Shekhinah Bass“I found my way to my career, but it wasn’t a career that I even knew existed, or even had visions of wanting to become,” says Shekhinah Bass, Managing Director, Head of Talent Strategy, at Goldman Sachs. “No one in my family had gone to college. No one had worked on Wall Street; all of these things were completely new to me. Oftentimes people say that you can’t become what you can’t see, but you can.”

In turn, Bass champions diversity herself formally via her role and also through her authenticity. As a mother with a successful career, she grounds herself with the mantra, “run your own race.”

Upon joining Goldman Sachs as a summer analyst, Bass never envisioned her journey leading to a career in the financial services industry. Her intent was to go to law school after graduation as she believed it was the only way to add value to society. However, through her experience at the firm, she learned what she really enjoyed doing was advocating for diverse professionals which she had the ability to do in Human Capital Management (HCM) at Goldman Sachs. Ultimately, she accepted an offer to work on the diversity, equity and inclusion team and realized it was also an opportunity to make a meaningful societal impact.

Feeling passionate about engaging in the Human Capital Management space, Bass went on to build her portfolio by working in many different HR disciplines, including performance management, employee relations, and chief of staff to the global head of HCM. She now is the head of talent strategy where she oversees the execution of a wide range of talent management priorities, focusing on development, engagement and retention.

Building the Pipeline of Diverse Talent

One of the ways that Bass is making an impact on elevating and empowering diverse professionals at Goldman Sachs is through the Black Analyst and Associate Initiative, where she is one of the coaches. Recognizing that in order to see more diversity in leadership, there needs to be a way to foster young professionals and build a pipeline from the beginning, the Black Analyst and Associate Initiative creates a formal structure for engaging and providing support for diverse professionals from the earliest stages of their careers.

Bass explains, “the experience is based on the relationships. We bring together the Black analyst, their manager and also a coach that’s assigned to them. It’s a trio that works together to make sure that analyst or associate is having the best experience while giving them advice and coaching them through how to be a successful professional at the firm.”

The program has proven to be beneficial for diverse junior talent as they begin their journeys at Goldman Sachs.

“Our junior talent is having a more positive experience. And that’s because we have this more structured program versus only relying on it to happen organically. Having that structure adds more rigor in making sure that you capture that person who may be shy and not want to go to an event where relationships may form, but is still very talented, smart and could benefit from a coach.”

Another development piece in building the pipeline for diverse professionals to excel at Goldman Sachs is the Women’s Career Strategies Initiative. The program is 4-6 months and includes women who are at an associate level, nearing promotion to vice president. Throughout the program, women have access to developmental content and are invited to events where they engage with senior leaders, both women and men, across the firm. The connections that the women make with their cohort are also invaluable to their career growth.

As a sponsor in the program, Bass speaks to its impact on promoting and retaining women.

“I had about 10 high performing women who I got to spend 5 months with — getting to know them, giving them advice, talking through this transition as they were coming up on moving from an associate to a VP, hopefully. And nearly everyone got promoted to a VP, which I’m very proud of.”

She continues, “We’ve seen many alumni of the program have long and successful careers at the firm…They weren’t partners or MDs when they went through this program, they were associates, and so it shows you that we were able to really engage them, retain them, get them excited to work at the firm and feel connected to continue to grow their careers at the firm beyond the program.”

Managing Change and Taking Advantage of the Support Around You

Bass knows from experience that finding the right support can be key when navigating transitions both professionally as well as personally.

“Coming from humble beginnings to get to where I am, I feel proud, but also feel very fortunate that I had so many mentors and sponsors along my life to get to this point.”

Bass talks about the importance of recognizing that the phases of life can create questions of how to proactively manage your career at different critical points and nuanced advice is required for the challenge at hand.

“In each moment, I was always able to identify someone who, even if they haven’t gone through the same experience, had some knowledge that they could share with me on how I can navigate that moment.”

An important mentor for Bass was a manager she sought guidance from during her first pregnancy.

“When I first found out I was expecting I was excited because it was what we wanted, but when it became a reality, I got very nervous and scared. I was grateful that I had this ‘maternity mentor’ that I could go to and ask questions about, ‘How do I communicate this to the team? How do I prepare to be out? How do I operate when I get back?’”

Now a mother of five, Bass knows what it takes to transition back from maternity leave. She advocates for taking advantage of the support that’s around you and feels fortunate that at Goldman Sachs they have resources like backup childcare and lactation rooms to help support working parents. She has learned that it is important to, “be willing and open to taking on that help because I think a lot of times people feel like they need to be able to do everything. And you really don’t.”

Run Your Own Race at Your Own Pace

Along the path of her career, Bass found a mantra to keep her grounded: “I need to run my own race.” She notes that it can be easy to get distracted trying to keep up with everyone around you, but in the end, you must prioritize what is important to you professionally and personally.

“It’s fine to look to your left and look to your right, and that will give you some sense as to what might be important to you, or a goal you might want to set for yourself, and that’s fine. But don’t get caught up in the competition of it all.”

Part of setting your own pace is creating boundaries and sticking to them.

“You have to be clear on setting boundaries and priorities. Any organization is going to take all that you’re willing to give, so it’s up to you to be the person to set those boundaries for yourself. It doesn’t mean that you’re not going make sacrifices or that there will not be this push and pull constantly, but each time that happens you need to be very thoughtful about whether it’s the right trade-off.”

Showing up with Authenticity

Living her life at her own pace is an example of how Bass shows up authentically and pushes for things that she values in a genuine way.

“I’m a Black woman who is also a mother and a wife to my husband. I have all these different ways that I define myself, and I bring all of that to all the spaces that I enter.”

Bass believes it is important to show up authentically as it sets the tone for those coming up behind her.

“It’s simple things. For example, how I wear my hair at work sets the tone for other young Black women coming into the organization. I’ve had people ask me, ‘is it okay to wear my natural hair?’ I’ve never given myself the title of cultural or diversity change agent, but it is this notion of showing up authentically to the spaces that I occupy, that I hope allows this shift or change to happen naturally.”

From her enthusiasm, Bass clearly brings her whole self as much to her personal life as she does her professional. A mother of five with an engaging career, Bass admits that these days her leisure time is devoted to her family, particularly as her two eldest children play on travel soccer teams. Calling herself a “budding soccer mom”, Bass expresses joy in having the opportunity to take her children to practice and shouting from the sidelines when they play in tournaments.

By Jessica Robaire

Jill Ford“The equity capital markets are unique in that they’re looking towards the future. The companies we’re raising capital for are disrupting the world, and giving us a glimpse of what’s next. I really enjoy that aspect of going into work every day,” says Jill Ford, Co-head of Equity Capital Markets at Wells Fargo. “No company’s the same, no day is the same, no transaction’s the same. In addition, you get to be around incredibly smart, strategic, visionary thinkers who are potentially going to change the world.”

Embracing Change No Matter How Established You Are in Your Career

With more than three decades of experience in investment banking, Ford is motivated by the ever-evolving landscape of the equity capital markets and the broad array of challenges and opportunities it presents. However, it took trying a few different jobs in the beginning of Ford’s career to discover that a role in equity capital markets was the right fit for her. She reflects that the twists and turns of this early stage were important in understanding, “what I enjoyed doing and what I didn’t enjoy doing, but also to see what I was actually good at and what I wasn’t particularly good at. Both of those things are hard to get a handle on until you’re in the workforce doing the job.”

Ford recently embarked on a new challenge in her career, leaving the firm where she started her career and where she had worked for two decades, to join Wells Fargo as co-head of Equity Capital Markets. Her decision highlights the importance of embracing change, no matter how established you are in your career. She acknowledges that there was a steep learning curve in getting acclimated to a new firm and job, not only in the sense of building a network of connections across another organization, but also in proving herself and establishing her value. Now that she has settled in, she is pleased to find that her instincts landed her in the right place.

“I’m thrilled to be a part of Wells Fargo…I’m starting to feel ingrained in the culture, particularly how team oriented it is. Everyone is eager to help me navigate the company and connect me to others. There is a wonderful momentum and energy throughout the organization.”

Success and Development as a Leader

As a leader in equity capital markets, Ford knows what it takes to rise through the ranks. Reflecting on what has contributed to her success, Ford points to having the discipline to put in the work and build relationships with clients over time by actively listening to their concerns and what’s important to them.

“Being willing to go the extra mile for a client, being willing to go the extra mile for a team, creates a certain amount of goodwill.” She adds, “I have a strong muscle for taking in what is important to different stakeholders, synthesizing how to best serve them, and giving them options that optimize that priority stack.”

Ford believes that being a good leader is about going outside your comfort zone. She shares the example of offering constructive criticism as a tool for helping others grow.

“Being willing to give constructive criticism to people, even if it feels uncomfortable, is a skill that I’ve had to acquire. Not just giving feedback once a year during reviews but giving it constantly. People will be able to move their careers forward much more quickly if they’re given not just the pats on the back, but true constructive criticism.”

She continues, “I mentor people that way as well, which is not just to say, ‘okay, let’s have a coffee and I’ll tell you how great you are,’ but ‘let’s have a coffee and discuss where you think you might fall short. Then I’ll tell you what I think or help connect you with people I know will give you a straight answer.’ There are ways to coach that feel good for everybody and there are ways to coach that might feel a bit outside your comfort zone, and you have to do both.”

Reflecting on the constructive feedback she received over the years, Ford benefited from it but also wishes she had received more, noting it was hard to come by earlier in her career when there were fewer women leaders around her.

“I feel like a lot of men shied away from having those difficult conversations with women or anyone who didn’t look like them. In the end, that stymies your goals and your opportunities to advance.”

As more women have risen to leadership positions over the years, Ford has seen a productive shift.

“The playing field now is a little bit more level – because men see us as equals, they’re more willing to have those tough conversations with us, which is refreshing.”

Learning from Other Women Leaders and Being the Model for the Next Generation

Given the history of underrepresentation of women in senior leadership positions in the financial industry, it’s no surprise that another significant element Ford attributes to her career development is having the guidance of other women leaders as role models.

“There must be mentorship and guidance, whether it’s formal or informal, or you’re not going to see the end game for your career. As a leader, I have to be that person for others. Seeing a woman or diverse colleague reach the upper rungs and manage groups is not only inspiring, it sends the message to others that you can make this happen too.”

Ford shares that her greatest inspiration came from a senior woman leader who not only exemplified effective leadership but also spoke about the importance of her family.

Ford continues: “She had an incredible ability to get what she needed to be successful at her job, both up and down the chain. She also was the one who debunked the notion that ‘you can only have one kid in finance’ because she had three. She told me how she made it work and gave me a lot of practical advice for having multiple kids. Then she went on to become the CFO of a multibillion-dollar company.”

Aware she will be that inspiration for others, Ford is pragmatic in her approach to balancing her career and motherhood, acknowledging the sacrifices involved in having a demanding career while giving her children the quality time they need.

“I don’t sugarcoat how hard it is, but I always let people know it gets easier. The more senior you get, the more you can delegate…Your job and being a mother are both full-time jobs and it’s impossible to have two full-time jobs, but you can outsource what you need to outsource. You can ask people to help you and you can put your foot on the accelerator and on the brake at different stages in your life and at different points in your kid’s life to make it all work.”

The advice she offers is: “Be a sponge, figure out how everyone’s unique situation is working for them and then take the best parts that might apply to your situation. Make sure you have support, whether it’s a spouse or parents or hiring babysitters, so that you can figure out how to get the job done with more than just you.”

Finding Joy Personally and Professionally

Now that her children are older, Ford feels the pull of the balancing act less. She has more time to dedicate to her passions, both professionally and personally.

From a personal standpoint, Ford finds joy in downhill skiing and calls it one of her “secret weapons” for staying close to her children as it brings the family together outside in nature. She is an avid foodie and delights in a good taco truck as much as a Michelin starred restaurant, both of which are easy to find near her homebase of New York City. In her spare time, you might find Ford pouring over an interior design magazine, exploring her interest in innovative design concepts.

Professionally, Ford is excited for the what the future holds in leading the Equity Capital Markets business at Wells Fargo.

“I want to continue to be a part of companies that are transforming the world for good. There are many small companies that have great ideas and investors who want to put money to work in those types of endeavors. I relish being a part of linking these two worlds to move the ball forward and effect change.”

By Jessica Robaire

Susan NickeySusan Nickey, Executive Vice President and Chief Client Officer of leading climate investor HASI, is an agent for change. In her career, she’s learned that engaging directly but respectfully with detractors and designing fair, innovative solutions can lead to positive outcomes for both naysayers and pioneers.

“When you’re trying to come up with a solution or break down a wall, it isn’t simply saying, ‘it needs to happen.’ You have to spend a lot of time thinking about creative solutions to make it work for an incumbent who might say ‘no, I don’t want that’, or ‘I’m not going to do that.’ It’s how you listen to both sides of an argument and come up with a creative solution. Thoughtfully parsed risk allocation, for example, can enable both parties to move forward in a way that they both deem is balanced and fair for them.”

Nickey cites the clean energy industry itself as a perfect example of how creating innovative change can bring significant, positive impacts. “I have spent my whole career in the clean energy industry, becoming passionate about the cause of making the environment cleaner. Working with people who share my passion only makes what I do more fulfilling. Every day, I wake up with the thought that I have an opportunity to make a difference.”

Finding Her Way to Making a Difference

From an early age, Nickey knew she wanted to make a difference. She recalls in elementary school her mother lecturing her that it was her obligation to “make the world a better place,” observing she was naturally talented. Although Nickey initially considered a career in medicine, her focus and interests migrated to pursue a career in global finance as a path to tackling “big international problems.” But it wasn’t until she met a business client of her father’s, a Swiss banker, who advised her to set a path forward and commit to it, that she started to set herself on a dedicated path to achieve her goals.

With a strong, early focus on languages and math, Nickey entered the University of Notre Dame, majoring in Finance and studying abroad for a year in France. She completed her formal education with a master’s degree from the Foreign Service School at Georgetown in International Business Diplomacy. After taking a position at ABN AMRO Bank and being accepted to join their first non-Dutch expat program, she was on the road to fulfilling her early dreams of a career in international finance. But an unexpected opportunity within ABN AMRO arose that changed her trajectory when she was offered the chance to join the Bank’s first energy-focused project finance group. Nickey remembers her boss at the time telling her that she should grab the opportunity to work in the U.S. power industry, foreseeing it would become a “game-changer.”

“I was assigned to lead alternative energy. I ended up being at the brink of the industry before ‘renewable’ was a common industry term and before wind or solar were even on the landscape – but we were on the cusp of what we now call the ‘renewable energy industry.’ Looking back at my early discussion with that Swiss banker, I frequently give that same advice to other people making career decisions. Namely, it’s important to set a course, to be on a path, and to show that you’re driven and that you know how to get places. But adding from my own experience, I also emphasize being open to pivoting along the way – to consider new opportunities that arise – and if it’s the right one, grab it. You never know where it will take you! And if you’re like me, the framing you developed in your early days will stay relevant in your new career chapter and can still bring you to where you set out to go originally on a different route.”

Since that pivotal decision to move to the alternative energy sector in 1988, Nickey has continued to build her career, earning several accolades and recognitions along the way. Among these awards are Tamarindo’s Wind Power List (2023), A Word About Wind’s (AWAW) North American Power List (2018-2022), AWAW’s Women’s Power List (2021), Environment+Energy Top 100 (2021), and The Cleanie Awards Woman of the Year (2020). Nickey also currently serves as chair of the board of the American Clean Power Association.

Becoming a Leader in the Clean Energy Industry

Being at the forefront of a new industry allowed Nickey to flex her creativity to develop solutions to the challenge of getting people on board with investing in new energy sources, which in the early days seemed cost prohibitive.

“I remember the early days when the consensus was that wind and solar would never be more than ‘alternative’ – and would only amount to 1% or 2% of our total energy mix because they were unaffordable. It was important to stand back and say, ‘how do we make it more affordable?’ And the solution was not just improving technology, but also driving innovation in financing structures and lowering the cost of capital for an energy industry with high upfront capital costs but harnesses an energy source which is free. If you believe like I do that we need renewable energy, that we need cleaner energy, we have to keep finding innovative solutions. Saying ‘No, this can’t work’ was not then and still is not an option for me.”

Learning to Work with Opposition

Nickey notes that she has been surprised by how you can change people’s approach or their entrenchment in an old model. Breakthroughs arrive by not only being persistent, but also by listening closely and mindfully, maintaining a rational mindset, and “meeting people where they are.”

“When you keep pushing forward and creating allies along the way and are not afraid to engage with detractors or people putting up walls, you can get great things done. I’ve been pleasantly surprised when the person I thought was an immovable opponent to something all of a sudden comes back and says, ‘Hey, it wasn’t about you. I’m really glad we got this done.’” She continues, “Everyone’s human and worthy of respect. If you can understand and acknowledge where they’re coming from – and find those points of common ground – great things can get done.”

Nickey credits her approach in part to her early master’s training at Georgetown. At the time, the program was led by Madeleine Albright and diplomats including Henry Kissinger would come to lecture. Learning from two great Secretaries of State, and other people during this time, the skills of the “art” of negotiation and diplomacy shaped her approach toward constructively dealing with opposition.

“You may not agree with everything but try to find a common ground and create some trust – establish a personal bond. With that, from my experience, I’ve solved and negotiated through my most intractable, unwieldy, and thorny situations.”

The Value of Mentors and Growing a Network

In her own life, Nickey prizes continued openness to learning and getting feedback from others. In talking about the value of mentorship, she notes that the gift of a true mentor is not only someone who gives good advice but also is willing to observe you closely, to see and to identify where there may be gaps. Nickey believes it is important to find people in one’s life who are willing to give candid feedback about strengths and weaknesses and are comfortable talking about personal opportunities for development.

“By yourself, it’s very difficult to see the whole picture of your life – how you come across to others in your business life, in your personal life. And looking back, the best mentors in my life were the ones that pushed me the hardest – the ones who prompted me to understand myself, then take my game to the next level. For me, that was the best career help I ever received.”

Going beyond individual mentorship, Nickey emphasizes the importance of leveraging a network of mentors, particularly as a woman, in energy or finance. “People get ahead or get in the door because they have mentors, sponsors, and networks. You still have to walk through that door each day and deliver yourself – being devoted to building a real network will prove invaluable to opening doors and creating opportunities. And now, where I am in my career, I’m surrounded by successful women at all levels. I have the opportunity to leverage that network and develop it to be even stronger than it has ever been.”

Collaboration is Key

Collaboration has been a key component of Nickey’s leadership approach, and it features strongly in her advice for women who are mid-career in their leadership journey.

“Respect everyone who is in the room with you. You have been asked to work on a multi-level team, be mindful not just of ‘the boss’, everyone in the room has ideas to bring and value to contribute. By listening to everyone, and respectfully communicating to everyone horizontally, not in silos, you will bring people together to drive forward whatever project or whatever collaboration you’re working on. Work to ensure everyone is engaged in a successful outcome.”

Nickey loves competitive sailing. She grew up sailing and racing and enjoys the opportunity to get back into competitive sailing now that she lives in an area on the water in Maryland.

“It’s very much a collaboration: learning how to speak to each other clearly and efficiently, being close enough to know what the other person is going to do, having a basis of trust that everyone’s going to do their part, and that if something starts going wrong, being confident to know how to pitch in and that the team will all come together. I realize I not only like sailing and racing because it is beautiful to be out on the water, but it is also very much a tactical intellectual sport to navigate the wind, the weather, and the waves. Best of all, it also reminds of the beauty of teamwork.”

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.

women in leadershipThis week, we continue with more words of wisdom from women leaders we’ve interviewed throughout 2023. Through the months, we’ve spoken to women who are impacting change, shaking up leadership and transforming perspectives. We’ve talked to women in top leadership positions and founders introducing their own new visions into the world.

Please make sure to check out Part 1 of this year round-up! Below we share more words of wisdom and inspiration. Thank you each for the gift of your energy, time and insight!

“I feel strongly about focusing on doing right by others. Ambition goes awry if you don’t have respect for individuals, and if you don’t think about what motivates them. I want to understand what’s important to the people with whom I work. I focus on treating individuals how I would want to be treated – including respecting their differences, talents and expertise.” – Alexandra Tyler: Managing Director, Digital Transformation Leader, Accenture Song

“Some people believe that passion will help you find what you want to do. I don’t really believe in that. I believe that you have to know what you want. Knowing what you want and doing something actionable towards it will bring the passion.” – Nadiya Kreynin: Chief Executive Officer, Forte DGTL and Chief Operations Office, Forte Group

“As leaders, we have to be willing to hear some difficult things and have better self-awareness, which isn’t always easy. If we do, we can become better leaders by being open-minded to making changes based on what people are telling us. This has enabled me to take pride in the leader that I’ve become.” – Tiffany Fleming: Vice President, Client Onboarding & Trading Documentation, PGIM Fixed Income

“I subscribe to the theory that the best leaders – not only with words but through their actions – encourage and inspire others to achieve their best. That is how some of the most influential leaders have impacted me in my career, and I aspire to have the same impact on others.” – LaShonda Fuselier: Head of Multi-National Corporations Subsidiary Coverage, Corporate and Investment Banking, Wells Fargo

“If you have the right skills and are prepared, don’t be afraid when the opportunity comes to you. No one can tell you it’s not possible… If you have the passion for the work, there’s always a way. Pick the right field, pick the right industry, pick the right job that you have passion for.” – Wanda Woo: Partner, Capital Markets, Shearman & Sterling LLC (Hong Kong)

“There’s an obsession with very young entrepreneurs, like Mark Zuckerberg, who quit college and go off to start their companies. But I think building a new scalable business is really, really hard. I don’t think I could have done it when I was in my 20s. There’s a lot of evidence that the most successful entrepreneurs are people who start their companies in their late 30s and early 40s. I started when I was 37. I think that coming to entrepreneurship a bit later, after I had done a lot of different things, made me much more prepared for the resilience and patience that was required and is still required for what we’re building.” – Sylvana Quader Sinha, Founder and CEO of Praava Health

“There’s power in the pivot. You can’t get stuck. You don’t want to plateau. You always want to stay fresh and connected. Pivoting is inevitable. You can’t not pivot, and if you feel like it’s not working, that’s your sign. For every single problem, there is a solution. You just have to spend enough time to let it present itself. Sometimes, the solution is a tweak. But recognize where you are – and be willing to turn where you want to go, in whatever you are doing, whether it’s a 180 or a few degrees.” –Sherin Dawud: CEO at Nura Co. and Co-Founder at Power Pump Girls

“If we’re having a discussion, my focus is on the topic. I’m assuming that we’re both focusing on the content. But, with time, I’ve learned that many people focus on the relationship, and may sacrifice items in the topic to protect the relationship. For example, they may not contradict. They may not bring up their ideas because they may be different from what somebody else in a more powerful position may be saying. They may feel vulnerable in expressing something. I make sure to say upfront I value the discussion of viewpoints and being contradicted.” – Liora Haymann: Managing Director, OBM International

“How constructively you approach anything is going to be the difference-maker for you and for all those who work with you and for you. When you hit those roadblocks and it’s tempting to pivot to feeling captive or negative, I force myself to remember that the only way out is forward. Approach issues constructively and that will help you rise above the challenge or circumstance, to focus on a solution.” –Vanessa Rodriguez: Head of Community Lending & Investment, Commercial Real Estate, Wells Fargo

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

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

“In my opinion, being a true leader is not just about managing up anymore or trying to get the next job. I genuinely think I should be judged based on the teams I build and how I encourage and empower them…When I was progressing through my career, a lot of it was about me and developing my technical skill set: I’ve got to manage up, I’ve got to manage sideways. I’ve got to manage down. All of those facets still exist. But that’s the big leadership pivot people don’t realize: You don’t have all the answers. You’re there to listen. You’re there to serve and support others to be successful.” – Lola Ninonuevo: International Chief Operating Officer, Wells Fargo

“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. 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.” – Rhonda Johnson: CEO, Different Like You, Inc & Acting Deputy Director, Consumer Financial Protection Bureau

“Don’t be afraid to take the road less traveled, because as you do, you will find new horizons that will take you to the next level. Finding something you’re passionate about is important because you’ll do better than if you’re forcing yourself into a career or role that isn’t the best fit for you.” – Helen Chang: Managing Director, Head of Asia Pacific ex Japan, Client Advisory Group, PGIM

“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.” – Lindsey Roy: Hallmark Cards, SVP Strategy & Brand & Motivational Speaker

Interviewed by Aimee Hansen

women in leadershipThis year, we’ve interviewed impact leaders, change makers and women who are shaking up senior leadership and creating new roles. Once again, it’s our honor to amplify the voices of the women who are becoming the change they want to see – whether that’s recalibrating leadership approaches to shift the paradigm, birthing their own vision tangibly into the world, or elevating the voices that remain underrepresented.

Looking across our leader profiles in 2023, we share words of wisdom and inspiration from each woman we’ve talked to this year (look out for Part 2 next week). Thank you for the gift of your energy, time and insight!

“Get in there early with a contribution to the discussion. Other people feel relieved and appreciate it when somebody says something first and are likely to even build on it. And I learned that contributing early liberates you to relax and enjoy the discussion, because you’re not beating yourself up about not having said anything yet. You may find you are building up to something even bigger to say, but at least you feel good because you’ve contributed.” – Ruth Harper: SVP, Chief Communications & Sustainability Officer, ManpowerGroup

“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. 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.” – Alice Chun: Female Inventor, Founder and CEO of Solight Design, Inc.

“We are all humans having a human experience and so you ought to be able to connect with anybody on some level. Different perspectives are something to embrace, not something to close yourself off to, because they help you to think and see things from different perspectives.” – Loretta Pearce: Chief Diversity and Inclusion Officer, Shearman & Sterling LLP

“I have walked into several rooms where I wasn’t invited, but I acted like I belonged. Then what are they going to do except welcome me? You walk into a room, and you act like you belong. Take a seat at the table. Not in a chair along the wall, but at the table. And then raise your voice when you speak so you can be heard.” – Avis Yates Rivers: CEO at Technology Concepts Group Int’l., LLC

“I walk into every new thing I do with an understanding of ‘I know what I know’ but ‘I know what I don’t know,’ too. I’m comfortable about being vulnerable enough to ask people to help me. Women put too much pressure on themselves by thinking they have to walk into a role fully capable and qualified, when the reality is that long as you have the core of what you need to do the job, you can build and learn. As long as you’re willing to be vulnerable enough to admit that you’re going to need help or to learn new skills as you navigate, you can take on those bigger jobs.” – Judith Barry: Co-Head of Global Equities, Wells Fargo

“Somewhere along the way of observing women progress in their careers, I realized that no one ever got very far if they cared too much about: What do others think? How did I come across? Was I likeable? And so on. You get to a certain place because you channeled that energy not on worrying about whether people like you or your answer, but on asking how do I get the job at hand done?” – Marcella Sivilotti: Chief Strategy Officer, PGIM

“Confidence is so important, yet sometimes ‘confidence’ can be felt by women as a negative because we don’t want to come across arrogant or as a know-it-all. We need to take these words that have negative associations and switch them into positives. There is also a huge amount of negative connotation around the phrase ‘being selfish.’ But it is so important that at times you put yourself first. Prioritize your own development, personal learning journey, self-care, and look to make choices that help you, not just other people all the time. I think it’s breaking those associations in our head that suggest ‘If I’m confident…I’m perceived as arrogant’ or ‘If I’m selfish… I’m a mean person.’ It can feel very uncomfortable, but it is these simple things that can make a massive difference and it is not about changing your values, just your priorities.” – Loretta Franks: VP, Chief Data & Analytics Officer at Kellogg Company

“I’ve had many experiences where I felt uncomfortable raising a topic but I did it anyway, because there was merit in it. If we’re going to have diversity of thought, then as leaders and as professionals, we have to evaluate the things that make us uncomfortable and really decipher, what is this individual trying to say? What is the goal here? Because if you believe intentions are good, you might want to tune your ear and try to better understand what is being said, versus dismissing or disqualifying it.” – Melinda Cora: Principal, Head of Product Implementation and Project Management at PGIM Quantitative Solutions

“Many people have idea ‘sparks,’ small or large, and too many people squash their sparks. But it’s with those sparks that you can improve organizations and improve yourself. It could be as small as a change in process or as massive as complete transformation. Being able to embrace the spark is the essence of organizational and personal development.” – Geneviève Piché: Head of Sustainable Finance and Advisory, Corporate & Investment Banking, Wells Fargo

“Part of a leadership vision includes incorporating a learning curve in how you get there. None of us are always right and we’re all going to make mistakes as we go along. But the objective is still the right objective. You’ve got to move and learn along the way how to best make it where you want to go.” – Kelley Conway: Head of Corporate & Digital Strategy, Northern Trust

“I think that we have to fight. I think that we need to ask for what we need. I think we need to stop apologizing. I think we need to not think something is wrong with us and instead see the system as broken and demand for it to change.” – Reshma Saujani: Founder and CEO of Moms First

“Many women in leadership roles still don’t give themselves enough credit that we are, indeed, leaders. We feel like we never get ‘there.’ The first time someone reached out to ask for time on my calendar, I had to take a step back and realize I have gone through this 25+ year career path and people are interested in connecting with me as a leader. But I also know it’s a two-way street. There is always something we can learn from each other, no matter what your level is within an organization.” – Tiara Henderson: Corporate and Investment Banking Head of Women’s Segment and Commercial Real Estate Head of Diverse Segments, Wells Fargo

“By focusing on internal gratification, I’ve naturally been given more opportunities without necessarily focusing on what I have to do to get to the next step or to get promoted, because those are external focuses. By doing what I want to do – to grow and to learn and to do it for myself – I’ve just had those opportunities come to me…Everyone’s way towards internal gratification is different, but I feel that when you do things for yourself, you exude different energy and attract more of what you want.” – Mikaylee O’Connor: Principal, Senior Defined Contribution Strategist, PGIM DC Solutions

“In my team, we’re all scientists and we want to get things done and we want them to be perfect, so we give our best and go above and beyond. But I always like to remind my team that the job is important, but so are your health and family. While there are times when you may have to work extra hours to meet your objectives, doing so is never sustainable in the long run.” – Fabiola Gutierrez-Orozco: R&D Director, Global Nutrition Science, Reckitt

“The more I go through life, the more I realize we do not know what challenges people have every day. So above all, we need to practice kindness towards ourselves and others.” – Graciella Dominguez: Vice President of Investment Operations, Operations and Innovations, PGIM

Interviewed by Aimee Hansen

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

Helen Chang“Don’t be afraid to take the road less traveled, because as you do, you will find new horizons that will take you to the next level,” says Helen Chang. “Finding something you’re passionate about is important because you’ll do better than if you’re forcing yourself into a career or role that isn’t the best fit for you.”

Chang shares her journey about the benefit of international perspectives, taking on new opportunities to evolve and inspiring yourself and others through passion.

Growing Your Career from Outside the Comfort Zone

Born and raised in Hong Kong, Chang went to boarding school in the UK, attended college in Canada and then started as a trainee at JP Morgan Chase where she gained exposure to various areas of banking. She then obtained her MBA at Yale University. Living abroad at an early age, she developed an international perspective and a high degree of adaptability in connecting with multicultural people from different backgrounds.

While at Yale, Chang worked on Wall Street for a summer before returning to Hong Kong with Credit Suisse. She then decided to take a major career pivot from sell-side (lending and credits) in the private sector to the buy-side (investments and policymaking) in the public sector by joining the Hong Kong Monetary Authority (HKMA) (the de facto Central Bank in Hong Kong). Eventually, she was promoted to lead the internal direct investment team, where she gained deep insight into asset management and the investment decision-making process. She also went onto work in international relations, working with central banks and sovereign wealth funds in the region. It’s safe to say that Chang built a solid growth platform to build upon with her deep knowledge of central banking over nearly a decade.

After leaving HKMA for a brief stint with Standard Chartered Bank, Chang went back to the private sector with Principal Global Investors in asset management. There, she was charged with building the business and investment profile across North Asia. In this role, she grew the business from scratch and was instrumental in raising assets, increasing headcount from one to eighteen by the time she left to take on a new and exciting role with PGIM Fixed Income in 2020. Beginning in her new role just two days before the COVID-19 pandemic, she embraced the opportunity to lead a broader regional remit.

“As an Asian, I was brought up in a culture where my parents told me to be modest. So, we’d often say we’re not very good in doing certain things, when in fact, we were,” says Chang. “In interacting with so many diverse backgrounds internationally, I’ve learned you need to believe in yourself, and you need to be open-minded and have the courage to get out of your comfort zone.”

“I was courageous enough to make many career moves even when people advised me not to make those changes,” she says. “In hindsight, I feel I’m a more well-rounded professional and person for having experienced both the private and public sector as well as both buy-side and sell-sides.”

Embracing Vast Opportunities to Develop and Grow

Chang encourages taking a long-term approach to career development, advising others to prioritize new opportunities and experiences. While there may be detours on a career path, all experiences will contribute to one’s future career trajectory. She provides two examples from her journey.

First, in broadening her exposure and knowledge base during her tenure in the public sector, Chang experienced the biggest culture shock of her journey. The long and painstaking decision-making processes and lobbying to many stakeholders were a major adjustment to her private sector background. Even though this challenged her patience, she also feels it was one of the most rewarding experiences and enhanced her ability to get to where she sits today.

Second, Chang learned about what she wanted to do when she took on a new role at Standard Chartered. In what she now judges as too early, Chang says she took on a senior management role, which comprised of sitting in executive meetings, reporting progress and focusing on developing people internally. While she enjoyed parts of this role, she found herself missing her active strategic role in developing and growing the business. She had the big title. She was competent. But it simply didn’t get her heart beating or her blood pumping to be so far removed from the strategic work she loved doing, so she knew she had to move on.

“I’ve always enjoyed building business, and this is where I know I add the most value,” she says.

Using Your Voice with Confidence in Your Knowledge

Often the only woman in the room, Chang has been fortunate enough to have coworkers and mentors from diverse backgrounds who helped shape her leadership style and showed her the value of speaking up.

“Like most Asians, we can be shy and were taught that speaking up may not be courteous, but in reality, it’s not the case.” She notes, “I’ve learned from these leaders, and a lot of them have become very senior executives, in the United States and across Asia.”

Being comfortable voicing her opinions was something that happened slowly for Chang. Early on, she was more conservative about using her voice, but as she advanced, she began to realize that she was hesitating to speak when others who were unafraid to use their voices in the room simply did not possess the same expertise she had.

“You build up your confidence. Once people know you know the business, they respect you and are more open to hearing what you have to say,” she says. “But you need to work hard and know your stuff: you can’t bluff. Because once you start bluffing, people don’t believe you.”

Inspiring Others to Enjoy Work and Grow

“As a leader, gone are the days when one can be bureaucratic. When I started my career, some leaders would say, ‘I’m senior, your job is to listen.’ Things have changed. Many of my team members are younger than me and have a different mentality when it comes to leadership and management styles. Using an old-fashioned management style won’t work – nor is it beneficial to the business,” she says. “It’s important to have connectivity with your whole team, to be able to joke and laugh with them, which helps contribute to them enjoying being at work and enables them to produce a high-quality of work. We’re no longer talking about how many hours you spend in the office, but how much you deliver.”

The successful leaders who have inspired Chang are people who were never afraid to take calculated risks and knew how to inspire a team. They have a passion for their work and for making a difference with their contribution, even in the face of adversity.

“If you love and are passionate about something, you’ll be able to do well. Sometimes there are even these hidden abilities within yourself that you didn’t know,” she says. “So, when you see passionate leaders doing what they love and bringing out more of themselves, it inspires you to think maybe I can as well.”

Nurturing Diversity to Thrive

True to her own international perspective and tasked with the challenge of working across cultural nuances in building relationships with clients and counterparts in the region, her team of direct reports is diverse. She appreciates the cultural transparency in advising clients honestly on what will and will not work, and the focus on long-term business building.

“I have always believed in diversity to help the team grow and build business,” Chang says. “I encourage people to speak up. No one will get punished if they don’t speak. It’s just more engaging when the team share their perspectives and what’s on their minds.”

Having experienced various company cultures, too, Chang appreciates how PGIM is team-oriented, encourages diversity and is respectful of people, which she thinks drives firm loyalty and longer tenures. Even though PGIM is one of the largest asset managers in the world, Chang says that it doesn’t have the same grueling workplace culture that other NYC-firms she worked for has and encourages flexibility while also getting the job done.

The Importance of a Refreshed Perspective

When not traveling for work, Chang enjoys spending time with her family. She also enjoys cooking, hiking and personal travel.

Chang emphasizes the importance of recharging and taking good breaks to rejuvenate yourself to start the week with a clear head and on a positive note. Coming back with a fresh perspective is important to making a stronger impact and contributions to her job, as she continues to do.

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

Lola Ninonuevo“As a leader, it’s less about you the more senior you become. It’s about who you lead and being available, honest and authentic with your teams,” says Lola Ninonuevo. “It is a pivot to realizing you’re here to serve people and you have to make time.”

When she was twelve years old, Ninonuevo told her mother she wanted to travel internationally, see the world and become a business woman. Growing up speaking Spanish at home, she then studied Japanese while obtaining her economics degree, began her career in a Japanese bank in New York, and has spent the last 25 years working out of London in global positions, joining Wells Fargo in 2020 to help lead the international business strategy.

Finding a Bigger Reset in London

From early on, her Puerto Rican mom and Cuban Puerto Rican father impressed upon Ninonuevo the value of a good career. She was drawn to banking for the multicultural, international environment and the financial security. In 1991, she took that first trading assistant job with a small Japanese bank in World Trade Center in New York. As the only woman on the trading floor, she both served tea but was empowered early on to take on additional responsibilities such as cash management for the branch and representing the bank at industry round tables hosted by Paul Volcker, former chairman of the Federal Reserve Bank. Having gained experienced in the fixed income market, she then joined BlackRock, which at the time was a start-up and small boutique asset manager, and worked with the founding partners to set up the middle office and trading support functions.

In 1996, she was approached by HSBC to help build out their Global Markets business. She was attracted to their global footprint, and in 1999, she relocated to London with HSBC and went onto work for 23 years across a variety of global roles in the Corporate and Investment Bank. London offered her international travel, a strong learning curve and new career prospects. But what London also provided was a reset and new freedom of self, supported by now being a part of a multicultural global and diverse organization.

“I had not been ‘out’ in the workplace in New York, and that was hard. It impacted my decisions and ability to bring myself to work, for example talking about what I had done over the weekend and attending corporate events with my partner,” she recalls. “I felt more at home in London where I felt comfortable to be more open about my personal life, because I could be Lola, the American woman who moved. Not the Puerto Rican woman. Not the gay woman. It was just Lola.”

Two decades later, in 2020, Ninonuevo was approached for the COO role at Wells Fargo. While still based in London, returning to a U.S. work culture has felt like a homecoming. She notes that John Langley, CIB COO and Head of International, has been a fantastic leader, support and sponsor. Ninonuevo has found a welcoming, collaborative and optimistic culture at Wells Fargo and enjoys connecting with both international colleagues from different backgrounds as well as reconnecting with American colleagues across the US.

“I can be an American advocate while bringing my international perspective to the table to help drive the Wells Fargo global strategy,” she says. “It feels like coming home, and it’s fantastic to be back.”

Creating a Brand of Speaking the Truth

When it comes to rising up to the executive level, Ninonuevo notes self-awareness is critical – including knowing what you’re good at and what you’re not and building a team that complements your strengths and weaknesses. Resilience and being a powerful collaborator are also essential.

“In banking these days, with both the complexity and risk management challenges we’ve had since the crisis, connecting the dots and bringing people together to solve problems is a key part of what I bring to the table,” she reflects. “I really focus on building relationships. I’m honest and candid in my approach.”

Her willingness to be incisive, which found a home in British culture, helped Ninonuevo to breakthrough to the C-suite in 2012. When HSBC was in a crisis with compliance issues, she stood up and spoke truthfully about what was going well and what was not going well. That became a turning point in her career, catapulting her into a global role leading the firm wide compliance transformation across 60 countries.


“When I came in and talked to the board and the regulators, they knew they were going to get honest and balanced feedback. And that became my personal brand – a person with integrity that got the job done. In my opinion, since the crisis, the role of women in banking has become very important in C-suite jobs. Because I personally think we are more inclined to ask difficult questions, be honest, and not just go along for the sake of going along. And that tribal mentality of going along was a pitfall in the industry.”

Pivoting to a Collective Leader Mindset

“In my opinion, being a true leader is not just about managing up anymore or trying to get the next job,” says Ninonuevo. “I genuinely think I should be judged based on the teams I build and how I encourage and empower them.”

This involves a greater level of willingness to let go and let learn.

“When I was progressing through my career, a lot of it was about me and developing my technical skill set: I’ve got to manage up, I’ve got to manage sideways. I’ve got to manage down. All of those facets still exist,” she says. “But that’s the big leadership pivot people don’t realize: You don’t have all the answers. You’re there to listen. You’re there to serve and support others to be successful.”

Visibility has been the major factor that distinguishes the C-Suite from other levels of leadership, and again asks one to evolve.

“The visibility and impact you can have as a C-Suite leader are multiplied. It’s so important to be aware of how you behave, how you treat people, and how you react under stress.”

The Obligation of Being a Voice

“With all the learnings on how important it is to have diversity and diversity of thought around the table, and often being the only woman in the conversation, I feel it’s my obligation to ask those difficult questions and make sure we’re challenging ourselves to do the right things and to hold ourselves accountable,” says Ninonuevo. “So I’ve used the difference as an opportunity to have a voice, to be honest and to say it like it is.”

Ninonuevo has reflected with compassion, too. “When firms are in crisis, they are driven by fear. And when you’re afraid, you basically hire in your own image because you trust it and it’s what you know. Taking risk is hard when you’re in a crisis.”

When it comes to managing your career, Ninonuevo emphasizes to be your own advocate, communicate your ambitions to your stakeholders regularly, focus on your transferable skills and don’t be afraid to go after challenging roles.

“As Citi’s Jane Fraser has spoken to, your career is over decades. It’s not the be-all and end-all. There’s periods where you can really lean in and put 100% into it, and there’s periods where you can’t, and that’s okay as long as you stay connected.”

Why Relaxing Into Yourself Makes All the Difference

Ninonuevo admits that for years, being gay and feeling unable to talk about her life outside of the workplace inhibited her ability to relate and feel belonging with colleagues on a personal level, but that also touches upon everything else.

“In the workplace, people relate and connect by sharing things about themselves, whether it’s their family life, their children, or what they did over the weekend,” she says. “I found it really hard to share because I was self-conscious.”

If she could go back and give her junior self some words to lighten the road ahead, she would advise to be more of herself at work, sooner. But, at times, she worried about how others would react and whether it would count against her. She even got a coach to seek out help in confidence-building.

“After a few seconds of work, he stopped and told me, ‘You don’t have a confidence issue. You’re confident. You know what you’re doing. People enjoy working with you,’” says Ninonuevo. “Then, he said, ‘You just need to be yourself and selectively find opportunities to do that and connect.’”

For her, this meant becoming more willing to bring her full self to work, despite the challenges she felt. As a change agent, once she becomes aware of something, Ninonuevo starts to move forward in a more effective way.

“Before that, I’m sure I was projecting a lack of confidence. But I was just closed with that part of myself. But the more that I was myself, the more I relaxed, my body language relaxed and people relaxed around me,” she says. “I started being more approachable, people enjoyed working with me more, and I got results from that. I actually had more gravitas because I felt relaxed and confident and became a better communicator, and it all started coming together.”

Ninonuevo is a dual citizen, practices pilates and enjoys walks. She loves spending time with her six year old daughter, traveling and good food and wine. After a month in Spain, she’s been inspired to get her Spanish fluency to where it was those years ago, back when she first professed to her mother that she would become an international business woman…let alone, fill a big seat in the C-Suite.

By Aimee Hansen