First, The Glass Ceiling – Now, Women Fight Robots for Their Careers

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Eliza VanCort(by Eliza Vancort) The Terminator will kill us. The Matrix will grind us down into batteries. And yeah, Ex Machina. Humans have a time-honored tradition of being terrified that sentient machines are going to destroy everything.

Recently McKinsey Global Institute released the study, Generative AI and the future of work in America. The report was a measured exploration of “Which jobs will be in demand? Which ones are shrinking? And which ones could be hardest to fill?” The headlines in the media were quite different. “Nearly 80% of women’s jobs could be disrupted, automated by AI.”

In reality, what the studies said isn’t really new. It’s the same American story, different facts. Replace “AI” with “pandemic” or “economic downturn” and experts arrive at the same conclusion. In times of upheaval, the people who are hit the hardest in America are women, particularly women who are members of targeted groups with less power and privilege.

Here’s how women can prepare and optimize opportunities for the AI era.

     1. Take “STOP AI” off the table
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We can no better stop the AI train than we can stop capitalism. Despite this, many people are working to stop companies from using AI technology instead of humans. This is a losing battle. We live in a capitalist society where maximizing profits is the priority. There are some uses of AI which absolutely can be regulated, such as the demands outlined in the SAG strike. That said, AI isn’t coming, it’s already here. McKinsey estimated that “half of today’s work activities could be automated between 2030 and 2060.” The question isn’t if, or even when. The question is what can you do to prepare?

     2. Give the right support to the right people.

Women and people of color in low wage jobs without higher education are most likely to be impacted by AI. They are fourteen times more likely to have their jobs disrupted than higher-wage positions. For these women, education and training to keep up with this emerging technology is a must. Unfortunately, childcare responsibilities still disproportionately fall on women, and this takes a toll. For example, according to the KFF Women’s Health Survey, during the pandemic, “Three out of ten working mothers said they had to take time off because school or daycare was closed.” If women don’t have access to affordable childcare, they are the childcare. Women must have access to training and education, but this is impossible for many without care for their children. They must go hand in hand.

     3. Make a difference.

One critical way to claim space is to support other women. If you’re a leader in the public or private sector, work to implement new practices and programs now to position your employees for success in the new era of generative AI. For example, even if your organization doesn’t have the budget for in-house education, experts are now predicting that “Implementing AI can bring about a transformative change in access to education through the creation of personalized learning programs that are tailored to suit each student’s unique learning style, preference, and aptitude.” In other words, AI can help you scale and tailor education for your employees affordably. Get creative about making a difference.

     4. Robot-Proof Your Job.

Women are conditioned to be caretakers both in their actions and their communication. This has often resulted in women doing jobs which capitalize on our ability to read people and communicate well, the jobs that require soft skills. The great irony is that soft skills have traditionally been devalued by many because, well, when women go into fields, the field gets less respect and pay. Yet in the new world of AI, those are the very skills that AI just can’t do well. For example, teachers, nurses and therapists are not predicted to be replaced by AI any time soon. If you have soft skills, go into fields that require them, or use those skills to help you stand out in your field. Jobs where humanistic tasks are required, or will augment the job, will be much safer from displacement. If you don’t feel your soft skills are strong, it’s time to brush up on them.

     5. Take Advantage of the Positives
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AI is positioned to help women more than men in ways we really need it. One example? Domestic labor. Women have been held back for years by the amount of time they spend on domestic labor. A Pew Research study just recently reported that, “Even when earnings are similar, husbands spend more time on paid work and leisure, while wives devote more time to caregiving and housework.” Should relationships be more equitable? Of course. But they aren’t, and AI has the potential to allow women with the financial means to lessen their domestic load. In fact, research suggests AI may be able to automate about 39 per cent of domestic work within 10 years. Find every advantage like this and capitalize on it.

     6. Position Yourself for Success.

This is a pivotal moment in history where women can jump into a field that men do not yet fully dominate. Take every opportunity to educate yourself about this emerging technology while it’s developing. By doing so you will not only survive, but you will position yourself as a leader. If your employer doesn’t support continuing education, get ahead of the problem and think about finding a place that does now. Think ahead so you don’t get left behind.

We can’t stop the AI train. But unlike other times in history, we know this train is coming, and we can prepare for it. This is a moment for women to uplift each other and succeed in a field we have not yet been shut out of. Technological apocalypse need not be our destiny. Women shouldn’t just survive the AI train. With the right preparation, we can thrive.

By: Eliza VanCort, Transformation Teacher and #1 bestselling author of A Woman’s Guide to Claiming Space: Stand Tall. Raise Your Voice. Be Heard (named Maria Shriver’s book of the week), who has dedicated her life to empowering women to live bravely and claim the space they deserve.

(The opinions and views of guest contributions are not necessarily those of theglasshammer.com).

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Why Introverts Make Powerful Leaders

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introvert leadersIntroverts are the folks who prefer to recharge their batteries alone rather than with other people. That isn’t to say they don’t like people — many introverts love working with others, but they also value their alone time. Sometimes, but not always, they may also have low self-confidence. They may not be able to see themselves in a leadership or administrative role. That’s where they’re wrong — introverts make some of the best leaders for several reasons.

What Is an Introvert?

An introvert is someone who may keep to themselves more often than not. They recharge their batteries by working and relaxing alone and may prefer small groups to large gatherings. However, being an introvert doesn’t mean someone is afraid of speaking or can’t step up to be a leader. Around 12% of people identify themselves as completely introverted, often drifting toward extroverted partners who likely can help them express themselves better.

Some traits commonly associated with introverted people include the following:

  • Quietness
  • Shyness
  • Thoughtfulness
  • Prefers privacy
  • Easily overstimulated

These traits are loosely related to introverts, meaning they may not fit every introverted person and might even relate to some extroverts. Many introverted people enjoy being around others and participating in social activities — they may just choose to take part on their own terms.

Introverts and extroverts have their places in business. However, workplaces with extroverted leaders yield 14% lower profits on average. While every person is different, introverts more often have traits that would make for exemplary leadership.

3 Stellar Traits of an Introvert Leader

Introverts often have traits that ensure they can lead teams well. Sometimes, the best leader isn’t an outgoing one who blazes the way — it’s the strong one who quietly reassures their team while supporting them from behind and picking them up when they fall. Strong leaders allow their employees to stand on their own without getting in the way of their successes, but they’re always there to provide guidance and offer a listening ear.

Many introverts are born with traits that naturally help them grow into better leaders than their peers. While some introverted people may not feel comfortable leading large groups, their quiet awareness and thoughtful decision-making can be vital to any team.

1. Expert Listening Skills

Many introverts prefer to listen over talk, participating more passively in conversations. Because they spend less time talking, they can study their conversational partners and pick up on small nuances, especially tone and body language, making them experts at listening to and reading people.

For example, something as simple as the pitch of someone’s voice can indicate whether they’re nervous or confident, something that people who aren’t as intuitive wouldn’t pick up on. Introverts might be able to identify these subtle changes in a person because their listening skills are often sublime.

2. Sincerity Above All

Extroverts can be genuine, too — they may find it easy to connect with other people and praise them for their exploits. However, you may be less likely to receive compliments from an introvert. Since introverted people often don’t talk as much as extroverts, going out of their way to compliment someone might mean much more than an extrovert who praises someone whenever they get the chance.

Around 96% of people feel praise makes them more productive, so an introverted leader who genuinely expresses their opinions is a must-have in any business. An introverted leader will assess the situation and praise anyone who deserves it — and they’ll be able to guide anyone who needs assistance.

Similarly, introverts will stand up for themselves. Introverted people may often come off as shy, but in a workplace, they can feel empowered to stand behind their decisions and won’t let people walk all over them. An introvert can exude confidence just as much as an extrovert, so employers can feel assured in enlisting an introvert in a leadership space.

3. More Creative Solutions

Extroverts and introverts can both be creative, but since introverts use self-reflection and think before acting, they have more time and opportunity to develop innovative solutions to tricky problems. When in business, you must understand situations from several angles. Having someone who considers every perspective is vital to the well-being of any company.

The best decision-making process relies on gathering the necessary information and sitting with it before making any conclusions too hastily. Many introverted people prefer to wait before making a decision and think over all the possible outcomes and variables so they understand the facts before making a decision. This person is valuable for any business, especially during times of crisis.

Introverts often use their intuition, leading them to success and practical decision-making. As a result, they’re more likely to realize when someone needs a little extra encouragement or just a friend to lean on. They’ll likely ensure everyone is involved in a project or feels appreciated in their team. That way, these leaders know everyone is included in a group.

How to Make Yourself a Better Leader

The good news is you don’t have to change yourself to become a better leader or pretend to be something you’re not. Both introverts and extroverts are valuable in leadership roles — as long as they demonstrate the right skills to prove they can support a team.

If you want to gain some of the most beneficial traits of a powerful leader, you’ll have to tap into yourself and learn how to reflect and listen more than you talk and act. Introverts make great leaders because they tend to solve problems more effectively, adding immense value to their company.

Here are some soft skills you should work on building if you want to succeed in a leadership role:

  • Active listening: To help others solve their problems
  • Critical thinking: To solve problems with your head instead of on impulse
  • Proper communication: To get across ideas and uplift others

You shouldn’t have to change who you are to fit any role. However, improving certain skills and learning different methods of problem-solving and communication can benefit you as you transition into a leadership position.

Introverts Are Some of the Best Employees to Have

Introverts tend to lean on the more intuitive and reflective side, making them an asset to any business, thanks to the skills they’ve honed in their interactions throughout the years. They’ll provide a fresh viewpoint and sage wisdom after thinking over certain possibilities. While some introverts might not have the best conversational skills, they’ll do their jobs to the best of their abilities and tackle new things that come their way.

However, both introverts and extroverts can make great employees. The best team members are well-rounded and demonstrate characteristics that will help a business flourish and positively affect company culture. One personality trait can’t guarantee a good leader, but it can help people understand where they’re lacking and how they can improve for the sake of their workplace.

By: Mia Barnes is a freelance writer and researcher who specializes in mental wellbeing and workplace wellness. Mia is also the Founder and Editor-in-Chief of Body+Mind magazine, an online women’s health publication.

(The opinions and views of guest contributions are not necessarily those of theglasshammer.com).

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Alison Taylor: Investment Vice President, PGIM Real Estate

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Ali Taylor“The best leaders I’ve seen have always made time for people – regardless of level and the topic of conversation,” says Alison Taylor.

Taylor joined PGIM Real Estate after graduating from the McIntire School of Commerce at the University of Virginia. She had an initial introduction to real estate through prior internships and coursework but found a home at PGIM, and she has grown within the company into a leadership role.

“The longer I worked here and the more I learned, the more interesting real estate became – especially the debt side,” says Taylor. “It surprises me how much I continue to enjoy and feel challenged by the work and the opportunities that have been afforded to me here at PGIM.”

Continuing to Learn Each Day

“No day and no deal are the same,” says Taylor. “Each day presents a different challenge, and I can truly say that I learn something new every single day.”

She loves the variety of her days, which has progressed by the shifting office dynamics during and following the pandemic. As a self-starter, Taylor works independently, pacing herself towards deadlines, which serves in her multi-faceted role. “I have a lot of different responsibilities and work cross-functionally with people across the business, but I’m able to keep on track, juggle a bunch of things and know what needs to be placed on the back burner.”

Taylor feels she brings realness to the table, but she proves that it doesn’t have to hit hard – that people can assert their own opinions while valuing others’.

“I’m very to the point, but not in an aggressive manner. When I was working on the originations side of the business, I was able to pass on a deal or let someone down nicely, but they would still walk away feeling good about themselves,” she says.

Lessons Learned Growing into a Leadership Role

As someone who was driven to grow into a leadership role, Ali shared several tips to help achieve the next level – and beyond – of her career, despite what tensions and challenges she faced.

  • Balance Approachability with Authority

In her ever-evolving role, Taylor notes that being approachable is not only important in showcasing her desire to learn and take on more responsibilities to senior leaders – but it is also important in demonstrating the importance of quality work and strong leadership attributes to her junior team members.

“There can be a double-edged sword as I weave my personal stories into my professional relationships, so I can build and continue to maintain them. I have this ability to connect with younger colleagues who may view me more as a friend while still being able to be taken seriously,” she says. “You need to strike a balance of approachability and authority, so that when we’re actually working on projects and dealing with teams, everyone sees that this is business. I expect very high-quality work and sometimes, we’ll be working late. But I’ll be there right alongside my colleagues.”

Currently, Taylor sees herself straddling the line between taking on the responsibility of seniority and still actually doing the work to show more junior members how it’s done and what’s expected.

“It can be a weird limbo state, where you’re not quite the final decision-maker, but you’re experienced enough to know what will drive successful outcomes for the company,” she says. “That can be a challenge day-to-day.”

  • Own Boundaries and Your Availability

As she has risen through the ranks, Taylor has started to learn the art of delegation and saying ‘no.’

“When you’re junior and hungry, you work late, so you can take it all on. However, I think it serves your growth to start setting boundaries as you advance. I don’t have children yet, but I am still going to sign off at a reasonable time and have a nice dinner with my husband,” she says. “You need to set boundaries, and sometimes, it means saying no or that you’ll look into something at a later time – as your schedule and workload permits.”

She notes this is especially important after working remotely during the pandemic, which created an expectation of 24/7 availability.

“It’s important to not always be accessible via setting clear boundaries, such as calendar blocks and/or letting colleagues know you’ll get back to them,” she says. “Once you’ve reached a certain point, where people know you are responsive and trustworthy, you can put those boundaries in place, and there’s something powerful about that.”

  • Find Power in the Pause

Recently, Taylor received the feedback that she needs to work on being too responsive. Rather than going with her gut reaction to respond immediately, she was advised that, ‘Sometimes, you need to sit on things to let both parties think. Once you have, you’ll come to a better conclusion.’

Receiving that advice was somewhat liberating, as Taylor has realized some matters work themselves out over a walk or a ponder, without needing immediate response or engagement. Plus, she notes her initial gut response is not always the most thoughtful or comprehensive.

Leading with Connection and Collaboration

“Everyone talks about how male-dominated commercial real estate is, but I feel like I’ve worked at a company with better gender balance and that helps grow and support female leaders, which has been amazing,” says Taylor. She has been shown that it’s okay to leave work for a priority at home or family activity to attend to.

“The best leaders I’ve seen have always made time for people – regardless of level and the topic of conversation,” she says. “When meeting with senior leaders, I feel like they’ve given me their undivided attention, which shows me they care and want to help me learn and succeed.”

In fact, even though she often finds herself in back-to-back meetings, Taylor makes relationship-building one of her top priorities, dedicating time to foster connections – no matter the workload.

When it comes to the PGIM work culture, she enjoys being surrounded by smart people who are willing to put in the work to get the job done, while also respecting personal boundaries and valuing work-life balance.

“The structure is not very hierarchical in that everyone is very accessible up to the MD level. For being within a Fortune 500 company, it feels like a lean entrepreneurial structure,” she observes. “Everyone is trying to advance our initiatives and share information, so it’s a very collaborative environment. It fits well with my personality, which is probably why I’ve been here for more than a decade.”

Acting As a Chameleon – Leveraging Her Strength of Adaptability

When thrown into new situations, Taylor remembers what a previous manager told her – that she adapts well to a new environment because not only does she take her responsibilities very seriously and make intelligent decisions, but she also knows when she needs to ask for help. Although some may find asking for help to be a weakness, it’s something Taylor considers to be a strength, enabling her to better understand her work or situation she is facing.

In her career thus far, the ability to assess and adapt to situations has enabled her not to stress the small stuff as much. She admits that it used to bother her if she wasn’t invited to a property tour or closing dinner after a deal she’d worked hard on, but after a few years, she realized that more than enough invitations will come along – so there’s no need to covet them.

“At a certain point in your career, you’re being asked to travel to this and that. You’ll have too many things to attend and will be pulled in different directions,” she says. “It’s a thirty- or forty-year career, so you don’t have to do it all within your first couple years. Just put your head down, do the work and form those relationships because it’s a small sector and everyone’s paths cross again.”

Be Yourself, Everywhere

When it comes to looking ahead, Taylor aspires to continue rising into leadership roles and gain more people-management experience. She also hopes to continue doing the things she loves, such as traveling to new places, curling up with a good book (her most recent read is Rules of Civility, after reading A Gentleman in Moscow by the same author) and working out – all activities that she attributes to keeping her mental health strong.

She loves traveling and planning international trips and visited Dubai and the Maldives in January for her own honeymoon.

Morning workouts are an important part of her routine to maintain balance, and she especially enjoys boxing as an energy outlet.

Taylor once heard that the most successful people are the same exact selves in their personal lives as professional lives.

“You don’t have to come in like a professional bulldog and run the show if that’s not really your personality. You can still be successful,” she says. “The mentors that have most inspired me blend both worlds and stay true to themselves.”

By Aimee Hansen

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Op-ed: The Shepherd Leader

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Liora Haymann I am at lunch with work-friends; the conversation idles to what we enjoy about our work and how we describe what we do. As Managing Director at OBMI, I do everything, everyday: I listen, write, sketch, calculate, interview, discuss, argue, analyze, resolve, decide, direct… I am aware of every project we are designing. I love the diversity, the complexity, and the strategy. But the image in my mind that describes what I do is this: I am a Shepherd; I am moving a herd organically forward towards our goal. Some in the herd are big, some small, some arrow-fast, some slow and determined, some head straight to the front, some stay in the pack, and some veer off to explore.

The path is rugged; there are steep slopes, fences to open, streams to cross, dry patches, predators, and enticing pastures farther away. I have a clear direction in my mind. I am looking simultaneously at the pack and at the road ahead. I attend to both, what is now, and what may come. I am in the front to decide a direction at a fork, or to examine a narrow path. I am in the heart of the pack if someone is stuck, to remove the blockage, to keep us moving on. I keep an eye on those veering off, as they may be onto something of value; if they veer too far, the task is to bring them back. I am totally hands-on.

I am not a Visionaire or a Storyteller, but as Shepherd Leader, I have vision: of the goal, of the road ahead, of key actions necessary to get us where we want to go. I believe that Full Leadership has Side and Underside. Yin and Yang. The Visionaire inspires the team with a High Vision, the why and a shared desire for the goal. But alone, the Visionaire cannot get us there. The Shepherd inspires later -as we traverse the challenges of the path- with her actions, her values, and her unflagging commitment to move us through. The vision keeps us high above; the reality of the path forces us to ground. We need both, Visionaire and Shepherd to take us through.

As Simon Sinek stated: “Genius is in the idea. Impact, however, comes from action.”

This Shepherd Leader image is supported by Linda Hill’s article “Leading from Behind” in Harvard Business Review, in which she argues for “harnessing the collective genius”- encouraging members to contribute their skills for collaborative problem solving and innovation. She compares this to the work of a shepherd who leads from the rear, allowing the more able to run ahead for others to follow. “It is about empowering others to lead in addition to yourself. It’s about being in front when there is danger, but allowing others to join with independent thought, creativity, and exchange of ideas.”

Curious about shepherding, I read Ken Downer’s article “9 Secrets of Leading Sheep” and Robert Moor’s shepherding story, part of his book On Trails. As they both explain, collective thinking looks down on sheep as passive, blind followers – but, in fact, they are absolutely not. Downer and Moor describe that sheep can be head-strong, energetic, or languid; that they are ungovernable when hungry; that they have strong spatial memory, but without the shepherd, they will wander around; and that they build strong trust in their good shepherd. Among sheep there are Leaders who seek the front, Middlers who prefer the center, and Tailers who stay in the back. There can be multiple leaders, emerging in different situations.

Thus, a shepherd does not passively lead “from behind.” Leading the herd takes effort, planning, experience, and requires vigilance and example. In shepherding there is Intended Direction and there is Intentional Action. The shepherd will take the front when needed, when there is danger, when decisions are to be made. All leadership incarnations are active.

In telling his experience in the British Army in WWII, my father writes: “In moments of calm, the Commander can enjoy some treats, but in times of combat or action, it is the commander who steps in first, leads by example, and attends to everyone, playing the role of leader, father, and server, all at the same time.” As expressed by Simon Sinek: “Leadership is not a rank to be attained. Leadership is a service to be given.”

The Shepherd Leader:

Purposeful. A Shepherd exercises influence purposefully; a goal, a direction is established, and the Shepherd ensures everyone gets there. There are dangers and opportunities along the way.

Hands-on. The Shepherd is hands-on, committed to move the herd, whatever it takes. The Shepherd is constantly scanning for danger, food, shelter, and direction forward. When action is required, the Shepherd will step in.

Strategic. The Shepherd applies foresight. The Shepherd must view the moves ahead of the flock to plan the route: Where is there water?  Good pasture?  When/where can we rest if the heat is too much?

Creates Culture. The first steps tend to dictate the next. A wise Shepherd will establish pace and patterns from the start and will adjust to what the flock brings, too.

Allows Exploration.  A member may wander off; the Shepherd will observe, as the explorer member may lead to a good pasture that otherwise might be missed.

Aligns. The Shepherd works the flanks of the herd to keep everyone aligned; Laggards are brought in.

Mentors.  Shepherds train their leader members to help move the flock at the right pace and in the right direction. A Shepherd exercises influence through and with others.

What is your leadership style?

By: Liora Haymann, Managing Director, OBMI International 

(Guest Contribution: The opinions and views of guest contributions are not necessarily those of theglasshammer.com).

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Dr. Sheena Menezes: Co-Founder and CEO, Simple HealthKit Inc

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Sheena Menezes“Healthcare is one of the spaces where it is so vulnerable, so precious. It’s your health; it’s your life,” says Dr. Sheena Menezes. “Knowing that what we build here at SHK can really impact people’s lives – is what wakes me up every day.”

We talked to Dr. Sheena Menezes, co-founder and CEO of Simple HealthKit, the first and only human-centric healthcare platform that delivers at-home diagnostics, treatment and follow-up care. A rare example of genuine female-led diversity and inclusion nestled right in Silicon Valley, 70% of SHK employees are women and 80% are people of color.

Born and raised in Kuwait, with Indian-Portuguese roots, Dr. Menezes has often spent family holidays focused on social service, empowering young girls at orphanages in India. Early life exposure to vast inequities, as well as loss and health challenges in her own family, inspired her to want to build healthcare solutions that bridge socioeconomic gaps and impact the trajectory of people’s lives – regardless of gender, socioeconomic status, sexual orientation, or geographic location.

Simple HealthKit empowers people through early detection with physician oversight, knowledge and access to support through an end-to-end system, tackling global health challenges such as STDs, chronic conditions such as diabetes, and the tripledemic.

As of June, Walmart has partnered with Simple HealthKit, making these at-home diagnostic tests now available at the largest retailer in the world. Dr. Menezes believes world-class healthcare is a right, not a privilege, and so SHK addresses high-need and high-impact health challenges in all communities.

On what personally inspired her to launch Simple HealthKit (SHK):

“Some founders have the ‘aha’ moment. For me, it was a journey of multiple forces that made starting SHK happen. From my childhood, I’m an immigrant, or refugee, during the Gulf War. So I’ve seen what it’s like when the lights are turning off, like what’s going on in Ukraine, and people are trying to escape and in camps.

Then, I also have the perspective of living in different countries and seeing wide disparities – some who have everything and some who don’t have anything at all. I was born and raised in Kuwait. I have Indian-Portuguese roots. And then I’m here in the United States. Back in the days while living in different countries, you’re expecting the US is just going to be great. Then you come here, and you realize there’s so much disparity here as well. So that’s one reason.

Also, it’s been having the support system of amazing family and believing we can do something that can really make a difference. Healthcare is one of the spaces where it is so vulnerable, so precious. It’s your health; it’s your life. Knowing that what we build here at SHK can really impact people’s lives – is what wakes me up every day. Think of early detection of STDs or getting an early HbA1c test and how that changes the course of people’s lives. Because often STDs are curable if you know. And with diabetes, with exercise and diet, you can get people back into good health. That’s really changing someone’s trajectory of health.

That’s our ‘why.’ That’s the culture here at Simple HealthKit. What’s your ‘why?’ Why do you want to do this? And it has to be a reason bigger than you. It has to be for people and the fact that you can make a big impact.”

On the difference Simple HealthKit is bringing to people:

“When you think of diagnostic tests, especially the earliest ones like the pregnancy test, you just got a test result. So, you are positive if there’s an extra line there. Now what?

From early on at SHK, we have always believed in the vision that we never want to leave someone disconnected. You want to be able to do a test, and if you’re positive, have that whole journey experience. Whether it’s via phone, tablet, laptop, whatever digital device an individual has – how do we empower that person? Today, for STDs, we did just that. If someone is positive, they are going through Telehealth and they’re getting a prescription. So we are able to impact that individual’s life – not just showing the person they are positive and leaving them with questions such as What do I do? and Where do I go? That’s such a daunting zone to be in.

How many times has each of us felt that Where do I go? And for the first time, we’re creating that seamless sense of “We got you.” We started with STDs. We’re doing that with diabetes and kidney disease, and we’re starting to solve at least the high-impact, high-need use cases and in the best way we can. Sometimes it might simply be a nurse to guide you on the other end of the line and tell you what you need to do next. The whole journey happens with a QR code.”

On what has prepared for her success as a biotech founder:

“There is a lot of training that I had before arriving to this point. I hold an undergrad in computer science. I ended up doing a Ph.D. in Biochemistry and Bioengineering at University of California, Santa Barbara. I wanted to do something that’s impacting lives and building tools. And so, for my Ph.D. days, I was able to utilize computational bioinformatics, discover a whole new protein (a novel tRNA methylation enzyme) and create a new arm for my Principal Investigator (PI). I had to figure out a lot of unknowns and do it very thoughtfully and methodically, following all the steps in getting publications out. That was definitely good training.

Further, being in any industry, it’s about learning what you must do and working with regulators. You need to understand everything because healthcare is a space where you need to know what you cannot do and what you can do. I’ve had that journey of learning what you must not do and what you must.

I would say that my journey has been to see two sides of a coin. I’ve seen two sides of a coin in my childhood. But I’ve also seen two sides of the coin in healthcare. From that lens, technically, with the right set of people and the right teams – people who are humble, have empathy, have the right experience and can execute – you can do it. Because you could have a dream, but if you can’t execute on the dream, it’s over. You really need to get the smartest, kindest people in the same room and say, ‘let’s get this done.’

It’s never one person. I always say it’s not about one human. It is really about the SHK team that’s able to execute and make SHK what it is today.”

On the team diversity of Simple HealthKit leadership and staff:

“I have been in teams where I was the only woman at the table, let alone the only woman of color at the table and in the leadership role. I do recall there were moments when there were opportunities for women to move up and there were not that many people at that table giving that opportunity. That’s drawn me to a sense that, as a leader, I do have the opportunity to do so.

Also, now that I’m a mom, I see how strong mothers have to be too really do it. And immigrants and people of color, they’ve often had it so hard. They already know what resilience is.

Back in the day when there was only one seat available at the table, potentially, there was competition for that one seat. Now, I really believe in bringing the smartest people onboard, people with resilience, people who can take a ball thrown and get back up. And I feel that is the composition of our team.

And I wanted to make more seats at the table that increase the diversity of leadership and teams. It starts sometimes at the top-down and sometimes at the bottom-up, but you need the leader’s leadership to support that. I’m definitely a strong believer in women, minorities and people of color at the table because diversity is healthy. They say the best teams are the ones who have a diverse team because you’re seeing so many viewpoints and you’re able to capture others’ blindspots. I feel that is what defines the SHK team.”

On the importance of “intention” in bridging differences:

“When you have such a diverse team, there’s going to be language and cultural barriers. Different cultures that have to interact and work together. I used to be president of International Students back at UC, Santa Barbara. When you have different cultures, there’s a lot of things that can be misinterpreted. For example, I use my hands a lot and I might find certain hand movements mean something else in another culture that I did not intend.

One thing that is helpful that I’ve learned, and work with my leadership team on, is to start with your intent. Because there’s a lot about communication that doesn’t land the way you want to say it. Often, simply leading with your intent before you even start the conversation can change the ability to have difficult conversations.”

On her biggest personal growth area as a co-founder and CEO:

“The biggest stretch has been learning multiple hats and learning different subject areas – marketing, sales computer science, quality control, regulatory – and understanding what you need for those elements of success. That’s been amazing and exciting because I’m a learner.

It’s definitely been an exciting journey of learning and you also build more tools of resilience. It’s not all green grass and roses. On different levels, it’s a very humbling journey. Having empathy for yourself and for your team is important. If someone falls down, you have to say ‘let’s get back up, we need to solve this, we need to execute.’ So it’s about being able to do that without reacting.”

On being a female, and women of color, founder in Silicon Valley:

“It’s hard on many aspects. The numbers are there on how many women get funded, how many founding teams have women in them, people of color in them, and other diversity dimensions. Those numbers are real data and it’s true.

But, I also believe differences are our strengths and not something we have to hide behind. So being different but also being super-technical and data-driven changes the conversation. When that inevitable question comes – “What are your numbers?“ – for me, it’s being really strong about it and being thoughtful in what you answer. It’s keeping the stance that this is not about me. This is about the impact we’re going to make in people’s lives.

I would emphasize again it’s about leading with intent – even, the intent I set for myself going into those rooms with VCs. Right now, we’re so blessed. We have amazing VCs. And that’s evident because as the company is succeeding, they’re succeeding. So we’ve got a lot of trust with a great set of VCs. It’s very important to pick the right board and right VCs as part of your team. That can be hard for some founders, but we are in a very healthy and happy position.”

On championing girls and women to take the leap:

“I have a young daughter. I am blessed by that because it’s almost like you see a little ‘you’ in some aspects of the motherhood journey. I’m super passionate about women’s empowerment. I really believe women and people of color have had to build resilience. But I also think it’s so important to not hold yourself back. Too often women say, ‘I don’t know if I can do it. Maybe I need to study this. Take one more course. Wait one more year.’ And I’m like, ‘no, you got this.’

You need to have a support system that pushes you farther but also telling yourself that you have this. Since college, I’ve inspired people to learn, learn, learn. Learn, because you’re the product – what you’re learning, what you’re building – but also you have to also give yourself that strength. When women feel like they can’t do something, I challenge them to go ahead and take an attempt at it. Don’t say ‘no’ upfront. Go ahead and take that attempt to give yourself that time to bring it and then, come up with a plan. Maybe you’ve never done it before. But before you say ‘no,’ go try. Don’t give up too fast. Take a stab at it. Propose something.

I’m happy that I get to be both a cheerleader and support system for women. I’m happy to do any amount of inspiration, because I think there’s a lot of women holding back. Can I be a mom and be a founder? Yes you can. Trust me, you can. So I’m all about championing the ‘yes.’”

On why overcoming challenge means you are very strong:

“This is simple but a super powerful set of advice. A lot of times people feel nervous or fearful. Maybe you even think nobody knows you or that deep inside, you are weak. But your core is a really strong core. That’s what’s been able to get you through those tough times when you were falling but also able to get back up. So remind yourself, you are strong. You did the hard work. You got through. Remind yourself of your successes. Remind yourself it’s just another challenge. If you’ve gone through hardship and you’ve endured an emotionally hard time, then what got your here today is actually your strength.

I’m also Christian, so I was always raised with that spiritual sense of knowing I’m going to do good and God’s going to take care of me. I was also encouraged by my Mom telling me that if you really work hard and put your mind to it, you can get it done with God’s grace. So that’s generally who I am as a person and I have an amazing support system.”

On making a greater impact on lives:

“The vehicle of SHK is massive right with our recent announcement with Walmart, the largest retailer in the world, and the reach of Walmart in rural America and health deserts. It’s literally creating that front door access point for some who never had access. They can get that diabetes test online or at the store, and now it’s telling someone they aren’t tracking right and we have resources that can help them for a lifestyle and nutrition change.

We’re excited about that partnership because of the impact. In America, 40% are pre-diabetic; 80% don’t know. With STDs, one in five adults have an STD and one in two under the age of 24. So it affects young people, college students, young professionals and even among the baby boomers retirement community, we see a spike in STDS. We’re really solving for high-need, high use cases but we also know that early detection can change the course of a life.

Internally at Simple HealthKit, I believe people have also perhaps seen two sides of a coin in the workplace. Maybe they’ve seen healthy and toxic. They’ve seen hurtful and painful and successful and happy. What I hope to create is almost a professional family. Similar to family, it’s not going to be all roses and green grass. We’re going to have things thrown at us. And it’s so important at that moment to get back up, get back to work, figure out what to do and create that bond that is like no other with such a diverse team. I want us to be that exceptional team in Silicon Valley that has more women and women of color at the table delivering and executing on the mission that we set out to do.

For me, creating impact is also about teaching simple things like remembering the strength in your core and having intentions around conversations. My intent is to inspire with those tools. I feel those tools are like your belt of strength for anything – your journey at your work, your journey as a future leader.

I love seeing that one of our leadership team started as an intern and then moved from scientist to associate scientist to taking a leading position in the company. For me it’s so amazing to see growth in individuals and then watch them inspiring another set of leaders. So I feel we can only pass the love, the tools, and the resilience to each other. We can create that spiral effect to the next generation of young leaders.”

On deriving more meaning and fulfillment in work:

“When you wake up, do you feel like this is what you set out to do? Are you happy? You spend a lot of time at work. Like with any relationship, ask yourself, Are you happy? Does it bring joy?

Also, are you doing the right thing? I think it’s important to ground yourself. Do you feel you’re doing good? You’re now in a place where you have a platform, so how can you bring others with you?

Also, think of all the different ways you specifically want to create impact. Go-getters can be racing and have a goal. But, pause. And ask, am I running in the right direction? It’s okay to pause for a good minute, and take that time to think about is this what makes you really, really happy?

For my daughter’s first birthday several years ago, we were at a shelter celebrating with young girls who were rescued from the streets in India. That experience was so amazing, because these young girls have a chance, and that mission was inspiring.

With healthcare, it combines the skills I had and it’s also mission-driven. So, can you combine your passion with your skillset? That’s why I feel like I’m happy, because I am doing exactly that with SHK.”

On gratitude and being present:

“Gratefulness is a big quality in my home and household and my team. Kindness and gratefulness, especially when you’ve seen disparity on the other side of the table. Look at what you have. Start with gratefulness.

My daughter is six years old and my son is three. I love spending time with my kids. I just love their joy. The life and sparkle in their eyes. all the way from doing science experiments at home – they’re super fascinated by that – to going to the beach and parks and swimming.

More than anything, just being present. Because with digital devices, it’s so easy to be distracted. It’s so important to be present. When I am with my children, I am present.”

Interviewed by Aimee Hansen

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