Tag Archive for: authenticity

Dania Shahzad: Business Manager, Client Advisory Group, PGIM

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“Over the years, I’ve not always felt confident walking into certain scenarios as a brown, Pakistani, Muslim woman,” says Dania Shahzad. “When I reflect on my previous self, the same things I was nervous about are now what make me feel the most confident and empowered.”

Shahzad speaks to finding inspiration in her family, building confidence in the face of adversity, and how she lives her life steadfast in her conviction that women can do anything.

Finding Her Footing

Shahzad was inspired by her father’s successful career in the financial industry when she chose to major in business during her freshman year of college.

“My dad and I have similar personalities – we are both bold, confident, personable people. I used to go to ‘Take Your Child to Work Day’ and the New York Stock Exchange as a child, and it was so exciting. I was always interested in his world.”

As much as she found her father’s career in the financial services industry compelling, Shahzad recognized that, depending on the role, it could come at the price of long days and working weekends. However, she was determined to find a position and company that encouraged and supported a strong work/life balance while giving her the opportunity to learn, grow, and explore various facets of the financial services industry.

After interning at a variety of firms while in college, she was excited to land at PGIM upon graduating. She says the culture, the wealth of knowledge and breadth of opportunity at PGIM is what’s kept her at the firm.

“It’s a great company for somebody who wants to explore different aspects of the financial services industry,” Shahzad says. She shares that networking opportunities and business resource groups have been particularly enriching for her, as they bring together people from all different backgrounds.

“At PGIM, asking questions, making connections, and taking calculated risks are all encouraged—that helps employees maximize their potential and make the most of their careers.”

Since joining PGIM, Shahzad participated in a two-and-a-half-year rotational program, giving her exposure to several parts of the business and the chance to adapt to new challenges and build her skills. Now, as the business manager for PGIM’s Client Advisory Group, she enjoys handling a variety of responsibilities while leveraging her problem solving and project management skills, such as working on strategic priorities and business reviews, and making connections across the organization, which helps her make progress on the firm’s strategic initiatives and get work done more efficiently. This role has also pushed her to discover her voice, particularly as she is often the most junior person in the room.

Believing She Belongs in the Room

Oftentimes being the most junior person, woman or minority in the room can be intimidating under any circumstances. Shahzad notes that her resilience and courage have grown alongside her belief in the value she brings to the table because of her experience and the encouragement of mentors.

“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.”

One of the leadership positions Shahzad stepped into is as co-lead of the Asian Global Network, an employee affinity group at PGIM. The experience has given her the opportunity to make connections and form peer mentorships across the organization, building her network of support and influence beyond her own group.

“It’s exciting that despite being the most junior of the co-leads, people look to me for recommendations and leadership – and I get to build all these connections. The group has been invaluable to me.”

Shahzad reflects that finding her voice has not only impacted how she sees herself, but how she is viewed by senior leaders.

“It changed how my leadership team sees me. I’m considered someone who can lead and assume bigger responsibilities.”
Shahzad’s personal and professional growth have also influenced how she manages challenging working relationships. “I’m generally a very positive person, but at the same time, I’ve come to recognize and accept that not everyone is going to connect with me, and that’s okay.”

“I’ve learned that you can deliver your opinion, your voice, your vision to a project in a professional way, even when you’re not seeing eye-to-eye with someone. You can still work together productively.”

Embodying the Belief that Women Can do Anything

Shahzad credits her strong female support system as a significant contributor to the confidence she exudes today.

“I believe women are incredibly strong. I have learned so much from the women in my personal and professional life and their experiences. I look at what we’ve accomplished collectively and think, ‘We really can do anything.’”

She hopes to be an example to her two nieces, teaching them how to courageously show up in the world as their authentic selves.

“They are two South Asian females who are going to grow up in the U.S. I want to be able to help them navigate that experience, while also showing them all the powerful things that a woman can do.”

Shahzad notes that part of setting that example is demonstrating her commitment to giving back to the community that has supported her. Serving as the VP-at-Large for the New Jersey Institute of Technology (NJIT) Alumni Board of Directors, her alma mater, she engages with students and actively contributes to the university where she once held a full scholarship.

“Inside, I feel deeply privileged to have such a great life in America. I am passionate about wanting to spend more of my time giving back, and the Alumni Board is one way to do that.” Another important part of Shahzad’s philanthropy ties to her faith – spending time engaged with her local mosque and affiliated community organizations, such as supporting children in need.

Authenticity as an Influencer

Shahzad’s message of empowerment reaches more than the people she works with. In fact, outside of work, Shahzad has gained a following on social media, sharing beauty tips based on her cultural traditions, fashion trends, her adventures around the globe, and more. The success of her platform is evidence of the positive impact that can be achieved by having the courage to stick to your convictions.

“I was bullied as a child for having these beauty rituals, but I persisted because I believed in their benefits and cherished the bonding moments they created with my family. Today, the same hair and skincare secrets and ingredients are becoming popular and normalized in the beauty standards and industry in the U.S. I’m proud of these rituals and passionate about using my platform because I’ve worked hard to create a safe space for women to learn and ask questions while sharing tips from my family and our heritage.”

Shahzad also attributes the success of her platform to the skills she’s attained through her work at PGIM. Applying her project management experience and organizational expertise, Shahzad continually receives positive feedback from brand owners and CEOs about her high level of professionalism.

“I’m really grateful for the experiences I’ve had. I feel empowered that I can have this meaningful career in finance and get to express my more creative side—I can be myself all the time.”

By Jessica Robaire

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Graciella Dominguez: Vice President of Investment Operations, Operations and Innovations, PGIM

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Graciella Dominguez“Lean into all experiences, professionally and personally,” says Graciella Dominguez. “Find the opportunity to grow from everything you experience, channel those lessons, and then use them to do good.”

From Numbers to Relationships

Dominguez was drawn to accounting due to her love of numbers – concepts like credits and debits that felt concrete and measurable. She began working for Ernst & Young while in college, and then joined Prudential a year after graduating. After switching to a smaller firm for a few years to try out auditing, she returned to PGIM, Prudential’s global asset management firm, where she has been for 23 years.

“That brief experience in auditing really challenged me and gave me a lot of confidence in going to different places, interacting with different people and tracking with different levels,” she says. “It was pivotal for my career, but it wasn’t for me long-term, so I brought what I learned back to PGIM.”

PGIM has grown tremendously during her career, and so has she. Although Dominguez went into accounting because of a love for numbers, her work focused just as much on supporting people as she stepped into leadership.

“You really have to push yourself in areas of unexpected growth. When I started as an accountant, I didn’t realize that interacting with people and building relationships was going to be more central to my experience,” she says. “I have been able to grow my relationships, and they are so important – and rewarding – in accomplishing greater things.”

Facing the Toughest Experiences as a Mother

“What has been most pivotal in my career, and truly in my life, was when I became a mom,” says Dominguez. When it comes to the challenge of dividing your energies between work and home as a working mother, nobody understands what that means more than she does. She lost her 11 year-old son, Alexander, five years ago. Throughout her son’s life journey, Dominguez worked, mostly full-time. One of her key motivators was providing for her son and his needs.

“I think we as women have to lean into all of our experiences. For me, that included leaning into being a mom of a child with special needs. It shaped me both as a person and as a professional,” she says. “I learned from his great strength, determination and courage in his short life.”

Alexander was born medically fragile, immunocompromised, hearing impaired, legally blind and ultimately unable to walk. While parenting a child with several medical needs, Dominguez had to find her voice in advocating for what was important when it mattered most.

“Being a mom to a child with so many medical complexities gave me the confidence to speak up and say, ‘No, I don’t agree with that. I don’t agree with how you’re going to treat my son,’” she says. “And that same confidence to speak up for what I believe crossed over into my work.”

Her motherhood has also inspired her to be a more empathetic leader. “As a leader, I’m more compassionate now,” she says. “Because I understand that people have so much more going on than you see at work. You don’t know the challenges people are facing day in and day out. Everybody has a story.”

She continues, “But at the same time I also expect a lot from people, because I saw my son, who was completely disabled, and his friends who faced the same conditions, show up for school every day with a smile and ready to work. That inspired me and really shaped me. Witnessing that has given me the courage to face anything. That is how I honor his legacy to make him proud.”

Dominguez describes her son as a social butterfly with a sparkling personality and smile that shone through no matter what challenges life threw at him. Knowing him has pushed her to get out of her comfort zone – as an introverted person – and show up more with her own voice to share her story and her son’s legacy.

“I hope sharing my story can inspire people to learn how both amazing and fragile life is,” she reflects. “We all have these gifts and abilities to do good things, so never take that for granted.”

Working with Integrity as a Core Value

Being detail- and research-oriented has supported Dominguez throughout her career, as well as her principle of doing due diligence for the work and her clients. Integrity is the most important value to her – being who you are, being true to yourself and leaning into your experiences.

As such, Dominguez is inspired by leaders who show openness and truly embody their words and what they stand for. “I admire the leaders who truly act and behave from who they say they are and who show up as their authentic selves,” she says. “I respect integrity.”

When approaching any challenge, Dominguez emphasizes process – taking the necessary extra steps and knowing the why behind every decision you make. This comes to the forefront especially when bringing junior members on board – helping them learn processes in a way that helps them appreciate each step and helping them question each decision. She aims to always rise to the challenge to do the best, most complete job for the task at hand.

Using Her Voice as a Latina Woman

As the daughter of Cuban immigrants, Dominguez prizes hard work. “My family came to this country seeking freedom, and that’s not lost on me. My family left everything and sacrificed so much. Their experience instilled in me a strong work ethic,” she says. “My grandparents and my parents (who immigrated as adolescents) understood the importance of education and hard work to succeed amidst challenges, and that drives me. I want to honor their legacy, and my son’s, with how I show up in my own life.”

Dominguez appreciates working in a culture that also values high integrity and high standards, and emphasizes diversity and inclusion. She is also co-founder of the PGIM Operations & Innovation Latinx Networking group.

“Representation is really important to me as a Latina woman. Earlier in my career I used to observe women in more senior positions. I love working for a company that really values diversity of backgrounds and perspectives, and puts so much effort into their initiatives for diversity and inclusion,” she says. “It’s really important to me to use my voice and honor all the women who paved the way for me. I am also trying to pave the way for other women. I don’t take that responsibility lightly.”

For those beginning to make their mark in the professional world, whom she also learns from, she advises, “Be yourself. Hard work and integrity pay off at the end of the day. Be yourself and be open to possibilities.”

Reflecting back she says, “I wish I would have been kinder to myself as a young mom. Challenges can look so big sometimes, but you will climb them and be successful, and it’s going to be OK.”

Kindness, More Kindness, and Service

“The more I go through life, the more I realize we do not know what challenges people have every day,” reiterates Dominguez. “So above all, we need to practice kindness towards ourselves and others.”

Classically trained in piano, Dominguez has also returned to playing piano since leaving it behind in her early 20s. She is remembering how to read music again and starting out first with greatest hits.

Born and raised in New Jersey, Dominguez is passionate about volunteerism and giving back to the community. She is on the finance council and works with children at her church. In honor of Alexander’s birthday each year, Dominguez and her husband collect and donate books to Cooperman Barnabas Medical Center, the local hospital where their son spent so much of his time.

By Aimee Hansen

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Mikaylee O’Connor: Principal, Senior Defined Contribution Strategist, PGIM DC Solutions

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Mikaylee O'Connor “One thing that’s at the core of how I operate is a focus on internal versus external gratification. I tend to go above and beyond for my own satisfaction because I have very high standards for myself,” says Mikaylee O’Connor. “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.”

Moving From Her Comfort Zone

Growing up in a small Oregon town, O’Connor was put on the Montessori track with an emphasis on independent thinking and hands-on learning. She then skipped middle school, while being home-schooled and spending her time in the stables, riding horses. She graduated high school at 17 and was off to Portland State University.

As a finance graduate, O’Connor joined a local investment consulting firm, RVK, as an investment analyst. She stayed for almost 13 years, working her way up while advising clients on pensions, 401k plans, and endowment foundations, to eventually becoming Head of Defined Contributions (DC). In 2020, she craved a new challenge.

“When you feel like you’re in your comfort zone, it’s the right time to maybe see about getting outside of that comfort zone. I wanted to do more strategic thinking, be a little more creative and be part of a movement to help the DC industry forward and find better solutions for everyday people,” she says.

In the start of 2021, she joined PGIM as a senior DC strategist and, this past February, she became a principal. O’Connor enjoys the ‘think tank’ atmosphere of her team: “We’re always asking, ‘What is the problem out in the market and how can PGIM and Prudential as a company come together to solve these problems and deliver solutions?’”

Embracing the New Challenge

“In my experience, the consulting world is very much for people who like to be constantly challenged,” she notes. “Every client project provides something new – new content, new research, new ways of presenting materials, or simply, adjusting to different personalities.”

O’Connor finds that everything depends upon how you approach those challenges: getting frustrated or seeing each as an invitation to grow. Receiving the support of mentors and advocates has been critical to rolling with new challenges. As she’s become senior, providing that same support to junior associates has been essential and rewarding.

She’s also learned to stay open to what she doesn’t yet know: “If you’re constantly trying to learn new things, you have to be humble to the fact that you don’t know everything,” she advises. “It’s important to surround yourself with different voices and perspectives so that when you’re trying to solve problems or provide solutions, you have that 360-degree view instead of looking only right in front of you.”

Opening to More Possibilities

O’Connor is known to give an unfiltered view of what she is thinking and play her own part in widening the conversation in any meeting.

“I push us to think differently or to have a different view on what we’re trying to solve. I often bring the end-user to the table,” she reflects. “Let’s put ourselves in the position of the person that’s going to be using this product or solution. How would they go about doing this or that?”

Despite being in a predominantly white male industry, O’Connor had the opportunity to work under a female CEO at RVK and with many female shareholders throughout her career. But when becoming involved in industry organizations, the gender skew became salient. Her approach to being underestimated by male peers was simple: “I would feel compassion for them because, at the end of the day, that’s their own challenge, not mine.”

But mostly, she has leveraged being a unique voice in the room to help her challenge the status quo.

“I’ve always been one to point out that just because we’ve done it this way in the past doesn’t mean we need to do it this way going forward. What are we missing? What should we be thinking about differently?” she says. “Having both that fresh perspective and high conviction about thinking about problems and solutions differently doesn’t always make people feel good. But I like a good debate and being uncomfortable talking about things, because we are only going to grow more through it.”

Adapting For Your Audience and Your Team Members

“Whether it’s your boss, client or a prospect, reading the room and adjusting how you approach the situation and your communication style matters to being effective,” says O’Connor.

Being able to adapt to and apply different ways of learning and communicating has been a powerful component in her ability to meet people where they are and create the momentum that drives results. Equally, sitting on the extrovert-introvert cusp, O’Connor highly values adapting her approach to hearing all voices in the room, including considering the different ways they may need to be heard.

“You have extroverts and introverts. You have people who need more time to think and you have people who can come up with ideas right on the spot in the meeting,” she says. “In order to capture all of the different great ideas, concerns and considerations, you have to consider how to make sure that you’re getting what you need from each of them, and that you make them all feel included.”

Reframing for Confidence

Shifting her mindset to increase her confidence has helped O’Connor to take on bigger roles.

“In the past, despite being overly prepared for a client meeting or discussion, I would still feel nervous,” she recalls. “But one mentor in particular assured me, again and again, that I knew more about the topic than anyone in that room. Over time, it shifted my perspective from being the ‘victim of scary stares and expectations’ to a ‘person with important information to share.’ I shifted to see that I’m going in there as a teacher.”

Now she loves to speak in front of an audience and does so often. Another learning curve has been around the challenge of leadership.

“I can be a perfectionist and always want to do things correctly, but when you’re in charge of people and emotions, that’s a different skillset and a different realm of understanding how to deal with things,” she says. “It takes a lot of listening and stepping back to ask how you can best support each of these individuals. Ultimately, their success is also my success.”

She’s also learned to always ask for feedback and to create an environment where people feel comfortable giving it.

Meanwhile, O’Connor has recently been unlearning multi-tasking as a leader: “I’ve been working on mindfulness and there’s a huge benefit to focusing your attention on one thing at a time. I’m much more active and creative when I get rid of distractions.”

Focusing on Internal Gratification

“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,” she notes. “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.”

For years, O’Connor has been doing a self-review after meetings to consider whether she could have done anything better or differently. While it can be exhausting, it helps her grow and creates internal gratification.

“I would encourage women to focus internally and not worry so much about external steps and getting to the next one,” she says, “because then you’re doing the work for someone else instead of yourself.”

Being Human, First

O’Connor appreciates how PGIM Quantitative Solutions CEO Linda Gibson shows strength in her role and humanness in her communications.

“Linda has brought a sense of ‘we’re all just people.’ We’re all trying to do the same thing and nobody needs to be on a pedestal,” she says. “She can talk to you in the office just like anybody. It’s refreshing.”

O’Connor observes that since the pandemic and remote offices, more people are breaking down barriers and hierarchy, while seeing everyone as individuals and not just as employees.

“If we want to bring out the best in ourselves, we also have to show that we’re all humans and we all have things going on,” she says. “We can normalize that. But also, how do we take that change and use it to create a more cohesive and better company? Our relationships can be stronger because I can relate to you on something I didn’t know before.”

Speaking of which, O’Connor finds travel to be good for the soul, and enjoys seeking out AirBnBs and boutique stays with her husband while getting out of their comfort zones and taking in the cultures wherever they are exploring, most recently the Swedish Lapland in the forests of the Arctic circle, with saunas and cold plunges. Iceland is another favorite. Closer to home, she likes scouting out new atmospheric spots for a great meal in New York.

By Aimee Hansen

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Op-Ed: Breaking the Mold – How to Become Your Own Boss

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Amy PorterfieldThe meeting that catalyzed me to become my own boss feels like it happened yesterday.

I was working as the director of content development for peak performance coach Tony Robbins and was called into a meeting. Online education was just starting to take off, and Tony had invited some of the most successful entrepreneurs in this space to come in and share their experiences.

These men — and they were all men — had hugely successful digital courses, online membership programs, and mastermind groups. We were exploring how we could add this strategy to our business.

My job was to sit there quietly and take notes. And since women hold only 8.2% of CEO roles, this dynamic didn’t seem unnatural to what I was used to. But as I was taking notes, everything started to change for me.

I realized I wanted a seat at the table, not just near it. I wanted to be a part of changing statistics like the global gender pay gap – currently estimated to be 16%, meaning women earn an average of 84 cents for every dollar men earn.

And finally, I realized I wanted to be part of the 12 million women-owned businesses in the US that generate over $1.8 trillion in revenue and employ over 9.4 million people.

So I decided to start my journey towards these desires right then and there in the meeting. I paid close attention to what these powerful business owners were sharing, and today, I want to pass along three lessons I learned to help you build the business – and life – of your dreams, too.

1. It is possible to design your life on your own terms.

As I listened to those entrepreneurs talk about their businesses, I realized something that changed how I thought about my career path. These men were all in different industries but had one thing in common: freedom. They weren’t hitting the glass ceiling. They weren’t asking for permission. They were taking charge of their own destiny.

Without knowing it, women let outside forces shape their destinies all the time. Just look at the latest PitchBook data showing how startups with all-women teams receive a mere 1.9% of the 238.3 billion dollars of venture capital awarded each year.

But these men… in this meeting? They were calling the shots and not waiting for someone to give them a green light on their business ideas.

They were achieving business success while designing a life on their own terms. And I wanted to do that too.

For me, the answer was to build my own business and be my own boss. I wanted to do work I loved and do it how, when, and where I chose. That would be designing life on my own terms.

When I started exploring what life on my own terms looked like,
 I remember reaching out to a business owner and boldly asking:

 “I know you don’t offer this as a service, but could I pay you for an hour to ask how you built your business?” 



She said yes, and I spent that hour under my desk whispering into the phone as she broke down steps to get started, how to align a business with personal values, and how she brought her vision to life on her terms.

It wasn’t glamorous, but it was just what I needed.

She could have said no, and if that happens to you, I want you to look at that “no” as bringing you one step closer to a “yes.” Keep reaching out and asking people for advice. Eventually, a door will open.

And mentors like this don’t have to come in the form of a person, either. Books like Big Magic by Elizabeth Gilbert showed me how my ideas were a big enough deal that I could build a business around them.

The message she shares in the book about how you can either go all in and share your gifts with the world, or dismiss them, resonated with me and served as the kick in the pants I needed to get crystal clear on how I wanted to impact the world.

A life designed on your terms might look different than mine. That’s the beautiful thing: You have the power to choose your path. 

And once you do, I encourage you to find a mentor to guide you as you walk down it toward your dream life!

2. Your existing knowledge and skills are more valuable than you think.

As I listened to the men in that boardroom talk about the online courses they were selling, I took note of their success. Each one had taught hundreds or even thousands of students, creating a massive impact in their field. From dating advice to real estate investing, they were transforming lives. It was truly inspiring.

I also took note of what they didn’t say. None of them talked about investing years and years into certification and education before they created their first course. They didn’t go back to school to earn a business degree before they launched. They weren’t wracked with fear about staying on top of their game.

In fact, whether you’re starting your own business or applying for a new job, this seems to be a common theme. A Hewlett Packard report found that while men apply for a job if they meet only 60% of the qualifications, women tend to apply only if they meet 100%. That stops now – you know enough to take the first step!

Your knowledge today has enormous value if you share it with the right audience. Whether you are starting an online education business of your own or continuing a professional career, the key is to look for places where you have a 10 percent edge.

If you are at least 10 percent ahead of those you serve, you can lead the way. In fact, it’s sometimes easier to lead when you aren’t too far out in front.

3. Boss traps are a barrier to success.

The third thing I noted during the meeting was that these highly successful entrepreneurs had faced their share of problems. Yes, a professional career comes with challenges. But becoming your own boss isn’t always smooth sailing either.

As I started my own business, I discovered that many of the traps you fall into as a boss stem from “demoting” yourself and not embracing the full scope of your role. You may experience some of these in your career as well. For example, one of the most common boss traps is falling prey to superwoman syndrome and trying to do everything yourself.

A study by the U.S. Bureau Of Labor Statistics found that 20% of businesses failed within the first year, and I believe many are due to superwoman syndrome.

There are so many stories of entrepreneurs who had to learn this lesson the hard way, from Arianna Huffington, the co-founder of The Huffington Post, to Sophia Amoruso, founder of Nasty Gal.

In 2007, after launching the news site, Huffington became consumed by the demands of running the business and regularly worked 18-hour days. In 2007, she collapsed from exhaustion and hit her head, resulting in a broken cheekbone and stitches.

This experience prompted her to reassess her priorities and make changes in her life and work. She stepped down as editor-in-chief of The Huffington Post in 2016 and launched Thrive Global, a company focused on wellness and reducing burnout.

Huffington has since spoken about the importance of taking care of oneself and avoiding the trap of “superwoman syndrome” in order to be successful in business.

Sophia Amoruso is another example of a founder falling into the “superwoman syndrome” trap. She launched the online clothing retailer Nasty Gal in 2006 as an eBay store and grew it into a successful brand with over $100 million in annual revenue.

However, Amoruso took on too much work herself and ultimately experienced burnout. In 2015, Amoruso stepped down as CEO of Nasty Gal after the company filed for bankruptcy.

She has since gone on to start a new company, Girlboss, which aims to provide resources and a community for women entrepreneurs. Amoruso has spoken publicly about the lessons she learned from her experience with Nasty Gal, including the importance of delegation and self-care in avoiding burnout.

I tell you these stories not to discourage you, rather, to remind you that none of us magically wake up one morning feeling like a “boss babe” from Instagram. It takes time, experience, and a willingness to change to become a leader who can live life on her terms.

You absolutely deserve to get there. And along the way, don’t forget to take off your superwoman cape and ask for help so you can bring people along for this incredible journey you’re starting! 

It’s like the legendary leader John Maxwell says, “Leadership doesn’t involve being ‘lonely at the top.’ If you’re at the top of a mountain alone, you’re not a leader, you’re a hiker.”

Dream big, but don’t stop with a dream. As quickly as possible, take a step toward that dream. Action creates clarity, and clarity will propel you to more action.

Don’t wait. I know you’ve got this.

Amy Porterfield teaches eight best-selling courses that empower women across the globe to take their futures into their own hands. She hosts the top-ranked marketing podcast Online Marketing Made Easy and author of the new book, Two Weeks Notice: Find the Courage to Quit Your Job, Make More Money, Work Where You Want, and Change the World.

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

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Why Choose A Women’s Retreat Instead of A Summer Vacation?

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women's retreatAs we enter spring, summer vacation is approaching. While sometimes a vacation is the perfect break from daily life, other times it may feel like a too short escape. Sometimes, as women, we don’t wish only to take a week away from our lives. Sometimes we want to take a deeper look at how we are feeling in our lives and what belongs here, now? 

Once in a while, a woman admits she skipped the annual girlfriends cocktails on the beach trip or perhaps gifted herself a rare week away alone because she knew she was being called to do something else. That voice came from nowhere but within. Rather than a break, sometimes women want to put the brakes on everything, step back and connect: This is my life: how awake am I to the living of it?

Sometimes we want to listen into our own center with less noise around. We want to take an honest look at whether we are allowing ourselves to feel what we truly feel, be who we want to be and do what we most want to do – and how we, ourselves, might be getting in our way. We want to see if we have fallen into getting by in life instead of enchanting our lives. We want to reimagine our possibilities and shift, within ourselves, to be more intentionally in alignment with our desires.

When women choose a women’s retreat, it’s often because they are confronting a crossroads or seek soul nourishiment or simply a fuller sense of aliveness. Which also means they want an experience of life that is nourished from within rather than defined by constant striving. While often held in an idyllic location with exceptional scenery, the real invitation of a women’s retreat is as much to the inner journey as it is to the travel adventure.

Debating about summer plans?

Here are some reasons why you might choose a women’s retreat this year instead of just the usual summer vacation.

You will release stress and be nurtured. Even short mindfulness retreats have shown a significant reduction in stress and anxiety levels and improved biological markers of inflammation. Going on retreat is a way to strip away the distractions and allow yourself to simply be nourished – by your host, by the warmth and sharing of your fellow participants, by the rich offerings of your surroundings. But not only that – you again remember how to truly nourish yourself while on retreat and the importance of that, and not just for a week.

You can disrupt your routine and thought patterns. We typically think at least 6,000 thoughts a day (some say far more) and up to 90% of thoughts are repetitive. Talk about exhausting! At a retreat, you release control of the small decisions and surrender into a different and foreign rhythm. Why does that matter? It disrupts and shakes up your repetitive thought patterns and creates spaciousness in which you can hear other voices within. It’s amazing how the questions and also being-ness that lie buried just under the busy-ness begin to surface.

You will get back into your body and intuition. We live so predominantly in our minds in the modern world and even more so as faces on screens in the virtual workplace. And how much of achievement culture is based on striving and producing at all costs, even if overriding the physical self? Have your ever actually, even once, crossed off the entire to-do list and finally got to the landing? You have to create it for yourself, regardless. A retreat invites you to get back into your body. Whether through breathing or meditation or yoga or free movement, you are given the opportunity to connect with your body and the rich and embodied insight that lives in your cellular awareness.

You will step out of your roles. We play many roles in our lives, but sometimes, we can get so enmeshed with them that the roles start to parade around as us. A role includes any ‘part’ you play from which you derive value, worth or a sense of identity – both the roles that you love (chief executive, favorite grandmother) and roles that you don’t (undervalued team member, sleepless mom of a difficult child). No matter the role, no matter who assigned it to you, no matter what you’ve made it mean and no matter how much your identity may be wrapped up in it, every role is too small. Sometimes we derive our worth from the roles we play and the scripts we’ve created, displacing it from our core. We can also victimize or aggrandize ourselves through roles. Stepping out of them challenges you to value yourself inherently.

You will be seen, heard and validated. Small talk comprises up to one-third of our speech, and plays an important role in social interaction. But women do not come to a retreat to have the usual conversation. A retreat circle is a circle of women who usually did not know each other previously: it can provide a place without history. No blueprint of your identity exists here. Women often come to shake up the conversation they have with themselves. And sometimes, all it takes is being heard saying something you thought you could not, so you can finally clear your throat and let your voice come through. You are invited to be raw and authentic and unresolved. In a women’s retreat, women come together with the intention to honor and support each other – but in doing so, we also redefine what that means.

You can expect some perspective shifts. Of course, putting yourself in new and often incredible surroundings can refresh your perspective. But, if you dare, expect more. Whether we want to face it, there is no one consensus reality. Our experience of life emerges through our practices of perception. In the context of a women’s retreat, you may be able to see where you are buying into beliefs about yourself and the world that have never worked for you. You may be able to see where you are inhibiting yourself with the patterns or false virtues or committing to things you don’t want to with regular reinforcing action, instead of what you want. What if you’ve played down the part of you that would benefit you most to play up? You may recognize that you are sitting in victimhood where it would feel so much more empowering to recognize your agency and your choice. What if the world and your options are not nearly as limited as you have been determined to see them?

You may feel a rush of life force or have new visions. In a women’s retreat, you are invited to remember that being self-loving is how you fill your own cup, so that you can spill over. As you begin to pour into yourself on retreat, with less going on externally to take up space within you, do not be surprised if you begin to feel like you are accessing more of yourself. You may find more to be grateful for. You may remember a vivid energy or quality about yourself that you’ve forgotten and now want to bring back. Or a new way you want to share from your heart. You may realize you have enough resource and energy to make real steps, first within, towards a change you wish for. You may simply feel more at peace and able to be less shaken by the chaos outside of you. But it would be very rare if you thought and felt exactly the same as you did arriving.

Which is the main point, really. So, the biggest reason to skip the traditional summer vacation and go on a women’s retreat this year? What animates you most in life is living into and showing up for this adventure of you.

By: Aimee Hansen – Our “Heart” coach, interviewer, and lead writer – is a women’s retreat creator and facilitator. The Journey Into Sacred Expression writing and yoga women’s retreats on Lake Atitlan in Guatemala are recommended in Lonely Planet Wellness Escapes and have been praised by the nearly 200 women who have gathered with her. Circle with women underneath volcanoes to write, meditate, do yoga, move and participate in various sessions. She has two summer events in 2023: July 7-15 and Aug 25 – Sept 2. Each has 12 spaces only.

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Op-Ed: Disillusioned by the 9-5? Entrepreneurship Could Help You Have Greater Impact.

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Leena Bakshi McLean As women who go to work every day with a passion to create change and impact in the world, navigating the workforce can be difficult and often lead to cynicism, burnout, and disillusionment. It’s easy to forget why we took the job in the first place, especially when we get too removed from the impact we’re trying to create. I’ve been there too, and it was my own disillusionment that led me to quit my 9-5 job and try another route.

In fact, entrepreneurship was the tool that allowed me to pursue solutions to a problem I cared deeply about—equitable education—without all the red tape and obstacles associated with working in school districts. If you find yourself feeling discouraged about the impact you’ve had (or haven’t had) at your job perhaps now is the perfect time to also consider another route. These are the steps I took in evaluating my transition from my role as a teacher and an administrator to one of founder and executive director.

Know When It’s Time to Go

Science Technology Engineering and Mathematics (STEM) education has always been my passion; my mom would say it was ingrained in me as a child when my grandfather would read calculus textbooks instead of literature to me. I started as a Biology, Algebra and Health teacher before becoming a program director for science at a County Office of Education in California. It was the perfect role to work with districts on a holistic level, researching systems change, fostering teacher leadership, and encouraging teams to look at equity within their district programming. I finally had the opportunity to run science programs at the county and state levels. I thought it was my dream job, and it was until I realized that my programs were not serving every student in the county.

I saw so much racism at play in my school district that I couldn’t ignore the ways it directly impacted students and their ability to flourish. The tipping point came while planning a computer science fair for the students at the court and community schools. Several supervisors spoke up about security concerns—they thought we didn’t have enough security to “manage” certain students. They recommended that we un-invite these students to the fair.

When the team I was on spoke up about the drastic inequity and the blatant restriction of access to our students from the court and community schools, we ruffled feathers. Although we were eventually able to allow the students to attend the fair, my colleagues and I were penalized for it by getting passed up for promotions, having our teams separated, and dealing with supervisors doing “cubicle walk-throughs” to police the staff. This is when I knew that politics and power were being prioritized over students. I had to ask myself: will I sit down in compliance or stand up for justice?

As you plan for the year ahead, take stock of what’s keeping you from having the impact you desire at work. Is it a similar situation where politics are at play and the power of a few is being prioritized over the mission? Is that you just have a few roadblocks in your way that a manager could help remove? Is that you’re in the wrong role or on the wrong team? Trace back your disappointment to see if it’s time to make a shift internally or if it really is time to go.

Consider Your Next Step

Despite all this drama behind the scenes, I loved working with every group of students and helping teachers increase access to quality and equitable STEM education. I knew I wanted to stay in my professional field, so I looked for other similar positions to fill the void created by my 9-5 role. However, none of the potential jobs combined STEM and social justice. This was important to me because I would often end up in professional development where the two topics were seen as separate entities in education. I knew combining the two was key to my mission of creating equitable education. When I couldn’t find what I was looking for, I decided to be the first to create it and jumped into entrepreneurship to do so.

So what will your next step be? Perhaps it is simply making the ask of a manager to provide more support and lessen obstacles. Perhaps it’s looking for a new role. Perhaps it’s even approaching the issue you care about from a new angle. For example, if you work for a nonprofit, are there for-profit organizations you could apply to for a different approach?

If you’re completely roadblocked at your current role and no other job fits you or you find yourself compromising your values and passions for a job, then maybe it’s time to take a leap and try entrepreneurship.

Set Up for Impact

If you’re considering entrepreneurship as your next step, welcome aboard! Entrepreneurship has been a difficult journey, but in retrospect, I would not trade this life for anything else. I do what I love with the people I love, and I get to stay true to my values in the meantime.

If you decide the risk is worth the potential impact, you can set yourself up for impact with the following steps:

  • Strengthen and Reinforce Your Vision: When you find yourself at a crossroads where you have a vision and you want to make a change, and you can’t do it in your own context or another organization, I recommend “dreamstorming” what it would take to carry out this vision. That’s how STEM4Real started: as a vision that is now an educational movement, making STEM #4Real for each student.
  • Own Your Voice: Once you have your vision, you’ll need a strong and distinct voice to share it. Whether it’s online and in marketing materials, in sales meetings, or at networking events, you want to be able to share your vision consistently and with conviction.
  • Seek Other Values-Aligned Organizations in Your Field: I am so inspired by the work we see from our partners, fellow organizations, and other entrepreneurs. Seek out other people and groups who are doing similar work, guided by values that match yours. That community and connection will be invaluable.

Going at it “alone” or from the outside isn’t always easy. But if you’ve tried the traditional 9-5 path and haven’t been able to create the impact you want, consider this your invitation to weigh the possibility of entrepreneurship as the path to impact.

By: Dr. Leena Bakshi McLean is the founder of STEM4Real, a nonprofit professional learning organization committed to combining STEM and NGSS standards-based content learning and leadership with principles of equity and social justice. She is a former county and state-level administrator and mathematics, science and health teacher with research interests in Science/STEM education and figuring out how to create access and opportunities for each and every student regardless of race, ethnicity, religion or socioeconomic status.

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

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Amber Hairston: Agency Underwriter, PGIM Real Estate

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Amber Hairston“For this moment, while employers are asking you to bring yourself to work, do it. Do it now. Do it today,” says Amber Hairston. “The hope is that this is a movement, not a moment. But time is of the essence, so do it. It will pay dividends.”

In honor of National Coming Out Day on October 11th, we share Hairston’s experience on freeing yourself into authenticity. 

Seeing the Hurdles Before They Come

Graduating during the global financial crisis and determined to exit the social confines of her rural Virginia hometown, Hairston took a position in marketing and communications. But “in typical Millennial fashion,” she made a network connection on Twitter who saw her as suited to commercial real estate finance and directed her towards an opportunity. In 2015, she then moved to PGIM, where she ascended across four positions within six years.

“I was redirected to the path that was intended for me,” reflects Hairston, who had planned to study business before diverting towards communications. “I think of myself now as a different kind of storyteller.”

As an underwriter, Hairston pitches deals to loan approvers after careful assessment of a property, who’s operating it, the market, and other financial risks. Attributing her work ethic to her parents, Hairston prides herself on attention to detail: “I’m very thoughtful in assessing what the hurdles are. I don’t always like to call them ‘risks’ necessarily. I call them ‘hurdles’—these are the hurdles, and this is how we can and will clear them.”

The volatility in the domestic and global economy, and the impact on the real estate investment marketplace, has definitely provided challenges to step into—and Hairston finds that exhilarating. While she won’t speak the most in a meeting room, when she does, she has reflected and has something powerful to say.

Time management and foresight have been her boons. “There’s nothing that I haven’t thought about when I’m underwriting a deal. There’s nothing that I encounter that I haven’t at least entertained as a possible hurdle. I’m never caught flat-footed or surprised.”

“Dropping the Weight Vest” To Rise in Authenticity

Reflecting on her desire to stretch beyond home as a teenager, she says, “It was a very black and white space in a literal and figurative sense. There wasn’t a lot of space for a queer woman of color in the town that I came from, and I knew that I could not grow in the ways that I needed to grow in that environment,” says Hairston. “D.C. just made a lot more sense, and it was my dream city in the United States.”

But while having left the confines of her small town, Hairston in some ways brought the burden of constraints within her to D.C.—until the pandemic.

“I kept the queer part of myself under wraps for so long. I tried to be something else and it was exhausting. And it’s not because of PGIM – this is the box that I grew up in, a limited view of what a woman can and should be, what they should look like,” says Hairston. “But the pandemic changed everything. We were at home and there was nobody to see me. There was only the work. It felt like I had been walking around with a ‘weight vest’ for years.”

Hairston recalls a moment when she was overwhelmed with work while colleagues were away and she needed all of herself: “I think that was the moment that everything changed because I didn’t have a choice. I had to take off the vest at that moment to power through.”

She continues, “Then as we started to return to the office in late 2021, I just told myself I wasn’t putting it back on. I decided I was done with it.”

“In a virtual setting and with all the focus on diversity, equity and inclusion, I was ready to bring the breadth and depth to my experience to bear as a queer woman of color.”

That choice has impacted her relationships across the organization and the industry: “My relationships wouldn’t be as meaningful personally or impactful professionally had I not brought everything to the table.”

And it’s impacted her performance and visibility: “I’ve never been a stronger performer. I draw so much power from all the things that make me different. I used to view it as a disadvantage, but it’s so essential to how I’m able to show up, how effective and efficient I am, and the impact that I’m able to make. I draw from everything, and to have not done that for so many years was a detriment to my performance.”

Reflecting overall, she says, “It sounds sad this box that I, in part, put myself into, the unnecessary weight that I carried for so long, but the upside is maybe I can run faster and jump higher than I ever thought I could.”

Evolving Her Work Relationships From Within

As Hairston has become more comfortable in taking up space in a way that is authentic to herself, she’s feels she’s allowed others to do the same.

“Historically, I’ve been really hard on people. I could be pretty demanding and have really high expectations,” reflects Hairston. “I’m not sure that’s changed, but with the pandemic and everything, the way that I approach it has changed. I’ve had to take it easier on myself and that’s translated to other people.“

Reflecting deeper, she shares, “My harshness was a reflection of how I was talking to myself. Now that I’ve reined in my own self talk, I’m more patient, compassionate and thoughtful in how I get the best out of others, because that’s ultimately what I want.”

Empowering Others Beyond Yourself

Hairston feels blessed by an abundance of mentors and sponsors who had her best interests at heart, even when it meant losing her: “I think a lot of people see those who support them, whether consciously or unconsciously, as tools for their own growth and advancement and production. But there have been many people, at many turns, who let me go even when it was going to make things uncomfortable for them. They wanted to see me rise.”

She wishes to take that with her, “There are people in this organization, and across the industry, who have altered the trajectory of my career by presenting me with an opportunity or a challenge. That’s the type of impact that I want to have,” she says.

“Part of the responsibility of leadership, whether you’re the CEO or have one direct report, is to develop people and I hope I never lose sight of that.” It’s also important to her to be a steady presence that others can call on when they need anything.

Hairston is inspired by leaders who embody vulnerability and transparency. “They have the confidence to give you the latitude for mistakes and really allow you to grow,” she says. That latitude has looked like saying her name in rooms she can’t be in and risking putting their name behind hers while advancing her into new challenges.

She traveled broadly before the pandemic – from Costa Rica, Dubai, and Cape Town to London and Zurich. While more grounded during recent times, she’s explored cultures through food and suspects she’s read about 35 books in the last year and a half.

A sci-fi fantasy and Harry Potter fan, she enjoys V.E. Schwab and sometimes reads young adult fiction to appreciate the diversity of representation that was absent when she was growing up. Though never a “dog person,” she was lovingly coerced into puppy parenting. She and her partner have a seven-month-old Bichon Frise named Artemis.

By Aimee Hansen

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Latina Inclusion: Do Not Check Your Identity at The Door!

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Latina Inclusion FeatureThe gap in Latina leadership in Corporate America is still an inclusion issue. But as more Latinas decide to go where they are valued, it’s Corporate America that is losing out the most – and more so in the future.

Hispanic and Latina women comprise only 1.6% of senior executives in the U.S.’s largest companies, less than other major demographic groups. USA TODAY reviewed 92 companies in the S&P 100 and found 18 had no Latinas in senior executive positions: including Apple, CostCo and Netflix. While few had a proportion equal to representation in the U.S. Workforce, PepsiCo, Procter & Gamble and Visa came closest.

It’s not just senior management: Latinas are underrepresented as only 4.4% of managers and 3.2% of professionals. And, according to the Latino Corporate Directors Association, Latinas hold only 1% of board seats in Fortune 500 companies, fewer than other gender or ethnic groups. But Latinas comprise 16% of the female labor force – the largest group behind white women, and by 2029, are projected to be 9.3% of the total US labor force.

Hispanic women earned 16.4% of bachelor’s degrees and 12.3% of master’s degrees in 2020, and Latinas represent 56% of Latinx students, though Latinx enrollment has taken some hit since the pandemic. Over two million Latina-owned small businesses exist – the fastest growing segment of the business community – with over 87% growth in business numbers since 2007. Latinas are creating business six times faster than any other group.

Barriers to Inclusion

Comprising 19% of the population and growing, Hispanic buying power continues to accelerate and demand that organizations understand this market.

While Latina women should have good reason to feel more emboldened than ever to bring their full identities to work through culturally relevant Latina leadership, they continue to be under-supported to do so and underpaid by corporate America.

When it comes to the paycheck, Latinas earn 55 cents for every dollar earned by non-Latino white men: even in the exact same job. Latinas earn 28% less than white women. The pay gap is also widest for Latinas with college degrees.

While Latinas ask for promotions and raises at similar rates to white men, the “broken rung” is exposed when you consider that Latinas are only 71% as likely as men in general to be promoted. Only 19% of Latinas feel supported by white co-workers. Only 5% of Latinos overall in big companies say they have a sponsor, whereas Latinos who do have sponsors are 42% more likely to be satisfied with career progression. Latinas who have reached executive levels often report the importance of that sponsorship in reaching where they are.

Latinas have reported being cast as caretakers, or the media image of ‘jefa of the household,’ rather than corporate leaders. Latinas are arguably more culturally wired for community building, a deeply held value which they often practice at home and that would serve organizations, but the value of individualism still dominates vertical mobility.

Latina women also report, according to Esther Aguilera, CEO of the Latino Corporate Directors Association, having to overcome biases around accents and myths and misperceptions around capabilities – which leads to a cycle, as we’ve heard echoed at The Glass Hammer this month, of Latina execs still feeling the internal drive of needing to prove themselves.

Indeed, 63% of Hispanic leaders indicated they have to work harder because of their ethnicity. And two in three Hispanic professionals felt educating coworkers around DEI falls upon them, spending substantial time whether it relates to their job or expertise.

Compared to non-Hispanic peers, Hispanic professionals are 53% less likely to feel included at work and 53% less likely to say they’re comfortable fully expressing their identities at work. Latina women have reported having to “check their identity at the door” or adjust their persona (code-switch) to fit into white masculine stereotypes of leadership.

The Post-Pandemic Impact

So it may come as no surprise that UCLA found that Latinas are leaving the workforce at higher rates than any other major demographic. Between March 2020 and March 2021, the workforce lost 336,000 Latinas, a drop of 2.74% in the workforce. Perhaps the promise of the American dream became too far stretched in reality for some, taking too much emotional, mental and physical toll without enough reward. One qualitative study found that senior level Latina talent were exiting Corporate America because of poor culture fit and a lack of evidence that Latinas were being structurally promoted.

“The Latina Pathway to Excellence in a Post-Pandemic World” report shared how the pandemic had changed the employment outlook of many Latinas. They both felt more invisible and yet found a “new virtual world confidence” in which they’ve learned to promote their profile more authentically at a professional level.

Mid-career Latinas expressed challenges such as: difficulty in maintaining their true selves in the workplace, a lack of champions they could identify with and trust, a lack of management check-ins, and lack of access to upper management. They emphasized the value of knowing your unique gifts and individual brand and leveraging the value that intersectionality brings to the table.

Executive-level leaders discussed promoting your distinct qualities, developing more skills and taking risks to seize opportunities amidst reduced visibility. They emphasized the importance of overcoming imposter syndrome as well as cultural Latin gender norms, being ‘ready to represent’ at the upper echelons amidst disproportionate scrutiny, and seeking mentorship and sponsorship (many had been sponsored by Latino men). They also encouraged trusting in the “Latina 6th sense” of intuition and decision making. Some C-Suite Latinas had leveraged the virtual meeting place to create new connections and visibility with senior leaders.

As written in Be Latina, “The growth of the virtual world allowed, in certain ways, for ‘authenticity in the business world.’”

It’s about Latina Inclusion

So what about organizations that want to get serious about promoting Latina talent? The answer is valuing the culture add and fostering cultural inclusion. At base level, greater inclusion for Hispanic and Latina women requires at least three things:

  1. Address unconscious bias in talent management decisions – Too many talent decisions are riddled in bias at each level (hiring, promotion, pay) and inhibiting organizations from leveraging and promoting Latina talent. From entry level recruitment to promotion to senior posts to pay packages, it’s possible to identify and shake up the way approaches have kept Latina talent from top positions.
  2. Make sponsorship happen – Ideally through formal sponsorship programs, managers and senior leaders should be challenged to reach beyond their own affinity bias and the gap in sponsorship for Latina women must close to transcend the block to corporate leadership.
  3. Encourage authenticity – Build a culture that celebrates each individual’s perspective, and the intersectionality that often informs that perspective, rather than pressures Latina women to forgo their wholeness to belong in the corporate workplace.
Please Don’t Check Your Identity!

Ask Hispanic and Latina executives, and showing up authentically can be the biggest challenge, but ultimately, there’s no path to stronger performance and personal fulfillment than being able to be who you are.

Latina women are bicultural, bilingual and possess many aspects of cultural wealth that can be leveraged as a leader. In part because of what it’s taken to get this far, Latinas often have developed strong skillsets of resilience, creativity, optimism, social ease, charisma, passion, relationship-building, multi-tasking and adaptability.

It’s recommended that Latinas who wish to thrive look for strong cultural fits that will value your whole selves, be persistent and also know when to adapt and take risks to overcome barriers. It’s important to accept imperfection in selves and others and be grounded in your ethnic background while navigating two cultures. Surround yourselves with mentors and those who can support your advancement.

One hunch about Latina leadership: it’s happening and those who embrace cultural diversity and inclusion will know the advantage of leveraging it.

By Aimee Hansen

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Vanessa Nazario: Corporate Director, Chief Diversity Officer, Memorial Healthcare System

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Vanessa Nazario“I love to take the time to get to know individuals: to listen and to avoid assumptions,” says Vanessa Nazario. “I think that creates a space where people can be authentic, which leads to new conversations and new opportunities.”

From housing to financial services to health, for 29 years, Nazario has been following the single thread of “creating access to spaces for those who have been historically left behind, underrepresented, marginalized, or alienated” – often including or focusing on the Hispanic community.

Following Inclusion Through a Career Pivot

Nazario’s journey began in her hometown of Trenton, New Jersey, supporting low to moderate income families to become first-time homebuyers. Nazario knew nothing about mortgages but was passionate about creating access to homes. Next, she found herself ensuring that low to moderate income families in urban communities had access to financial services and benefits while at PNC, where she worked her way up through positions for twenty years.

While ‘inclusion’ was not yet a hot topic in the office, her work was inclusion for customers and communities. Nominated to participate in the first Latino BRG at PNC, she knew little about employee networks, but she seized the opportunity to lean into her authentic self: “That experience opened my eyes to the power in using my Latina voice to be seen and heard in certain spaces where we were not represented before that. It became a gateway to inviting other Latina/o voices into the conversation and opening pathways for others.”

She eventually became Chapter President of the Latino BRG and began to be sought out as a thought leader. She attributes her C-suite position to valuing and showing up for this experience: “That’s why I’m a chief diversity officer now. Because I said ‘yes’ to being part of a newly formed diversity initiative at PNC.”

Then came the moment where Nazario decided that she wanted to make inclusion her full-time career. Not only did she go from programs and products management to DEI, but she simultaneously made a leap between industries. Leveraging her network, she landed a DEI director position within healthcare, later joined Memorial Healthcare System in 2021, becoming CDO in July.

“It was a big learning curve to go from financial lingo to healthcare lingo. It took time, but ultimately there’s a common thread across the different industries: it’s about creating equal spaces, access and equity for all – and it’s just how you approach it that differs. And once that clicked for me, I was like, I got this.”

Inclusion Through the Talent Pipeline


“Does your staff represent the community it serves? When you look at your community demographics, do you see that in the building?” asks Nazario. “How well is that mirrored not only in the services side of your organization, but across different departments and, especially, in leadership?”

She observes, “Sitting in South Florida, we’re blessed with an abundance of diversity, but that still doesn’t mean it happens organically. Your organization has to be committed to creating a diverse workforce.”

Much of Nazario’s strategic focus is on development and succession planning to elevate talent throughout the organization: “Rich in diversity, our work is making sure that diverse talent feels included and has a sense of belonging. When you have people from every walk of life, you’re going to have conflict. I spend a lot of time educating about the value of different cultures and different perspectives, as well as meeting people where they’re at.”

Nazario witnesses how having a staff that feels seen, heard, valued, included and therefore engaged positively impacts upon the patient experience: “In the healthcare sector, you have to be so attentive about making sure you are creating that sense of belonging and culture of inclusion. It’s so important that people feel they can bring their whole selves to work.”

Overcoming Imposter Syndrome

Nazario’s inquisitive mind, always questioning how things can be done better, has served her. Her passion and compassion for people is at the heart of how she approaches her work. Her drive and attentiveness is partly born from her own experiences as a Puerto Rican woman who has not always found it easy to come into new spaces.

“Being both a Hispanic woman and from a low-income community, I’ve combatted perceptions many times throughout my career,” says Nazario, but she feels she fell into traps around stereotypes more so early on: “I would show up to meetings and wonder, are they receiving me, or are they putting me into some box because I am a Puerto Rican woman from a diverse neighborhood?”

So Nazario has consistently exceeded performance expectations and countered the perceptions she felt others might box her into – demonstrating that being from a certain background does not mean you cannot also achieve.

Nazario has often not been able to see someone like her in positions she could aspire to. She values the mentors that encouraged her to envision herself there. “What are the chances of a Hispanic woman from an urban community like Trenton, New Jersey and from a culture not typically seen in these corporate spaces? I often think about stereotype threat, and maybe it would hold me back,” she reflects. “So, you need those mentors to say you’re doing all the right things and to nudge you in approaching opportunities.”

In a 360 review, Nazario once described herself as being a quieter voice, only to have her mentor immediately reflect that she was a powerful voice in the organization that was informative, impactful and influential in decisions: “Other’s perception of you is probably totally different than what you think.”

Beyond Proving Your Value, Claiming It

Nazario recognizes an inner push that exists within her, and not only her, to be very well versed in her craft and to continue to challenge and prove herself.

“I do have that hunger to continue to be successful and validate to myself that I can do it, that I can open doors. I might say ‘yes’ to a project when someone else might say ‘no,’” she says. “And as a Hispanic woman, I’m always thinking, maybe if I get another degree, one more certificate, that will open up more doors for me…I’ll be that much better, that much more qualified.”

While her drive has clearly served her, it is also growth when you no longer have to prove your worth and belonging in the face of imposter syndrome: “We just have to keep lifting each other up. Once you claim your value, it opens a lot of opportunities.”

She emphasizes to other Latinas coming in to own their voice at the table, and not hold themselves back, and she implores leaders to invite that opportunity in the room for diverse voices to express themselves.

Nazario loves reading as a way of constant learning. She has four dogs and feels fortunate to live near beaches, where she can mediate and listen to the waves every Saturday in a personal reset.

By Aimee Hansen

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Charlene Kennedy: CEO, PGIM Private Capital (Ireland)

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Charlene Kennedy“One of the key attributes of a great leader is authenticity, therefore I refuse to have separate work and home life personalities” says Charlene Kennedy. “ I believe it is time to change the message that women or indeed anyone, needs to adjust their personalities to fit with the corporate world.”

Kennedy speaks to starting out her working life as a mom, leading from authenticity and vulnerability, and holding your vision.

Going Into Her Career as a Young, Single Mom

Kennedy gave birth to her first son in her final year of law studies so being a working mom was her reality from the start: “When I think back, the image that really stands out is sitting at this desk in my little college apartment, the baby in a rocker, and me rocking the baby with my foot while working my way through big, thick law books.”

As a single mother, Kennedy completed her law licensing exams and then secured a role with PricewaterhouseCoopers in their corporate finance team where she qualified as an accountant.

Shortly before the banking crisis, she joined Bank of Scotland Ireland, and was there until the company exited the Irish market. Kennedy then reassessed where she wanted to live and moved to the north coast area of Ireland to enjoy the lifestyle and support of family while growing her own. It was there where she joined Prudential. Coinciding with the arrival of her third child, she moved into PGIM Private Capital, and became CEO of their Irish entity 18 months ago.

“It’s been an extremely challenging but also a very rewarding year. My legal background, my finance background, my banking background, every single one of those aspects I use and weave together in my day-to-day role as CEO,” says Kennedy. “Each twist and turn along the way led me to being the right person for this role at the right time.”

Why Being a Mom Enhanced Her Career

“In my early 20s, most of my peers and colleagues were out partying at the weekend. I think being a mom really focused me on my career,” reflects Kennedy. “I was either at work or studying, or I was looking after my son. I was very serious early because I had a lot of responsibility, which from a career aspect is very helpful.”

She still remembers her weekly and daily schedule, as keeping to a rhythm was important in making her full life work: “Those years built resilience. I gained an ability to deal with challenges, because I confronted so many of them early on.”

Being Led by Curiosity and Desire for Growth

“I am extremely curious. I believe that knowledge and perspective bring a deeper understanding of what you are doing and why you are doing it. The bigger picture perspective allows you to deliver over and above what your role allows and creates opportunity for you and your company,” says Kennedy.

An essential ingredient to self-development in leadership, she feels her curiosity has truly come into greater value in the C-suite, where Kennedy is constantly interpreting “what does this mean?”

Kennedy has learned to embrace that she’s wired for growth more than comfort.

“I’ve had to accept about myself, and my personality, that I always want to be involved and be moving forward,” says Kennedy. “Even when I have taken jobs that could be a Monday-Friday, 9am-5pm, which are good from a lifestyle perspective, I could not just say stop and enjoy it. I couldn’t help but to involve myself in other projects.”

She has learned to manage her own drive to intentionally balance both family and work, which calls on those boundaries she learned young. Today, she is mom to three sons, who are 18, 4 and 2.

“I come home and I put down the phone or the laptop in a corner for family time,” says Kennedy. “I block out my calendar so nobody can put meetings in when the kids are home from daycare so I have those hours exclusively with them, and then I’m open to a meeting with colleagues once they are in bed.”

Holding To Your Vision

Along with many women in her generation, Kennedy feels she was strongly influenced in her worldview by seeing Mary Robinson, a lawyer, who had studied at Trinity College in Ireland and at Harvard Law School, become the first female president of Ireland in 1990: “My mother sat me down in front of the TV during the inauguration and said, ‘If a woman can become president of this country, there is nothing in this world stopping you from being who you want to be and doing what you want to do.’”

Kennedy feels that she internalized that message as a young woman, as did many women in her generation, and it has fortified their sense of belonging to their dreams.

From early on, Kennedy learned the value of keeping your eyes set on the big picture, regardless of situational challenges. “There have been hurdles and challenges along the way, but I don’t focus on them, I focus on where it is I want to go, and the hurdles eventually fade away, and I keep moving forward.”

“That’s the resilience I built,” she says.

Being Authentic as a Woman Leader and Embracing Vulnerability

The biggest skill that Kennedy has leaned into more in her CEO position is vulnerability.

“When you come from a technical background, whether it’s on the law side or the finance side, you pride yourself on technical knowledge and knowing everything about everything,” she notes. “As you step into leadership roles, that isn’t always going to be the case. You have to learn to be comfortable with not knowing everything and turning to others for guidance.”

“I like to surround myself with people that are a lot smarter than me and people from different backgrounds and perspectives. I embrace their challenge and feedback, and actually feel quite uncomfortable in an environment where everyone agrees with me.”

Kennedy has observed that if we truly value authenticity in leadership, then we should not encourage women to fit into a corporate mold that precludes the ability to be themselves.

“I love to see people push the boundaries a little. My husband, as a joke one year, bought me a book on defiant Irish women. I loved it. I keep that book on my desk, and it reminds me that we can achieve great things. You can be professional and successful, but you can also be yourself.”

Beyond all the advice one might receive on how you need to be and how you need to act as a leader, Kennedy suggests one benchmark: “At the end of the day, when you look back, how do you feel about how you behaved as a person? If you want to be proud of what you did, the way you do that is to be true to yourself.”

Being Approachable and Team-Oriented

Kennedy’s first partner she worked for at PwC is among her most inspiring leaders—and one she would want to emulate. He was personable, down-to-earth and approachable, but extremely knowledgeable and effective in his role. Those qualities inspired the organic support and loyalty of his team.

When it comes to managing her teams, Kennedy pulls from her experience playing team sports to emphasize the team approach: “We all have our roles and we all have to equally put in our input in order to deliver on a team focus,” she notes. “We all have our responsibilities, but we all need each other. It’s never about just one person, and when someone is overly focused on only themselves, it is disruptive.”

With time, the one thing Kennedy has improved on is embracing mistakes, and knowing that one mistake does not define a career nor negate your many accomplishments. She remembers a time when a mistake would have overtaken her focus, and she’s had to learn to overcome that tendency to beat herself up.

“I’ve learned to be easier on myself throughout the years. It’s still not easy and it’s something that I have to work at. I have found ways that help me relax, such as exercising and going to reflexology on a regular basis,” says Kennedy.

Kennedy’s sons are her greatest achievements. After hiking to Everest base camp back in 2012, she loves to hike in the mountains of coastal Ireland around Donegal with her family, where she relishes the energetic high of an expanded perspective.

By Aimee Hansen

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