Kelly Odenheimer: Vice President, Global Customer Care, ETS

,

Kelly Odenheimer“For me, it’s all about the connections,” says Kelly Odenheimer. “Whether it’s connecting with customers, employees, or colleagues, helping people and building those relationships are what drive me.”

Odenheimer is a leader who believes that true success and fulfillment come from more than just professional milestones. She shares how cultivating deep connections, embracing difficult conversations with confidence, and offering genuine support are the cornerstones of her approach to making a meaningful impact in both her career and personal life.

Driven by Connection

With a thirty-year tenure at ETS, Odenheimer emphasizes the importance of finding meaningful connections in her work as the key to a successful and fulfilling career. From her beginnings as a temp reconciling bubble answer sheets to working in executive communications, marketing and sales, Odenheimer consistently sought to understand how her role contributed to helping others. Now as the head of ETS’ global customer care team, she continues to prioritize the impact of her work, striving to ensure that every interaction adds value and supports the success of both her team and the customers they serve.

“In my current role, I work with organizations in the US and India, fostering global connections with people who are all working towards the same goal. My focus is on aligning teams, getting everyone on the same page, and motivating them to achieve our shared objectives.”

Odenheimer highlights kindness and a willingness to listen as integral to building those connections.

“Sometimes we forget as we climb the corporate ladder the importance of listening. While we may feel compelled to speak up in meetings to maintain our presence or appear to provide value, there is so much more benefit in listening.”

A leader who prioritizes listening and seeks to offer help first not only builds strong relationships but also fosters a shared sense of unity and collaboration.

“I always say, ‘I can’t do it all, but I can give it my all.’ That’s why it’s crucial for me to engage the right people and build relationships rooted in kindness and authenticity, so they feel inspired to give it their all too.”

Global Leadership is About Transparency and Trust

As a leader in a global role, Odenheimer emphasizes building a foundation of mutual respect, transparency, and trust, to collaborate across cultures and time zones. In working with her team in India and managing the nine and a half-hour time difference, Odenheimer notes, “I start early so they don’t have to stay late.” She also points to the importance of making the effort to travel and meet the team in person.

“You cannot operate as a global leader if you’ve never been to the places where the people you have supporting you live and work. You will never make the connection you need to make that will allow everyone to be successful.”

Odenheimer notes that traveling to meet global teams in person also gives her the opportunity to understand the cultural differences in what motivates a team in India versus a team in the US.

“I can’t expect to fully understand what motivates people in Hyderabad or Kolkata while sitting in New Jersey. I need to follow their lead and trust their insights, just as they trust me. And I genuinely enjoy it—now, when I visit, we hold rewards and recognition ceremonies, which are deeply valued in their culture.”

Knowing how much recognition is culturally meaningful to the team in India, Odenheimer makes a monthly habit of sending thank you emails to people identified as going above and beyond. She shares how this seemingly small gesture can have a profound impact, as she’s been greeted with hugs from team members there, expressing heartfelt gratitude for a simple note she sent months earlier.

Mentorship with Perspective

For Odenheimer, mentorship is another element of leadership that aligns with her deep commitment to building relationships and empowering others. As a mentor of staff in ETS’s mentorship program, Odenheimer finds that mentorship goes beyond just offering advice; it’s about forging genuine connections and understanding the unique perspectives of those she mentors.

“Mentorship isn’t a one-size-fits-all activity,” she explains. “Each person brings their own strengths and weaknesses, and my role is to help them recognize these qualities, understand their implications, and consider alternative approaches without compromising their authenticity.”

Odenheimer is also involved in diversity, equity, and inclusion programs and is a co-executive sponsor of the LGBTQ+ group, which is important to her as the mother of a transgender child. Outside of work, she volunteered to coach her (at the time) daughter’s lacrosse team when she realized that there were no female lacrosse coaches for this team on the sidelines. As she recalls, “it was so important for me that those girls saw a woman step up and do something that only a man had done before and for my child to feel supported.” In all these experiences she has seen firsthand how providing a listening ear, being present, and showing up to offer support can make a meaningful difference.

“The essence of mentorship is putting yourself in someone else’s shoes—truly seeing the world from their perspective—so you can guide them more effectively. Whether in a professional setting or coaching a lacrosse team, it’s never about you; it’s about helping others navigate their paths by understanding where they are coming from.”

The Hard Conversations are Worth it

In addition to her passion for fostering connections, Odenheimer believes effective leadership involves embracing the hard conversations and confidently using one’s voice to drive change. Odenheimer reflects on how these values were ingrained in her from an early age; as the eldest of three siblings, she often found herself in the position of initiating difficult discussions.

“I was always the one who had to have the hard conversations,” she recalls. “It taught me very early on the importance of being authentic and transparent in order to see positive change.”

This early experience shaped her approach as a leader, where she emphasizes the necessity of having tough conversations in the boardroom.

“If we grow up shying away from hard conversations, it’s hard to suddenly start having them,” she notes. “But if you’re able to practice it your whole life, it makes it a little easier to walk into those rooms with a confident voice.”

For Odenheimer, using her voice has been key to her personal and professional growth. “Finding my voice to ask for more for myself—whether it’s more responsibility, a different title, or more opportunity—has been crucial. I took ownership of the path I went on, and I did that with my actions and my voice.” She believes that this is how people find true success, not just by climbing the corporate ladder, but by achieving satisfaction in life.

“The most pivotal moments,” she reflects, “are probably when I realized my voice could be heard. You keep speaking and someone will listen.”

Balancing Family and Personal Fulfillment

Odenheimer’s dedication to building connections and offering support is just as evident in her personal life as it is in her professional one. She shares, “supporting and experiencing things with my kids is what I value most. Whether it’s the journey I’ve gone on with my oldest and him finding his true self to helping my younger son figure out what college he wants to go to, supporting and being with my family has always been extremely important to me.”

As both her children played competitive travel lacrosse, Odenheimer spent every weekend throughout the summer traveling to games and cheering from the sidelines. Now that she is facing an empty nest with her youngest on his way to college, she is beginning to explore what else she might find fulfilling, including learning how to crochet.

“I am thrilled to find out what brings me peace, joy, and excitement in this next part of my journey.”

By Jessica Robaire

/by

The Key to Executive Presence: Emotional Intelligence

,

leadership coachIn today’s complex business landscape, leadership is no longer just about making decisions or commanding authority. A vital component of successful leadership is executive presence—the ability to inspire confidence, project authority, and lead effectively. But at the core of executive presence lies a less tangible yet critical skill: emotional intelligence (EI). The ability to understand and manage emotions—both one’s own and those of others—plays a fundamental role in how leaders project gravitas, communicate, and connect with others.

In this article, we’ll explore why emotional intelligence is essential for executive presence and examine insights from prominent authors and researchers on the subject and share with you their work so that you can choose your own adventure on your own leadership development. If you are a leader who wants to work with one of theglasshammer.com’s executive or leadership coaches on this very topic of executive presence or gravitas- we have a range of professional coaches to choose from. Book here for an exploratory chat with Nicki our head coach and she can tell you more about pricing and who in the cadre would best suit your needs (and level).

What is Executive Presence?

Executive presence is often described as the combination of gravitas, communication skills, and appearance that enables a leader to command attention and influence others. Here are the academics and authors who have opined over the past twenty years on how to have executive presence and what it actually is since for many years, it was merely a thinly guised call for women to assimilate to legacy male behavior.

Sylvia Ann Hewlett, in her book “Executive Presence: The Missing Link Between Merit and Success,” defines executive presence as “the ability to project gravitas—confidence, poise under pressure, decisiveness; communication—speaking skills, assertiveness, and the ability to read an audience; and appearance.” While these elements are crucial, they are deeply influenced by a leader’s emotional intelligence.

Daniel Goleman, one of the foremost authorities on emotional intelligence, argues that leadership success is more about emotional intelligence than technical skills. In his seminal work, “Emotional Intelligence: Why It Can Matter More Than IQ,” Goleman explains that emotionally intelligent leaders can manage their own emotions, navigate social complexities, and make better decisions. All of these skills are fundamental to projecting executive presence.

Goleman’s emotional intelligence framework comprises four domains and twelve competencies, which directly enhance executive presence:

  1. Self-awareness: The ability to recognize and understand your own emotions. Leaders who are self-aware can stay calm under pressure, a critical aspect of gravitas.
  2. Self-management: The ability to control or redirect disruptive emotions. This helps leaders project confidence and poise, even in challenging situations.
  3. Social awareness: Including the competencies of empathy and organizational awareness, it’s the ability to understand the emotions of others and reading the dynamics at play within groups. Empathy enhances communication and helps leaders build strong relationships.
  4. Relationship management: Proficiency in managing relationships and building networks. This is key to engaging stakeholders and influencing decisions.
Gravitas and Emotional Intelligence

Gravitas—the ability to command respect and inspire trust—is one of the most important elements of executive presence. However, true gravitas doesn’t come from being domineering or aloof. It comes from a place of self-assurance, empathy, and calmness, all of which are rooted in emotional intelligence.

Rebecca Newton, author of “Authentic Gravitas: Who Stands Out and Why,” highlights that authentic gravitas is about “the ability to lead and inspire others while remaining true to yourself.” This authenticity comes from emotional intelligence, particularly self-awareness and empathy. Leaders who are in tune with their emotions and those of others are better able to manage conflict, make thoughtful decisions, and create a sense of trust and stability—all hallmarks of gravitas. Theglasshammer.com endorses this source and is a book that is often recommended when we coach executives looking for some practical “how to” ideas as it doesn’t focus on superficial traits like power posturing or image management. Instead, Newton argues that true gravitas comes from within and is grounded in substance, credibility, and the ability to connect with others.

Key Themes:

  1. Gravitas Redefined: Newton redefines gravitas as the ability to be taken seriously, inspire trust, and influence others, not through dominance or authority, but through authenticity and meaningful contributions.
  2. Authenticity Over Image: The book emphasizes that authentic gravitas doesn’t come from mimicking traditional leadership traits or projecting a certain image. Instead, it is about being genuine, confident in your knowledge, and willing to listen and engage with others openly.
  3. Building Gravitas: The author outlines how leaders can develop gravitas by aligning their actions with their values, building emotional intelligence, and developing deeper expertise in their areas of focus.
  4. Connection and Credibility: Newton highlights that gravitas also involves the ability to build strong relationships and communicate effectively. Leaders with authentic gravitas engage with people at all levels, show empathy, and remain composed under pressure.
  5. Impact and Influence: True gravitas leads to lasting influence. Leaders who embody this trait inspire others, foster collaboration, and create environments where people are more willing to follow their guidance and vision.
Communication and Emotional Intelligence

Effective communication is another core pillar of executive presence. Leaders with strong emotional intelligence are better communicators because they can tailor their message to resonate with different audiences and navigate difficult conversations with ease.

Amy Cuddy, in her book “Presence: Bringing Your Boldest Self to Your Biggest Challenges,” emphasizes that leaders who exhibit presence communicate in a way that makes others feel understood and valued. Emotional intelligence enhances a leader’s ability to read the room, adapt their communication style, and respond with empathy—critical skills for projecting authority and trustworthiness.

Emotional intelligence also helps leaders master nonverbal communication, a key aspect of executive presence. Research by Carol Kinsey Goman, author of “The Silent Language of Leaders,” shows that emotionally intelligent leaders use body language effectively to project confidence, openness, and authority. Goman argues that “leaders who are aware of the nonverbal cues they send and how they align with their words are perceived as more authentic and trustworthy.”

Empathy and Connection

While gravitas and communication help leaders project authority, empathy is what enables them to connect with others. Executive presence is not just about being seen as capable; it’s about making others feel heard, understood, and respected. This is where emotional intelligence truly shines.

Emotional Intelligence as the Foundation of Executive Presence

While executive presence is often associated with outward behaviors—how one speaks, dresses, or carries themselves—its true foundation lies in emotional intelligence. Leaders who possess high emotional intelligence can project gravitas, communicate effectively, and connect with others on a deeper level. They are self-aware, empathetic, and composed under pressure, all of which are essential traits for cultivating executive presence. By cultivating emotional intelligence, leaders can develop a more authentic, impactful executive presence that resonates with others and drives lasting success.

By Nicki Gilmour, executive leadership coach and founder and CEO of theglasshammer.com

/by

Rachel Goldin Jinich: Head of Specialty Real Estate Finance, Wells Fargo Commercial Real Estate

,

Rachel Goldin Jinich“Run towards the fire.  Go to where there is growth and where you can make an impact,” says Rachel Goldin Jinich.  “To me that’s always the recipe for success.”

Jinich exemplifies the drive to seize opportunities and master her craft amidst challenges. She reflects on how her authentic leadership style, commitment to growth, and dedication to supporting diverse talent and fostering a collaborative culture have defined her career.

Running Towards the Fire

From the beginning of her career, Jinich ran towards opportunity.  Pivoting from an undergraduate degree in political science and Spanish literature, Jinich studied finance in graduate school, finding a passion for commercial real estate.  Jumping at the chance to get experience on the lending side of real estate, Jinich joined the Wells Fargo commercial real estate team in 2006 in Boston, where only two years later she quickly learned how to weather a volatile market in the wake of the 2008 financial crisis.  Reaching out to her mentor and asking to join a new group dedicated to handling distressed debt workouts, Jinich gained valuable experience and established long-lasting connections throughout the firm.

“There is no better time than during a crisis to truly master your craft and discover what you still need to learn. I had the privilege of working with incredibly talented individuals, many of whom are still with Wells Fargo today and with whom I continue to collaborate frequently.”

Always looking for growth opportunities and embracing challenges, Jinich continued to broaden her skillset in commercial real estate, working across various groups including Real Estate Merchant Banking, Special Situations, Hospitality Finance, and Specialty Capital, where she started a specialized lending group for data centers.  Her breadth of experience and proven track record positioned Jinich to seamlessly assume the leadership role of her predecessor, becoming the head of Specialty Real Estate Finance (SREF) last year, with responsibility overseeing lodging and leisure, data centers, healthcare real estate, and manufactured housing.

“I am thrilled to lead this talented team focused on some of the most exciting sectors across real estate.”

Leading with a Growth Mindset

Jinich’s approach to seeking growth opportunities not only propels her career advancement, but also defines her leadership style.  She notes that being open to learning from others and drawing on their expertise is an important element of how she shows up as a leader.

“It’s having a healthy dose of humility and a growth mindset in order to learn from the people around you.  Put your ego aside, be a willing student and ask questions.”

Jinich also emphasizes authenticity as key to effective leadership, particularly as it engenders trust and respect from the team.

“Being candid resonates with people because they know whatever it is, they can trust that you will be transparent and direct.”

Jinich appreciates the authentic leadership style of her own manager, Kara McShane, head of Commercial Real Estate, and hopes to emulate that with her team.

“I believe people will respond positively to you if they see that you genuinely care about them, are invested in their success, and the team’s success.”

Finding Support in the Wells Fargo Culture

Jinich attributes Wells Fargo’s culture as a big contributor to her ability to lead authentically, including feeling comfortable sharing when she does not have all the answers.  She finds the thread of being humble and willing to ask clarifying questions woven throughout the organization’s leadership.

“What I truly appreciate about our culture is that even our most senior leaders can participate in calls and ask fundamental questions about the deal, the client, or the underwriting process without hesitation.”

She continues, “When I look at people who I respect and admire and see their ability to admit they don’t have the answers, and to learn and draw on the experience of others – that is the secret sauce.”

Jinich also highlights the emphasis on a team mentality as a particularly supportive aspect of the Wells Fargo culture.

“People understand that you win together.  When someone new joins, people invest the time in educating and helping them because in the end we are all just trying to get the best outcomes for our clients while supporting the team.”

As a leader, Jinich hopes to continue facilitating an atmosphere of collaboration, as she feels it is a unique and important element of Wells Fargo’s culture.

Creating a Team Culture that Elevates

Jinich is thoughtful about the culture she wants to create for her team, and how she aims to model that in her leadership style.  As a leader in a business that traditionally has fewer women in leadership roles, she is dedicated to supporting diverse talent.

“I’ve had a lot of support throughout my career to continue to advance and I want to make sure that everyone in my organization feels like they have a shot to get the big job, to win the big deal, and to be successful. Representation matters and Wells has incredible women in leadership positions and in the talent pipeline”

She continues, “I want to make sure that there are many women behind me who have that same opportunity and that we’re creating career paths.”

For Jinich, elevating others involves providing the constructive feedback they need to improve and advance emphasizing, “it’s making sure that same level of feedback is available to all of our employees.”  She aims to foster a culture that encourages ongoing dialogue by addressing actionable feedback promptly rather than waiting for mid-year reviews.

“Although it can at times be uncomfortable, people are receptive and crave that input. I want that feedback, too. I don’t expect it to be a one-way communication.  I want to create a culture where people feel comfortable speaking up.”

Setting Boundaries for Success

Navigating a fulfilling career and motherhood, Jinich understands that balancing time and energy between one’s personal and professional life is challenging.  She acknowledges, “sometimes it’s going well and you feel like you’re nailing it on every level and then there are days where you feel like you’re failing at everything.”  She continues, “I’ve had to learn to say no to things that aren’t important in my personal and professional life, so I can say yes to what truly matters.”

As a leader, she aims to create a culture that emphasizes setting boundaries, encouraging her team to take the time they need or ask for resources to avoid burnout.  She wants to be sure that balance is available, promoted, and supported for everybody.

Jinich finds balance outside of work by embracing the outdoors, whether she’s cycling with her kids or volunteering on the board of a nonprofit summer camp. She believes that being in nature and staying active are essential for self-care, enabling her to better support others.

“Whether it’s your son’s baseball game or a Pilates class, wherever you are in life, and whatever you have going on at home, setting boundaries is important.  It’s the key to a sustainable career.”

By Jessica Robaire

/by