Carolyn McMahon

In this insightful Q&A, Carolyn McMahon, Vice President and Director at Honda Australia, shares her remarkable journey from her early days as an exchange student in Japan to leading one of the most iconic automotive brands in the country. With over three decades of experience at Honda, Carolyn has not only excelled in various roles but has also been a trailblazer and role model for women, both at Honda and in the automotive industry.

WinA was lucky to spend the time with Carolyn delving into her career journey and insights ahead of her upcoming next move to Honda New Zealand where she will become the first female President.

Can you please explain your job at Honda Australia to us?

I am currently the Vice President and Director at Honda Australia. 

In my role as Vice President, I oversee the automotive business here in Australia, while my position on the Board of Directors gives me general oversight of the entire company. 

I also manage shared services across our motorcycle, power equipment and marine divisions. Essentially, I am responsible for ensuring that the business is running effectively, so that we continue to deliver the best customer experience and sell lots of cars. 

What was your first job and the pathway from there to where you are now?

When I was 16, I was a Rotary Exchange student and had the opportunity to go to Japan. That experience turned out to be a pivotal moment, as it led me to a career with Honda. I joined the company right after university, and my first job was as a secretary (now known as an executive assistant) to the Japanese managing director. 

Over the years, I’ve had the chance to work in various parts of the business. My first decade at Honda was focused on human resources, administration, and back-office functions in both motorcycles and motor vehicles. 

In my second decade, I transitioned into sales and marketing, becoming the first female state manager overseeing Honda Centres. 

Later, I became the first female sales and marketing general manager, which allowed me to gain even deeper insights into the business. 

In my most recent role, I’ve been at the director level, where I’ve been able to focus on my two passions: diversity and leadership. 

It’s been an incredible journey!

What do you love most about your role? And does it have its challenges?

There are two main things I absolutely love about my role. First, it’s the Honda philosophy, which I carry with me everywhere. This philosophy, written by Mr. Sochiro Honda over 70 years ago, is built on a few core principles. 

One being "respect for the individual," which really resonates with me. 

The fact that Mr. Honda was emphasising the importance of respect, trust, equality, and initiative so long ago is something I find incredibly inspiring. These values hooked me early in my career and are probably why I've stayed with Honda for so long.

The second thing I love about my current role is the opportunity to nurture the next generation.  I’ve been fortunate to have many incredible opportunities, and I’m deeply grateful for them. 

Now, I want to ensure that the next generation of leaders get those same opportunities, to be able to continuously learn, gain experience, and be well-prepared to take the baton when the time comes, so they can continue guiding the company forward in the future.

How do you overcome challenges?

We all face challenges every day, and for me, being a woman in my career has brought its own unique set of challenges. 

Early on, it was often hard to know how to present myself. As a woman, I was sometimes advised to be more assertive, but when I did, I was told I was being too aggressive. Other times, I was told I was too soft and needed to be more direct. 

The constant back-and-forth of feedback, coupled with the lack of role models to guide me, was challenging. 

Over the years, however, I’ve learned to experiment with my own style and figure out what works best for each role. 

At the end of the day, staying true to myself and being authentic is key. I’m naturally empathetic, so I make sure to lead with that, but I’ve also learned to be tough when necessary. Understanding this balance has helped me navigate difficult situations with more confidence.

How do you go about attracting and retaining female talent in your workplace?

First and foremost, it’s essential to address and eliminate unconscious bias. 

Both men and women often carry unconscious biases about their roles, especially in male-dominated industries like automotive. 

It’s important to challenge, question and confront these biases in order to create an environment where everyone feels encouraged to step forward and explore new opportunities.

One of the initiatives we focus on at Honda is leadership programs for women. While leadership programs should be available to everyone, women in male-dominated industries may sometimes experience imposter syndrome or a lack of confidence. These specialised programs address those challenges, helping women build confidence, recognise their value, and develop stronger self-belief. 

Participants in this program often express how reassuring it is to understand that they are not alone in feeling this way, and they really appreciate having a space to discuss and work through their experiences.

The third key element, which Honda excels at, is our job rotation program. At Honda, you’re not just stuck in one role, but you’re encouraged to explore different positions within various departments. 

I’d say my entire career has been a journey of job rotations, and if you're open to it, there are constant opportunities to take on new roles and expand your skills.

What is your advice for a female trying to expand her career in automotive or move up to a more senior position?

One of the most important things to learn is self-awareness and how to build self-belief. 

Throughout my career, I’ve often been told that I shouldn’t have been given certain roles because I lacked experience, or I was questioned why I was in a position that seemed to be reserved for others who were more qualified. 

I’ve been unexpectedly challenged or received feedback from people who didn’t fully understand my potential. In those moments, having self-belief was crucial. 

I truly believe that the earlier women can learn to develop this self-confidence, the easier their careers will be. If you can master it earlier, it can be a game-changer in your career. 

How do you maintain a work/life balance?

Over the past 30 years, I’ve experienced many different phases in my life while working for Honda. 

As a young graduate, I worked extremely hard, often putting in long hours. But as I got older and had a family and my priorities shifted. 

I have one son, whom I call my "limited edition," and as a parent, you learn to balance work and family. Now that he is a teenager and can carry himself, my focus has shifted onto my parents and being there for them, all while spending time with my partner as we navigate life together. 

Prioritising all of my roles in my personal and professional life is crucial, and I don’t think that the mental load that women carry is often fully understood. Partners, family, and friends have such an important role to play in my life.

There are moments where either my work or personal life has to be a priority, and it can shift depending on where you are in life. 

When you have young children, family naturally becomes a bigger priority, and as your children grow and become more independent, you may find you have more time for work. 

I would tell people to be mindful of the stage they’re currently in and recognise that you can only manage what’s within your control and what you value most. Striking that balance is part of navigating life in this world.

What is the best piece of advice along the way that you were given?

When I was first promoted to my first general manager role, I struggled with imposter syndrome. I was quite nervous at that point in my career, taking a role in the senior leadership team, so I had decided to take a backseat and learn as much as I could. 

After a few meetings, my director pulled me aside and said, “We didn’t promote you to be a bystander. We promoted you because we want to hear your voice and your ideas. Please speak up.” 

That was a turning point for me. I had to push myself to contribute at every meeting, even though I was nervous. 

Once I started speaking up, I couldn’t stop! 

This taught me that sometimes, you just have to take that first step and it gets easier from there.

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