Bay Area Women Magazine - Karen Monroe by Rich Borell

Fal l / Wi nt er2018

PROVEN LEADERSHI P:

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• Over 30 years sales and marketing executive in telecom and hi-tech • Serves on the boards of two non profit senior care corporations • 4th generation Peninsula resident & has lived in Los Altos for over 30 years • Consistent top producer & member of Alain Pinel’s President Club

Serving The Communities Of Los Altos, Los Altos Hills, Mountain View, Sunnyvale, And Cupertino

Lynn North Respect, Service, Results, & Referrals

RESULTS: All homes have sold in an average of 9 days and all for over the asking price!

“I am personally committed to your success in selling or finding your dream home.” Lynn North direct 650.209.1562 | cell 650.703.6437 | fax 650.941.1411 lnorth@apr.com | www.LynnNorth.com

Serving The Communities Of Los Altos, Los Altos Hills, Mountain View, Sunnyvale, And Cupertino

Lynn North Respect, Service, Results, & Referrals

RESULTS: All homes have sold in an average of 9 days and all for over the asking price!

“I am personally committed to your success in selling or finding your dream home.” Lynn North direct 650.209.1562 | cell 650.703.6437 | fax 650.941.1411 lnorth@apr.com | www.LynnNorth.com

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A SPECIAL CONVERSATION

WITH PAT WADORS, Senior Vice President of Global Talent Organization at LinkedIn

ful and fastest growing companies in Silicon Valley and the world. Pat joined LinkedIn in January 2013 “to lead its world-class talent (HR) team. In addition to hiring, retaining and inspiring top talent, Pat is also responsible for all employee related HR programs at LinkedIn, including compensation and benefits and performance management”. Since her arrival, the company has nearly tripled in size. All this, and more, is why she is one of the most respected voices in business. In this brief conversation, enjoy what is some of her vision and philosophies, as we indeed have … Q: How do you see HR evolving – from what it was to where it is and your vision of where you see it heading? PW: HR is evolving from a function that is often viewed as process oriented to more of an innovative role. Typically, HR folks are not the first to deviate from the norm, but successful companies will have HR teams that are not only subject matter experts but they innovate at the same time. They are the ones in the industry that are making Human Resources hip and progressive. This is what we aspire to at LinkedIn. For instance, I am always looking to move the needle and to

yond their own boarders and think of talent issues that affect the world. They become game changers. SVL: Regarding talent – What are some of the key elements looked for – How important are data analytics and PW: When it comes to talent I hire for humility and intellectual curiosity. The candidate needs to have a decent amount of the skills required for the role, but as long as they have humility and curiosity, then the rest can almost always be learned. I am also a strong believer in treating people beautiful-

The HR Organization of the Future … What Does It Mean?” nization at LinkedIn. LinkedIn is one of the most success-

ny culture. Typically, these are individuals who think be-

what can aspiring employees learn to improve?

“How LinkedIn Is Creating

Pat Wadors is Senior Vice President of Global Talent Orga-

have the ability to inspire leaders and influence compa-

ly. At LinkedIn we are in hyper growth and in order to maintain our wonderful culture we need to continue to hire people who believe in this sentiment. We also need gain a fresh perspective. What better way to do this, and tap into the collective brainpower, than by bringing together the best and the brightest interns from around the Bay Area? We did just that this past summer when we hosted our first ever HR Hackathon event. Teams comprised of technical and non-technical interns competed against each other to come up with the coolest, most creative, out-of-the box solutions to today’s toughest HR problems. Over 150 interns from companies across the Bay Area participated, and the energy level and breadth of ideas generated from each team was inspiring. The future of HR is not about avoiding policies and processes, it is more about innovation and knowing what should be global vs. local, and creating unique experiences that differentiate your company. These leaders help evolve/create an amazing talent brand for their organizations and influence HR practices in their community. They are willing to experiment and compete for talent in new ways. I meet with my peers and other HR and Talent Acquisition leaders every single week. What I am discovering, are more leaders are in that third bucket or are leaders who aspire to be in that space. It means taking more intelligent risks. They

to constantly reinforce our culture through our behaviors and decisions we make every

Pat Wadors and participants of LinkedIn’s inaugural HR Hackathon. Photo credit: Tony Chung

to work for. Connect with those employees and see how they navigate the company. Remember – a company’s best hire is a referral from someone else at the company. If you really want to work somewhere try to find alumni from your alma mater that already works there, grab coffee with a current employee, follow the company, etc. Leverage your network to help you get your next job.

day. Pulsing our employees twice

SVL: HR is the catalyst - What

a year on an employee voice sur-

makes a good employee, man-

vey is one way in which we gauge

ager, leader desirable and great

our culture and engagement.

for the company and also for the

To help drive talent strategies

employee, himself/herself?

that truly enable our businesses success – we need data. Talent Analytics is the new oil. At LinkedIn we have built a talent analytics team to help us find, engage, hire and retain the right people. The data helps us understand things like where the candidates are, what skillsets they have, and who our competition is. This data also helps me keep an eye on our organizational health. What is our hiring pattern? Where do we have the most effective leaders? What do they do different that we can leverage in other teams? What are the key drivers to engagement? Data helps us solve problems and improve as a company. Regarding aspiring employees they need to learn to build out their network; connect with people who they went to school with, or worked with. Add your friends and family. Then learn about the companies and cultures you aspire

PW: I believe that a good employee is always learning, has a strong work ethic and is a brand ambassador for their organization. Managers and leaders need to lead the way. They create the vision that others aspire to achieve. They need to be authentic and treat people beautifully. They should ensure their teams are working on a good mix of projects that both stretches them in their skills and contributes to the success of the company. They encourage the team to come to the table with solutions, not problems. They realize that mistakes are just part of the necessary learning curve and should not be hidden. They believe in transparency to build trust. They strive to be both empowering while holding themselves and their teams accountable.

A SPECIAL CONVERSATION

WITH PAT WADORS, Senior Vice President of Global Talent Organization at LinkedIn

ful and fastest growing companies in Silicon Valley and the world. Pat joined LinkedIn in January 2013 “to lead its world-class talent (HR) team. In addition to hiring, retaining and inspiring top talent, Pat is also responsible for all employee related HR programs at LinkedIn, including compensation and benefits and performance management”. Since her arrival, the company has nearly tripled in size. All this, and more, is why she is one of the most respected voices in business. In this brief conversation, enjoy what is some of her vision and philosophies, as we indeed have … SVL: How do you see HR evolving – from what it was to where it is and your vision of where you see it heading? PW: HR is evolving from a function that is often viewed as process oriented to more of an innovative role. Typically, HR folks are not the first to deviate from the norm, but successful companies will have HR teams that are not only subject matter experts but they innovate at the same time. They are the ones in the industry that are making Human Resources hip and progressive. This is what we aspire to at LinkedIn. For instance, I am always looking to move the needle and to

yond their own boarders and think of talent issues that affect the world. They become game changers. Q: Regarding talent – What are some of the key elements looked for – How important are data analytics and PW: When it comes to talent I hire for humility and intellectual curiosity. The candidate needs to have a decent amount of the skills required for the role, but as long as they have humility and curiosity, then the rest can almost

The HR Organization of the Future … What Does It Mean?” nization at LinkedIn. LinkedIn is one of the most success-

ny culture. Typically, these are individuals who think be-

what can aspiring employees learn to improve?

“How LinkedIn Is Creating

Pat Wadors is Senior Vice President of Global Talent Orga-

have the ability to inspire leaders and influence compa-

gain a fresh perspective. What better way to do this, and tap into the collective brainpower, than by bringing together the best and the brightest interns from around the Bay Area? We did just that this past summer when we hosted our first ever HR Hackathon event. Teams comprised of technical and non-technical interns competed against each other to come up with the coolest, most creative, out-of-the box solutions to today’s toughest HR problems. Over 150 interns from companies across the Bay Area participated, and the energy level and breadth of ideas generated from each team was inspiring. The future of HR is not about avoiding policies and processes, it is more about innovation and knowing what should be global vs. local, and creating unique experiences that differentiate your company. These leaders help evolve/create an amazing talent brand for their organizations and influence HR practices in their community. They are willing to experiment and compete for talent in new ways. I meet with my peers and other HR and Talent Acquisition leaders every single week. What I am discovering, are more leaders are in that third bucket or are leaders who aspire to be in that space. It means taking more intelligent risks. They

Pat Wadors and participants of LinkedIn’s inaugural HR Hackathon. Photo credit: Tony Chung

always be learned.

to work for. Connect with those employees and see how

I am also a strong believer in treating people beautiful-

they navigate the company. Remember – a company’s

ly. At LinkedIn we are in hyper growth and in order to

best hire is a referral from someone else at the company.

maintain our wonderful culture we need to continue to

If you really want to work somewhere try to find alum-

hire people who believe in this sentiment. We also need

ni from your alma mater that already works there, grab

to constantly reinforce our culture through our behav-

coffee with a current employee, follow the company, etc.

iors and decisions we make every

Leverage your network to help you get your next job.

day. Pulsing our employees twice a year on an employee voice sur-

Q: HR is the catalyst - What

vey is one way in which we gauge

makes a good employee, man-

our culture and engagement.

ager, leader desirable and great

To help drive talent strategies

for the company and also for the

that truly enable our businesses

employee, himself/herself?

success – we need data. Talent Analytics is the new oil.

PW: I believe that a good em-

At LinkedIn we have built a talent analytics team to help

ployee is always learning, has a strong work ethic and is a

us find, engage, hire and retain the right people. The data

brand ambassador for their organization.

helps us understand things like where the candidates

Managers and leaders need to lead the way. They cre-

are, what skillsets they have, and who our competition is.

ate the vision that others aspire to achieve. They need to

This data also helps me keep an eye on our organization-

be authentic and treat people beautifully. They should

al health. What is our hiring pattern? Where do we have

ensure their teams are working on a good mix of proj-

the most effective leaders? What do they do different

ects that both stretches them in their skills and contrib-

that we can leverage in other teams? What are the key

utes to the success of the company. They encourage the

drivers to engagement? Data helps us solve problems

team to come to the table with solutions, not problems.

and improve as a company.

They realize that mistakes are just part of the necessary

Regarding aspiring employees they need to learn to build

learning curve and should not be hidden. They believe

out their network; connect with people who they went to

in transparency to build trust. They strive to be both em-

school with, or worked with. Add your friends and family.

powering while holding themselves and their teams ac-

Then learn about the companies and cultures you aspire

countable.

Featured Local Business

Since 1977 — A Tradition in Downtown Mountain View

The Garcia-Lopez family invites you to enjoy our family recipes that have been handed down to us for generations. From our “Mole Poblano” to our “Grandma’s Special”, enjoy the taste and ambiance of Mexico. We feature the greatest Margaritas, more than 200 Blue Agave Tequilas & a wide selection of beers. Thank you all - We appreciate again being voted: The Best Mexican Restaurant in Mountain View by the Mountain View Voice, The Best Margarita in Mountain View by the Mountain View Voice and also The Best Mexican Restaurant in Silicon Valley by the Metro. Open 7 Days a Week for Lunch and Dinner, plus a Champagne/Sangria Brunch Saturday and Sunday. Banquet facilities available with seating up to 40. Wonderful for Birthdays, Weddings, Anniversaries, Engagements, Quincineras - any and all Special Events and Get Togethers - for Families and Friends.

Champagne/Sangria Brunch Saturday and Sunday 11am-3pm

Banquet Facilities Seat up to 40 Monday-Thursday 11:00am-2:00pm and 5:00pm-9:00pm Friday 11:00am-2:00pm and 5:00pm-10:00pm Saturday 11:00am-10:00pm • Sunday 11:00am-9:00pm

240 Villa St., Mountain View, CA 94041 • (650) 968-1364

Featured Local Business

Since 1977 — A Tradition in Downtown Mountain View

Champagne/Sangria Brunch Saturday and Sunday 11am-3pm

Banquet Facilities Seat up to 40 Monday-Thursday 11:00am-2:00pm and 5:00pm-9:00pm Friday 11:00am-2:00pm and 5:00pm-10:00pm Saturday 11:00am-10:00pm • Sunday 11:00am-9:00pm

240 Villa St., Mountain View, CA 94041 • (650) 968-1364

Infoblox - a global leader in delivering Actionable Network Intelligence to enterprise, government, and service provider customers around the world - has launched a global initiative entitled the“Women’s Internal Network”(WIN) to increase the representation of women at the company. The purpose of WIN is to build an internal support system to attract, retain and promote women in the workplace. A global initiative of this magnitude can only be successful with active support at the highest level.

Bay Area Women Magazine caught up with the Executive Board for the WIN group … • Jesper Andersen, CEO • Sonya Andreae, Vice President of Global Customer Advocacy • Norma Lane, Executive Vice President of People & Places Read on to see what each has to say . . .

Q&A with Infoblox’s WIN Executive Team “Our primary focus is to expand the presence of women in leadership, enterprise direct sales, and engineering roles.” JESPER ANDERSEN - INFOBLOX CEO

Q: What is the purpose of Infoblox’s “Women’s Internal Network” and what need will it serve? JA: Our purpose is to build an internal support system to attract, retain and promote women in the workplace. Our primary focus is to expand the presence of women in leadership, enterprise direct sales, and engineering roles.

SONYA ANDREAE - GLOBAL CUSTOMER SERVICE & SUPPORT EXECUTIVE

Q: As a company, what made you stop and say … “we need to create a WIN program?” JA: We value diversity at all levels and in all job categories throughout the organization. We’re fortunate to have a diverse workforce, in general. However, we lack broad representation of Women in senior leadership and technical roles. We decided to create an internal network for women to learn together and from each other. Additionally, we want to support external efforts that inspire young women to pursue engineering and technology careers. This will help fill the pipeline with qualified candidates in the future. Collectively, we think we can make a difference. The result will be a more engaged and productive workforce, and ultimately a more successful organization. Q: What goals do you hope to achieve and what is your time frame? JA: We haven’t established a timeframe or specific quotas to achieve. Instead we’re taking direct action to achieve our goals in everything we do. From recruitment, to employee development, outreach activities and mentoring efforts. Additionally, we’re participating in a variety of community initiatives that align with our goal. Q: How will you monitor the progress of WIN? JA: We’ll measure our effectiveness in engagement levels of women employees through our mid-year and annual employee engagement survey. Additionally, we’ll measure our percent of women representation in leadership and technology positions.

JESPER ANDERSEN - INFOBLOX CEO

Q: What do you think is the most significant barrier to female leadership? SA: A primary concern is the lack of women entering the Engineering/technical profession resulting in fewer women available to assume leadership position in the high-tech industry. There are a variety of social and economic reasons that have resulted in an imbalance of women in leadership and technology. Many women don’t have mentors at home to help shape their career aspirations. Others were preoccupied with fulfilling traditional roles of being a mother and/or caretaker, placing their career goals on the back burner. Additionally, there are still deep-seated biases that have existed for many generations. During the last few decades I’ve seen a positive shift in this mindset. As a result, women are achieving parity in the workplace. Although we’re seeing positive change in the workplace, it will require sustainable change in institutional mindset to correct these biases over time. Male presence still dominates the boardroom and C-Suite positions.

Q: Why is tech the fastest-growing industry in the U.S. which is predicted to provide more job opportunities than all other professional sectors, still failing to attract and retain women in your opinion? SA: I wouldn’t say the high-tech industry is failing at attracting and retaining women in the workplace. Quite the opposite. I think we’re making significant progress. More than ever, employers are sponsoring mentorships for women in technology and proactively pursuing opportunities to expand their representation of women, particularly in technical positions. Additionally, there are now many Corporate-backed outreach programs designed to attract and inspire women to enter high-tech careers. STEM and Code.org come to mind as two well-funded programs sponsored by employers in the high-tech industry. However, as noted earlier, it takes time to change mindset and practice resulting from generations of gender bias. Infoblox is one of many employers who are embracing this change in mindset by promoting women leadership in the workplace and sponsoring programs aligned with our beliefs.

Q&A with Infoblox’s WIN Executive Team “Our primary focus is to expand the presence of women in leadership, enterprise direct sales, and engineering roles.” JESPER ANDERSEN - INFOBLOX CEO

SONYA ANDREAE - GLOBAL CUSTOMER SERVICE & SUPPORT EXECUTIVE

JESPER ANDERSEN - INFOBLOX CEO

NORMA LANE - CHRO AND EXECUTIVE VICE PRESIDENT OF PEOPLE & PLACES NORMA

“We would like to see a significant increase of women represented in our management and technical positions. We are committed to creating and maintaining a work environment that reflects gender diversity, which in turn, will result in higher employee morale, superior performance, and ultimately profitability. ” NORMA LANE - EXECUTIVE VICE PRESIDENT OF PEOPLE & PLACES

Q: Focusing on diversity in the workplace is an essential step in building a great culture. How has Infoblox responded to this challenge as a company thus far? NL: Fortunately, we’ve built a great culture and a cool work environment which focuses on collaboration, respecting others, and having fun. (“We believe that a fun, caring, collaborative, and learning work environment will stimulate creativity and innovation that results in customer satisfaction and business success,” said Jesper Andersen, CEO of Infoblox) We also maintain a diverse work environment and fully embrace diversity in all areas of the company. Our challenge is finding qualified candidates in our senior management, direct enterprise sales, and Engineering environment. We’re taking steps to sponsor programs (like Hour of Code) that promote women in technology through STEM and various professional associations (such as Watermark) who are also aligned with our purpose. This will help build a strong pipeline of female candidates for future consideration. Additionally, we’re sponsoring a variety of programs to develop and promote women currently employed at Infoblox. Q: There is currently lack of women in tech … does Infoblox have a goal of how many Women they would like to employ in the company? NL: We would like to see a significant increase of women represented in our management and technical positions. We are committed to creating and maintaining a work environment that reflects gender diversity, which in turn, will result in higher employee morale, superior performance, and ultimately profitability. Q: A diverse workplace is proven to get better results, more accurately reflects your customer/client base, and ensures a wider range of experience. Do you feel WIN project will help Infoblox meet its goals? NL: Absolutely! A diverse work environment offers diverse opinions on broad business issues. Ultimately, business decisions are well thought out and result in sustainable solutions because we’ve considered a variety of creative ideas and in-depth insight.

SONYA ANDREAE - GLOBAL CUSTOMER SERVICE & SUPPORT EXECUTIVE

NORMA LANE - EXECUTIVE VICE PRESIDENT OF PEOPLE & PLACES

Q: What woman inspires you and why? NL: Personally, I relate to women who are successful because of their resilience and grit. They’ve been through their share of life experiences that may have been challenging. However, they remained focused and determined, despite the obstacles. These women were not born with a silver spoon. They didn’t come from privileged families who paved the way for their success. Instead, these women envisioned their dreams and seized opportunities to pursue them; Overcoming many speed bumps along the way. Even after achieving success they remained humble and gave back to their community so that others can also prosper. Oprah Winfrey comes to mind. My Grandma is another.

NORMA LANE - CHRO AND EXECUTIVE VICE PRESIDENT OF PEOPLE & PLACES NORMA

SONYA ANDREAE - GLOBAL CUSTOMER SERVICE & SUPPORT EXECUTIVE

NORMA LANE - EXECUTIVE VICE PRESIDENT OF PEOPLE & PLACES

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istrative tasks, that there is a human goal and a larger purpose for the work we do. Q: Can you share with our audience one of your most memorable events your career? LKM: I will not soon forget what it took successfully running for the office of County Superintendent of Schools. It was without a doubt one of the hardest things I have ever done — but an incredible learning experience. The opportunity to now impact policy and give voice to the critical issues affecting the students we serve is a privilege. Q: I’ve read that STEM has a diversity problem… how bad is it and what is being done to improve these gaps for girls and especially students of color? LKM: An important part of our work is laying the foundation for increasing opportunities for our students and especially our students of color and our girls in the STEM fields. We know the need is there. Data tells us that only two percent of STEM jobs have included of people of color and women over the past three decades. California is home to 1.4 million jobs in this sector alone. We need to prepare our students not just for the jobs of the future, but the jobs of today. The jobs in these critical fields are here and we need capable, driven young people to fill them.

Alameda County Superintendent of Schools L. Karen Monroe addresses graduates of the Pregnant and Parenting Team Program.

Proven Leadership: Meet L. Karen Monroe, Alameda County Superintendent of Schools Q: How did your career begin and what led to becoming a School Superintendent? LKM: My career began with an interest in college in public affairs and public policy. I graduated from USC with my Bachelor’s degree in public affairs. From there I went to Washington D.C. to work for Shirley Chisholm and began to understand better the nexus between education and policy. I came back to California and went to work in city government. I worked for the City of Compton and then for several non-profits before deciding I would become a teacher like my mother. I soon realized that I had an opportunity to step into leadership and realized the power to affect change through leadership and I followed the opportunity to lead and vision on behalf of students. That ultimately led me to

We are leading an effort called Alignment Bay Area that brings together leaders of industry, school districts, college, labor and community organizations. By putting all of these people together, we are looking to harness their experience, energy and resources to transform systems and come up with solutions to persistent inequities. We need a collective effort to expose our students to careers that will allow them to earn a living wage and launch them into productive adult lives.

the Superintendency in Alameda County. Though I wasn’t certain then where my career path would lead, I now feel I am in the exact right place at to have affect outcomes for the students who need it most. Q: What’s the toughest part of your job? LKM: One of the most difficult parts of the job is to make sure that for districts and for leaders, there is a sense of accountability while focusing on the fact that we are educating children. You really have to hold both of those things at one time. As the County Superintendent, my role is to ensure providing accountability and oversight for the purpose of the success of the 220,000 kids in Alameda County. We must continually remember, amid our admin-

Superintendent L. Karen Monroe speaks to students of Teacher of the Year Ann Villegas at Hillside Elementary, San Lorenzo Unified.

Q: I see several issues facing Public Schools like; Classroom Size, Parent Involvement, Student Health (Obesity) along with Bullying. I’m sure funding is a big issue … what do you feel still needs to be done to assure that no child is left behind? LKM: Funding is a critical issue. I was proud to have led an effort by the 21 Superintendents in in Alameda County in delivering a letter to the gubernatorial candidates advocating for a significant increase in education funding in our state. We have seen increases in recent years, but 90 percent of states in the U.S. fund public schools at a higher level than California. And it has an unmistakable impact on the instruction, programs and services we offer our kids. We must do better. The world is moving and changing fast and our students deserve the opportunity to keep pace. Chief among the services that we need to increase is mental health services for our students. Our kids are facing unprecedented pressures – academic, financial, social. They need support and resources and there must be funding for that. Q: What types of program can be implemented to assure students and teachers can have a continued successful partnership? LKM: School climate is so critical to the success of students and teachers. We need to create conditions where both students and teachers feel empowered to learn, take risks and make the best decisions. Q: What’s one leadership lesson you’ve learned in your career that you can share with our audience? LKM: Stay open to opportunities to lead and trust your instincts about leadership. You always need to make sure you are well-informed as a leader, but at the end of the day, trust what your gut and your heart is telling you is the right decision to make. I would also say to be gracious with those you lead, be sensitive to the jobs they have and understand who they are as people.

Alameda County Superintendent of Schools L. Karen Monroe addresses graduates of the Pregnant and Parenting Team Program.

Proven Leadership: Meet Karen Monroe, Alameda County Superintendent of Schools Q: How did your career begin and what led to becoming a School Superintendent? LKM: My career began with an interest in college in public affairs and public policy. I graduated from USC with my Bachelor’s degree in public affairs. From there I went to Washington D.C. to work for Shirley Chisholm and began to understand better the nexus between education and policy. I came back to California and went to work in city government. I worked for the City of Compton and then for several non-profits before deciding I would become a teacher like my mother. I soon realized that I had an opportunity to step into leadership and realized the power to affect change through leadership and I followed the opportunity to lead and vision on behalf of students. That ultimately led me to

Superintendent L. Karen Monroe speaks to students of Teacher of the Year Ann Villegas at Hillside Elementary, San Lorenzo Unified.

Members of Women Entrepreneurs of Los Altos launch festive inaugural 2017 WE Vibe Block Party highlighting the women-owned businesses of Los Altos. Superintendent Monroe speaks with students about their robotics project at Altamont Creek Elementary in Livermore.

Superintendent Monroe shakes hands with a new graduate at the Court and Community Schools Graduation Ceremony.

Oakland Unified Teacher of the Year Micaela Morse is visited by Superintendent L. Karen Monroe in her dual language kindergarten classroom.

Q: Which woman inspires you and why? LKM: Working for Shirley Chisholm, as a historical figure, as a woman, she inspired me on so many levels. She was a first. She was brave and strong and understood the value of education. Closer to home, my mother is a person who absolutely inspires me. Being a teacher and a principal and really breaking barriers in her time as a teacher in Berkeley in the 60s, and an award-winning principal who really did meaningful work closing achievement gaps for students. Q: What will be the biggest challenge for the generation of women behind you? LKM: As someone who has a daughter in her early 30s, I feel as if the women of my generation were more able to easily step into a career and follow our aspirations. I think it can be more difficult for young people and women with the challenges they face, to do that now. The economics are different, the jobs of the present and future are different. And social media has a big impact on how young women perceive themselves, to the positive and the negative. I think the most important thing that helps young women is mentorship and positive roles models and making sure that they can be connected to people who can speak to what empowerment looks like.

Q: Can you offer advice to parents with daughters graduating from high school? LKM: I am no better equipped than anyone else to offer advice to parents of teens, but the most important thing to me is to build that relationship with your daughter. It is not easy during these years and you have to be intentional about spending time and making time and knowing what you have to offer, as parents, is enough. Yes, explore opportunities to expose them to great mentors and role models, but that is not a substitute for spending time as a parent. And for mothers and daughters, I think that’s extremely important. Q: Can you tell us how you manage your work life balance? LKM: It’s something I continually focus on because I still have work to do there. Entering my second term, particular things are in place here and I know the job better and can organize my work in a way that I’m hopeful it becomes more manageable. But it is something that I give serious consideration and thought to, because if you don’t, it will never happen. Even if you do, it can be a challenge. You need to have partners and allies in life who will hold you responsible for that balance, who will spend time with you doing things outside of work, who you give permission to check you

Superintendent Monroe visits kindergarten students from Hillside Elementary School, San Lorenzo Unified.

Superintendent Monroe with a student from Ruby Bridges Elementary in Alameda.

when that balance is not in place. I do have those people in my life. Q: What do you like the most about living in the Bay Area? LKM: I have lived in Southern California and in Washington D.C. and whenever I’m in those places, I find myself longing to return to the Bay Area. The Bay Area feels like home. I have always appreciated its diversity of people and geography and I feel like it’s nice to be from a place where people want to be. People want to be here for the great food, the great people and the great landscape. It’s certainly why I want to be here. Q: What are some of your favorite interests and hobbies that you enjoy? LKM: I enjoy spending time with family and friends or hiking or just having a really good conversation. One of the things I really enjoy doing is writing letters. It’s a lost art and I enjoy the art of penmanship and crafting a great retort.

Superintendent Monroe shakes hands with a new graduate at the Court and Community Schools Graduation Ceremony.

Oakland Unified Teacher of the Year Micaela Morse is visited by Superintendent L. Karen Monroe in her dual language kindergarten classroom.

Superintendent Monroe visits kindergarten students from Hillside Elementary School, San Lorenzo Unified.

Superintendent Monroe with a student from Ruby Bridges Elementary in Alameda.

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Pamela Lindsay Pamela Lindsay co-founded the College of Adaptive Arts (CAA) with DeAnna Pursai in the spring of 2009, launching a vision of lifelong collegiate education for those who have historically not had access to such opportunity. The effort began with one student and endless possibilities, a twinkle in the eye, and a call upon their hearts. However, that little-vision-that-could has developed into one of their community’s most historic and impactful contributions to accessible, lifelong higher education for adults with differing abilities. The importance of this mission has been recognized locally and state-wide while the college itself has grown strong as a California charitable organization. CAA “Cardinals” are spirited collegiate men and women with a whole wide and beautiful range of learner profiles, including those who happen to have Down syndrome and autism. They have collectively earned over 11,000 credits to-date toward private diplomas in designated areas of adapted classroom study. The students do not need to leave the program upon graduation or cease their learning journey. They can stay and pursue as many diploma tracks as they like or take just one class. Like any community college, CAA is there for students whenever and however they need it. Lindsay explains that adults with differing abilities ages 18 to 70+ can experience obstacles to their pursuit of lifelong academic development including cost, age-out, class content, pace of study, and access to programs. These obstacles inhibit movement toward ongoing diploma goals. Lindsay’s M.A. in Theatre Arts, background in special needs education and consulting, and experience in college classroom instruction guide continual invention of innovative designs for eliminating these limits. She is currently completing her doctorate in research and development of ground-breaking ways for CAA staff, students, families, and community partners to collaboratively construct new solutions for curriculum and instruction within this disruptive and adaptive learning model. A day in Cardinal life has expanded to include joyful learning moments in nine schools of study. However, the need for expanded classroom space also grows every year. According to Lindsay, this is a great problem. They are now launching the next stage of their vision to accommodate growth: the move of their students and programs from current studio space to an existing college campus. The significance of this step will only be surpassed by the increase in the students’ learning and contribution potential. Colleges with space on their campus and in their plans for expanded impact

will experience another stratosphere of identified inclusive learning opportunities when they add CAA to their student community. The battle cry for this revolutionary work is, “Move the mountain!” The students’ motto is, “Showcase ability!” The community cry is “Transform perception!” Lindsay describes these as ingredients for powerful momentum and change if, as their alma mater asks, we all work together and “Just Believe.”

Pamela Lindsy, Co-Founder | College of Adaptive Arts 1401 Parkmoor Ave. #260 | San Jose, CA 95126 | mobile: 408-538-3809

DeAnna Pursai DeAnna Pursai teamed up with Pamela Lindsay in 2009 to co-found College of Adaptive Arts, which provides an equitable collegiate experience to adults with special needs who historically have not had access to college education. This lifelong college model is one the first of its kind in the country, and it’s grow 12-fold since inception. CAA’s vision is empowering the student body to creatively transform perception of individuals with disabilities. The long-term vision is to make this model of lifelong education as flexible and scalable so that it can be replicated across the country to become the Special Olympics model in the education space. DeAnna received her Bachelor’s at Purdue University in special education and elementary education and her Master’s from the University of Illinois at Urbana-Champaign in Educational Policy Analysis. She’s active in the San Jose in San Jose Rotary Club, in the MyProGroup business leads/referrals group, and she sits on the board of Christmas in the Park. Her guiding force is her sister, Angel, who happens to have Down syndrome, who is a constant source of love, guidance, and in rethinking possibility.

DeAnna Pursai, Executive Director | Official Mountain Mover, College of Adaptive Arts 1401 Parkmoor Ave. #260 | San Jose, CA 95126 | mobile: 408-394-6816

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Meet

Keynote speakers Randi Zuckerberg and NASA’s Dr. Natalia Batalha, Event Chair Jenny Dearborn, playwright Lauren Gunderson, and speaker Ann Bowers at TheatreWorks’ Leading Ladies, held in 2014, at the Mountain View Center for the Performing Arts. Photo credit: Drew Altizer Photography

Jenny

Dearborn,

Senior Vice Present, Chief Learning Officer, SAP

Speaking on The Art of Learning, Developing & Inspiring Leadership When you talk about Leadership, Management, Human Relations, Sales, and Excellence and someone who is one of the most inspiring, leading positive role models in Silicon Valley - Jenny Dearborn’s name will come up.

at Hewlett-Packard, Sun Microsystems (acquired by Oracle), Suc-

peers are awesome and my manager is visionary and just

cessFactors and SAP. I’ve been a Chief Learning Officer at four

an all-around great guy. I love the type of work that I do,

different companies.

it’s challenging and rewarding. I love the variety in the work I do – leading the function at my company, helping

SVL: Who and what inspired you along your path to be where you

customers solve complex business challenges, writing arti-

are?

cles and speaking at conferences on topics that are import-

JD: I am severely Dyslexic, have ADHD (Attention Deficit Hy-

ant to me like data analytics, business strategy, the future

peractivity Disorder) and mild OCD (Obsessive Compulsive Dis-

of workplace and diversity & inclusion.

order) and was undiagnosed until age 18. The most formative part of my early life was

enny is Senior Vice President and Chief Learning Officer

and a Teaching Credential in 1993, and San Jose State University

growing up knowing that I was very smart

of SAP, the world’s largest business-to-business software

with a MBA in Organizational Development in 2003.

and capable, but placed in the lower tracked and Special Education classes at school. I felt

company, and is accountable for the learning and devel-

I love the type of work that I do, it’s challenging and rewarding. I love the variety in the work I do

SVL: You have learned so much about the special dynamics of Leadership … First, what is your definition of Leadership? JD: Great leaders inspire a common purpose, collaboratively create a shared vision and

opment of the 75,000 SAP employees worldwide. She has won

Q: Where do you work? What do you do? What has been your

that my early education years were wasted.

many top industry awards, including recognition as one of the 50

path leading you to today?

I felt great resentment towards the teach-

Most Powerful Women in Technology by the National Diversity

JD: I work at SAP, the world’s largest business software company.

ers and school system and vowed to make

Council in 2014 and 2015.

As the Chief Learning Officer, I’m accountable for the training, ed-

a difference in the education system so no

Her invaluable experience...plus interviews with more than 100

ucation, development and readiness of SAP’s 75,000 employees

student would ever experience the frustra-

global leaders,...has led to her best seller: Data Driven - How Per-

world-wide. I am in Human Resources and report to the Chief Hu-

tion and humiliation that I went through in

formance Analytics Delivers Extraordinary Sales Results.

man Resources Officer who reports to the CEO. I started as a high

my K-12 years. I felt great passion to drive

In the high tech universe, Jenny serves as a highly regarded advo-

school English, Public Speaking and Drama teacher at Woodside

change in our education system. This fire

cate and inspiration for many. Please enjoy this delightful conver-

High School. After two years I transitioned to corporate education

got me started in education, then after 2 years as a high school

their greatest potential. “Leadership is lifting a person’s vision to

sation with Jenny Dearborn...

as an instructor at Hewlett-Packard teaching the personal devel-

teacher I transitioned to the corporate education world for the

high sights, the raising of a person’s performance to a higher stan-

opment, management and leadership courses. I worked my way

opportunity to apply exciting and growing new learning tech-

dard, the building of a personality beyond its normal limitations.”

Q: Where were you born and raised? Where did you go to

up through all the various roles in corporate learning and educa-

nology to impact learners on a mass scale.

—Peter Drucker

school and what did you study?

tion including carrying a quota in Sales selling learning services

JD: I was born in Marin, California and raised K-12 in Davis, Califor-

to external corporate customers and partners. I’ve worked at a

SVL: What do you like most about what you do?

ple, they instinctively redirect all credit to the team when praise

nia. I graduated from Davis High School in 1987, American River

small learning technology start-up that went public (Docent, now

JD: There are so many things I like, that I can’t say what I

comes and absorb all blame when criticism comes. They are slow

College with an AA in Social Science in 1989, UC Berkeley with a

Sum Total Systems), and had a succession of executive roles with

like the most. I love my team, they are hands down the

to punish and swift to reward. Leadership is about the courage to

BA in English in 1991, Stanford University with a MA in Education

increasing responsibility in Human Resources, Sales & Services

best professionals I’ve ever worked with in my career. My

stand alone and the integrity of intent. “Leadership and learning

translate that vision into reality. Leadership is about action and driving results for the greatest good, great leaders see solutions where others only see challenges and obstacles. Great leaders know that people want to “make a dent in the universe” as Steve Jobs famously said, and make the world a better place. This comes through empowering others to achieve

Great leaders have the humility to be a servant leader to their peo-

Meet

Jenny

Dearborn,

Senior Vice Present, Chief Learning Officer, SAP

at Hewlett-Packard, Sun Microsystems (acquired by Oracle), Suc-

peers are awesome and my manager is visionary and just

cessFactors and SAP. I’ve been a Chief Learning Officer at four

an all-around great guy. I love the type of work that I do,

different companies.

it’s challenging and rewarding. I love the variety in the work I do – leading the function at my company, helping

Q: Who and what inspired you along your path to be where you

customers solve complex business challenges, writing arti-

are?

cles and speaking at conferences on topics that are import-

JD: I am severely Dyslexic, have ADHD (Attention Deficit Hy-

ant to me like data analytics, business strategy, the future

peractivity Disorder) and mild OCD (Obsessive Compulsive Dis-

of workplace and diversity & inclusion.

order) and was undiagnosed until age 18. The most formative part of my early life was

enny is Senior Vice President and Chief Learning Officer

and a Teaching Credential in 1993, and San Jose State University

growing up knowing that I was very smart

of SAP, the world’s largest business-to-business software

with a MBA in Organizational Development in 2003.

and capable, but placed in the lower tracked and Special Education classes at school. I felt

company, and is accountable for the learning and devel-

I love the type of work that I do, it’s challenging and rewarding. I love the variety in the work I do

Q: You have learned so much about the special dynamics of Leadership … First, what is your definition of Leadership? JD: Great leaders inspire a common purpose, collaboratively create a shared vision and translate that vision into reality. Leadership is

opment of the 75,000 SAP employees worldwide. She has won

SVL: Where do you work? What do you do? What has been your

that my early education years were wasted.

many top industry awards, including recognition as one of the 50

path leading you to today?

I felt great resentment towards the teach-

Most Powerful Women in Technology by the National Diversity

JD: I work at SAP, the world’s largest business software company.

ers and school system and vowed to make

Council in 2014 and 2015.

As the Chief Learning Officer, I’m accountable for the training, ed-

a difference in the education system so no

Her invaluable experience...plus interviews with more than 100

ucation, development and readiness of SAP’s 75,000 employees

student would ever experience the frustra-

global leaders,...has led to her best seller: Data Driven - How Per-

world-wide. I am in Human Resources and report to the Chief Hu-

tion and humiliation that I went through in

formance Analytics Delivers Extraordinary Sales Results.

man Resources Officer who reports to the CEO. I started as a high

my K-12 years. I felt great passion to drive

In the high tech universe, Jenny serves as a highly regarded advo-

school English, Public Speaking and Drama teacher at Woodside

change in our education system. This fire

cate and inspiration for many. Please enjoy this delightful conver-

High School. After two years I transitioned to corporate education

got me started in education, then after 2 years as a high school

their greatest potential. “Leadership is lifting a person’s vision to

sation with Jenny Dearborn...

as an instructor at Hewlett-Packard teaching the personal devel-

teacher I transitioned to the corporate education world for the

high sights, the raising of a person’s performance to a higher stan-

opment, management and leadership courses. I worked my way

opportunity to apply exciting and growing new learning tech-

dard, the building of a personality beyond its normal limitations.”

SVL: Where were you born and raised? Where did you go to

up through all the various roles in corporate learning and educa-

nology to impact learners on a mass scale.

—Peter Drucker

school and what did you study?

tion including carrying a quota in Sales selling learning services

JD: I was born in Marin, California and raised K-12 in Davis, Califor-

to external corporate customers and partners. I’ve worked at a

Q: What do you like most about what you do?

ple, they instinctively redirect all credit to the team when praise

nia. I graduated from Davis High School in 1987, American River

small learning technology start-up that went public (Docent, now

JD: There are so many things I like, that I can’t say what I

comes and absorb all blame when criticism comes. They are slow

College with an AA in Social Science in 1989, UC Berkeley with a

Sum Total Systems), and had a succession of executive roles with

like the most. I love my team, they are hands down the

to punish and swift to reward. Leadership is about the courage to

BA in English in 1991, Stanford University with a MA in Education

increasing responsibility in Human Resources, Sales & Services

best professionals I’ve ever worked with in my career. My

stand alone and the integrity of intent. “Leadership and learning

about action and driving results for the greatest good, great leaders see solutions where others only see challenges and obstacles. Great leaders know that people want to “make a dent in the universe” as Steve Jobs famously said, and make the world a better place. This comes through empowering others to achieve

Great leaders have the humility to be a servant leader to their peo-

are indispensable to each other.” —John F. Kennedy Q: What is the best course of action for management when it comes to Leadership? What is the best course of action for the employee when it comes to Leadership? JD: I believe in leadership at every level, leadership is about person power not position power. Everyone, regardless if they are people managers or individual contributors, can and should be a leader.

Hone your management skills – When managing your work and family, you’re managing a complex organization. Do activities as a family, to maximize efficiency.

Photo credit: Drew Altizer Photography

Q: How do you see the workplace evolving and improving?

Keynote speakers Congresswoman Anna G. Eshoo, New York Times best-selling author Lalita Tademy, Event Chair Jenny Dearborn, and Emmy Award-winning writer and producer Margaret Nagle at TheatreWorks Silicon Valley’s Leading Ladies event celebrating passion in arts and innovation, held in 2015, at the Mountain View Center for the Performing Arts. Photo credit: Drew Altizer Photography TheatreWorks Artistic Director Robert Kelley, Event Chair Jenny Dearborn, and TheatreWorks Managing Director Phil Santora at TheatreWorks’ Leading Ladies, held in 2014, at the Mountain View Center for the Performing Arts. Photo credit: Drew Altizer Photography

JD: The overarching theme for the workplace of the future is transparency.

the help you need.

business trip to align with a school break or just pull them from school

• Transparency in how we work: Your mobile device will become your office.

• Let it go – Your house does not have to be spotless. When you have a full

for a week here or there. John (or a grandparent or nanny) and the kids

• Transparency in where we work: We’ll work from everywhere - Workers will be

work and family life, the children have to learn to be independent. With

visit the local sites while I’m at the office working. We’ve done work/

spread across many time zones and countries in numerous satellite offices for

clear and consistent communication, every child can do their own laun-

family trips to: Mexico, Germany, China, Dubai, Singapore, Japan, Pan-

worker interaction, but not necessarily as daily destinations. Always-on video will

dry, clean their own rooms, clean the kitchen and bathrooms, make their

ama, Canada, England, France, Amsterdam, Australia, Belgium, Italy,

facilitate collaboration with colleagues in other locations.

own breakfast and lunch. Learning to be responsible and capable early on

to name a few….

• Transparency of our competence and value: Everyone will have a rating score,

is good for everyone.

I throw myself fully into what my children love as a way to spend time

based on his/her reputation capital, which is the sum total of your personal brand,

• Focus and prioritize – Do the high value work that only you can do and

together doing what interests them. Currently my 12 year old is ab-

the quality of your results, your expertise, depth and breadth of experience and

outsource the rest. You can outsource the laundry but your child only

solutely obsessed with Giants baseball, so he and I watch the games

social networks. The new workplace will be a results only work environment.

wants you there to see her win an award at school. Knowing how to fo-

together. It’s our special thing to do.

• Transparency in who we work for: Every manager will also have a rating score

cus on your highest priorities makes a big career and a big family possible.

I love to be creative. I write and publish articles in business magazines

based on similar criteria plus people management and functional leadership.

SVL: What do you see are some of the major issues facing us in today’s

and my first book Data Driven: How Performance Analytics Delivers

Employees will be hired into a company and then choose which manager they

work environment?

Extraordinary Sales Results was published in March 2015 – it debuted

want to work for based on the rating score of that manager.

JD: The globalization of work and changing demographics of the

at #1 in the new business releases on Amazon. I like to paint large

• Transparency of skill gaps: Big data, predictive analytics and artificial intelli-

workforce; multiple generations in the workplace

scale acrylic on canvas pictures, primarily pop art versions of comic

gence are enabling a workplace of the future that magnifies the global talent

• Contingent labor force

book superheroes.

shortage and makes more sparse highly skilled workers. Thus making lifelong

• Big data and analytics

learning a business requirement.

• Adaptation of mobile and social networks

SVL: Who are some of your favorite authors and what are some of your favorite books? Different topics? Are there books you like to rec-

Q: What do you recommend as tips and strategies for work-life balance?

SVL: If you could wave a magic wand, what would you like to see for

ommend?

JD: Well, I don’t think there is such a thing as work-life balance, but work-life inte-

progress in the workplace?

JD: I try to read what my kids are reading for pleasure or in school to

gration is very do-able. I was recently quoted in the Fortune Magazine article on

JD: I’d like to see a true meritocracy in the workplace. A workplace

make our dinner table conversation richer with the themes they are

this topic - Women with big jobs and big families: Balancing really isn’t that hard.

where people are paid equally for equal work regardless of their gen-

exploring and how to connect with broader issues in the world. So

Here are the tips and strategies mentioned in that article and others that I use.

der or race, and the diversity in the workplace at all levels of an organi-

if it’s a popular young adult series, I’ve probably read it. I go through

• Hone your management skills – When managing your work and family, you’re

zation mirroring the diversity in the population at large.

phases with the books I read. Right now I’m doing a research project on the knowledge and skills first time managers need and I’m reading

managing a complex organization. Do activities as a family, to maximize efficiency. I use a shared on-line calendar and each kid is color coded, they all have an

SVL: Who are some of the people who inspire you most and why?

stacks and stacks of books and white papers on the topic. For fun I

iPhone and can see where they need to be at any given time.

JD: My children and husband. I follow the research of a few social

listen to audio books and love Doris Kearns Goodwin who is such a

• Prioritize self care – Put your own oxygen mask on first. Managing your life takes

scientists, like Amy Cuddy of Harvard and Kelly McGonigal of Stanford,

great story teller.

energy, so never skimp on sleep, nutrition or exercise.

I find their work fascinating. SVL: What are some of your favorite movies, music, theater?

• Build your support team at work – Invest in the development of your staff to be accountable and independent. Seek sponsors and allies that understand and

SVL: You have many interests … please share with us what some of

JD: For movies – I love all horror / thriller / suspense films. I wrote my se-

support you.

these are?

nior thesis at UC Berkeley on the evolving role of women in horror films

• Build your support team at home – Enlist a village to help you and don’t be afraid

JD: I love to travel, I’m always up for going to a country that I’ve nev-

from Nosferatu in 1922 to Silence of the Lambs in 1991. The central idea

to ask for support (it’s a sign of strength not weakness). Live near family if possible.

er been to before. I’ve just passed 60 countries. I’m very fortunate

is that the female character in horror films is the manifestation of how

Invest in things that make your life easier. Not at the same time, but in the last 20

professionally to have worked for companies with operations around

our culture views women in society and as societies views of feminism

years I have employed all of the following: a part-time nanny, a full-time live-in au

the globe and have the opportunity to travel extensively for work. I

evolve, so does the female protagonist.

pair, home cook, meal delivery service, housekeeper, and a personal accountant.

also love to share with my family the cultures of the world and I’ve

For music – I love classic rap, hip hop and alternative punk from the 80s.

Depending on what the big challenge is at a given phase in life, reach out to get

brought them along on many of my business trips. I typically plan a

For theatre – I love any production that my kids are in.

are indispensable to each other.” —John F. Kennedy SVL: What is the best course of action for management when it comes to Leadership? What is the best course of action for the employee when it comes to Leadership? JD: I believe in leadership at every level, leadership is about person power not position power. Everyone, regardless if they are people managers or individual contributors, can and should be a leader.

Hone your management skills – When managing your work and family, you’re managing a complex organization. Do activities as a family, to maximize efficiency.

Photo credit: Drew Altizer Photography

SVL: How do you see the workplace evolving and improving?

JD: The overarching theme for the workplace of the future is transparency.

the help you need.

business trip to align with a school break or just pull them from school

• Transparency in how we work: Your mobile device will become your office.

• Let it go – Your house does not have to be spotless. When you have a

for a week here or there. John (or a grandparent or nanny) and the kids

• Transparency in where we work: We’ll work from everywhere - Workers will be

full work and family life, the children have to learn to be independent.

visit the local sites while I’m at the office working. We’ve done work/

spread across many time zones and countries in numerous satellite offices for

With clear and consistent communication, every child can do their own

family trips to: Mexico, Germany, China, Dubai, Singapore, Japan, Pan-

worker interaction, but not necessarily as daily destinations. Always-on video will

laun-dry, clean their own rooms, clean the kitchen and bathrooms, make

ama, Canada, England, France, Amsterdam, Australia, Belgium, Italy,

facilitate collaboration with colleagues in other locations.

their own breakfast and lunch. Learning to be responsible and capable

to name a few….

• Transparency of our competence and value: Everyone will have a rating score,

early on is good for everyone.