A Q&A With Top Woman in Retail Honoree Mecca Mitchell, SVP, Leadership and Organizational Transformation, DEI and Community Impact, Burlington Stores

Women in Retail Leadership Circle (WIRLC) recently released its 15th annual Top Women in Retail report. The valuable resource highlights female executives who impressed our Editorial team as well as colleagues from the industry. Mecca Mitchell, senior vice president, leadership and organizational transformation, DEI and community impact, Burlington Stores, is one such example. Here’s a sampling of Mitchell’s interview featured in the report.

Women in Retail Leadership Circle: Your role at Burlington involves overseeing leadership and organizational transformation. Can you share some of the strategies you’ve implemented to build knowledge and capabilities across the workforce?
Mecca Mitchell: One word … INVESTMENT! At Burlington, our investment in developing talent is comprehensive and robust. From evolving our leadership competency model to meet the needs of our business to the revamp of dynamic programming and experiential offerings, at every level we’re exploring ways to pour into our people. This investment is also differentiated across our various business units. By taking both a macro (enterprise) and micro (business specific) approach, we’re able to create impactful programs that are both substantive and sustainable.

WIRLC: As Burlington’s leader in DEI, how do you balance profit-driven goals with a strong commitment to DEI and community engagement?
MM: At Burlington, we don’t believe the issues are irreconcilable. Our stores are located in demographically, geographically and socioeconomically diverse communities. Our workforce is representative of those communities. Leveraging DEI best practices helps to create stronger brand loyalty and drive better business by ensuring that we’re able to offer products and services that are responsive to our customers’ needs, while also creating inclusive work environments that drive innovation. Supporting thriving communities through our philanthropic efforts also advances our business, while promoting good corporate citizenry. Therefore, for us it’s not an either or analysis, it’s both and more!

WIRLC: While your career path has been diverse, spanning law, healthcare, government, and retail, you’ve said advocacy is a common thread in your career. How do you define advocacy in the workplace, and why is it so critical to you?
MM: For me, advocacy in the workplace is rooted in the ability to balance your personal intentions with your professional conduct. I’ve always been a “right fighter” — fighting for issues that matter (justice, opportunity and access) and for people who need it the most. I’ve leveraged my positions to advocate where and when it matters most for the benefit of others. At Burlington, we believe in empowering people to live better lives and build brighter futures. I believe that is always worth fighting for.

WIRLC: What’s a lesson you learned that changed you as a leader?
MM: The exercise of professional courage, early and often in your career, is a skill worth mastering. The ability to show up authentically, to speak truth to power, to stand up and speak out when it matters the most — this is the manifestation of professional courage. My leadership trajectory completely changed once I embraced the power and practice of professional courage.

WIRLC: You’ve been involved in mentoring programs like Judge Judy’s Her Honor Mentoring Program. What role does mentorship play in fostering the next generation of leaders?
MM: I’ve always believed that, as senior leaders, the price we pay for occupying the leadership seat is that we’re intentional about creating pathways of ascension for those who will follow us. Whether it’s starting early through programs like Her Honor, which target high school students, or our partnership with Temple University to mentor promising student-athletes, or our internal professional mentorship program that focuses on high potential and emerging talent, all of these programs are designed to ensure that the leaders of the future are better prepared to navigate a rapidly changing retail landscape and dynamic workforce. 

WIRLC: As someone who wears many hats professionally and personally, how do you balance your responsibilities and maintain a sense of purpose in your work?
MM: I’ve always been guided — both personally and professionally — by a true north steeped in integrity and contribution. Like many others, there are times when I feel overwhelmed or particularly challenged. And it is during those times that I source my strength by holding fast to my true north principles. They remind me that the work that my talented team and I support helps transform lives — lives of our associates, our customers, and our community members.