: Ray had written a book about his speeches and his approaches to things. And so he hooked me up with the gentleman, Gerald Kimberwhite, who had helped him, and Jerry helped… Gerald helped me and put me kind of on a schedule. And the reason that I wrote the book is that we often think, and there's been so many female authors like Sheryl Sandberg, as an example, Carly Fiorina, who had Ivy League education or connections or privilege. And I said to myself, you know, I was a welfare mom that went to a community college. I wanted to show that even if you don't have those advantages, you can be very successful. And so that's who I wrote the book for—the people out there that think maybe they can't do it because they can.

Mark Graban: Yeah. And that's a unique sort of… there's a lot of CEO books out there. And, I mean, that is a very, I think, unique story and pitch for people who are looking to make their way off of welfare or out of a trailer park. And then there's this question of, you know, how do you, how do you reach that audience now? Now there's the marketing challenge right beyond the writing of, you know, how do you get that book into people's hands? I imagine you've done some creative things that way or still figuring it out.

Christine King: I'm still figuring it out. I think I could do more, but, you know, that's really who I wish my audience was. I appreciate everybody that reads the book, but I'm really trying to reach… and actually, just today, I launched a program in dental for the receptionists and the frontline workers who are struggling with perhaps a single income family, how we can help and mentor them to be successful. So those are the people I'm looking for.

Mark Graban: Yeah. And hopefully through this podcast or people listening to the podcast, let people in your family or Facebook circles know about Chris's book. There'll be information and links in the show notes. You mentioned Ray Stata, CEO of Analog Devices. So I was a grad student at MIT in the late nineties, '97 to '99. I remember the building being built. I'm trying to jog my memory if he… I'm pretty certain he came on campus as a guest speaker, and I'm pretty sure Analog Devices was one of the Harvard case studies that we had to read and learn about. I was just curious, thinking through your time as a leader, even becoming a CEO, who were some other CEOs, whether it was tech circles or otherwise, who you got to know and admired?

Christine King: Sure. Well, Ray Stata, since we're talking about him, I mean, he's been a great proponent of diversity and women. And actually, he invited me to be on his board. I think that was… I was one of the first female board members in a semiconductor company. So that was great. Lou Gerstner, I would say, who was the CEO at IBM and did the IBM turnaround and wrote the book Who Says Elephants Can't Dance? had a huge impression on me. I would say he was a mentor, particularly his attention to the customer. And that's one of the things I talk about in the book, is the power of the customer, because if you serve the customer, you're always going to be recognized. And so I would say Lou was another major influence.

Mark Graban: Yeah. And, you know, there's a lot in the book—leadership advice for anybody who is looking to become a better leader yet alone a CEO. And, you know, one thing that's in the book I was going to ask you about was, you know, sort of the three things that you think any successful businessperson needs. And kind of follow up to that, are these particular to businesswomen, or do you think it's different advice than you would give to men?

Christine King: Oh, I think it's the same for everybody. And I think early in your career, one of my principles is to look for the white spaces. And so if you can… technology is a great venue for people because it changes so quickly. So if you can look for the places where it's either new or a place that's underserved… in my case, it was the first microprocessors. Today it might be uses of AI as an example, then it kind of gives you a leap forward. So look for the white spaces. The power of the customer, I think, is really important. And then persistence pays. You have to be persistent, and no matter what the barriers are, I talk about quite a few barriers and how I learned if you can't go through, go around, and keep going forward. So those, I think, are key principles. And you've always got to be persistent.

Mark Graban: And then you talk about the three things people need. What are the three things people don't need if you're going to thrive?

Christine King: What they don't need is… they don't necessarily need to have an Ivy League education or connections when they start out. Definitely don't need to sweat the small stuff, so don't sweat things that don't really matter. And you don't need an ego. You know, when it's all about you, that's not going to make a successful leader.

Mark Graban: Yeah. One other thing I was going to ask you, Chris. There's a phrase that came to mind here when I think of different firsts, and it's, this phrase is, you know, “first, but not the only.” So I'm curious, and I don't follow the semiconductor industry that closely. How many other women have followed in your footsteps within semiconductor companies?

Christine King: A small number. So, Lisa Su is the CEO at AMD, Advanced Micro Devices. I worked with Lisa early in her career. I was ahead of her, and she's been phenomenally successful. Of course, she does have a PhD from MIT, but there aren't too many. It's still a very small percentage.

Mark Graban: Yeah. And I imagine over time, the percentages of women entering electrical engineering are increasing.

Christine King: Over time, it's increasing, but it kind of got maybe to the five to ten percent level and then kind of went a little bit down. So it's definitely more than when I was in school, but it had… I don't know. Women, for some reason, aren't attracted to these kinds of hard sciences. I don't understand why because women are very good at them, and they obviously can make you very successful. And, you know, they make a lot of money.

Mark Graban: Yeah. Well, and, you know, my wife is an engineer who's a business executive, and there's a lot of women trying to help figure that out. How do you keep girls from not getting off a technical track, even in middle school, in terms of girls doing great in math and science, but there's different social pressures or family pressures that kind of steer them in other directions. So I know there's a lot of people working on that, for sure.

Christine King: I mean, my grandson's 16, and he's in robotics, but I don't see very many female members of those robotics teams, unfortunately.

Mark Graban: Yeah, well, you're setting an example. And again, your book is one to get in the hands of girls and young women who are interested in technical careers. So hopefully, listeners will think about maybe gifting the book to someone who could use Chris's influence. One other question I wanted to ask you. Since the theme here is about learning from mistakes, I'm curious, from your leadership roles, your thoughts. One thing I've tried to advocate for is having a culture where the emphasis is on learning from mistakes and having openness where people aren't pressured into hiding mistakes. This is a very open-ended question. I'm just curious what some of your thoughts and experiences have been around helping create a culture of learning from mistakes.

Christine King: Well, I think as a leader, we definitely don't punish mistakes being made. And I think the main thing is not to repeat them and to learn from them, as you said. And, you know, one of the things that I relate in my book is when I had a stint at being a dairy farmer as a hobby. I don't know who milks cows for a hobby. Dairy farming was mistakes right out there in front of you. And I like to talk about at the end of the day, successes determine how much milk is there in the bucket. And that doesn't lie. So if you do all the right things, if you feed the cow right, you care for it properly, you milk it properly, it all comes out in the milk pail. And if you make mistakes, it's not going to be there. So as you say, it's a super transparent kind of a challenge. And I think I learned more from dairy farming than anything I've done in my career because it keeps you so honest.

Mark Graban: Well, you beat me to it. I was going to ask about some of the lessons learned from that. And I don't know anything about dairy farming. I'm curious what some of the mistakes would be like. I'm clumsy, so I imagine kicking over a bucket full of milk would be a mistake, a physical mistake I might make. What are some of the mistakes?

Christine King: Well, it's the ultimate problem-solving issue because a farm, a farmer is faced with so many things that are out of their control. You know, so we all know it's things like weather or the health of a cow, as an example. And you always have to be there and do the work. So if your cow’s having a calf, a calf's being born, you better make sure that that goes okay, or you have a big issue. And so I just found it was the level of work and honesty. It competes with no other.

Mark Graban: Yeah. And then, you know, tell me about… I know nothing. Also, I also know nothing about equestrian competitions. I'm curious to learn what… I mean, tell us a little bit more about that. And were there also lessons learned as you found lessons in dairy farming?

Christine King: Well, everything that I've done, I always have an objective. And I think that's another thing we can talk about in leadership. It's like, what's that objective out there, that is the challenge that you want to overcome. And so I decided I'm going to learn how to be a cow cutter. And you're on a horse, and you're wrestling those cows around. And it's a tough sport. And I started from nothing. And in my book, I show the first competition I'm in, I'm falling off my horse, about to hit the ground. But it's that you have to keep with it and be persistent. And if you find the right team, the right people, you do all the right things, you work hard at it, in the end, you can excel. And so I find those physical challenges, like dairy farming or riding a horse, to be the ultimate in challenge. And I love having a goal and then achieving it. And you're building all along the way. So it's kind of like building a company. You know, you want to be a champion cow cutter, or you want to ride horses in the world finals. It's all the same process.

Mark Graban: And so when you talk about cutting… So I have seen that a few times. I've gone to some rodeo competitions in Texas, and that's one of the main… I've seen, like, kind of turning, pointing the horse's nose…

Christine King: Yeah.

Mark Graban: I mean, it seems like very subtle movements of the rider and the horse have a big impact on the cows. Like there's, it seems, a lesson there.

Christine King: Well, there's a lesson, yeah. And you've got to mirror the cow. And so what I love about it is there's three minds involved. There's your mind, there's the horse's mind, and there's that cow's mind that you're not going to have a lot of control over. So, but, you know, in a lot of ways, a lot of these sports are an engineering problem because it's all about angles and, you know, how do we trap that cow so they can't move? So there's a lot of parallels, for sure.

Mark Graban: Sure, and I think maybe there's some leadership parallels of how do you influence others? You can't, you're not controlling them. You have to try to lead and influence and convince them to do what you're hoping they do.

Christine King: That's right, you do.

Mark Graban: I mean, the corporate phrase, it seems, is, you know, herding cats. That would be more difficult than herding cattle.

Christine King: I don't know about that. Cattle are big, so it's a lot to wrestle there. But, you know, they do… you know, a lot of times, business is about how do you herd that cat? How do you synthesize all these different factors to make a successful business?

Mark Graban: Yeah. Well, there are themes, it seems, Chris, in your life, in your career of aiming high, solving problems, achieving great things. There seems to be, I think, of that phrase, “excellence is a habit.” That seems to be a habit you've developed. That phrase seems to apply to you.

Christine King: Well, I like tough problems, and I'm hoping that my book and anyone that I interact with can gain the confidence that they can meet those challenges and aspire to big things.

Mark Graban: Yeah. Well, Chris, thank you so much for being a guest here again. Our guest, Christine King, or Chris as she goes by. Her book is titled Breaking Through the Silicon Ceiling. Her website is christineking.com. I'll make sure there's links to that and the book in the show notes. So, Chris, this has been a real treat. Thank you for sharing your story and your favorite mistake. I'm glad it turned out for you.

Christine King: Thank you, Mark. I appreciate it.

Episode Summary and More

Christine King: Blazing Trails in Semiconductor Leadership

Breaking Boundaries: Christine King's Trailblazing Career

Christine King is a pioneer in the semiconductor industry, widely recognized as the first female CEO in this competitive field. Her journey from a single mother in the 1970s to leading billion-dollar companies like AMI Semiconductor, Standard Microsystems, and QLogic Corporation is nothing short of inspirational. With a strong foundation in electrical engineering, Christine's influence extended across engineering, sales, and general business management.

Her career, marked by numerous firsts, has shattered countless glass ceilings. From leading multiple tech companies to founding her own firm, Expedition Electronics, Christine has consistently demonstrated resilience and ambition. Her achievements showcase not just her leadership skills but also her ability to navigate traditionally male-dominated spaces, ensuring her legacy in an evolving industry.

Embracing Accidental Paths: An Unplanned Engineering Journey

Sometimes life’s greatest decisions come from unexpected places. Christine King's venture into electrical engineering began not with a calculated career plan but as an attempt to impress a male colleague. Initially aspiring to be a teacher, Christine's introduction to engineering was purely coincidental, yet it became a defining moment.

Despite initial doubts and challenges, Christine found her passion in engineering, proving that unplanned mistakes can lead to remarkable outcomes. While her relationship did not last, the unintended consequence of her choice to study engineering opened doors to a successful and groundbreaking career. This journey, sparked by a seemingly trivial decision, underscores the importance of being open to new experiences and taking risks.

Overcoming Early Obstacles: Education and Welfare

Christine’s path was fraught with challenges, particularly in her early years as a young mother on welfare. At a time when societal norms expected women to remain at home, Christine took bold steps to pursue higher education. Convincing her caseworker to allow her to attend college was her first major sale, showcasing her tenacity and vision.

Utilizing financial aid and scholarships, Christine started her academic journey at a community college, a stepping stone that provided her a solid educational foundation. This period was not just about acquiring degrees; it was about laying down the blueprint for a career that defied expectations and set new standards in the tech industry.

Navigating Gender Barriers: A Woman Among Men

Throughout her career, Christine often found herself as the only woman in the room, whether in academic settings or corporate boardrooms. Despite facing skepticism and gender bias, she maintained her focus on her goals. Her ability to not sweat the small stuff and continue pushing forward allowed her to rise through the ranks.

From being mistaken for a secretary in her early days to leading teams and eventually entire companies, Christine's journey is a testament to her resilience. Every challenge was met with a strategy to win the larger war, even if it meant small compromises along the way. Her strength in navigating these male-dominated environments has paved the way for future generations of women in STEM.

Transition to Leadership: Leveraging Technical Expertise

Christine’s transition from a technical expert to a leadership role was driven by a recognition of how much more she could achieve through effective management. Leading a small team of engineers, she quickly realized the power of leveraging collective skills to accomplish larger objectives. This shift allowed her to multiply her influence and contribute more significantly to the organizations she served.

Leadership came with its own set of challenges, particularly when managing areas outside of her technical expertise. Learning to trust her team and develop keen instincts became crucial. This journey from technical roles to executive leadership highlights the importance of adaptability and the impact of empowering those around you.

Challenges at the Top: Breaking Through Glass Ceilings

While Christine found acceptance and cooperation from her team members, she noted that the most significant challenges often came from her superiors. Senior managers, sometimes threatened by a woman’s success, posed the greatest hurdles. Yet, she remained undeterred, continuously proving her worth and breaking through the glass ceilings.

Her story is a shining example of perseverance and dedication in the face of adversity. Christine's success in navigating these obstacles has set a precedent in the industry, inspiring not only those who follow in her footsteps but also reshaping perceptions about women’s capabilities in leadership roles.

Conclusion (Exclusion of Repetition)

Christine King’s career is a remarkable narrative of resilience, ingenuity, and pioneering spirit. From humble beginnings to top-tier executive roles, her journey offers invaluable lessons on overcoming barriers, embracing unexpected opportunities, and leading with vision and strength. Her legacy continues to inspire and pave the way for future leaders in the semiconductor industry and beyond.

Expanding Horizons: From Semiconductors to Healthcare Software

Christine King's career took an interesting turn when she transitioned from the semiconductor industry to leading a healthcare software company. The new role allowed her to work closely with a diverse array of professionals, many of whom were women, especially in the field of dentistry. This shift provided Christine with a refreshing change of environment and new challenges to tackle.

Christine's transition was not deliberate but rather an opportunity that arose, reflecting her adaptable and risk-taking nature. The experience in the healthcare software industry added another layer to her already impressive career, showcasing her versatility and willingness to embrace change. It also provided a platform to demonstrate her leadership skills in a new domain, proving that good leadership transcends industry boundaries.

First CEO Role: A Baptism by Fire

Christine’s first day as a CEO was September 11, 2000, a date that would soon become historic for entirely different reasons. Being thrust into a leadership role during such a tumultuous period required immense fortitude and adaptive thinking. With her board unable to assist immediately due to the geographical and emotional distance from the East Coast, Christine had to navigate this challenging landscape on her own.

This initial experience set the stage for her approach to turnaround situations. Christine understood that motivating a demoralized team while leveraging the company's core competencies was crucial. Her strategic vision and ability to innovate were put to the test, and she successfully led the company by focusing on strengths and adding new elements to scale up operations. Her leadership culminated in taking the company public two years later, one of the first tech IPOs after the 9/11 attacks.

Mastering Turnarounds: Strategic Shifts and Cultural Integration

Christine became known for her knack in turnaround situations with companies in distress. Whether it was during the post-9/11 tech downturn or the 2008 financial crisis, Christine consistently demonstrated her ability to diagnose and address complex corporate problems.

For instance, at AMI Semiconductor, she spearheaded the acquisition of a European semiconductor company. The challenge was not just integrating two businesses but also melding two different corporate cultures. Christine's approach was to capitalize on the best practices from both entities, turning potential pitfalls into advantages and significantly enhancing the combined company's output.

In another instance, during her tenure at a company dependent on the faltering PC market in 2008, Christine shifted the strategy towards automotive and industrial sectors. This strategic pivot not only helped stabilize the company but also set it on a path to long-term success.

Resilient Leadership in Crisis: Lessons Learned

One key lesson Christine highlights is the importance of making bold moves during crises. In her words, “you can only go up.” This mindset allowed her to implement transformative changes without the paralyzing fear of failure. Her approach was to create wake-up calls within organizations to rejuvenate and motivate teams, pushing them to exceed their perceived limitations.

Embracing the Media Spotlight

Being the first female CEO in the semiconductor industry brought considerable media attention. Christine viewed this not as a burden but as a beneficial platform that drew attention to her companies and their missions. By sharing her background, she demonstrated vulnerability and relatability, which strengthened her leadership credentials and inspired many.

Christine's narrative was not just about breaking barriers but about embracing the attention to further her companies' goals and to foster a larger conversation about women in leadership roles. Her visibility helped challenge the status quo and paved the way for future generations of women to aspire to leadership positions in tech and beyond.

Writing Her Story: “Breaking Through the Silicon Ceiling”

Christine’s journey from a welfare mom to a pioneering CEO is a testament to her resilience and determination. This extraordinary path is captured in her book, “Breaking Through the Silicon Ceiling.” The motivation behind the book was to inspire individuals who might not have the advantages of an Ivy League education or networked connections but possess the drive and determination to succeed.

Collaborating with Gerald Kimberwhite, Christine managed to articulate her experiences and strategies for overcoming socioeconomic and gender barriers. The book aims to motivate those who feel marginalized or underprivileged, affirming that success is attainable through perseverance, strategic thinking, and a willingness to seize opportunities.

Innovative Outreach: Empowering Frontline Workers

Christine's commitment to mentorship and support extends beyond the tech industry. She recently launched a program aimed at dental receptionists and frontline workers who often juggle responsibilities with limited income and resources. By providing mentorship and professional development opportunities, Christine hopes to inspire a new wave of success stories, much like her own.

Her efforts emphasize the importance of nurturing talent and providing the necessary support systems to help individuals achieve their full potential. This initiative is just one of the many ways Christine continues to make an impact, broadening her influence beyond traditional corporate settings.

Christine King’s legacy is a compelling blend of pioneering leadership, strategic versatility, and an unwavering commitment to empowerment. Her story resonates across industries and serves as an enduring source of inspiration for aspiring leaders worldwide.

Influences and Mentorship

Throughout her illustrious career, Christine has had the privilege of being influenced by some of the pioneering leaders in the industry. Ray Stata, the co-founder of Analog Devices, was one of the first to recognize Christine’s potential and invited her to join his board, making her one of the first female board members in a semiconductor company. His support for diversity and women in leadership has been instrumental in her journey.

Another key influence in Christine’s career was Lou Gerstner, the former CEO of IBM, known for his turnaround of the company and author of Who Says Elephants Can’t Dance?. Gerstner's customer-centric approach left a lasting impression on Christine. She highlights the crucial lesson she learned from him: the power of serving the customer cannot be underestimated. It is this principle that she carried forward in her own leadership style, emphasizing that focusing on the customer invariably leads to recognition and success.

Key Principles for Success

Reflecting on her journey and the advice she has given to budding leaders, Christine identifies three essential principles for anyone looking to succeed in the business world:

Look for White Spaces: Christine believes that identifying and capitalizing on underserved or emerging areas can provide substantial opportunities. In her early career, this was evident when she embraced the advent of microprocessors. Today, similar opportunities might lie in areas like artificial intelligence. The key is to stay ahead of trends and find niches that have not yet been fully exploited.
Power of the Customer: Serving the customer should be central to any business strategy. By understanding and meeting customer needs, a company can build a loyal customer base that is critical for long-term success.
Persistence Pays: Christine emphasizes the importance of perseverance. Facing numerous barriers throughout her career, she learned that persistence is vital. Whether going through, around, or over obstacles, the drive to keep moving forward is crucial for overcoming challenges.

Misconceptions About Success

Christine is candid about what is not needed for success.

Ivy League Education: While beneficial, an Ivy League degree is not a prerequisite for success. Christine herself did not have the advantage of such an education, yet she rose to the top through hard work and determination.
Sweating the Small Stuff: Focusing on trivial matters can derail major efforts. It's important to stay focused on what truly impacts success.
Ego: True leadership is not about self-aggrandizement. Effective leaders focus on their team’s achievements and the company's goals rather than seeking personal glory.

Women in Semiconductor Industry

As one of the few women pioneers in the semiconductor industry, Christine acknowledges that female representation remains low. Leaders like Lisa Su, the CEO of AMD, are exceptions rather than the rule. Despite progress, the percentage of women entering fields like electrical engineering remains modest.

Christine points out that despite women excelling in math and science, societal and familial pressures often deter them from pursuing technical careers. Early guidance and mentorship can help counteract these trends and keep talented women on the technical track.

Learning from Mistakes

A crucial aspect of Christine's leadership philosophy is fostering an environment where mistakes are seen as learning opportunities rather than failures. Encouraging openness and transparency allows teams to learn and grow from their errors without fear of retribution.

Christine draws an analogy from her experience in dairy farming, a hobby that taught her more about the importance of honest work and problem-solving than any corporate role. On the farm, success or failure is immediately apparent. Similarly, in business, honest assessment and continuous improvement are essential.

Lessons from Equestrian Competitions

Christine's foray into equestrian competition, specifically cow cutting, also provided her with valuable insights. The sport requires quick decision-making, coordination, and the ability to work seamlessly with an unpredictable partner – in this case, a horse.

The parallels to leadership are clear: successful leaders must navigate complex interactions, lead teams with diverse perspectives, and constantly adjust strategies to meet evolving challenges. The subtle movements and nuanced control required in cow cutting mirror the delicate balance of influencing and guiding a team in a corporate environment.

Christine King's multifaceted experiences illustrate a journey marked by adaptability, strategic foresight, and an unyielding commitment to empowerment and excellence. Her story is an inspiring reminder that success is not confined to predefined paths but can be carved through dedication, persistence, and a willingness to explore the unknown.

Overcoming Challenges in Business

Christine often draws on her varied experiences to navigate the complex landscape of modern business. She uses the analogy of “herding cats” to describe the multifaceted nature of problem-solving in her industry. Unlike cattle, which although challenging, follow familiar patterns, the numerous variables in business often require innovative thinking and adaptability. Synthesizing diverse factors—from market trends to team dynamics—is essential in crafting a strategy that leads to success.

Christine's drive to address tough problems has been a cornerstone of her career. She famously courted seemingly insurmountable challenges in her professional life, leveraging them as opportunities for growth and innovation. This mindset led her to create and advocate for strategies that push boundaries and aim high.

Excellence as Habituation

Christine embodies the phrase “excellence is a habit,” emphasizing that consistent high performance doesn't come from occasional bursts of effort but through a sustained, habitual commitment to quality and improvement. Her career has not just been about meeting goals but setting benchmarks for others to follow.

In her book Breaking Through the Silicon Ceiling, Christine shares this philosophy, aiming to inspire readers and anyone she interacts with to develop the confidence to tackle big challenges. It's about fostering a mindset that seeks excellence in every aspect of work and life, thereby making success an accumulative process rather than a single event.

Sharing Wisdom and Experiences

Christine's website, christineking.com, serves as a platform where she extends her mentorship beyond direct interactions, offering insights on leadership, problem-solving, and navigating the corporate world. She uses this space to share her stories, lessons learned, and the strategies that have propelled her to the top. Her intention is to provide a resource for others to gain the tools they need to excel in their own careers.

Christine's approach is holistic, valuing both the scientific precision needed in the semiconductor industry and the human elements crucial for lasting success. She knows that breakthroughs often come from where least expected—from diverse teams, unconventional strategies, or even the lessons gleaned from her personal hobbies and interests.

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