Monica Marquez“With AI there’s constant disruption,” says Monica Marquez. “It’s about how do you get people to become very agile and comfortable with that disruption? And how do you leverage and sustain that change?”

A “MacGyver for Agentic-Human Reinvention,” Marquez does not shy away from disruption – she wholeheartedly embraces it. Previously profiled in 2021, she spoke with theglasshammer.com on the next chapter in her journey of pioneering change, as she dives into the evolving intersection of human potential and artificial intelligence.

Q: Tell us more about what you’re working on now and how your new venture, Flip Work, is helping organizations navigate this era of rapid change.

At its core, Flip Work helps organizations achieve measurable ROI from AI by focusing on human adoption. According to a 2025 MIT report, 95% of AI pilots have failed, not because of the technology itself, but because people aren’t adopting it, reinventing workflows, or using it to augment their work.

Many companies implement AI without a real plan for how people will use it. The question becomes, how do you help people shift their identities to see themselves differently in the way that they work, and in the way that they must reinvent themselves in the AI era? Because the reality is, AI is changing work faster than people can adapt.

This widening gap is what we define at FlipWork as the Exponential Divide, the moment when technology evolves faster than people can change how they work.

That has been our focus, and we’ve built a human and agentic system that helps people reinvent the way that they work, from a three-pronged approach. First, we help people reinvent themselves from a behavioral and a mindset perspective with the support of FlippyAI, which acts as a daily AI coach and change agent. Second, we reinvent workflows through Flip Lab, our 90-day reinvention sprint. Third, we reinvent workforce tools through Flip Factory, where agentic automations bring redesigned workflows to life. With AI, disruption is constant. The goal is to help people become agile and comfortable with that reality, to leverage it rather than resist it. This is how individuals become People², exponentially capable professionals who evolve at the pace of technology. That’s what Flip Work is all about.

Q: The work you’re describing sounds very much rooted in organizational development, guiding people through behavioral and mindset change. Would you say that’s part of your approach?

Yes, definitely, it’s change management, but traditional change management is no longer enough. When companies are thinking about AI adoption, they think that if they buy all the tools and give them to employees, that will be enough, but no one is really helping the people change and leverage the tools.

Recently I was at a conference talking to senior leaders at Microsoft and they told me that despite rolling out Copilot across their entire professional population, adoption is only 47%. That means that more than half of people aren’t using the tools, often because they’re waiting for permission or guidance from leadership. The impact of that is that people are going to get left behind.

Everybody is fearing that AI is going to replace jobs. The reality is that yes, it will, but we always reinvent ourselves. If we look at the past, think the dot-com era, digital cash registers, or similar technological shifts, people often said, “This is going to displace jobs.” And yes, some roles change, but people reskill and find new ways to contribute. At the end of the day, human discernment, creativity, empathy, and expertise remain essential. Our lived experience still matters in ensuring that outputs are accurate, meaningful, and impactful.

It’s about helping people reinvent themselves, recognizing what your zone of genius is, and how you augment or amplify your zone of genius with AI, and delegate the things that you don’t like to do, so that you can focus on your genius zone. This is the identity-first reinvention that FlipWork is built around.

Q: This is obviously a very exciting moment and project. What brought you here?

As a leader, I’ve always been curious and an early adopter, a pioneer. An example of that is when I was at Goldman Sachs, back in 2008, I spearheaded the Returnship Program. Later, I co-founded Beyond Barriers to accelerate career advancement for women and underrepresented talent. My mindset is always you have to disrupt yourself before you get disrupted. I’ve always operated like a MacGyver, finding resourceful ways to reinvent how work gets done. AI fits in with that because I’m very comfortable with disruption.

When I had colleagues, some of whom are now CHROs at major companies, coming to me and saying, “Our company is adopting all this AI, but I don’t even know how to leverage it. How do we roll out AI adoption for our people?” I started to see a real gap in the marketplace. It’s not just about using the tools; it’s about shifting mindsets. Many people think AI is only for coders or tech experts, and they feel it’s not for them. The truth is, you don’t have to understand how AI works; you just need to know how to use it to do your work better.

Q: What would you tell a digital native, then, entering the space in this exciting world of AI?

Digital natives may have an easier time embracing new tools, but I would be careful that it doesn’t cause creativity and diversity of thought to become lazy. Even though you’re a digital native and you may be an early adopter, you must continuously make sure that what you’re practicing doesn’t lead to intellectual atrophy, making the technology smarter and the humans less smart.

For example, you shouldn’t just be taking the output that ChatGPT or another AI tool gives you and putting it out there without utilizing your own expertise, judgement, and discernment.

One way to think about AI is as your “Artificial Intern.” You wouldn’t give an intern a task and then pass their work along to the higher-ups without checking it first. The same applies to AI. You have to coach it, refine it, review its work, and ensure what it produces reflects your expertise. You wouldn’t pass along unedited intern work to an executive, and the same rules apply with AI.

Q: You’ve long been an advocate for Latina representation in leadership and tech. As a board member for Latinas in Tech and the Association for Latino Professionals in America, how are you helping the next generation of Latino leaders prepare for this new era of work?

Supporting Latinos, Latinas, and other marginalized groups has always been a huge passion of mine, helping them accelerate their careers and expand beyond the limits of their cultural upbringing and conditioned beliefs.

What we’re finding now, though, is that some of the fear around the digital divide is widening. I was at the ALPFA conference over the summer, where we soft-launched Flip the Script, a program designed to help people start thinking about how to adopt AI. The feedback I heard was interesting in that many participants told me, “I’ve always been taught I have to work twice as hard to get half as far. If AI helps me do something in 30 minutes that used to take three days, what does that say about my worth?”

That mindset runs deep, the belief that effort and hard work equal success. But in this new era, we help people rewrite the script to say that impact equals success. AI amplifies your value; it does not diminish it. If you can use AI to achieve more in less time, you’re amplifying your impact, not diminishing your value.

For many, especially those from cultures where perseverance and grit are tied to identity, this shift is difficult. I’ve coached young Latino professionals who feel like using AI is “cheating.” They’re hesitant to embrace it because it challenges their definition of what it means to earn success.

So part of my work now is helping people rewire those conditioned beliefs—whether they’re cultural, societal, or organizational—and help people recognize that their true value lies in their expertise, discernment, empathy, and creativity, the exact human strengths that AI amplifies inside the People² model.

Interviewed by Nicki Gilmour, founder and CEO of theglasshammer.com

Sam Rapoport“In this work around gender equity, I know I may never see the full fruits of my labor in my lifetime. But I want to be the one who plants the seed,” says Sam Rapoport. “If others can water it and sustain it, then I’ve done what I came to do, and I’m okay with that.”

Sam Rapoport knows that there is value in playing the long game. When it comes to change, she knows that you have to put in an intentional effort. As an out LGBTQ professional, Rapoport also knows that being yourself means betting on yourself.

As a high school and college quarterback growing up in Canada playing tackle, touch, and flag football from a young age, Rapaport honed the ability of making rapid decisions under pressure.

“You have three seconds to get rid of the ball, and you are making a hundred decisions in those three seconds,” she says. “You have five people in your face trying to attack you. I taught myself at a young age to become calm in those moments.”

The instinct to remain focused, fast, and forward-thinking shaped not only Rapoport’s playbook on the field but also guided her career at the NFL (National Football League). Over two decades, she rose from intern to changemaker, pioneering trailblazing work in gender equity. More recently, she made the fearless decision to step away from her full-time role, choosing to share her hard-won lessons more widely as a consultant and keynote speaker.

“I want to help organizations around the world achieve progress more quickly,” she explains. “Because this work is so much bigger than the sport of football.”

Learning to Shoot Your Shot

Rapoport’s emergence as a changemaker in professional football began with an unconventional pitch. “In 2003, I submitted a resume to the NFL with an actual football. On the football I wrote, ‘What other quarterback could accurately deliver a pass 3,806 miles?’ which was the distance between my university and the league office. That stood out to someone in HR.” It earned her a coveted internship and foot in the door of a historically male-dominated league.

However, Rapoport’s proudest achievement was not just breaking in, but helping other women do the same.

“For the last 10 years at the NFL, I created a program that served to introduce women into coaching. I took on the Boys’ Club. I took on an establishment that had done things the same way for a hundred years, which was putting men in coaching roles, and I questioned it and then I created a platform that changed the game for women in coaching.”

She continues, “now as of this past season we have 15 women working in full time coaching roles, which is more than double any male professional sports league in the world.”

Rapoport emphasizes that the program’s success didn’t happen by chance. It was the result of years of focused effort and a deliberate strategy, or “a blueprint for accelerating change”. A key element of that blueprint is a framework she learned along the way: the 20/70/10 Rule.

“I have found that 20% of any organization understands what needs to be done to make the change – they’re bought in. 70% want to do the change but have no idea how. And 10% wants nothing to do with it,” she explains. “Focus your energy on moving the 70% into the 20%. Ignore the 10%. The ground moves from under the 10% statistically anyway.” For Rapoport, it’s about shifting the focus from fighting resistance to fueling momentum.

Today, Rapoport continues consulting to the NFL Women’s Forum and is helping build the league’s first professional flag football league, one of her childhood dreams. She is also advising organizations like the USTA (US Tennis Association) on engaging more women in coaching. And one of her latest accomplishments includes working with USA Flag Football on creating a path to the sport being featured in the next Olympics. Finally, she makes sure to leave time for keynote speaking, which she describes as, “probably my favorite part of my job because I can deliver a lot in a short period of time on how to create change.”

On Being Yourself – Truly

As she worked to open doors for others, Rapoport also navigated what it meant to “be herself” in the workplace.

“I wasn’t out in the first decade of my career at the NFL…Everyone always says, ‘Be yourself,’ but that’s easy when you look and act like the default person at an organization,” she reflects. “It’s a lot more challenging when you are a member of the gay community, or the Black community, or the Latinx community.”

She continues, “when I felt confident enough to make the change to come out and be myself unapologetically…I started to thrive.”

Beyond being out at work, Rapoport defines being herself as, “finding the middle ground between professional you and weekend you. It’s about dropping the act, ditching the corporate lingo, the need to sound like a textbook, or mimic your boss, and just being real.”

However, Rapoport is quick to acknowledge the privilege required to let one’s guard down. “There’s a privilege in seniority to be able to do that. Younger people have a harder time.” She emphasizes that safety is paramount, both in professional and personal spaces. “It’s up to the environment. The environment owes it to you to make it safe to come out. I came out when it was safe, and before, it didn’t feel that way.”

Betting on Yourself

When it comes to navigating moments of self-doubt, Rapoport is clear: it’s not about faking it until you make it. “In my opinion, that’s the worst advice you could give anyone. If you fake it, then imposter syndrome kicks in.” Instead, her mantra is “publish and iterate.” Try something, learn from it, refine it, and keep going.

“I have a lot of things, but I don’t have imposter syndrome,” she says. “I’m okay with putting something out there and maybe running away after I do, but I’ll fix it from there.”

She and her wife even have a motto: “We’re betting on ourselves.” Whether it’s stepping into a new gig or turning down one, the calculus is simple: “We’re literally putting all our chips on us. And if it works, great. If it doesn’t, we learn.”

A Pragmatic Path to Meritocracy

With years of experience in gender equity, Rapoport offers an informed perspective of what’s falling short in DEI and what has the potential to move it forward. “We need to stop with these massive pendulum swings,” she says. “It has to be apolitical.” She believes real progress is possible and meritocracy is about removing barriers so that everyone has the same access to opportunities. Rapoport is also adamant that true equity work must be intersectional stating it to be critical to ensure access to all women.

At the heart of her work is a long-term vision that stretches beyond any single organization or lifetime. “I think ahead 100 years, and I think of what the NFL can look like with all genders being ubiquitous,” she says. “With half of the head coaches being women. Half of the general managers. Half of the owners.”

Rapoport is not pushing for dominance, but for balance. “I don’t believe the future is female, I believe in balance, and I believe the future is everyone – equal representation of great people. That’s how you start to take down very destructive structures that hurt marginalized people.”

Outside work, Rapaport is “massively into plants,” plays three instruments, cooks, paints, and has a list of future hobbies she is excited to learn. But her greatest joy, she says, is her family. “I am so proud of how functional and healthy and happy my family is,” she laughs. “And I’m very passionate about putting my energy there over anything.

By Jessica Robaire

Kimberly Bryant“We got to survive to run the race. So, it is very important that we find mechanisms, and we create support systems to save ourselves along this path.”

Kimberly Bryant is the founder and CEO of the Black Innovation Lab and Ascend Ventures Tech. A little over ten years ago, Bryant wanted to see more black and brown girls in computer science, which led to her creating Black Girls CODE to support her young daughter’s interest in coding. Now, she is working on her next set of passion projects; an early startup accelerator to nurture founders in the US South called the Black Innovation Lab in her hometown of Memphis, Tennessee; and a book and advocacy work to support Black women leaders in both the nonprofit and for-profit business space.

“What I wanted to do as a part of the Black Innovation Lab is take all of the knowledge and networks I’ve acquired over the last almost 20 years in the heart and center of innovation back to my hometown to create a space to support founders that come from communities that look like me, and have had challenges, and to show what the pitfalls may be, so they do not repeat some of the mistakes that I made within my career as a leader. It’s to create a solution to finding support and finding supportive spaces where we can thrive as well as maintain that which we create. I really feel that my experiences and my founder journey brought me to this moment, where I can be a mentor, a supporter and advisor to others like me. There has been a recurring theme of mentorship throughout my career both within my previous nonprofit work with Black Girls CODE, and also as a foundation for my work within the Black Innovation Lab and the advocacy work I’ve been doing with other Black women leaders.”

Bryant cites the ‘Black GirlBoss Paradox’ as a crucial phenomenon she has been exploring within her advocacy work alongside other Black women leaders and as part of the OpEd and Equality Now’s Public Voices Fellowship On Advancing The Rights Of Women And Girls. Her efforts to address the ‘Black GirlBoss Paradox’ are focused throughout her written work, research, and the foundation of a future advocacy organization. While distinct from the Black Innovation Lab, these endeavors complement and align with its central themes of equity, inclusion, and empowerment, collectively working toward a more equitable and supportive landscape for marginalized founders and leaders. She describes the ‘Black GirlBoss Paradox’ as the situation when, “black women ascend to a certain level in leadership and they find many obstacles, and many biases around our ability to lead and hold power in current infrastructures.”

Bryant continues, “when I experienced challenges within my leadership journey I was surprised by the number of other Black women who reached out to me publicly and privately to share their similar experiences. I believe we have a crisis with respect to Black female leadership and need transformative change to the nonprofit and for-profit systems which have been a barrier to our ability to thrive and grow in these spaces”.

Bryant is a trailblazer, altruistic and focused on real change. She hopes that future generations of women leaders will be given the opportunity to have safe learning experiences. She recognizes that systemic change may not happen overnight, but as more support is built through organizations and we speak truth to the gendered and racialized biases which exist in our systems today, there will be change over time.

“I want something different for the next generation. Where they are actually given just as much opportunity and chances as their male peers and there is true equity of opportunity in the world to both succeed, fail, and get back up and try again.”

The Significance of Black Innovation Lab – A Continuation of a Legacy

Bryant speaks more about her current project, the Black Innovation Lab, and her hopes for how it will support and empower marginalized entrepreneurs. In Bryant’s words: “I wasn’t looking to come home to build a startup accelerator as much as I was looking for ways to support and nurture other founders and creators such as myself and I wanted to do more than just give advice; I wanted to be able to write a check. There is no lack of talent in the startup economy–however what is not equitable is the access to opportunities and I hope to plant seeds to address this gap with a focus on the US South.”

Kimberly Bryant’s journey as the founder and CEO of the Black Innovation Lab is deeply intertwined with her legacy of community work, particularly her role as the visionary behind Black Girls CODE. Over a decade ago, Bryant’s mission was to create pathways for black and brown girls to excel in computer science. Today, that mission continues to evolve, expanding into the creation of the Black Innovation Lab—a natural extension of Bryant’s dedication to community empowerment. This new venture isn’t just a departure for Bryant; it’s a growth and a commitment to providing resources, mentorship, and opportunities to underrepresented tech founders who often face systemic barriers.

Memphis, nestled in the heart of the US South, is the perfect canvas for this venture. The region is teeming with untapped potential and burgeoning talent waiting to be nurtured. By establishing the Black Innovation Lab in Memphis, Bryant is sowing the seeds for a vibrant startup ecosystem to flourish in the South.

For Bryant, it’s a heartfelt homecoming—a return to the city that raised her. Memphis is where her journey began, and it’s where she now intends to make an indelible mark. As the Lab takes root on the historic grounds of the former HBCU Griggs College, she hopes it will serve as a reminder that innovation knows no boundaries. It signifies a full circle moment—an opportunity to bring transformative change back to the place that helped shape her.

Making Space to Learn from Mistakes

Learning from mistakes can be an invaluable experience for leadership growth, if only given the space to make them and bounce back. Bryant points out, however, that women are not given that grace to the same amount as their male peers.

“Women in leadership, and Black women in particular, are seldom afforded the space to acknowledge and recover from their missteps. While we, as leaders, can grow from our errors and find the resilience to get back on course, there exists a pervasive expectation of perfection that disproportionately affects us. It’s a notion we must challenge because male leaders routinely receive second chances, and organizations often cushion their landings. This safety net is seldom extended to women in leadership roles, forcing us to fight tenaciously to reclaim our positions.”

One valuable lesson Kimberly Bryant gleaned from her own journey was the profound importance of trusting her instincts when making pivotal decisions. She reflects, “Far too often, I allowed my rational mind to undermine the decisions I needed to make. Our intuition and the insights we derive internally from these signals hold tremendous power. We mustn’t allow our logical minds to dissuade us from the choices we should pursue. There’s a popular business adage, ‘trust but verify,’ but I propose a modification: ‘verify first, then establish trust.’ If something or someone feels amiss, it’s crucial to trust your instincts and exercise caution.”

Making Space for Serendipity

Bryant reflects on what it means to be a trailblazer and the importance of taking care of oneself as an innovative leader, particularly as a woman of color.

“You absolutely can be what you don’t see in the world because that is what innovators do. So, if you transfer innovators with trail blazers, that’s what trailblazers do — they see a need in the world, and they find a way to fill it. And I think that the need for each of us that are called trailblazers is unique.”

As a trailblazer and founder, Kimberly Bryant recognizes that, “the endurance piece of being a leader and being able to get to that end goal and not have lost all of yourself, is extremely important.”

In that vein, she rejects the trope of the “strong woman”, as she says, “that needs to be put away in the filing cabinet and not used as a badge of honor because I think it’s important for us to realize that the body keeps the score. The position to ‘warrior’ through some challenging times, it catches up with you, and it catches up with the body.” She hopes to set a different pace in this next part of the road in her career and make time for creativity and space for serendipity.

One of the passions that Bryant has in mind when she talks about making space for serendipity is gardening. She describes gardening as “”a means to re-engage with the natural world, to immerse oneself in the process of nurturing life. It’s about celebrating successes and learning from failures, all while maintaining a profound connection with the earth. My garden is more than just soil and plants; it’s my sanctuary—a place of both respite and revival. Over the past few years, I’ve come to realize that tending to my garden has been a source of profound healing and renewal, a lifeline that has helped me navigate life’s ups and downs.”

It seems a fitting hobby for Bryant who has dedicated her career to growing as a leader and nurturing others along the way.

Lindsey Roy“A couple of things are true for everyone. One, every person will experience hardship. It’s the human condition. Two, no one invites or wants or desires hardship. But three, the art of living is to find the space in between those two things.”

We talked to Lindsey Roy, SVP Strategy & Brand at Hallmark Cards. At 31, she was named vice-president at Hallmark, one of the youngest VPs in the 100+ year history of the company. Five years later, at 36 years old and with two young children, she was nearly killed in a boating accident and left with an amputated leg and severe limb injuries. In 2017, after years of recovery and adaptation, she delivered a TEDx Talk entitled “What Trauma Taught Me About Happiness.

Then, at 44 years old, having already fully adapted to several major life changes with the support of her husband Aaron and two children, Roy was diagnosed with a rare and progressive disease that destroyed the blood vessels in her lungs, requiring a double lung transplant in the summer of 2022. The road to recovery started once again.

Across 24 years at Hallmark Cards, Roy has held 12 positions while raising two children, having two life-saving surgeries, adapting to life changes, and recalibrating her dreams. In her book, The Gift of Perspective, she shares “Wisdom I Gained From Losing a Leg and Two Lungs.” She seeks to build our collective wisdom of how to walk the challenges we each face while also lifting each other up. Her story has been featured in Forbes, Fast Company, O Magazine, and Working Mother.

On what to do when “why me” comes up in the midst of challenge:

“I have learned there is zero wisdom in asking, ‘Why me?’ It is a road to nowhere. It is a circular reference, infinitely looping. I have spent hours and cycles learning that. In my latest journey with my lungs, when that sentiment would come up, I would mindfully stop my brain from going there. If it would start to wonder there, I would make my brain stop mid-thought and actively think, I’m not even going to entertain the thought.

Others would also say to me, ‘I can’t believe you’re going through this. You’ve already been through so much. It’s not fair.’ But I wouldn’t entertain that. I would try to shut it down, and say, ‘Everybody goes through things. I just had the National Enquirer (sensational) version of problems. That doesn’t mean they’re harder. Problems are relative.’

I would redirect, because ‘why me?’ is simply the biggest waste of time. You’ll never solve it, so shut it down. I’m also a person of faith, so the question was also, ‘Why not me?’ How am I supposed to know how my life was supposed to be when only God knows that?”

On whether challenges shape us or reveal who we are:

“Both. I do believe that as humans, there’s a lot of ‘who we are’ that is already predetermined and pre-established from formative experiences. Those things often are latent, or even unknown, to ourselves, so there is an element of revelation: I might not have known I had those pieces. And that’s akin to the quote from Bob Marley: ‘You never know how strong you are until being strong is your only choice.’ There’s a lot of truth to adversity revealing parts of yourself.

But, there is definitely also a shaping piece. I now know things that you cannot know because of my experiences. I truly do believe that’s the point of sharing – because you’re never going to know what I know and I’m never going to know what you know. That’s why my purpose is to share: it adds to our collective wisdom. How beautiful that we can each pick up a gem of wisdom from someone else’s path to help us each walk our own.”

On how being confronted with adversity has impacted upon her outlook:

“Honestly, there weren’t many circumstances in my life that had put me in the empathetic seat to feeling otherized. In many ways, I had traditional ‘pathing’ and a more privileged set of circumstances. Then, I was suddenly thrown into being a member of the disabled community, the sick mom at school events, the person missing at work due to a disability situation. All of the sudden, I was a member of a lot of new clubs. I was an amputee, for example. That is a club I never expected to be a member of. I never expected to have a handicap parking pass in my 30s.

Being thrown into this world made me realize a couple of things. One, I learned something about what it feels like to be a part of a community that is not the majority. It gave me a different window into that experience. Two, it made me realize that no matter how hard I try, I’m never going to fully understand the lived experience of someone who is in another category of otherized groups of people. I won’t claim to have a full understanding, but I have a different viewpoint than I would have had without these experiences.”

On how challenges are relative and only internally defined:

“People will start to say to me, ‘My hip is really hurting.’ And then they’ll stop and say, ‘I’m so sorry, that’s nothing compared to what you’ve dealt with.’ I hear this all the time: ‘I’ve got this challenge. No, wait, I shouldn’t even say this to you.’ Even though it’s well intended, I find serious flaw in that thinking. First of all, nobody wants to win the lottery for having the worst problems. Nobody wants to hear, ‘You win: your problems are worse.’

But even more importantly, challenge is so relative because it’s infinitely dimensional. No one knows what your support system is, what resilience you’ve had the opportunity to build or to not build, or what you value most in life. For instance, if someone loses their hair to chemotherapy, that might be much harder on somebody who’s always had beautiful hair as part of their identity versus someone who’s always hated their hair. No one knows how much you value that particular dimension of life. I could name a hundred of these frames, because it is all so relative. So don’t feel shameful about sharing something that’s hard for you. Don’t default to believing that someone else’s challenges are harder. Challenge is relative and depends on so many things. You just can’t compare, and it’s not healthy to do so: it’s another road to nowhere.

Here’s my own little example of not comparing: I always have finger pain because having an extreme version of Raynaud’s Syndrome is one of the common traits of my specific autoimmune disease. My fingers have been in pain on and off for over a decade, lacking the necessary blood flow to keep them warm and high-functioning. I will get skin ulcers on the tips of my fingers or lose part of a fingernail from time to time. You would assume annoyances in your fingers would pale in comparison to having half a leg or an incision across my entire chest from a lung transplant. But on many days, it’s actually been worse. I doubt many people would guess that pain comparison correctly. It just shows you cannot know about somebody else’s challenges. That’s why I find it helpful and connective to talk to other people about what we’ve collectively learned even though our challenges are very different. I heard a profound notion the other day: I may not know your specific pain, but I know pain. How very true for so many of us.”

On navigating hardship through acceptance and beyond:

“The first thing is to know that it’s inevitable that hardship will happen and second, you will despise it. Third, it’s about coming to acceptance. Acceptance is the bottom of the pyramid of dealing with hardship, and even getting to that point is a huge challenge.

Once you can accept and even embrace that a hardship ‘is what it is’ and it’s not going to change, you then have two choices: to either dwell in a negative cycle or to try to create something beneficial out of it. If you can arrive to those points of acceptance, and get your brain in a place where you can spin something good out of it, beautiful things can happen.

I’ve gone through this cycle two big times and many little times. I’ve learned so much about how to make those pathways a little shorter and a little easier that I want to share with others. By no means is it easy: it’s very difficult. But if you know the path, it makes walking it slightly easier. I’ve found doing so is much better than the alternative.”

On why perspective is “the most powerful untapped resource”:

“Here’s a visual metaphor for perspective. Imagine an amazing pool of fresh water that’s the perfect temperature for drinking. It’s a perfectly clear, beautiful mountain stream. We all thirst for that, but we only get to sample little teaspoons here and there. We don’t normally choose when we sample those, because we usually only sample perspective in reaction to other people’s trauma, struggles, and pain. So every once in a while, we’ll hear something that makes us taste that water and all of our surface level worries dissipate. Then we think, ‘Wow, that puts things in perspective.’

I’ve found this water is always available as a resource to us, but you have to choose to walk over, bring a cup and drink. You have to actively do things. For example, the metaphorical walking over is sitting and thinking, ‘this situation looks like a horrible situation, but there’s a thousand things that are going right’ or it looks like asking ‘how could this be worse?’ That’s picking up your cup and taking active steps towards that water. But if you’re the kind of person passively sitting back and waiting on someone to throw you a teaspoon or shower you with a couple of drops, you’re not ever going to really tap into the resource of perspective. It’s actively doing even these exercises that seem so mundane and so silly. But in practice, in the wake of hardship, that’s exactly where the magic happens. You just have to understand how to walk over to that amazing pool, time and time again.

It’s almost like someone saying, ‘You want to be healthier? Exercise and eat well.’ That may be the simplest advice in the world. But it’s very different to hear it than to do it. It’s the same with sustaining perspective.”

On the power of putting perspective into practice:

“I have so many visual, visceral memories of being alone in middle of the night in hospital bathrooms in my rawest, most lonely moments. And I would say aloud, ‘How could this be worse? What is going right?’ And I would make my brain answer the question, and it was so enlightening and powerful, but very simple. It’s very hard and humbling to do that in those raw, raw, raw moments. But it is about making yourself feel vulnerable and silly, and go through the process anyway.

I would come up with things that would buy me enough resource to make it through the night or next day. I would think things like, ‘What’s the worst thing that can happen here?’ Many of those answers could get pretty dark. But then I would say, ‘Okay, let’s think about how that would be.’ I would let myself go to those worst places and instead of fear them, I would walk in those rooms in my mind. Sometimes, I would just try to let go of the control I was trying to grasp and do the thing we proverbially say, ‘Give it to God.’ That helped me more than words can say.

In short, I’ve found that you have to continually work at shifting your perspective to keep your brain focused on anything but those enticing negativity traps. The more you can focus on creating neural pathways that are more positive in nature, the more you train your brain to get better at this type of thinking.

I think it’s also important to add that you don’t have to be perfectly positive every day. There have been countless days where I have wailed or banged my fists or struggled to get out of bed. That’s ok too. But you have to find a way to keep moving forward, and actively shifting how you see things is incredibly powerful in the midst of hardship.”

On overcoming resistance to practicing perspective:

“First of all I would invite any individual to introspectively ask: what stops you from actually exercising your perspective? One suspicion is that I think people feel dumb doing these very simple things because they do seem so mundane and unhelpful until you actually do it. I think some people dismiss that sheer thought of the power of doing this stuff, but it can only be experienced by doing it.

I’m guessing, too, that negativity bias can take over. It’s taken over in my life so many times. You have to hold off that negativity bias to even create the space to ask these silly questions. That negativity bias is an 800 pound gorilla. It will come at you. Your brain is so wired for that. Just having the fortitude to fight that off for five minutes is no small thing.”

On the strategy of “borrowing perspective” in hardship or everyday life:

“When you’re in the middle of hardship or facing a certain fear, you can try ‘borrowing perspective’ from anybody who has gone through a similar situation and arrived to the other side. From where the stand, you can borrow their perspective and say, ‘If they can do this, I can.’

For example, witnessing what Amy Purdy had overcome and achieved with her two prosthetic legs (from world champion para-snowboarder to Dancing With the Stars finalist) became a lifeline of inspiration after my boating accident. I could see beyond the moment I was in. But consider even the more common experience of having a baby. When I was pregnant for the first time, along with all the excitement, I had some fear of childbirth. But I would remind myself that billions of women have had babies throughout history. If so many women had done it before me, surely I could.

There’s also ‘borrowing perspective’ as a daily practice so you don’t slip into taking things for granted. This is harder. When you’re in hardship, you’re searching for coping mechanisms. But when you’re going about your daily life, and things are going well, we often just coast. In those coasting moments, borrowing perspective would be to pause and recognize things we often don’t give any thought to, such as, ‘Wow, I live in America today instead of a war torn country’ or ‘I was just able to walk into the baseball game with functioning legs and lungs.’

Right now, we’re talking about my hard stuff, but I have a million blessings. For example, I grew up in a home where my parents loved each other and offered me love unconditionally. I have a wonderful husband and two amazing kids. I’ve always loved my job. There are a million gifts that we take for granted simply because we haven’t had to experience the broken version of that experience.”

On why authenticity and vulnerability are essential to leadership:

“It’s a trap to believe there is a certain way we are supposed to be to be successful. For example, we equate leader mentality to an ‘early bird gets the worm’ mentality. I’m a night owl. My hours are more bartender than typical Corporate America. You’re supposed to wear heels. I can’t wear heels. You’re supposed to not talk too much about your kids. That’s the most important thing in my life!

The more you can just be who you are, the more powerful that is. Whatever it is that you have that’s different, it can be something that truly makes you unique, but you can’t be scared of it. You have to let that difference shine and that takes courage and vulnerability. Being vulnerable feels like being exposed, being naked, letting someone see that part of yourself that you don’t think you should show. But that’s where your authenticity will make others appreciate you even more and where you can find your special sauce to add value to any team or situation. It’s important to find the space where you’re comfortable and have that courage to bring in more of yourself.

For myself, I’ve always been the same person whether 10:00 at night or 10:00 in the morning at work. But I’ve learned it’s also about sharing the ugly parts of yourself in the right setting, in the right way: that’s where connection happens.

Being vulnerable is connective. When someone has been vulnerable with you, you trust them more. When you take the lead and show vulnerability, it engenders trust. I have seen this so many times, and most recently, after speaking in a manufacturing plant in Kansas City. Most of the audience were men and they were telling me the most beautiful, vulnerable things that had happened in their life, because I threw it all out there first.

Vulnerability is a flywheel. Somebody has to take the lead to get it moving.”

On letting who you truly are authentically guide your path:

“There’s this type A personality model we’ve pedestaled where you have the calendar, menu and schedule planned. To some degree, that behavior is necessary and awesome. If you’re authentically that kind of person, great. But it’s also okay if you’re not.

When I was starting, people used to give me the advice to map out my career. Later, they’d advise to do three years of this project or take this lateral move to gain an experience for promotion. I would secretly dismiss that advice, even as a young professional, because it was never my mentality to do those things. I would also borrow perspective by looking at others who’d never worked in that division, or sought out a masters degree, or whatever – and were doing great. Today, I don’t have a masters and I didn’t do jobs I hated. I was in an environment of great mentors: being in fertile soil helps.

No one set of advice works for everybody. You don’t have to take advice that you don’t want to take. There are things that will unfold for you that maybe no one else could have predicted. Let that happen. Just be you, let go a bit, and see what happens.

Everyone is going to give you advice. Even in medicine, I’ve learned that if you ask ten different people the same question, often you’re going to get two to ten different answers. Many questions don’t have a precise singular answer. Now, if you get ten out of ten same answers, maybe you should follow that advice. But if you get nine one way and one the other, then you get to weigh your decision with that in mind. I think there’s a lot of power in that. But it’s vulnerability inducing to even entertain those thoughts.”

On the power of being able to let go of the plan and embrace the now:

“When I was 20 years old, I thought the perfect age to get married would be 26, the perfect age to have a baby would be 28, and the perfect place to live would be X…none of those things happened. That movie did not play out. Now when I look back at my life, I didn’t know the perfect age to do this or the right way to do that.

People say ‘this is more than I ever imagined.’ That can absolutely be true, but it can only be true if you let go of your preconceived notion of how it should be and realize there is no perfect plan. There’s only what actually plays out and how you embrace that. But there’s so much value in letting go of what was and being okay with what is.

Also, it’s human nature to compare. But if you’re going to compare, don’t let your brain compare things to a state that you can’t control. You can’t control when you fall in love, when someone hires you, or the result of a physical accident. So do not let yourself compare to some preconceived notion or some past, because it is another circular reference to the path to nowhere. It’s fruitless and futile. You will never be able to get out of that hole.

Rather, what you can do is say that didn’t happen. This did happen. What can I attach myself to now? To use a metaphor, imagine you’re swimming down the river because you fell out of a boat. You might want to be back in that boat, but that’s not an option anymore. So you better grab a tree to hold onto. May you’ll find that tree is cool and beautiful, and you’re going to hang out there. But you can’t compare to things that you thought had to happen. I’ve failed many times, but the consciousness of this line of thinking is what’s important.”

On learning how to trust in and surrender to your unique life path:

“I’ve had to work really hard on growing my trust, and for me that means having faith. Of five brands of belief I have identified that have supported me, that’s the most important one. It’s so easy to say it, but very different to really open yourself up to that relationship where God is truly in control. For me, trusting really is letting go and realizing that there is a path I’m supposed to walk. I don’t get to pick that path, but I can find joy in walking it, no matter what it looks like to others.

Years ago, we had the traveling Titanic exhibit in Kansas City. When you walked in, you received a secret little envelope. At the end, you were told your fate based on math. Are you someone who drowned? Are you someone who survived? It was just based on the math of the event and the math of the people walking through.

God handed me this little secret envelope that I’ve only read 20% of or 40% of, or who knows, and I don’t get to change what’s in that envelope. But the more I embrace what’s in that envelope and realize that once again, I’m not in control, the better everything is. It’s believing deep down that whatever it is, it’s going to be okay, so give up the control. I’m constantly reminding myself to go back and find my center there. And when I do, it is the most freeing feeling ever.”

Interviewed by Aimee Hansen

Rhonda Johnson “I like to view people as generally good. Without a tool to understand when you’re doing something that causes harm, you may not even know you’re doing it,” says Rhonda Johnson. “In the corporate world, we have tools, training and social pressure to moderate our bias and behavior, but not as much in small businesses. Without a tool, how can we address it?”

Johnson speaks about the unfolding of her DEI journey from Wall Street to Washington, D.C., being part of the founding team of the Consumer Financial Protection Bureau (CFPB), and launching Different Like You, Inc and the Sacki App to weave the principle of inclusion deeper into the social fabric of small businesses and our daily lives.

A Culture Change from NYC to D.C.

Growing up as a New Yorker in a diverse neighborhood, Johnson was struck by the lack of diversity when she entered into Wall Street, often as the only woman or woman of color in the room.

“Different perspectives add value to the solution. If everyone was coming from Harvard or Stanford or Ivy League schools, I felt there wasn’t enough diversity even in the way people think, because they’re trained how to think at these schools,” she recalls. “I was interested in diversity of thought and experience and felt we needed to do something different.”

At James D. Wolfensohn, Inc., a private equity firm, Johnson began recruiting at Historically Black Colleges and Universities (HBCUs), too. Quickly, she witnessed how diversity shifts the culture. She observed how bringing in people of different economic, educational, and ethnic or racial backgrounds disrupts group think and status quo approaches to problem-solving, which also introduces tension.

“At that time, nobody was confronting these questions. What does inclusion look like when you bring in different types of people if we don’t operate on the same plane?” she was asking. “How do we solve this problem?” Diversity was being addressed but inclusion was lacking. Over the years this became a nagging question.

In November 2009, during Barack Obama’s presidency, Johnson moved to Washington D.C. to work in the Office of the Under Secretary for Domestic Finance within the U.S. Treasury. Her boss Jeffrey Goldstein, then chairman at Hellman & Friedman, was nominated to the post and brought her in. She served as a review analyst for two years, during which her passion to advance inclusion increased.

“Back in New York, even though diversity was limited within financial services, I didn’t feel isolated or marginalized, as it was a melting pot. If you work in NYC you are exposed to different types of people as part of daily life. D.C. felt way more polarized. Even where people lived was very racially divided. I was frankly shocked at the difference in culture,” she notes. “It started to slowly change because people of color from across the country were moving to the area to work for Barack Obama, so more racial, ethnic, cultural and economic diversity was being infused into the DC area and the federal government.”

Johnson moved on to become a founding member of the Consumer Financial Protection Bureau (CFPB) in 2011, initially as D&I Program Analyst and then as Senior Advisor, Office of Minority and Women Inclusion, before stepping into the deputy director role as of April. Now she focuses on assessing diversity and inclusion within financial services, essentially going full circle to help financial institutions address the challenges she identified early in her career.

Why Diverse Perspectives Bring Creativity

“I am curious about people. I want to hear about your story. I want to know about you, what you’re doing, where you’re trying to go,” says Johnson. “I also want to hear your perspective about solutions we’re working on. I feel no one person has the answer, and all products and solutions can benefit from different perspectives.”

Meeting people where they are and valuing collaboration, she is a furtive gatherer and proponent of the creative value of multiple perspectives.

“So many big decisions have been made by people who were all thinking alike. I feel it’s critical to have different perspectives on solving problems, especially big problems,” says Johnson. “More than one thing can be true. I try to remind people that it doesn’t have to be either/or. It can be and. I like to consider how we can meld ideas to come up with a good solution. If there are two opposing ideas, rarely is one or both entirely wrong.”

She gives the example of a mechanic looking at a problem in the medical field. Their opinion may be invalidated because they’re not a doctor, but being outside of that frame also gives the mechanic an opportunity to see a totally different solution which the doctor may not be able to consider from his vantage point within it.

“When you have diversity of thought, I genuinely believe you open the door to much more and many creative solutions,” emphasizes Johnson. “I often think the creativity lies not necessarily in the subject matter expert, but in the person who is looking at the problem for the first time.”

Raising Her Voice To Advocate for Inclusion

Johnson has always valued giving employees a voice – through surveys with disaggregated data results, through ERGs, and diversity councils. She also had to raise her own voice to make sure that happened.

“I’ve always been that person to fight for the underdog. I don’t like unfairness,” says Johnson. “So anytime I saw unfair treatment, I was definitely always willing to speak up, even in an environment where I didn’t feel like I had a lot of power.”

Early on in her career, Johnson focused on being observant, listening, learning and working hard, not so much on her voice being heard. Until it became necessary. Compared to the NYC culture, where people were more forthright, Johnson found the culture polite and evasive in D.C.

“There was a disconnect between what people were saying and what they were willing to do,” she observed, “I take people at their word. If you say you support this, I expect your efforts to reflect that, and so when that didn’t happen, I would confront the person. I found out people weren’t used to being challenged on what they promised in this space,” she says. “So I had to find a different way than directly calling people out. That’s when I shifted my approach, I started to dive deep into the research to ensure that my colleagues could better understand the importance of diversity and inclusion initiatives being proposed, I began sharing the data behind the strategies, and working collaboratively to gain buy-in and then documenting the commitments people made. It often requires more work to help people understand the importance of equity, so it became more socially acceptable to also hold them accountable.”

Launching a Social Inclusion App

Her professional focus on DEI and the culture shock of moving from NYC to D.C. also spurred Johnson on an entrepreneurial journey. Whereas in the NYC melting pot, she could go into any restaurant and see diverse customers, when going out with friends in D.C., she often experienced being treated differently.

“People take their biases everywhere and if there’s no incentive to check them, they won’t change. We are imperfect and the result of so much we’ve experienced,” she says. “In the corporate world, we get training to check our biases. But I’m not sure that happens at small businesses, merchants, apparel shops, gift stores and restaurants. I felt there was a need for more communication around how different groups of people are being treated – whether it’s because of race, language proficiency, or size.”

She launched differentlikeyouinc.com and the Sacki App. Sacki is similar to Yelp with a diversity matching dimension. Consumers are invited to create a profile and share positive and constructive reviews on their experiences with merchants. Sacki matches consumers (based on their demographic profile) with relevant review data.

In 2015, she first began to frame out the App but then got stalled on development setbacks. During the lull of the lockdown, she decided not to watch television and found that she was re-energized in her passion for developing Sacki.

She notes, “I began to research the impacts on mental health and physical illness from the stress of life for groups of people – Hispanic people, black people, people with disabilities, obese people. All these interactions they have on a day-to-day basis cause so much stress and affect health and mortality,” she says. “How people are treated on a day-to-day basis while going about their lives has such a massive impact on our society, daily micro-aggressions result in anger, frustration, depression, that lead to decisions and behaviors that affect all of us. The goal is that everyone should be treated with dignity and respect.”

Johnson’s Sacki App will hold people accountable in smaller, less formal business settings that also contribute to day-to-day interactions. Currently, the Sacki App is in beta in Atlanta. Sacki will go national to major cities within a year and international within a couple of years. Currently, she is in the process of learning how people behave with the App and what modifications need to be made.

Dealing with development, technology and design, Johnson has been stretched by launching an App, but her entrepreneurial spirit had already been there.

“When I went to the CFPB, I had the opportunity to be super creative informing our office, our function and our role,” she says. “There was a lot of opportunity to be innovative and bold because we were just launching and building the agency.

Building A World Without Shells

“I have always been extremely sensitive, and I think I built this shell around myself because it wasn’t working for me,” she recalls, giving the example of a female colleague once stealing the idea Johnson had shared with her and presenting it to their boss. “I felt so naive. Different incidents in the work culture broke my heart. That hardened me. I didn’t trust people.”

Though part of her feels putting a guard up was necessary, she also knows operating with a survival mechanism is not the same as thriving, and she doesn’t want to do it to herself, anymore.

“What’s for you no one can ever take away. Stay true to yourself. Maintain your authenticity,” she would say she has learned through the years. “I think my authenticity is important. Sometimes you have to figure out whether you’re in the right spaces for who you are, who you truly are,” she muses. “Without the shell, I may not have survived in certain environments. Being authentic may lead you to different places and even doing different things. It sounds cliche but I think people should follow their heart.”

Now Johnson is expanding into more of who she truly is while enjoying the culture and nature of Washington D.C., too. The Sacki App, based on inclusion, is her way of trying to impact the world so people can be who they are everywhere they go.

By: Aimee Hansen

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

Alice Chun“We’re all drops in the ocean, but together we can move the moon. Small things matter. Because if we all do one small act, together, collectively and as a community, we can move mountains, and that’s always been the case,” says Alice Chun. “I think we each create a ripple in the water from just a drop, and that if we all work together, this change can really occur. It’s not just one thing that’s going to be the answer to our issues, it’s going to be an ecosystem of many things working together to create resilience.”

We interviewed Alice Chun, female inventor and co-founder and CEO of Solight-Design. Born in Korea, she immigrated to the U.S. as a child and grew up in upstate New York. Since learning origami from her mother as a girl, Chun has been fascinated with the possibilities of using imagination and design to change our world for the better.

Exploring emerging trends in material technology – lighter, faster and sustainable – she began experimenting with sewing solar panels to fabric while teaching Architecture and Material Technology at Columbia University. When her son Quinn was diagnosed with asthma, which is 40% more likely for children in New York City, she became aware of the staggering pollution from energy consumption and the deadly impacts of kerosene in off-the-grid places of the world. Chun became focused on creating clean light solutions that harness solar energy.

Her TedX talk, 10 Million Rays of Light, focuses on the story behind her first invention, the SolarPuff™, the world’s only self-inflatable, portable solar light. With the backing of a KickStarter campaign, Chun launched Solight Design. Her origami-inspired lights run the gamut from art exhibition to humanitarian aid. They’ve been exhibited at MOMA, featured in The New York Times for summer gatherings and lit the night for Syrian refugees.

Chun holds several patents and has won the US Patent Award for Humanity. Advocating that design provides dignity, Chun is passionate about getting her lights to people and children in crisis zones and off-the-grid areas. She’s brought many thousands of her lights to crisis areas, as well as worked with NGOS to deliver and distribute them.

Going on these “light drops,” she’s personally traveled to Nigeria, Puerto Rico, Dominica and Haiti (nearly 20 times). As we talked with her in December 2022, she was about to head to the Ukraine. More than anything, she seeks to spark the light in each of us that can together impact the world. We talked with Chun about creating impact as a female inventor.

On growing up in a creative household:

“I was born in Korea. I was blessed that my mother was an artist and my father was an architect. It was post-war and my parents had to immigrate to the United States because of my father’s position doing the World Trade Pavilion in Montreal for the World Expo. They came first, and then sent for me later. I was four years old when I came to join them.

My mom taught me origami, like many Asians. And back then it was more novel. I grew up in a very creative household that taught me, at an early age, that you can use your imagination to make things and you can help yourself through difficulties by using your creative senses.

Everything that I’ve done was never really planned. When I went to college, I went for Architectural design. After my masters at University of Pennsylvania, I started to teach architecture (Columbia University, Parsons the New School), but teaching first found me by accident. I didn’t find it.”

On how imagination is the ability to create something better:

“While I was teaching in architecture, we started to do community outreach projects with architecture students. Around Philadelphia, there were so many abandoned sites and parks that were just rotting away. We were putting in planters and benches and building a little playground. It was so rewarding to see how it transformed those communities.

Kids would come up curious and ask what we were doing. We’d tell them, ‘We’re architecture students and we’re building architecture for you.’ So they would ask what architecture was. And we would explain that whatever you can imagine, you can also make a model of and then you can build something new. It is all about design. Design is about imagining something different and more beautiful for your environment.

Being able to interact with the community and learn from them, as well as teaching them about architecture and empowerment, was a real moment of feeling that I could make a difference and what we were doing mattered. I wanted to continue to do that.”

Alice Chun in Haiti

Alice Chun in Haiti

On the moments that catalyze the impulse of innovation:

“Whenever I was teaching, I used to tell this story: the story of time. The Greeks believed that there are two characters of time. One is Chronos, who is old with a beard and a cane. His line of time is predictable and very straight. Then, there is Kairos, the young character of time. His line of time is very unpredictable and chaotic.

We all experience those two lines of time, every day of our lives. When those two lines intersect, those are the moments of opportunity and the moments of invention. And it’s a matter of leaning in or leaning back when those moments happen.

So if I look at the trajectory of my inventions, and why they occurred, it’s because of problems I saw. I would never have imagined that my child would be born with asthma. And there was climate change and natural disasters and the earthquake in Haiti. All of that was the impetus for me to step back and say, ‘Enough is enough. We have to do something to help.’

I was the materials lab director at Columbia University, and my focus was on natural materials. There’s far more intelligence and knowledge in natural materials than the petrol-based plastics that we’ve been using for four decades. So, I was sewing solar panels to fabric and then substrates, to basically invent something new as a material: a solar harvesting surface to make everything thinner, lighter, faster and smarter.

The only way I knew how to lean in to help in Haiti was to turn my studio at Columbia into an innovation studio. So, what I was doing before evolved. And that’s when we realized this detriment that’s happening globally. 1.6 billion people don’t have access to electricity, and they’re using kerosene to light their world at night. Two million children die from the toxins. In South Africa alone, there’s 200,000 house fires every year. That was the impetus for asking ‘What can we do?’ and ‘How can we help?’

So every time, it’s really about those two lines of time intersecting – and then saying ‘How can we solve this problem?’ and ‘How can we do better?’”

On the magic when necessity meets curiosity:

“Sometimes you’re confronted with a problem, and you don’t know what to do. You just know that something has to be done. It sticks in the back of your mind as something that gnaws at you. Every time, at that point for me, that’s where the spark of curiosity came.

They say ‘the mother of invention is necessity,’ but ‘the daughter of invention is curiosity.’ So with curiosity, you’re constantly questioning – What if? Or could it be like this? Or maybe there’s an answer here, or there? Once the problem sticks in your brain, everything else becomes a window for opportunity because then you’re already beginning to connect the dots.

Curiosity is directly related to imagination and creativity and problem solving. What’s most important are the questions that you ask, not so much the answers. It’s those questions that end up creating something new. So with asthma and pollution and health, for example, I had already been researching solar energy and the connection to cutting pollution. 75% of the pollution in NYC comes from buildings and energy consumption. But the sun is free and it’s limitless and it’s the most powerful source of energy that comes to the Earth every day.

So the dots begin to align and connect. You may not have the answer right away, but it’s a matter of continuing and keeping that thread open to connect to the next dot when it happens.”

On breaking through the ceiling of fixed perception:

“So-Light Design is a small company. I’m one person. I’m a mom, I’m a teacher. The paradox is that we’re a small company, but we’ve had a big impact – purely because we’re just doing what we feel is right. But we’ve been able to impact over a million lives worldwide because of our mission.

So what I’m always trying to break through is the boundaries that we all create when we perceive the world in a certain way.

For instance, early on when I was traveling to these red zones, everyone told me not to go. People said I would be shot or raped or kidnapped. But I went to Nigeria and Makoko there – which is the largest slum in sub-Saharan Africa. I met the most amazing and kindest people and witnessed the impact of the light that I brought. Then I went to Haiti. People were telling me not to go there, too. I’ve been there twenty times now, and I’ve befriended amazing people. Now people are telling me not to go to Ukraine because it’s a war zone, but I am going.

I want people to know that there’s always two sides of the story. There’s not just one narrative or only one way to see anything. Part of creating art is to break through the preconceived way we see the world. It’s a big issue right now – with racism, discrimination, with war – it’s so prevalent and we have to change it. There’s so much that we have to gain and to learn – historically and culturally – from breaking out of our narrow perceptions.”

On inventing a product that spans from MOMA to crisis zones:

“Because of my background as a designer, I have the three design cornerstones of durability, beauty and functionality or utility. Those are the same three cornerstones of architecture and they could also transfer into a way of thinking about business and being an entrepreneur.

It’s hard to get all three, but I think beauty is something that needs to be addressed in design. When giving out humanitarian aid in places like Haiti, I’ve witnessed some NGOs have a tendency to buy the cheap stuff to hit the mark on how many items they’ve donated. But they’re often the cheapest flashlights or the cheapest solar panels, and they end up in the landfill in a short time because they don’t work.

I’ve not seen many organizations who drop off supplies give any attention to beauty, wonder or awe. But I think all of that is just as important as utility. Why can’t we give beauty, wonder and awe? Because if you don’t have that, you don’t have hope. If you don’t have hope, you’re going to die.

I remember a fascinating moment after the earthquake in Haiti, when there was rubble everywhere and tent camps were popping up. I saw this woman coming out of a tent camp and she was dressed in red and perfectly made up with lipstick. I don’t know, but that lipstick seemed to make the day for her because it was the moment of beauty, wonder and awe.

In my perspective, design provides dignity and good design should be able to sustain a life in Nantucket or Nigeria. Good design doesn’t have boundaries – like culture or race. It doesn’t discriminate. So good design should incorporate awe and wonder as well as being useful. I don’t think many NGOs think about that, or how important it is for the stakeholders and the cultural societal aspects of wherever these issues exist.”

Syrian refugees with Chun’s SolarPuff™ lights

On igniting possibilities through ‘light drops’:

“I put a thousand lights in my luggage and I flew down to Dominica. I didn’t really know where I was going. I just wanted to go to the Kalinago territory. The Kalinago are the oldest Indian tribe in the Northern Hemisphere. I’d heard that they had been hit the hardest with Hurricane Maria.

Through a fortunate chain of serendipitous conversations as I arrived, I was positioned to visit seven different schools in the Kalinago region. I saw five kids living in a one room house with a single mom. They had their one meal a day at school and no electricity to do their homework at night. I resisted the urge to just hand out the lights, because I wanted to tell them why I was there, why they’re so important and why we haven’t forgotten about them.

I shared that I came from a poor beginning and was beat up a lot when I was a kid, because I didn’t look like the other kids. I was the only Asian. And I didn’t fight with my fists. I ended up fighting with the light in my mind and the light in my heart. And I tell the kids, ‘You have to fight with that light in your heart and that light in your imagination. Keep fighting with that light and don’t use your fist. And I’m giving this light to you because now you can hold the Sun in your hands. And the Sun is the most powerful source of energy that comes to the Earth every day. But the light of your imagination and the light of your heart is even more powerful than the Sun.’

The kids cackle and giggle and I reassure them, ‘Yes, you are that powerful and if you keep fighting with the light of your heart, there’s nothing you can’t do.’ I tell them to use this light for their homework, so their dreams and ambitions can grow. A lot of the girls look at me in disbelief and say, ‘What! You made this?’ Even some of the elderly women or teachers can’t believe it. That’s really important to me, because in that ‘aha’ moment, they are saying to themselves, She’s a woman and she did this. Maybe I can. I have the power to do that, too.

Sharing that narrative with them is more important to me than delivering lights. That’s the other reason why I go on the light drops.”

On encouraging more female inventors:

“In my research, I went back into history and some of the women were excluded from patents they should have been on. But, overall the number of women on patents is so small, and that needs to change, too. My hope is that when I speak to kids and young women, that it will inspire them to use their imagination and change the world for the better by solving a problem and creating something new.

It goes back again to two characters of invention – the mother of invention being necessity and the daughter being curiosity. Those are two female characters, but only 13% of inventors are women in the United States patent and trademark office. And then in terms of entrepreneurship, far less than 1% of IPO businesses are led by female founders and only 2.3% of venture founding partners are women.

We need more girls and women in STEM programs and more funding for women and female minorities in terms of scholarship and grants. But the only way we’re going to change the amount of investment that goes into female-run entrepreneurs is getting more female businesses to get an IPO. So there’s this kind of chicken and egg thing happening.”

On her trip to the Ukraine:

“We’re going to get about 5,000 lights to Ukraine. But in my luggage, I’m bringing 1,000 with me. Our colored light was used for PTSD for children after Hurricane Maria. It has different color options, and we hadn’t realized this would be helpful to the kids. But we found out that the different colors actually help them calm down at night and it helps them to sleep. After an earthquake and there’s no light, the kids are so frightened. So they were used as night lights for kids in shock or with PTSD after the hurricane.

When I heard about the blackouts happening in this children’s hospital in Ukraine, I knew I had to go deliver these colored lights. They told me the nurses were taking three hours to calm the kids down after the blackouts. There are over two hundred kids and most of them are refugees, and there’s two more hospitals in Lviv. I’ll also go to Kiev. Over 2.5 million children are currently displaced within the country.

These hospitals have generators, but they are using that for essentials like heat and the ICU. These lights and phone chargers are going to be critical for light at night and charging. This is a lifelong traumatic event. And after the war, it’s going to take years and decades to rebuild.

But my greatest hope for the future is our children. Whenever something happens, dealing with children especially, I try to do whatever I can and often travel to deliver lights. I’m inspired by my own son and by all the kids that I meet along the way and in different countries. I’m inspired by how smart and intelligent and enthusiastic and hopeful they are about the future, and passionate that they know they can create.”

 

 

For more on Alice Min Soo Chun, check out coverage in Marie Claire’s Powertrip 2022, The Skimm, The Story Exchange, Fast Company, The New York Times, Cheddar, Huffington Post, and Men’s Journal. Chun was nominated for USPTO Patents for Humanitarian Winner in 2018. She was named among Forbes 50 Over 50 recognizable women of 2022. She is co-author of the book Ground Rules for Humanitarian Design. During the pandemic, she also launched a business selling patented transparent face shields and respirator masks, SEEUS95.

By Aimee Hansen

Elena Kim“I found a different lease on my otherness. I can’t chase everybody’s projection of me,” says Elena Kim, “but the more I recognize the uniqueness of my own experience, the more I feel I have to offer.”

Kim speaks to how she learned to dream, connecting through differences, emotional regulation and integrating masculine and feminine aspects of leadership.

How the Invitation To Dream Changed Everything

Kim spent the first six years of her career in investment banking in Moscow, before the financial crisis of 2008. She decided to take the ‘opportunity’ of the market slump to invest in herself by pursuing an MBA. While filling out the application, she had to answer where she envisioned herself in five years, which she had never considered: “It quickly became a self-discovery journey for me.”

When Kim pondered what she cared or was passionate about, she realized she didn’t know what she really wanted.

“It was the first time when I allowed myself to dream as if anything was possible,” reflects Kim. “At that time, it was films and TV series – my window into the bigger world, into a different world. Growing up in Uzbekistan, I never had allowed myself to even consider the possibility of working in entertainment.”

She received her MBA from UCLA Anderson School of Management in Los Angeles when digital media was becoming prevalent in media and entertainment, which created a permissive playing field of newbies. Jumping on the rising wave of digital transformation as major players were just coming onto the scene, she joined a startup and began to reinvent her career path.

For several years, she acquired film and TV content for digital platforms, such as Hulu, Vimeo and iflix. For the past three years, she has negotiated and licensed music rights for programming across broadcast, cable, local TV networks and streaming platforms, which gives her a bird’s eye view of the whole TV and film industry.

“What I’m passionate about is figuring out what makes people’s hearts beat faster. What do they really love to watch and what determines that?” she says.

Having worked across emerging markets, she observed the obvious: whereas what people prefer to watch in Latin America might differ from that in Eastern Europe, Middle East, Africa or Southeast Asia, the love for stories about human experience is shared universally.

The Curiosity to Learn

Early on, Kim believes that her strongest asset was curiosity and willingness to dig deep into a subject. She notes she had amazing teachers who taught her the structure of learning a new skill and how to dissect a new concept to understand it.

“So how do you learn a new industry, for example? You look at the main players and their business models: how do people make money? What is the current political, economic, legislative environment impacting the industry? What are the major trends? What stands behind the main buzzwords?” asks Kim. “As you learn the basics, you then start tuning into where the opportunity is. What forms core competitive advantage, and what is driving the opportunity, what needs to hold true to fully unleash value? etc.”

When she was coming from Russia to the U.S., shifting from banking to media, she applied this process: “It became very clear to me that the wind was blowing towards online viewing, and I knew I wanted a job that had something to do with digital distribution.”

She loves how digital distribution of content included many more voices in a global dialogue. Regardless of where you are from and what you believe, you can connect over Game of Thrones or Friends.

The Value In Our Differences

As an avid globe trotter (over 60 countries and counting), she finds traveling therapeutic. She especially enjoys interacting with local people who don’t speak her language, figuring out ways to communicate beyond verbal. She holds such memories dear to her heart after surviving an earthquake in Nepal, sharing music with children from indigenous tribes in Indonesia, self-driving through Botswana and Namibia with local hitchhikers, getting help from local police after being robbed in Argentina, for example.

During one such trip, she traveled to Peru and had her first experience with plant medicine under the guidance of a local shaman, who held space with due reverence to ancient practices and traditions: “This was learning on a cosmic level. I won’t even attempt to describe it in words. If my spiritual inquiry started with understanding the concepts of neuroplasticity (who you are today is not a verdict), my awakening was turbo charged by living through the learning during this psychedelic experience.”

Kim continues, “One of the things now running through my veins is the knowing that what makes me connect with people is the ways in which we are similar, what intrigues and draws me to people is the ways in which we are different.”

“My personal journey with ‘otherness’ has been an emotional roller coaster. I am Korean ethnically, born in a Muslim country of Uzbekistan, mentally grew up in Russian culture in the Russian society,” says Kim. “Now I live in the U.S. as a gay woman, a scientifically-inclined spiritual psychonaut, where I’m ‘too woo woo’ in analytical circles and ‘too in my head’ in esoteric environments, etc. Of course, these are mostly distorted self-assessments.”

Growing up, she felt the disconnection of being Asian in Russia by not ‘presenting’ as Russian. Yet she speaks Russian, not Korean or Chinese, for which she’s regularly mistaken. Last year, prior to the current geopolitical crisis, she spent time in Russia, where she identified a piece in herself that she feels is Russian: her sense of depth. She does not give people any box to put her in anymore: “I don’t even fit the labels I have for myself,” she notes, “I’ve stopped explaining. ‘I’m from Russia’ is all I say now.”

To Kim, whatever makes us different is what helps us to represent a specific side of humanity as part of the whole. She resonates with Jerome Braggs’s notion that if you believe in universal oneness, then excluding experiences that are unique leads to robbing others of a fuller wholeness. Therefore, the more different we’re perceived we are, the more important it is for us to show up in all areas of life – and she notes those differences are defined in so many ways beyond ethnicity, race, gender or sexual orientation.

Integrating Feminine and Masculine Traits in Leadership

In a previous role, Kim was encouraged to start an initiative to foster diversity, equality and inclusion across employees from 40+ different countries and cultural backgrounds, which activated for her the importance of so-to-speak “feminine” qualities of leadership, especially when dealing with something intangible like what gives people a collective sense of purpose, belonging, safety for authenticity, and striving for excellence.

Kim recounts we have historically glorified and rewarded traits of leadership that are labeled as “masculine” – assertiveness, linear thinking, clarity without questioning and go-getting. But traits that we assign as “feminine” – such as empathy, collaboration, creating constructive atmosphere – are considered nice-to-have but not necessarily perceived as attributes of leadership or rewarded.

“The DE&I initiative quickly led me to a path of dissecting and challenging the leadership paradigm that we were operating under,” reflects Kim. “It’s so clear to me that to be successful in a multicultural organization, you have to have an acute level of empathy and cultural awareness. And the soft skills are increasingly becoming must-have.”

She has come to see that “feminine” leadership qualities are a necessary complement to “masculine” qualities, not a compromise or trade-of. “I used to hold this myth that once you start being softer, you lose your edge, an ability to reach goals in a timely manner. I had this notion you either be like a robot or you float in the clouds, and that was a misconception.”

Reflecting on the evolution of her leadership style, she says: “Even if I was telling myself a different story, early on I was truly managing out of egoic fear of losing control. I was never a micro-manager, but I was a micro-controller. I had to know everything, call the shots, be the one interacting with management to control the narrative, etc.”

Kim realizes this came from being extremely demanding on herself, and meant she came off polished and unapproachable. As she steps up as a leader, her focus is increasingly shifting to creating opportunities for others to push their growth edges, normalizing making mistakes while minimizing their impact.

Now she finds herself at a company that’s thriving despite the global pandemic. “We have set clear goals, roles, strategy and timeline, while the flow and interaction within the team remains fluid, supportive and trusting. I don’t need to chase anyone to get their job done, rather keep communicating progress, so folks can self-direct their work streams to deliver on time. This release of control within set boundaries is still work in progress as my ego peeks its head constantly. With that, I find myself being successful at my job, really supported by my team and a much happier me.”

Emotional Regulation and Co-Creation

Kim feels the pandemic, socio-economic inequity, and current geopolitical crises have brought a set of unique challenges around managing people’s mental and emotional states. Leaders are not necessarily equipped with due skillsets, protocols or guidelines to attend to people’s emotional turbulence. She is increasingly interested in the area of emotional self-regulation and has heard many executives speak to challenges of operating in toxic environments where stress and reactivity are the norms: “Even in my relatively emotionally intelligent company, without the acquired self-regulation practices I’ve exposed myself to in the last couple of years, I could not have managed some of the incidents that have come up inside and outside of the company. A simple thing like taking a deep breath might lead to a more beneficial outcome in an emotionally charged situation. These tools are teachable and the impact is quickly palpable.”

Her latest fascinations include Web 3.0 and decentralization, and she’s presently teaching a blockchain fundamentals course at chief.com to a network for executive women.

By Aimee Hansen

Sarah Carrier“Medicine is both an Art and a Science,” says Sarah Carrier, MD. “The science is knowing what kind of disease the patient has. The art is knowing what kind of patient has the disease.”

Carrier speaks of the call to become a doctor, establishing herself as a peer among men and why soft skills matter especially in her profession.

Heeding the “Burden” to Pursue Medicine

Carrier did not come from a medical family (her parents were in engineering and real estate), but recalls being drawn from an early age. After being a volunteer “candy striper” in high school, she began to think of a career in medicine. Her mother’s solid advice was to get her foothold in nursing before seeing if she wanted to invest her study and finances in becoming a doctor.

“I spent ten years in nursing. But there’s an expression in this part of the country that people are ‘called to preach.’ They have a burden to preach, meaning they can’t not do it,” she notes. “Well, in my case, I felt called to medicine. I had a burden to be a doctor and it would not go away.”

What catalyzed the decisive moment to embark on becoming a physician, as a thirty-year old working nurse with small children four and six years, was the shock of losing a good friend in a car accident: “When she tragically died, I thought we never know how much time we’ve got on this planet, so I really don’t want to go to my grave without having tried to do what I felt I was called to.”

Despite the bewilderment of her friends, she spent a year preparing for the MCAT entrance exam and then entered medical school while raising what became three children, still practicing nursing during some of her summers.

From Nurse To “Female” Doctor

Having been a nurse before becoming a doctor gave Carrier a kindred respect for nurses: “I think first being a nurse made me a better doctor, because I know what their job is like and I’m there to work with them. Whereas a lot of physicians come in acting like the boss, it’s a different demeanor and often more of an ego thing. I knew first hand that the nurses you work with can either make your job easy or they can make it hard. You should never forget that you are on a team. You may be the Captain but it is still a team. Everyone matters.”

Working in the South, in a generally more paternalistic culture, Carrier admits that the medical environment still carries a bit of pecking order about it, though there are many more women in emergency medicine than when she began. Nonetheless, she has had to regularly “out” herself as the doctor to her patients.

“When I started, I’d go into the room and patients would presume I was the nurse. I realized it was up to me to let them know that I was in fact the doctor,” says Sarah Carrier. “In my line of work, you are meeting people on the fly. No one comes to the ED because they’re having a good day, so that’s where we start. You have to get good at gaining trust and confidence.”

Carrier has never felt she is competing against male peers in the medical field, but she has organically developed tactics to quickly establish herself as a peer, especially when doctors are calling each other up to transfer patients or get patients admitted into specialist departments, and there is just her voice to go on.

“I want to make sure they know that I’m the doctor, not the transfer coordinator, so I use their first name to create more of a level playing field. Instead of saying ‘Dr. Smith’ for example, I’ll say ‘John, this is Sarah Carrier over here in the ER’,” she notes. “I’ve found the conversation comes more collegial with that small, simple thing.”

One mentor Carrier remembers was a chief surgeon at John Hopkins who exhibited tongue-in-cheek confidence. She would walk through the hallway announcing, “Okay, the girl doctor is making the rounds.” She advised Carrier to not take nonsense from anyone and importantly, to not expect perfection from herself.

Carrier has observed the peer dynamic between female physicians is surprisingly more supportive than she experienced as a nurse. She suspects that being fewer in number relatively increases camaraderie and forthcomingness to support each other.

It’s actually outside of the hospital, when working with other women on volunteer projects, that Carrier has felt her role as a physician can seem to affect the way women relate to her, and she might hold back on that detail when first connecting as friends.

The Soft Skills of Emergency Medicine

With a range of patients from pediatrics to geriatric, women are usually involved in emergency visits, from caregivers to mothers to spouses. Carrier has found that women seem to relate better to other women in these contexts of vulnerability, so being a woman is often an asset.

“Generally speaking, I think men will more often stand with the clipboard and take care of business. In my experience, they don’t tend to try to make the emotional connection as often,” she observes. “Whereas women tend to sit down in the room and talk to people and make the emotional connection.”

She notes, “You don’t have to spend a lot of extra time, but to just sit down and ask, ‘are you under a lot of stress?‘ or ‘what’s been going on besides the baby being sick?’ is enough to let them know that you identify with their situation.”

Carrier often has to speak transparently about health to patients she’s known for only five minutes before the tests, and while she values telling it like it is, she also says that in any profession there’s a delicate line to observe: “I think patients appreciate the fact that you’ll sit down and say, ‘I’ve got some things I’ve got to tell you. Some of them are going to be hard to listen to. Some are good. Some are not so good’. You can be honest, but you don’t have to be brutally honest. You don’t have to say,’ ‘you’ve got a lung mass and it’s probably cancer’. But you can say, ’there’s something there that doesn’t belong there, we need to get some more tests and here’s the five things that might be.'”

Seeing Her Role as Education

Carrier encourages questions and educating people in a way that empowers them in their own health. She has appeared on Discovery Channel’s “Untold Stories of the ER” four times, and while the show dramatizes the emergency room, it also allows her to educate people. An episode in which she throughly explains a heart attack, around a situation where a patient was resisting the diagnosis while going into cardiac arrest, has been viewed over 500,000 times and could save lives.

“I’m basically explaining the physiology of a heart attack, which is something I deal with nearly every day. But the average person doesn’t really understand how they get from feeling fine to being literally at death’s door,” notes Carrier. “So that particular episode where I could explain in very simple terms how a heart attack works matters.”

Appreciation and Presence

Working in a 24/7 emergency situation requires calm in navigating chaos. Carrier has learned how to compartmentalize and switch gears from an urgent situation to a more standard injury, while being present to each patient. Being an emergency physician during Covid has definitely stretched her stamina.

More than anything, her job is a constant reminder of the relative nature of problems, and to appreciate her life. Since returning to school with young children, preserving quality time with family mattered more to her than achieving perfect grades. And it still matters to make that time.

She enjoys being involved in organizations where she can work beside other women outside of the medical field, such as in volunteer groups and, presently, an art commission.

By Aimee Hansen

Loredana CrisanIn her role at Meta, Loredana Crisan leads the product and engineering teams crafting messaging experiences for the billion-strong community on Messenger and Instagram. From formally studying musical composition in her birth country of Romania to influencing how we connect daily at one of tech’s giants, Crisan shares with theglasshammer on why she focuses on creating over achieving, how her background in music infuses her creative approach to designing experiences and how building teams of complementary experts is like creating a symphony orchestra.

Q. You’ve gone from studying musical composition in Romania, to product and graphic design in tech, to heading up the entire product experience on Messenger. What thread have you followed to be where you are?

My formal education is in classical music, and I didn’t study STEM or design in school. It would have been easy for people to brush me off and assume I wasn’t qualified for a career in tech. However, my educational background in music composition and the years spent practicing an instrument has helped shape my focus on long term outcomes and helped me develop my own leadership and problem-solving skills.

My success was not a straight path, especially not being an American and not trained as a designer. But, I never thought of these as hurdles, instead I remained open to opportunities.

I did not make an explicit decision to work in tech — I joined a start-up as a sound engineer. We were working on a product, and I really wanted to make that product better. To do that, I had to switch mediums from sound to visuals. Using my creativity from music, I went from different mediums, sound to UI. Moving to Product, I went from creating the experience to executing the experience, and leaning into the vision for how people use the experience.

Q. How do you see the tech industry as enhanced by non-traditional candidates like yourself?

As a product team leader, when recruiting, I seek out qualities like resourcefulness, creativity, and other traits that don’t necessarily jump off the page when reading a resume or browsing a LinkedIn profile.

I’d encourage all product leaders to be more open-minded throughout the recruitment process. Just because a candidate’s background differs from the conventional, doesn’t mean they aren’t qualified.

Q. We understand you are passionate about “relinquishing gender stereotypes” in the tech industry. Tell us more about your experience as a woman in tech.

I honestly wish the world was a lot less gendered. Biases exist of course, but looking at my tween kids, they’re starting to reject these constructs and it’s so much freer for them.

I’ve worked in male-dominated industries quite a bit. I have a deep belief that regardless of gender, if you overcome imposter feelings, you learn, develop and grow. I don’t stop to think about what would have happened if I wasn’t a woman.

I’ve learned to embrace my inner self and inner weirdness and break away from stereotypes – even gender. You can see this expressed in artwork we design on Messenger. We’re hoping to help people express how they really feel whether that’s through an AR effect, camera sticker, or 360-degree immersive background.

Q. You emphasize “creating vs. achieving” as a secret to your success. Can you expand on what this means to you?

In a music setting, you don’t just pick what you want to play and skip ahead to the performance. It’s all about what goes into the preparation and development of that performance.

This is true for product teams too. Focusing on the outcome exclusively robs your team of the joy of paying attention to the details. To set your team up for success, allow them to focus on the flow of making something exciting every step of the way.

For example, earlier this year when we unveiled Soundmojis, our team was focused on creating fun, delightful sounds that could be used across a broad range of contexts. In one instance, our sound engineers even travelled to an organic California farm to record actual goats! By allowing my team to be creative and enjoy the process of developing the Soundmojis, we were ultimately able to create experiences that are also fun for our users.

Q. You have paralleled building a team of experts to auditioning a band and compared working with teams to creating a symphony. Can you tell us more?

The beauty of an orchestra performance lies in hearing very different instruments come together to create one harmonious and complex piece of music. Whether you’re performing in front of an audience, developing hardware, or creating a new user interface (UI), putting together an effective team means thinking in a holistic manner.

If you were to hire only cellists for an orchestra, the resulting music would be limited to their specialist capabilities. It would miss the rhythmic beat of the percussion section, the timbre of the brass section, and so much more. Similarly, if you have a team made up of designers, your product may have a beautiful UI but clunky functionality supporting it. It’s only when you have the right mix of skills, along with an open work environment, that all the necessary elements can come together.

Also keep in mind that generalists can give your team more flexibility whereas specialists bring a high level of expertise in their field. When working on a project, having those generalists involved can help ensure every part of a product is getting the attention it needs throughout development. Any good team needs a mix of specialists and generalists to bring a variety of skills and perspectives to building products.

When we’re working, I like to tell my team to “mind the gap” – meaning the gap between what they do, whether that’s engineering, design, or business strategy, and what their teammates do. This is where the real opportunity lies for teams to be creative, push boundaries and deliver innovations to users.

Q. What particularly fascinates you and propels you each day?

Life happens on Messenger. Anything that can happen with friends and family can happen together on the app. It’s interesting to work on a product that has so much humanity baked in. When I decided not to be a musician anymore, I wanted to go back to school to learn psychology. Of course, much of psychology has to do with relationships. I was interested in how people relate to one another. Messenger is a place where people grow old and form new relationships.

Q. What does it mean to “push the boundaries” in your work? What are some of the key trends that grasp your attention, and where do you think we are going next?

To push the boundaries in modern communication means to continue to innovate how we can bring people together and build close connections via Messenger. Some key messaging trends that grasp my attention would be the evolution of multimedia, audio, and video.

Over 1.4 billion images are sent every day on Messenger–meaning nearly every 1 in 20 messages sent on Messenger is a photo. For the true math whizzes, that’s about 12,000 photos per second! While photos will always play an important role in visual communication and building close connections, I suspect that audio will begin to override image messaging as the trend continues to rise. Messenger hit an all-time high with people sending more than 400 million voice notes daily.

Additionally, video has become an extension of messaging, especially as keeping in touch took on a new level of importance as a global pandemic sent us all indoors. We had to adapt to a new way of communicating and with the pandemic in full swing, we saw the number of people in group video and audio calls nearly double earlier this year compared to last year, with time in calls growing 150%. To create a space where you could hang out and connect with your closest friends, Messenger also introduced Rooms and offered a virtual living room space to enjoy new memories when they couldn’t be in-person with Watch Together. It’s exciting to see all of the ways people are using the platform together.