“In times of uncertainty, the focus has shifted from seeking answers to raising questions and building relationships to lead through the unknown,” expresses Danielle Arnone. 

Arnone speaks to leading through disruption, the value of listening and encouragement and the importance of taking risks as the stakes rise.

Be Willing to Challenge, Even as Stakes Rise

“Each step along the way has offered me an opportunity to learn and develop my leadership style. From a career perspective, I continue to challenge myself to push ahead in order to grow,” says Arnone, about her twenty plus year of working in technology, digital and e-commerce across various industries – and most recently, in beauty, health and wellness.

With tech at the center of every business, her work is about leading enterprise change “from the inside out and the outside in.”

Early on in her career, she felt she brought a different perspective to problem solving and would regularly test the status quo. Often the only woman in the room, as she began to move up the ranks and the stakes rose, it began to feel riskier.

“It’s a double whammy. You’re challenging the status quo and you represent change in just who you are,” says Arnone. “I’ve had many moments where I had to remind myself – you’ve got to stick with it – because I believed in what I was fighting for.”

She continues: “I won’t say it’s not hard, because in my opinion, it’s unnecessarily hard for women in STEM and why we lose so many and particularly those with high potential. At a certain stage, I decided I didn’t want to be another of those women.”

Being in a male-dominated industry can amplify self-doubt, but being aware of that has often helped her to overcome it.

While many hurdles are systemic and the pace of change is very slow,” Arnone says, “I realized that I’m the only one that can get me unstuck and that is powerful.”

Navigating Uncertainty through Vision

Despite the challenges during these pandemic years, Arnone has focused on leading long term change. While the emphasis in tech has often been to develop the next innovation as quickly as possible, today she stops and asks at every critical decision point: “Where do we ultimately want to go? Not just in the next twelve months but what do we want to envision in five or ten years time? And are the things we’re focusing energy on now truly in service of that long-term goal?”

“The circumstances of the last two years have made me a different leader. I had to take a step back and ask: what did I do in this time? And take the necessary steps to hopefully be proud of the answer,” reflects Arnone.

If there’s one thing Arnone has confronted as she rose, it is getting comfortable with uncertainty. She’s found that by letting go of the notion that you need to have answers, you can come together with curiosity and openness as a team, and arrive at better results.

Speaking to vision and prioritization, she says, “You have to conserve energy to focus on what’s really important, knowing that can change in a moment’s notice.”

“I’ve had to get comfortable with ambiguity. We often don’t know the target or the rules of the game to hit the target,” says Arnone.

Listening and Fluidity in Thinking

“The leaders that I admire most have the ability to listen deeply and surface the question behind the question, without putting people on the defensive, and in a way that takes the conversation to the next stage,” says Arnone.

She feels that listening is key and that an analytical approach can be useful in managing conflict and problem solving. “In an emotionally charged situation, I will encourage the team to tease out the facts, take the personalities out of it and then listen for what is not being talked about.”

When it comes to what she brings to the table, Arnone is adept at absorbing new and broad ideas and loves encouraging the exchange of ideas around the table.

She also enjoys the invitation to step out of linear thought and indulge her penchant for abstract thinking, in which perceptions move and change shape, which is not unlike the leadership skill of having the flexibility to navigate uncertainty.

She will often step away from work to get in the zone so that she can reset and let ideas pour in. These days, she’s exploring artistic outlets. She also jokes that if you saw her many playlists, you wouldn’t even believe they belonged to same person.

Encouraging Others Towards Their Best

Arnone finds leaders who encourage others towards their personal best in service of a greater mission to be the most inspiring. She feels it is rare to encounter, but she has had the fortune to have supportive mentors along the way that have greatly impacted what she values most in her life and in her work.

“Encouragement can be an antidote to self-doubt and frustration. It’s as simple as saying, ‘I see you struggling – what’s going on and how can I help you’.”

She wants to be known for her work to develop people and is especially passionate about helping women succeed. She observes that women coming into the workforce today have a strong sense of what they expect from employers beyond a paycheck.

“I want to see this generation of women keep the momentum going. They are demanding more equity, more balanced and fulfilling lives and holding leaders accountable. To me, that is progress.”

By Aimee Hansen