“I always tell people that the key to my success is loving what I do, because when you truly enjoy your work, it shows—and clients can feel that,” says Maureen O’Connor. “Over the years, my clients have seen that I care as much about the outcome of their transactions as they do, and that has been crucial to building strong relationships.”
Exuding passion and enthusiasm, O’Connor demonstrates how loving what you do and honing your emotional intelligence are essential to long-term success. She reflects on the importance of skillful communication, maintaining in-person connections, and prioritizing finding work that is deeply fulfilling for a sustainable career.
Fueled by the Energy of the Markets
Dynamic and driven, O’Connor has always thrived in high-energy environments, making the fast-paced trading floor the ideal fit for her career.
“I love the markets and how what you read in the press that morning is going to have an impact on what you do that day. It’s exciting how things are ever changing, and that no day is like the last.” This unpredictability, far from overwhelming, is the fuel that powers her. “The buzz of a trading floor is the energy that I thrive off of.”
O’Connor feels fortunate to have built a career that still ignites her passion, even after more than two decades in the industry.
“It hasn’t felt like work in that regard. I really enjoy what I do—it fulfills me on a very deep level.”
O’Connor’s talents particularly shine as Wells Fargo’s Global Head of High Grade Debt Syndicate because the role is more about building connections with clients and finding a way to bring two sides together than it is about selling.
“My goal is to be upfront about what we can accomplish for you, and I love that. I enjoy being direct with people.” She continues, “it’s about finding that perfect balance between what the investor and the issuer wants, ensuring that neither feels like they got the upper hand, but rather that the outcome is fair.”
Building Stronger Client Relationships with In-Person Connection
Given that much of O’Connor’s role involves balancing both sides of a deal, she believes forging strong client relationships is essential—and in her view, the best way to do that is in person.
“I’m not one for small talk—I love real conversations,” she says. ” In my view, in-person connections with clients are critical – it’s harder to build a serious and deep connection with someone virtually.”
O’Connor believes that in-person meetings, preferably outside the confines of a conference room, are where true bonds are formed.
“I love to hear people’s stories, to understand what makes them tick,” she explains. “It’s not about using that knowledge to get something for myself; it’s about figuring out what’s going to work for them.”
While her job in syndicate is to carry a deal across the finish line, O’Connor sees it as much more than just completing a transaction.
“All the work you do leading up to that moment, getting to know your clients better, makes the final leg so much more meaningful.” This personal touch, she believes, is what sets her—and others in her line of work—apart.
Delivery is Key
For O’Connor, mastering the art of communication has been another key element to her success. While technical skills and attention to detail are critical early in one’s career, she believes that as you advance, it’s the softer skills that become more significant.
“I think having a high emotional intelligence (EQ) is really important,” she says. “When you’re a junior, it’s all about analytical skills and efficiency. But as you get more client-facing, it becomes much more about how you deliver.”
O’Connor prides herself on her ability to read people and adapt her approach accordingly. “I used to joke that the number one skill in my job was sounding good on the phone—now, it’s probably sounding good on Zoom,” she laughs. For her, clear and confident communication is essential. “It’s not just about what you say, it’s about sounding good saying it.”
Not only is confidence key, but making the delivery dynamic and engaging is essential as well. She emphasizes that effective communication is about more than just data—it’s about ensuring that the message sticks.
“Delivery is so important, and I don’t think people spend enough time polishing it. They work too much on the content and not enough on thinking about how to say it with emphasis in a way that leaves a lasting impression.”
The Art of Navigating Difficult Conversations
O’Connor points to another crucial element of communication—adeptly navigating hard conversations—as an asset in her role. Working in syndicate, she walks a fine line between the demands of issuers and the expectations of investors, advocating for both sides with skill and empathy.
“You get one of those tough trades, and sometimes the music stops. Your ability to deliver bad news becomes crucial.” She continues, “the way you handle those hard conversations is a critical skill that sets apart the good from the great at this job.”
O’Connor believes her success in this area comes from her ability to communicate directly. “I always ask myself, ‘How would I want to receive this news?’ And the answer is usually straightforward: I’d just want to know,” she says. This candid approach earns her respect, even when emotions are running high.
“It’s about your ability to impart to them, ‘this doesn’t feel good on this side, either. We’re not where we want to be, but we’re going get you to the best possible place we can’.”
O’Connor finds that approaching difficult conversations with a “we’re in this together” mindset not only reassures her clients but also fosters a collaborative atmosphere that helps navigate tough situations.
Passion is Preferable
O’Connor is clearly passionate about her work but acknowledges that there is a balance between caring deeply and maintaining emotional resilience.
“It’s hard not to take things personally when you care a lot. I’d tell my younger self not to stress so much.”
Yet, she emphasizes that bringing passion to the job is not only acceptable but essential.
“One of the worst pieces of feedback a woman can receive is being told she’s too emotional,” she shares. “It’s unhelpful. Asking someone not to care is not a solution. I love passion. I can help rein in or smooth the edges around that, but I can’t make somebody care about something they don’t care about, so I’d much rather somebody go in that direction than the other way around.”
In her view, the goal isn’t to care less, but to take things less personally.
“I’m not going to ask people to be less emotional. I might ask you to hone your reaction but never to care less.”
For a Sustainable Career, Love What You Do
For O’Connor, having genuine passion for one’s work is truly the foundation of a sustainable career.
“You have to ask yourself why you’re entering this business,” she advises. “Have a heart-to-heart with yourself, especially in those early years when sacrifices are abundant. If you’re in it for the wrong reasons, you won’t last. You have to truly love what you do because, ultimately, the money alone won’t sustain you.”
O’Connor encourages aspiring professionals to reflect on their motivations and be open to trying different roles to find their passion. She shares that she bounced around early in her career before finding her fit in syndicate in 2006.
“Don’t be afraid to pivot early in your career,” she stresses. “You must find that role that makes you happy. Otherwise, with the long hours and demanding nature of the work, you’re not going to thrive. You need to be in a seat that you genuinely love.”
As a mother of three girls, O’Connor aims to show her daughters that it’s possible to pursue a career she loves while finding deep fulfillment in her family life. For her, it’s less about achieving perfection and more about showing the importance of hard work and learning from mistakes. In her downtime, O’Connor spends quality time with her three daughters, loves baking and playing mediocre tennis with friends – simple joys that keep her connected to what matters most.
By Jessica Robaire
Work With an Executive Coach in 2025 to Help You Reach Your Full Potential
Career Advice, Career Tip of the Week!Unlike traditional mentorship, which typically involves guidance from a senior leader in the same field, executive coaching is a structured, one-on-one process that is specifically designed to address the unique needs and goals of the individual executive.
By working with an executive coach, leaders gain a valuable partner in navigating the complexities of their roles and achieving both personal and professional growth. Every month in 2025 theglasshammer.com will publish career articles focusing on key areas that matter most, drawing from our expertise as coaches and learning professionals. If you’re interested in hiring us as your coach, please refer to the details at the end of the article.
The focus of executive coaching can vary depending on the client’s needs, but generally includes areas such as:
Enhancing Leadership Skills
Many people are unsure of what a coach does, and the answer often depends on the coach’s experience, skills, and focus. A leadership coach, in particular, specializes in helping you gain a deeper understanding of your leadership style while partnering with you in finding strategies to enhance your effectiveness. For instance, you might work on:
By enhancing these and other leadership skills, an executive coach ensures you’re well-equipped to guide your team, make sound decisions, and manage complex challenges.
Developing Self-Awareness
Self-awareness is a cornerstone of effective leadership. To be truly impactful, leaders must understand their strengths, weaknesses, values, and behaviors. This is where an executive coach plays a pivotal role. Through deep, reflective conversations and assessments, coaches help you gain greater clarity on how you show up as a leader. They guide you in identifying:
By becoming more self-aware, you can make more informed decisions, improve relationships, and enhance your impact as a leader.
Improving Communication and Influence
One of the most crucial skills for any executive is the ability to communicate effectively. Whether you’re addressing your team, managing stakeholders, or negotiating with clients, the way you communicate can significantly impact your success. An executive coach can help you:
Improved communication can help you inspire action, align teams, and influence key stakeholders, leading to better outcomes for both you and your organization.
Navigating Complex Decisions
Executives often face difficult, high-stakes decisions that impact not only their careers but also the direction of their organizations. The pressure to make the “right” decision can be overwhelming, especially when choices are complex and outcomes are uncertain. An executive coach helps you navigate these decisions by:
By helping you make more informed, strategic decisions, an executive coach ensures that you can confidently lead your organization through challenges and capitalize on opportunities.
Work-Life Balance and Stress Management
The demands of executive leadership can lead to burnout if not properly managed. Long hours, constant pressure, and high expectations can leave little time for personal care and relaxation. However, maintaining a healthy work-life balance is essential for sustainable success. An executive coach helps you:
By prioritizing well-being and stress management, you can sustain your leadership effectiveness while enjoying a more balanced, fulfilling life.
Accountability and Motivation
One of the most valuable aspects of executive coaching is the accountability it provides. Setting goals and making positive changes can be challenging, especially when juggling the demands of leadership. A coach acts as an accountability partner, keeping you on track and motivated.
The Power of Executive Coaching
An executive coach provides invaluable support for professionals looking to enhance their leadership abilities, navigate complex decisions, improve communication, and achieve a better work-life balance. With personalized guidance, actionable strategies, and ongoing accountability, an executive coach helps you unlock your full potential and achieve sustainable success. Whether you’re an emerging leader or a seasoned executive, or a early or mid-level professional, coaching can elevate your performance and transform your career. We will support you and challenge you in equal measure- for all the right reasons.
Investing in an executive coach is an investment in your future, helping you become the leader you aspire to be while thriving both professionally and personally.
We have a cadre of coaches that specialize in different areas. Book Here for an exploratory call. Packages start at $2,500.
By Nicki Gilmour, founder and CEO of theglasshammer.com and executive leadership coach
Alexandra Wilson-Elizondo: Partner, Co-Chief Investment Officer of Multi-Asset Solutions (MAS), Goldman Sachs Asset Management
People, Voices of ExperienceWilson-Elizondo reflects on what makes her passionate about the financial industry, how she leveled up her leadership, and her commitment to growth for herself, her team, and the business.
From Adversity to Impact
Wilson-Elizondo’s professional journey is deeply intertwined with personal experiences that shaped her aspirations. Born into a family with roots in Argentina, Wilson-Elizondo learned early on how economic upheaval can have life-changing consequences.
“Growing up, I witnessed firsthand how when resources are not distributed appropriately, it can lead to really negative outcomes,” she recalls. “Seeing my family members’ savings go to zero overnight and not having access to funds—the trauma and impact that had on their lives — left an indelible impression on me.”
These early observations, coupled with her mother working in international trade finance, sparked Wilson-Elizondo’s drive to study economics in college.
“I wanted to get an understanding of how one can distribute resources in an economy for the benefit of multiple people and the broader society.”
However, the timing of her graduation from Haverford College — in 2008, during the global financial crisis — was less than ideal.
“I thought I’d graduate straight into a glorious job on Wall Street,” she admits with a laugh. Instead, Wilson-Elizondo’s first role involved answering calls from Spanish-speaking 401(k) participants seeking hardship withdrawals. “It was a challenging time, but it taught me invaluable lessons about saving, investing, and the real-life impact of economic downturns,” she says.
Wilson-Elizondo’s career steadily progressed. She honed her expertise in fixed-income markets and built a reputation for innovative investment strategies that benefitted both retail and institutional investors. Three years ago, she joined Goldman Sachs as Head of Funds and Models before rising to her current role as Co-Chief Investment Officer. Recently, she celebrated another milestone: becoming a partner at the firm.
Leveling Up
Wilson-Elizondo credits taking a long-term view and being resilient as the main attributes for success at work. She also advises professional women starting in their careers to have an entrepreneurial mindset.
“Build things, do not wait for people to assign things to you. Continue to constantly learn about what you’re interested in; being an expert is always a good thing, and it will help your career.”
She notes while sponsors are definitely in the mix and useful, it is also about being proactive in your career and not just waiting for someone to “pull you up” or for perfection to move ahead.
“Sometimes women can be focused on being perfect and not wanting to fail they don’t just go for it and see what can be learned in the attempt. It’s okay to not be perfect. As my mom likes to say, perfection is the enemy of good — you have to go for it.”
Networking Matters
For Wilson-Elizondo, networking is key as not only does it help build communities of support, but it can even lead to the next great opportunity, as it did for her in joining Goldman Sachs.
“This is a people business. I cannot impress enough the importance of having a network, but it’s not just about the quantity. The quality of the connections matter just as much.”
Wilson-Elizondo sees sponsors and mentors as an integral part of that network of support and emphasizes having a “personal board” to look to for guidance and opportunity.
“In each stage of my career I’ve heeded the advice to build my personal board. It’s thinking about who are the five or six people to go to for very critical decisions? Why are they on your board? Why do they keep a seat on your board, or do you rotate them? They can be a mix of mentors, sponsors, or just people whose opinions you trust.”
Supporting the Next Generation of Diverse Leaders
For Wilson-Elizondo, advancing in her career means more than personal success; it’s about paving the way for others. As a Latina in a leadership role at Goldman Sachs, not only in her day job but also across the firm’s Inclusion Networks, she prioritizes helping build a diverse pipeline of talent and guiding the next generation towards their goals. Wilson-Elizondo is proud to be a part of a partner class with the largest number of diverse promotes in firm history and seeks to help other diverse professionals across the firm navigate that path.
“Sometimes it’s about explaining what the criteria is,” she notes. “If people are working really hard but they’re not focused on the rubric they’re being evaluated against, you have this mismatch. As a mentor, I try to make sure people are setting goals, asking for consistent feedback and checking in with themselves to ensure that they understand what they need to focus on to grow and develop to the next level.”
As a strong advocate for visibility, Wilson-Elizondo emphasizes the importance of communication and presentation skills in professional settings. “Every micro-interaction matters. How you present yourself, how you deliver content, how you address your work product — it’s all part of the equation,” she says. She encourages others, especially those starting out in their careers, to take advantage of coaching and training opportunities to hone these skills.
Her own journey demonstrates the power of owning one’s unique perspective. “The best and most excellent teams are ones that accept different voices and aren’t echo chambers,” she asserts. “I continue to lean into having a different view, a different voice, because that ultimately leads to differentiated — and I believe better — outcomes.” For those who feel their perspectives are not valued, she offers candid advice: “If the team you’re on isn’t working, or they don’t see the value in what you bring, switch the team, change the option set.”
Guidance for Leadership
Wilson-Elizondo believes that effective leadership is about balancing vision with trust in your team. “You’ve got to manage down, not up. Set the vision and trust your team to deliver,” she advises.
She likens leadership to building a puzzle: “I’ll set the outline so my team has a clear vision on where we’re going and what we’re working towards, but I count on them to fill in the rest. As a leader, you can’t try to do everything yourself. You need to create exponential leverage by trusting your team.”
This trust, both in your team and in your own hard work and leadership, is especially critical in fast-paced industries. “Be confident and trust the work and analysis you’ve put into the decisions you’ve made.”
Committed to Growth
Wilson-Elizondo’s vision for the future is twofold: growing the assets she manages and mentoring the next generation of investment professionals. “One of the things that happened during COVID was that many places lost the apprenticeship model,” she explains. “People weren’t in the office watching trades get built or investment theses unfold. Rebuilding that has been a priority for me, and at Goldman Sachs more broadly where apprenticeship is embedded into our culture and how we develop talent at the firm.”
At the same time, she is deeply focused on her life outside of work, where raising three young children with her husband takes center stage. “My passions are my three kids and my husband right now,” she says. “We’re just inundated in baby and kids and fun stuff like that.”
While hobbies like reading and running take a back seat to a busy schedule and spending time with her family, Wilson-Elizondo embraces the reality of this season with humor and grace.
“If I tell you I have three kids, just made partner, and by the way, I have a million passions and interests, it’s misleading,” she admits. “This is life — these are the things I’m able to accomplish in a 24-hour day. Honesty is the best policy, but you can have both.”
Balancing the demands of leadership at work and home with an honest and forward-thinking perspective, Wilson-Elizondo is a leader committed to growth — professionally, personally, and for the next generation of investors that she’s dedicated to guiding.
By Jessica Robaire
2024: Words of Wisdom from Women in Leadership (Part 2)
Career Advice, Career Tip of the Week!Quotes to Live By
“I haven’t always looked up to the next thing. Sometimes, by looking laterally and across, you accumulate diverse professional experiences that make you well-rounded. This can eventually lead to being seen as an expert or someone sought after to be a part of the team.” – Lauren Uranker: Managing Director, Head of Workplace Advisory Client Business, Goldman Sachs Ayco
“As leaders, we must empower junior employees to speak their minds and give them a safe space to share their point of view. We have to value their perspectives, even if we disagree with them. It’s important to listen and create this platform for our team.” She emphasizes, “The onus is on leaders to ensure that as they move into more senior roles, they don’t lose sight of the fresh perspectives that others around them have.” – Elyssa McMullen: Managing Director, Head of Credit Tenant Lease Financing, PGIM Private Capital
“My mission is to lead in a way that balances the needs of the business and our employees – and ultimately drives positive outcomes for both. I’m always thinking about what’s best for our team and what’s best for our clients. That approach has cultivated a desire for people to want to talk to me and get advice.” – Jennifer Doyle: Managing Director, Co-head of Structured Products Group, Wells Fargo
“I value the diversity in our teams and always encourage some of our quieter, more reserved team members to speak up. Going around the table and giving them space to express their points of view lets everyone benefit from different perspectives.”- Su Lin Wee: Executive Director, Head of Asset Management, Southeast Asia, Hong Kong & China, PGIM Real Estate
“You’re never going to get more experience or broaden your skill set if you don’t say, ‘I’ve got to do this. I’ve proven to myself I can learn things, so let’s try it.’ It’s trusting in yourself.” – Kendra Lee: Chairman and CEO, Merichem
“There is always room for growth. Make it a habit to read newspapers, watch various news outlets and seek out diverse opinions and perspectives. Not only will you expand your knowledge, but you will also better understand and navigate different situations and draw informed conclusions.” – Danielle Navarro: Portfolio Manager, PGIM Fixed Income
“Run towards the fire. Go to where there is growth and where you can make an impact. To me that’s always the recipe for success.” – Rachel Goldin Jinich: Head of Specialty Real Estate Finance, Wells Fargo Commercial Real Estate
“The essence of mentorship is putting yourself in someone else’s shoes—truly seeing the world from their perspective—so you can guide them more effectively. Whether in a professional setting or coaching a lacrosse team, it’s never about you; it’s about helping others navigate their paths by understanding where they are coming from.” – Kelly Odenheimer: Vice President, Global Customer Care, ETS
“You need to invest in your network. It’s important to have a goal of setting up an in-person catch up with someone that you work with every single week because it allows for people to get to know you as a person, so that you’re not just a name on the other side of an email.” – Yasmine Coupal: Partner, Goldman Sachs
“Whether it’s being considered for a stretch project, a promotion, or a raise – don’t be afraid to ask for what you want. The worst response you’re going to get is ‘No,’ and even that gives you the opportunity to start a dialogue.”- Heather Garland: Vice President, Global Chief Marketing Officer, PGIM Investments
“You have to ask yourself why you’re entering this business,” she advises. “Have a heart-to-heart with yourself, especially in those early years when sacrifices are abundant. If you’re in it for the wrong reasons, you won’t last. You have to truly love what you do because, ultimately, the money alone won’t sustain you.”- Maureen O’Connor: Managing Director, Global Head of High Grade Debt Syndicate, Wells Fargo
“Investing is a fast moving, competitive industry. To be successful, I tell aspiring investment professionals that they not only need to understand the importance of making good investment decisions on behalf of clients, but they also need to invest in themselves… it’s the best investment they’ll ever make.” – Stacie Mintz: Managing Director and Head of Quantitative Equity, PGIM
“The more senior you become, the greater the risks in your career. Not everyone will be nice, and not everything will be fair. That’s why resilience and stamina are essential—and why surrounding yourself with the right people matters.”- Erica Klinkowize: EVP, US Treasurer, TD Bank
“You can make an impact even if you are behind a desk. Even small contributions, like cutting weeks out of a reporting process, can make a big difference. It’s about understanding the value of what you’re helping people achieve, even if it’s not a headline-grabbing problem.” – Neha Singh, Head of Solution Development, PGIM
An Opportunity to Develop Your Leadership
We believe coaching is the most effective way to hone broad leadership development goals specifically to each person and their circumstance.
Invest in yourself and your career. Sign up to attend our free introduction to coaching to see if coaching could be useful to you- we ask that you are a VP, SVP or MD level in a financial or professional services firm, or a Fortune 500 company to make the cohorts work for consistency of experience and relevance. We will match people to coaches and peers in the cohorts on that basis. The 6 session one-on-one program with 2 (small pod) peer coaching sessions, plus a career workbook to track your progress will run for twelve months in 2025 and we have space for 30 women total.
This program is not for career changes, feeling stuck or between jobs career coaching (which we can offer here, but not in this program), this program is for leadership development work. Don’t miss this opportunity to be coached! Program costs are $3,999 per person if you, the individual executive is paying (companies are charged at a higher rate to subsidize this work) Reserve your spot here to hear more.
Neha Singh: Head of Solution Development, PGIM
Movers and Shakers, PeopleFor Singh, the evolution to a career that is both intellectually challenging and fulfilling has been shaped by her passion for problem-solving and her family’s enduring values. Raised in Minnesota by immigrant parents, Singh credits her family’s resilience and work ethic for shaping her approach to life and leadership. “My parents immigrated from India and worked their whole lives to provide for us. They instilled in me that there’s always a solution to a problem if you work hard enough,” she shares. This ethos of tenacity and responsibility has guided her through pivotal career moments and into her leadership role today.
Technology as a Tool for Connection
Although she now is clear about her purpose and passion, Singh recalls that it took a few false starts to find her way to working in technology. “I graduated in economics without a real idea of what I wanted to do, but I eventually found technology consulting.” The consulting world introduced her to the intersection of technology and business strategy, a space she quickly fell in love with.
“I wasn’t tied to a specific industry. One week, I was analyzing crowd wait times at airports, and another, I was projecting traffic at homeless shelters. It showed me how technology could solve problems beyond just saving time on a report or automating a spreadsheet.”
However, the fast-paced nature of consulting came with challenges. “You’re on the road Monday through Thursday, constantly switching clients, and rarely seeing the long-term impact of your work,” she recalls. These experiences drove her to seek something deeper: a place where she could build relationships and understand the broader business context of her efforts. That search led her to PGIM where she joined as director of Data Strategy Project Management and Analytics.
Now, as PGIM’s Head of Solution Development, Singh is thrilled to have the opportunity to continue making an impact with technology. In Singh’s view, technology isn’t just about tools or processes—it’s about helping people.
“At PGIM, my team’s mandate is to deliver value, not just technology for technology’s sake. We need to comprehend the problem and define how to address it.”
She emphasizes the relevance of technology across all functions and the necessity of making those cross-functional connections to effectively meet their needs.
“We have the opportunity to work with different functions, from HR and Marketing to Sales and Portfolio Analytics, which provides a broader perspective on how business gets done and where opportunities exist for improvement. No matter where you sit, it’s important to connect with different people, areas, and functions to form those value-add relationships.”
Taking Risks and Leaning into Learning
One of Singh’s core beliefs is the importance of taking risks and embracing discomfort. Early in her career, she grappled with the pressure to specialize, but she soon recognized the value of diverse experiences. “It’s about trusting your gut and giving yourself the chance to grow in unfamiliar situations,” she explains. The variety of work in consulting gave her the perfect training ground for this mindset. “You might love one project and be miserable in the next, but it’s all part of building a diverse skill set.”
She emphasizes that this approach applies to every stage of a career. “It’s never too late to learn something new,” Singh states. Singh earned an Executive MBA at Columbia University in 2021 while working full-time at PGIM – a testament to this belief.
“I was already immersed in technology, but I realized my impact would be limited without understanding the business side.”
Singh’s experience in the program, which began just before the COVID-19 pandemic, was as challenging as it was rewarding. “I always reflect on how productive I was during that time. Humans adapt to what’s going on, and I think that phase of my life really demonstrated that.”
Leadership Rooted in Connection and Inclusion
Singh is a leader who deeply values connection and relationship-building.
“It’s all about people for me. I love collaborating with and helping people. I would be nowhere without my team, and leaders who take chances on me and give me new opportunities.”
For Singh, it is also about inclusion and creating spaces for those connections. Reflecting on her time as a consultant, she acknowledges the challenges of often being the only woman or person of color in the room.
“Now, I make it a priority to create an inclusive environment, where everyone feels comfortable. It’s about making people feel like they have a safe space to share and grow.”
This philosophy of inclusion and focusing on the growth and development of others shapes every aspect of her leadership style.
“I’m working on flexing my broader leadership muscles—creating spaces where others can learn without feeling micromanaged. It’s hard for me to step back because I love being hands-on, but I know it’s essential for the team’s growth.”
Acknowledging the impact of leaders who “took a chance” on her and gave her opportunities to learn and develop, Singh hopes to do the same for her team.
Redefining Impact
Throughout her career, Singh’s understanding of “making an impact” has evolved. Early on, she aspired to tackle grand, global challenges, like the ones she encountered during her work with a public health organization in South Africa. “I was working on issues like access to medicine in developing countries, and it gave me perspective on the broader array of problems in the world.”
However, she’s come to appreciate that impact doesn’t always have to be monumental.
“You can make an impact even if you are behind a desk,” she reflects. “Even small contributions, like cutting weeks out of a reporting process, can make a big difference. It’s about understanding the value of what you’re helping people achieve, even if it’s not a headline-grabbing problem.”
Singh points to fostering the next generation of leaders, particularly women, as a way she wants to continue to make a difference going forward.
“The more young people and young women we can help give opportunities and bring up with us is what I want to focus on.”
This philosophy also shapes her personal life. Inspired by her mother’s and sister’s examples, Singh has volunteered as an advocate for sexual assault victims at a city hospital. Though her efforts have taken a backseat since becoming a parent, she remains committed to finding ways to give back. “Helping women has always been a priority for me, and it’s something I want to continue doing in the future.”
Looking ahead, Singh remains focused on growth—for herself, her team, and the business. She also looks forward to spending time outside of work exploring all that New York City has to offer with her husband and two-year-old son.
By Jessica Robaire
2024: Words of Wisdom from Women in Leadership (Part 1)
Career AdviceAs we reflect on the incredible leaders that we’ve highlighted this year, we’re excited to share their insights and stories of development and resilience (stay tuned for Part 2 next week). A heartfelt thank you to each of the executive women for your time, wisdom, and inspiration! And to the 2024 sponsors Wells Fargo and PGIM who have ensured that there is no cost to the readers of theglasshammer.com to access personal stories and career advice.
Quotes to live by
“The best leaders are those who recognize you don’t have to be the most senior person in the room to bring valuable insight or perspective that drives change or helps to make the optimum decision,” she says. “We’re all here because we have a role to play and a level of expertise in a particular area. Part of my journey has been overcoming my discomfort when faced with resistance and instead, learning how I can better use my knowledge and expertise to address the differing perspectives in a room and influence people to see DEI as a business imperative.” – Natalie Gill, Head of DEI Strategy & Industry Engagement, PGIM
“Going into situations, I’m very aware of who I am. I am a woman. I look different. I don’t think people automatically assume that I’m Black because I am mixed. So, I have a voice, and I use it. Instead of shying away or being self-conscious, I use it as an advantage. I want to be a good representative of women, of women of color, and of diverse women. We all have a voice, and we have to advocate for ourselves.” – Vanessa McMichael: Head of Corporate & Public Entity (CPE) Strategy, Wells Fargo
“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.” – Kimberly Bryant: Founder and CEO, Black Innovation Lab and Ascend Ventures Tech
“Growth among peers is not a competition, and everyone’s growth path is different. Putting egos aside and collectively pooling our talent and expertise helps ensure that our business’ goals are prioritized, enabling everyone to ultimately be successful,” she says. “At the end of the day, if support and resources I’ve provided can help develop and lift someone else as I climb the corporate ladder, no matter what level they are, I’ve done my job – and I’ve done it well.” – Tara Stafford: Project Manager, PGIM Operations & Innovation
“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.” – Susan Nickey: Executive Vice President and Chief Client Officer of HASI
“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.”- Jill Ford: Co-head of Equity Capital Markets, Wells Fargo
“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.” – Shekhinah Bass: Managing Director, Head of Talent Strategy, Goldman Sachs
“I’ve grown through advice and mentorship. When entering rooms with senior stakeholders, I remind myself why I belong, why I should be there, and embody that. In the past, I would almost physically make myself disappear, taking more of a passive role in group discussions, but I have gained the confidence to show up more fully.” – Dania Shahzad: Business Manager, Client Advisory Group, PGIM
“Success stems from a breadth of experiences. The broader your understanding and hands-on involvement across domains, the better equipped you will be to thrive in senior roles. Focusing on the richness and depth of experience versus the speed to get there will pay off in the long-term.” – Rachel Lockett: Vice President of Marketing, MAC Cosmetics
“The most important thing is that you yourself have to walk the talk. For example, after Covid, a lot of people wanted to work from home. But if you want the team to be in the office, you have to show up. You are demonstrating to them, ‘I’m here and this is why we are here: we need to talk to each other, we need to communicate, because we are on the trading floor’.” – Mandy Wan: Managing Director, Head of Markets, Co-Head of CIB APAC, Wells Fargo
“In every role, I continued to stay focused, do great work, think about what my next move was and communicate the career trajectory that I wanted. You have to advocate for yourself. You’re the marketing team behind your own personal brand, and sometimes, that means creating opportunities for yourself that didn’t exist before.” – Anar Patel: Director, Portfolio Construction, PGIM Investments
“Earlier in my career, I thought what mattered to be successful was being excellent at my job and prioritized “doing the work” above all else. Then I came to recognize over time and with seniority that the relationships formed and the collaborative work with others were more impactful. You have to be open to that collaboration and not solely focused on your own success because the success of the collective also matters. Meaning the success of the project, the success of the client, and the success of the firm. That is why the interconnectedness of collaborators in driving value and outcomes is so important.” – Marion Regnier: Partner, Technology Strategy, PwC
We believe coaching is the most effective way to hone broad leadership development goals specifically to each person and their circumstance. Many of the women profiled over the years have been coached by theglasshammer’s cadre of coaches as part of their company’s programmatic leadership development plans. We also work with individuals who want to work on their own development as a leader and can hire us if their company is not providing a coach. Invest in yourself and your career. Sign up to attend our free introduction to coaching to see if coaching could be useful to you- we ask that you are a VP, SVP or MD level in a financial or professional services firm, or a Fortune 500 company to make the cohorts work for consistency of experience and relevance. We will match people to coaches and peers in the cohorts on that basis. The 6 session one-on-one program with 2 (small pod) peer coaching sessions will run for twelve months in 2025 and we have space for 30 women total. This program is not for career changes, feeling stuck or between jobs career coaching (which we can offer but not in this program), this program is for leadership development work. Don’t miss this opportunity to be coached! Program costs are $3,999 per person. Reserve your spot here to hear more: https://calendly.com/evolvedpeople-nicki/coaching-cohort-2025
Erica Klinkowize: EVP, US Treasurer, TD Bank
People, Voices of ExperiencePreviously profiled in 2022 as the CBNA Treasurer for Citi, Klinkowize has since continued her transformative journey in the financial industry, bringing her passion for complex challenges and people-focused leadership to her current role as EVP and U.S. Treasurer at TD Bank. She speaks to how she views resilience, adaptability, and intentional leadership as foundational to her career evolution.
Thriving in Transformation
Energized by opportunities to make an impact, Klinkowize is as much a leader who embraces challenge as she does change. Consistently choosing to push her boundaries throughout her career, Klinkowize acknowledges, “I’m not drawn to easy paths.” This penchant for challenge has defined her career and leadership, from her years at Goldman Sachs and Bank of America to her current role as EVP and U.S. Treasurer at TD Bank.
“I gravitate towards these challenges. Whether it’s transitioning to Citi when they are in transformation, or specifically taking this position at TD to help enhance and build out the US Treasury organization, I strive to make a visible positive change.”
Klinkowize’s passion for transformation is matched by her deep interest in the complexities of the financial industry and the dedication of those who thrive within it.
“Treasury is an unbelievably exciting space. There are an incredible number of topics, a multitude of risks you’re managing,” she explains. “I’m constantly learning and leading.”
Beyond the intellectual demands, Klinkowize is inspired by the people she gets to work with, “they are very passionate, and it resonates with me. I want to support them and help them as they navigate a very complex environment…there is so much to accomplish, and there are so many people to help.”
A Change Agent with a Vision for Leadership
As a leader, Klinkowize embraces the role of a change agent, acknowledging, “I can’t accept the status quo. I can’t let myself not ask a question.” It’s that continual strive for improvement that motivates her, “it’s less about innovation and more about what else is out there, how can you be better at what you do.”
In driving transformation, Klinkowize underscores the ability to navigate and support multiple levels of change, from the individual to the team to the organization.
“It’s about guiding a large group emotionally and intellectually through change while recognizing you are part of a larger whole. You can’t make a change and think it won’t have downstream impacts—you have to stay mindful of upstream dynamics within the company.”
She continues, “Being a change agent is causing the change, but then also managing the emotional, intellectual, and organizational side. The internal and external clarity on what you’re doing, and how you’re doing it.”
Klinkowize emphasizes that effective change also requires being skilled at collaboration and leading with influence.
“I’m a big connector of people. If there’s a problem at hand, it doesn’t matter if you work for me or not, let’s come together to solve the issue.” She continues, “it’s important to be able to inspire people who don’t work for you, lead without directly managing them.”
Building Resilience
Even as Klinkowize embraces change and the transformation that can come from it, she recognizes that there were times in her career where she felt more like she was weathering the storm than riding on a wave of opportunity.
“I want to be honest and open about my experiences, so that women don’t feel that it was all straight shot up, because it certainly was not.”
She recounts moments in her career that might have deterred others—embarrassing missteps in meetings, even an instance of demotion. But rather than dwell on these experiences, Klinkowize speaks to the importance of navigating those difficult moments and emerging stronger on the other side as key to developing resilience and adaptability.
“It comes from learning and paying attention to how you act in those situations. How you act under stress, under duress, in moments where you’re embarrassed—you keep building up that stamina.”
Klinkowize also points to the power of mentorship and empathetic support in weathering challenging periods. “It’s important to have mentors you trust, both inside and outside of work because you need a voice of reason,” she advises. She maintains that the support of others is critical no matter how high one climbs up the ladder of leadership.
“The more senior you become, the greater the risks in your career. Not everyone will be nice, and not everything will be fair. That’s why resilience and stamina are essential—and why surrounding yourself with the right people matters.”
Intentional Leadership
With her breadth of leadership experience, Klinkowize is thoughtful in her approach to building a team culture, seeing it as a deliberate, ongoing process. When she steps into a new role, she takes time to think about what she wants to bring to the position and how she can improve from her previous experiences.
“As I’m gearing up to start, I’m very intentional about the person that I want to be and the environment I want to create around me. I prepare…I don’t wing it.” This intentionality is evident in the steps she took to establish her team’s culture at TD Bank.
“I made it clear that integrity was my number one standard, setting the tone for everything. I approached it very deliberately—I changed the team name, created a distribution list. Also, I helped craft a story, like an elevator pitch, to clearly describe what my organization does. Everything was very purposeful.”
She notes that her goal is to create an environment where everyone understands their role and feels connected to the larger mission. “I want the rest of the firm to understand what we are becoming,” she explains. By fostering a sense of clarity and collaboration, Klinkowize ensures that her team is aligned and motivated. Her approach underscores her belief that effective leadership is about more than strategy; it’s about creating a shared vision that everyone can rally behind.
A Legacy of Positive Impact
Beyond building the culture, Klinkowize is intentional in striking a balance between driving excellence without compromising the well-being of her team.
“We have to balance how hard we make people work,” she states, acknowledging that while finance is a high-pressure field, it’s essential to create a sustainable work environment.
Klinkowize also recognizes that not everyone will embrace change in the same way, and as a leader of transformation she wants to “help people understand that we will come out the other side.”
Looking ahead, Klinkowize hopes to leave a legacy of positive impact, both in her organization and in the people she leads.
“I want to contribute to the financial safety and soundness of the company, innovate, and bring excellence. I want to continue to be a role model as an empathetic and accountable leader.”
Outside of work, Klinkowize immerses herself in science fiction and fantasy books, cherishes moments with her family and dogs, but admits with a laugh, “I still struggle to find enough time to exercise.”
By Jessica Robaire
Being a Professional Woman: Managing Stress and Avoiding Burnout (Holiday Edition)
Career Advice, Career Tip of the Week!With only so many hours in the day, being a professional woman in the sandwich generation—juggling the care of both children and aging parents—is undoubtedly one of the most challenging roles in today’s society. Balancing the demands of a career with the responsibilities of raising children and providing for elderly parents can lead to overwhelming stress, fatigue, and even parental or professional burnout. Women burn out at a higher rate than men due to many societal and organizational factors – including “broken rung” issues whereby women still get paid and promoted less than male counterparts during the entire span of their careers. After almost twenty years of exploring extrinsic elements and cultural enablers and disablers for advancing women at work, we can conclude that progress is mixed at best. This article, instead, focuses on how to thrive—rather than merely survive—the onslaught of the holidays as we can reflect on progress during the annual Year-End Review.
Prioritizing Self-Care
One of the most important things to remember is that taking care of yourself is not selfish — it’s essential. Nutrition and exercise are long term strategies as we know that you cannot pour from an empty cup. When you prioritize self-care, you are better able to care for your family and meet the demands of your career. We have all heard the ways to practice self-care which can include scheduling “me time” such as walks, baths, massages and anything that falls into the recharge category. This can be a little boost and certainly worth doing while also understanding that these “fixes” are temporary and usually short lived. Think of it as an “app” – it is great to use apps, and they can be helpful, but looking at the operating system and seeing what needs to change in how you approach your life generally, is really key to getting the longer-term support and rejuvenation you might be seeking.
Without sounding trite, maintaining a balanced diet is a crucial part of self-care—but anyone managing a busy schedule knows how challenging it can be when you’re constantly on the go. Right now, my children are outside my office door, and I will be required to stop typing and rattle some pans soon- sound familiar? Be aware of prepared meal services as they are an under-regulated industry and often high in sodium and other hidden unhealthy or even toxic ingredients. Physical activity is a proven stress buster. Somatic exercises that involve shaking can clear stress and trauma. Even a short daily walk can help clear your mind and boost your mood while building you bones and heart health for decades to come. Exercise also helps sleep and along with some new habits regarding phone and screen boundaries, you could feel the benefit of this change before 2025 even begins. Look for the wins. Social support, journaling and breathing all has been reported and researched as useful.
Setting Boundaries — At Home and at Work
As a working mom, one of the hardest things to do is say no. You may feel guilty about not being able to do everything for everyone, but learning how to set healthy boundaries is essential to avoiding burnout at work and home. If possible, communicate your needs for flexibility and remote work. However, be aware that in organizations lacking trust and supportive cultures, such requests may be met with resistance or even penalties. Assess your work environment carefully and understand your manager’s approach before addressing these needs. Despite news saying otherwise, only 33% of companies are requiring a full return to office with pundits indicating this could rise to 50% by the end of 2025. Hybrid is here to stay it seems. This is a fraught topic with more and more (white male) CEO’s mandating face time back in offices.
Even with remote work, the workload itself can feel like an impossible mountain on a daily basis. Organization and productivity hacks can be helpful in managing these demands. Dan Martell’s book Buy Back Your Time introduces the DRIP matrix, a tool that helps you identify not only what to delegate, but also what you can “replace” yourself on—tasks that seemingly only you can do. The deciding criteria for evaluation for keeping a task or hiring someone to do it is simply posing the question to yourself: ‘does this activity have high impact (production quadrant) and light you up?’
Not everything needs to be done today. Prioritize your most important tasks and break them into smaller, more manageable chunks. Recognize that it’s okay to let some things go or to reschedule less urgent matters. Use an Eisenhower matrix or a similar tool to help you parse the strategic from the important and the important from the urgent but not crucial. Play with time—it is a commodity that you can trade.
The same goes at home. If possible, divide household responsibilities among your partner, children, and even extended family members. Don’t shoulder all the caregiving alone. Your partner may not know what you need unless you clearly communicate it. Other tactics include using outside help—if it’s feasible, consider hiring help for household chores, childcare, or even caring for your aging parent. If this isn’t in your budget, explore community resources or family support to lighten the load. Try to remember to ask for help. Eve Rodsky is really the most enjoyable author to turn to regarding “Fair Play” and she has a podcast and even a set of cards to use as a practical tool with your spouse. Early holiday gift? The mental load is real and even happens in LGBTQ families.
Give Yourself Grace
Over the holiday, leave the dishes for a while and see if others step in. Spend time with your children or elderly parents doing mostly things you enjoy. Laughing together, playing games, and sharing meaningful moments can help replenish your emotional reserves.
Being a working mother in the sandwich generation is undoubtedly challenging, as is being a professional woman without kids as the constant to-do list is there always. By setting boundaries, prioritizing self-care, practicing time management, and seeking support when needed, you can manage the stress and responsibilities that come with your multiple roles. Remember, you are not alone in this journey. Embrace strategies that work for you and allow yourself grace as you navigate the balancing act of family, work, and caregiving. Taking care of yourself isn’t just important — it’s essential for your long-term well-being and the well-being of those you care for. We need a better system but, in the meantime, let’s win where we can?
Happy Holidays from theglasshammer team.
Nicki Gilmour is the Founder and CEO of theglasshammer and is a coach and organizational development expert. We have several vetted qualified coaches specializing in different areas from career navigation to leadership development- please click here to book a time to speak if you are an HR professional looking to hire us for leadership development or a professional woman looking for a career coach proactively, we work with varying levels from VP to SVP/ C- suite.
Stacie Mintz: Managing Director and Head of Quantitative Equity, PGIM
People, Voices of ExperienceStarting her career at PGIM as an analyst in the multi-asset side of the quant business, Mintz set herself apart by making decisions when others hesitated, trusting her instincts and offering solutions. Rather than just alerting portfolio managers when money came in for the business to invest, she went a step further and proposed how she thought it should be invested.
“Nine times out of ten, the portfolio manager signed the trade ticket I presented, and when they didn’t, they explained why, which was a huge learning moment for me.” This proactive approach didn’t go unnoticed, and earned her a promotion to portfolio manager, where she eventually oversaw $10 billion in assets for the Prudential pension plan.
In managing the asset allocation for pension plans, Mintz recognized the important role equities played in meeting pension promises. Her experience in using both fundamental- and quant-driven strategies to balance risk and return sparked her interest in being more involved in the evolution of PGIM’s quant core strategies, eventually leading to an equity portfolio manager role.
“I was able to use my experience in asset allocation to contribute to the evolution of our quant equity strategies. I also had a knack for explaining complex quant concepts to a wide variety of audiences, which helped grow the business and retain clients.”
Throughout her career, Mintz successfully navigated difficult market cycles, which included the bursting of the dot com bubble, the Great Financial Crisis, and Covid fear-driven markets of 2020. The experience in managing assets and client relationships during challenging times, along with her leaderships skills, made her an ideal candidate to take on the role of Head of Quantitative Equity, a role she took on in July 2020.
Strategies for success
Reflecting on what it takes to be a successful leader, Mintz emphasizes the value of collaborating with colleagues who have complementary skills and always coming to the table with solutions.
“I tell my team to identify the problems, but always come to the table with solutions too. There is great value in helping drive the success of the firm through continual evolution.”
Even if it involves stepping outside of one’s comfort zone to propose solutions that could be rejected, Mintz encourages taking that risk to foster growth. Public speaking, for instance, is her own stretch area—though her numerous media interviews might suggest otherwise.
“Investing is a fast moving, competitive industry. To be successful, I tell aspiring investment professionals that they not only need to understand the importance of making good investment decisions on behalf of clients, but they also need to invest in themselves… it’s the best investment they’ll ever make.”
From graduating with her MBA from New York University and earning her CFA, Mintz knows how crucial it is to invest in personal growth and development. “Investing in yourself will always have a positive return and open the door to endless possibilities. It’s so important to continue to stay up to date on rapidly evolving industry developments, so we can successfully meet and exceed clients’ needs.”
Inspired to empower others
While many individual qualities have shaped Mintz’s leadership development, she acknowledges the vital role of support along the way and cites Maggie Stumpp, PGIM Quantitative Solutions’ former chief investment officer, as her greatest inspiration.
“Not only is she brilliant, and I learned a lot from an investment perspective, but she also gave me a lot of room to grow.” Mintz says. “She trusted me, and I knew I could always go to her with questions… She believed in me, even when I doubted myself.”
Inspired and influenced by Stumpp’s leadership, Mintz aims to foster a similar culture of support and empowerment and has an open-door policy. She encourages informal communication through quick morning catchups, providing a forum for the team to hear the latest updates, while also giving space for opinions and feedback.
“I want to make sure that I delegate real responsibilities to them, and they feel empowered and valuable. I want them to trust themselves to make decisions, and that I’ll support them.”
Supporting the next generation of leaders
For Mintz, part of supporting her team and the growth of the business means fostering the development of the next generation of leaders.
“I emphasize the importance of mentoring our junior team members to my senior portfolio managers, ensuring they’re engaged in meaningful projects that enable them to grow and develop, while highlighting their strengths and the value they bring to the team.”
She not only emphasizes skills development, but also being approachable and available to help with questions, especially around navigating the push and pull of work and home life. As a mother of three, Mintz knows how tough it is to build a successful career while raising children.
“It’s important to share the ups and downs of my journey, and how I got through them,” she continues, “There will always be bumps in the road where people feel like, ‘I can’t do this,’ but if we support them through those moments, it will lead to a more diverse senior team in the future.”
One key lesson Mintz reflects on is recognizing she felt “too much guilt” when her children were younger, particularly when she had to make tough decisions about prioritizing her time. Mintz recalls, “I was always urging my kids to be the first to raise their hands for class activities and parties, so we could buy napkins or paper plates or pre-made items – because that’s what fit into my work and family’s busy schedule.”
Now that her children are grown, Mintz acknowledges, “My kids turned out great, and I was a big part of their lives.” It’s the same message she conveys to her team when they are navigating the challenges of balancing work and family, “It’s going to turn out much better than it feels in the moment.”
With an empty nest, Mintz still values a work-life balance, but now has more time to spend on her own pursuits such as fitness, golf and travel.
By Jessica Robaire
Maureen O’Connor: Managing Director, Global Head of High Grade Debt Syndicate, Wells Fargo
People, Voices of ExperienceExuding passion and enthusiasm, O’Connor demonstrates how loving what you do and honing your emotional intelligence are essential to long-term success. She reflects on the importance of skillful communication, maintaining in-person connections, and prioritizing finding work that is deeply fulfilling for a sustainable career.
Fueled by the Energy of the Markets
Dynamic and driven, O’Connor has always thrived in high-energy environments, making the fast-paced trading floor the ideal fit for her career.
“I love the markets and how what you read in the press that morning is going to have an impact on what you do that day. It’s exciting how things are ever changing, and that no day is like the last.” This unpredictability, far from overwhelming, is the fuel that powers her. “The buzz of a trading floor is the energy that I thrive off of.”
O’Connor feels fortunate to have built a career that still ignites her passion, even after more than two decades in the industry.
“It hasn’t felt like work in that regard. I really enjoy what I do—it fulfills me on a very deep level.”
O’Connor’s talents particularly shine as Wells Fargo’s Global Head of High Grade Debt Syndicate because the role is more about building connections with clients and finding a way to bring two sides together than it is about selling.
“My goal is to be upfront about what we can accomplish for you, and I love that. I enjoy being direct with people.” She continues, “it’s about finding that perfect balance between what the investor and the issuer wants, ensuring that neither feels like they got the upper hand, but rather that the outcome is fair.”
Building Stronger Client Relationships with In-Person Connection
Given that much of O’Connor’s role involves balancing both sides of a deal, she believes forging strong client relationships is essential—and in her view, the best way to do that is in person.
“I’m not one for small talk—I love real conversations,” she says. ” In my view, in-person connections with clients are critical – it’s harder to build a serious and deep connection with someone virtually.”
O’Connor believes that in-person meetings, preferably outside the confines of a conference room, are where true bonds are formed.
“I love to hear people’s stories, to understand what makes them tick,” she explains. “It’s not about using that knowledge to get something for myself; it’s about figuring out what’s going to work for them.”
While her job in syndicate is to carry a deal across the finish line, O’Connor sees it as much more than just completing a transaction.
“All the work you do leading up to that moment, getting to know your clients better, makes the final leg so much more meaningful.” This personal touch, she believes, is what sets her—and others in her line of work—apart.
Delivery is Key
For O’Connor, mastering the art of communication has been another key element to her success. While technical skills and attention to detail are critical early in one’s career, she believes that as you advance, it’s the softer skills that become more significant.
“I think having a high emotional intelligence (EQ) is really important,” she says. “When you’re a junior, it’s all about analytical skills and efficiency. But as you get more client-facing, it becomes much more about how you deliver.”
O’Connor prides herself on her ability to read people and adapt her approach accordingly. “I used to joke that the number one skill in my job was sounding good on the phone—now, it’s probably sounding good on Zoom,” she laughs. For her, clear and confident communication is essential. “It’s not just about what you say, it’s about sounding good saying it.”
Not only is confidence key, but making the delivery dynamic and engaging is essential as well. She emphasizes that effective communication is about more than just data—it’s about ensuring that the message sticks.
“Delivery is so important, and I don’t think people spend enough time polishing it. They work too much on the content and not enough on thinking about how to say it with emphasis in a way that leaves a lasting impression.”
The Art of Navigating Difficult Conversations
O’Connor points to another crucial element of communication—adeptly navigating hard conversations—as an asset in her role. Working in syndicate, she walks a fine line between the demands of issuers and the expectations of investors, advocating for both sides with skill and empathy.
“You get one of those tough trades, and sometimes the music stops. Your ability to deliver bad news becomes crucial.” She continues, “the way you handle those hard conversations is a critical skill that sets apart the good from the great at this job.”
O’Connor believes her success in this area comes from her ability to communicate directly. “I always ask myself, ‘How would I want to receive this news?’ And the answer is usually straightforward: I’d just want to know,” she says. This candid approach earns her respect, even when emotions are running high.
“It’s about your ability to impart to them, ‘this doesn’t feel good on this side, either. We’re not where we want to be, but we’re going get you to the best possible place we can’.”
O’Connor finds that approaching difficult conversations with a “we’re in this together” mindset not only reassures her clients but also fosters a collaborative atmosphere that helps navigate tough situations.
Passion is Preferable
O’Connor is clearly passionate about her work but acknowledges that there is a balance between caring deeply and maintaining emotional resilience.
“It’s hard not to take things personally when you care a lot. I’d tell my younger self not to stress so much.”
Yet, she emphasizes that bringing passion to the job is not only acceptable but essential.
“One of the worst pieces of feedback a woman can receive is being told she’s too emotional,” she shares. “It’s unhelpful. Asking someone not to care is not a solution. I love passion. I can help rein in or smooth the edges around that, but I can’t make somebody care about something they don’t care about, so I’d much rather somebody go in that direction than the other way around.”
In her view, the goal isn’t to care less, but to take things less personally.
“I’m not going to ask people to be less emotional. I might ask you to hone your reaction but never to care less.”
For a Sustainable Career, Love What You Do
For O’Connor, having genuine passion for one’s work is truly the foundation of a sustainable career.
“You have to ask yourself why you’re entering this business,” she advises. “Have a heart-to-heart with yourself, especially in those early years when sacrifices are abundant. If you’re in it for the wrong reasons, you won’t last. You have to truly love what you do because, ultimately, the money alone won’t sustain you.”
O’Connor encourages aspiring professionals to reflect on their motivations and be open to trying different roles to find their passion. She shares that she bounced around early in her career before finding her fit in syndicate in 2006.
“Don’t be afraid to pivot early in your career,” she stresses. “You must find that role that makes you happy. Otherwise, with the long hours and demanding nature of the work, you’re not going to thrive. You need to be in a seat that you genuinely love.”
As a mother of three girls, O’Connor aims to show her daughters that it’s possible to pursue a career she loves while finding deep fulfillment in her family life. For her, it’s less about achieving perfection and more about showing the importance of hard work and learning from mistakes. In her downtime, O’Connor spends quality time with her three daughters, loves baking and playing mediocre tennis with friends – simple joys that keep her connected to what matters most.
By Jessica Robaire
Strength in Vulnerability: How Asking for Help Elevates Your Leadership
Career Advice, Career Tip of the Week!But just as Halloween encourages people to face their fears head-on, effective leadership requires confronting this deeply ingrained hesitation. Asking for help is not only necessary—it’s a powerful act of courage that enhances leadership by fostering trust, empowerment, and communication. The ability to embrace vulnerability does not make you less effective; in fact, it strengthens relationships, builds resilience, and opens opportunities for both personal and team growth. Leaders who embrace vulnerability by seeking support not only improve their own leadership effectiveness but also inspire others to do the same.
Why Is Asking for Help So Scary?
One of the main reasons asking for help is so difficult is that it requires vulnerability. Leaders are often expected to exude confidence and have all the answers, and admitting uncertainty can feel like stepping into the unknown—uncertain of what lies ahead. There is a deep-seated fear that showing vulnerability might erode credibility or cause others to question their capabilities. This fear is driven by societal expectations and an outdated view of leadership as a solo venture. However, in today’s collaborative work environments, leadership is about connecting, communicating, and being authentic. By confronting the fear of asking for help, you not only show that you are self-aware but also model the kind of openness and vulnerability that fosters a culture of trust and collaboration.
In fact, research shows that vulnerability is at the heart of effective leadership. In her book Dare to Lead, Brené Brown emphasizes that embracing vulnerability allows leaders to foster trust and deeper connections with their teams. Far from diminishing authority, showing vulnerability strengthens relationships and builds psychological safety.
The Value of Asking for Help
Facing the fear of vulnerability and seeking help has benefits for both leaders and their teams. By stepping into this space of openness, you create an environment where psychological safety can flourish. When people feel safe to express their thoughts, ask questions, and offer help without fear of judgment, creativity and innovation thrive. This sense of security begins with those who demonstrate that vulnerability is a strength, not a weakness.
When you ask for help, you send a powerful message to your teams: it’s okay not to have all the answers. This willingness to be open and seek input creates a culture of psychological safety, where team members feel comfortable sharing their own challenges, offering ideas, and seeking support. Amy Edmondson, a professor at Harvard Business School, has shown that psychological safety—where people feel safe to take risks and ask for help—drives higher team performance, creativity, and innovation. Leaders who model vulnerability create a space where others can speak up, admit mistakes, and contribute their best ideas.
Asking for help isn’t just about lightening your load—it empowers the team to take on greater responsibilities. When you seek input or delegate tasks, you give team members the chance to step up and showcase their strengths. Research has found that empowering leadership boosts creativity and job satisfaction, as individuals feel more valued and engaged when they are trusted to contribute in meaningful ways. By asking for help, you give your team the opportunity to shine.
Trust is the foundation of strong teams, and it’s built through openness and mutual support. When you ask for help, you build trust by showing that you value the input and expertise of others. Research shows that authentic leadership—where vulnerability and transparency are key traits—is directly linked to trust within teams. The act of asking for help signals to team members that their contributions are important, deepening trust and strengthening the overall bond within the team.
Leaders often carry significant responsibilities, juggling multiple priorities and making decisions that impact both their teams and the organization. Attempting to shoulder these burdens alone can lead to exhaustion and burnout. Asking for help—whether by delegating tasks, seeking advice, or simply admitting that additional support is needed—can prevent this. Sharing the load allows you to focus on strategic initiatives without becoming overwhelmed by day-to-day demands.
Who Can Leaders Turn to for Help?
You may wonder where to turn when you decide to face the fear and ask for help. There are several options, each providing unique support and insights.
1. Your Team, Peers, Mentors
While the importance of turning to your team has already been emphasized, it’s worth reiterating just how impactful it can be. Seeking help from team members not only fosters collaboration but also creates opportunities for them to step into leadership roles themselves, reinforcing a culture of trust and shared responsibility.
Beyond the team, peers and coworkers offer a fresh perspective. They understand the internal dynamics of the organization and can provide insights that help break through roadblocks. Collaborating with peers strengthens networks and promotes a culture where leadership is shared, not siloed.
Mentors, on the other hand, provide a broader, more seasoned viewpoint. Their experience allows them to guide you through challenges they’ve likely faced themselves, offering personalized advice. Mentorship is rooted in trust and respect, giving you the confidence to explore new paths, tackle difficult decisions, and grow with the support of someone who’s been there before.
2. Executive Coaches
Sometimes, asking for help means seeking guidance beyond your immediate circle. Executive coaching offers leaders a personalized approach to growth, providing one-on-one support that can transform both leadership skills and personal development. Coaches help you ask the tough questions, explore vulnerabilities, and create customized plans for improvement. This tailored guidance accelerates growth and empowers you to make informed decisions, overcome obstacles, and advance more quickly.
By seeking help from a coach, you not only invest in your own development but also model the value of vulnerability and continuous learning for your team. It’s a proactive step toward long-term success. If you are ready to take that step, consider an exploratory coaching chat with Evolved People Coaching, the leadership coaching arm of theglasshammer.com. You can book that session here.
How to Make the Ask
Asking for help, while daunting, can be done thoughtfully and effectively. Here are a few strategies to make the ask easier:
Embracing Vulnerability for Stronger Leadership
Asking for help is a powerful leadership tool as stepping into vulnerability allows you to grow and strengthen your teams. By seeking support from coworkers, teams, mentors, and executive coaches, you can foster a culture of collaboration, trust, and mutual empowerment. Far from diminishing leadership, asking for help demonstrates the courage to evolve—both as a leader and as a person. By learning to embrace vulnerability, you build stronger connections, create more resilient teams, and lead with authenticity.
By Jessica Robaire