StrongerTogether Issue 2

STRONGER TOGETHER

A CCWOMEN MAGAZINE FOR WOMEN IN BUSINESS

FEATURING MARGARET CHO

ARE YOU A

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Let us give you a stage to stand on.

CONTENTS

JUNE 2025

MENTORSHIP | 8

4 Small Steps to Transform Your Mentorship Approach

Workplace Mentorship Tips to Nurture Your Career

Move Beyond Transactional Mentorship with Karen Sung

Diversify Your Mentorship with Amanda Ho

COMMUNITY EMPOWERMENT | 17

Networking Tips for Women to Guarantee Lasting Career Resilience

CHO PAGE 20

Unify Your Network with Monica Meyerand

Build a Diverse Community with LaToyia Carroll

WELLNESS IN THE BUSINESS WORLD | 28

Beyond the Annual Checkup: 4 Ways to Empower Women’s Health in the Workplace

How to Achieve Mindful Productivity in a High-Pressure World

Rewire Your Career Drive through Daily Habits with Shelby Sacco

LEADERSHIP DEVELOPMENT | 34

Tap into Your Powerhouse: 4 Ways to Step into Your Leadership Identity

Define Confident Leadership with Brandy Labinjo

Expand Your Leadership Approach with Frid Edmond

CCWOMEN COMMUNITY HIGHLIGHT | 42

Millicent McIntyre, Lydia James, Lisa Wysocky

CCWOMEN COMMUNITY HIGHLIGHT | 42

Ask a Coach:

Angela Pereira Saafigueroa: Mentorship Lucy Todd: Career Advancement

Celebration, Empowerment, and Mentorship: CCWomen Hall of Fame Inductees Tell All

ALLYSHIP

| 54

Preserving DEIA: Top 5 Initiatives to Empower Your Business

Reframe DEI and Allyship with Yemi Akisanya

Practicing Allyship in 2025: How to Make Your Actions Matter

Embrace Intentional Listening with Jason Hiland

Commit to an Inclusive Community with Geoff Burbridge

Participate in Active and Diverse Allyship with Wes Dudley

CAREER

ADVANCEMENT | 70

A Career Change Looks Different for Everyone. Here’s How to Explore Yours.

Explore Meaningful Growth with Shantel Love

Innovate Your Career with Rebecca Warfield

Establish an Impact-Driven Career with Talia Bender Small

TECH/AI | 80

How AI Agents Will Change CX

What is Customer Centricity? A Guide for 2025

COVER FEATURE: REBECCA JARVIS

PAGE 84

Unpack AI’s Impact on Customer Service with Dr. Hui Wu-Curtis

Shape the Future of Work with Nicole Kyle

INTRODUCTION

Stronger Together is published by Customer Management Practice

ISBN: 979-8-9986249-0-2

Founder and Principal

Sandy Ko Fonseca sandy.ko@customermanagementpractice.com

Editor in Chief

Shiwon Oh

shiwon.oh@customermanagementpractice.com

Head of Marketing

Emily Dunn

emily.dunn@customermanagementpractice.com

Head of Partnerships

Mercedes Mayfield mercedes.mayfield@customermanagementpractice.com

Customer Success Analyst

Ingrit Marena ingrit.marena@customermanagementpractice.com

Sponsorship & Advertising Inquiries

Mercedes Mayfield mercedes.mayfield@customermanagementpractice.com

Thought Leadership Inquiries

Sandy Ko Fonseca sandy.ko@customermanagementpractice.com

Shiwon Oh shiwon.oh@customermanagementpractice.com

Collaboration & Branding Inquiries

Emily Dunn

emily.dunn@customermanagementpractice.com

Membership & Subscription Inquiries

Ingrit Marena

ingrit.marena@customermanagementpractice.com

Photography

The Pollack Group

Vincent & Chie Photography

Emily Dunn

Cover Photo: Rebecca Jarvis: ABC News/Heidi Gutman

Cover Photo: Margaret Cho: Sergio Garcia

Additional photographers not listed at the discretion of the collaborators may be provided upon request

Contributor and Content Development

Shiwon Oh

Mercedes Mayfield

Design and Layout

Emily Dunn

Artwork created using an AI tool

WELCOME TO THE WORLD OF

CCWomen

By women, for women and allies, CCWomen is a networking group committed to mutual empowerment.

We’re here to tell a story.

In 2018, Sandy Ko Fonseca hosted an impromptu mimosa breakfast at Customer Contact Week Nashville. There, she broke bread with several accomplished customer contact executives who, with decades of industry expertise, unveiled a dire need for a space where women could share their experiences and spark unbridled inspiration.

Women’s successes deserve recognition, so why not create a platform for it? CCWomen became a light for that stage. Now, we operate as a fully-fledged team, continuously working to foster an authentic community that embodies excellence and advocates for gender equity.

We’re on a mission to revolutionize the customer contact and business world, one woman at a time, and we’d love for you to join us.

Issue 2

PURPOSEFUL CONNECTION

CCWomen’s 2025 theme is Stronger Together, just like the name of this magazine. We intend to keep that spirit burning throughout the rest of the year, empowering more women to take up rightful space and thrive with a community that celebrates them daily.

Over the last 12 months, we hit milestone after milestone by creating more opportunities for in-person meetups, engaging in meaningful conversations, and helping to solidify relationships that go beyond short-lived email exchanges.

Our CCWomen Summits increased exponentially, with sessions often overflowing with standing room only. Our membership increased in number and diversity as leaders from different industries joined our ranks. Time continues to fly, but we’re determined to remain close to our core values as we move forward.

1. Build a Stage. We empower women through celebration.

2. Crystal Clear. Our content is always transparent, backed by research and feedback.

3. Skin in the Game. We work hard to create a community that we’d want to be a part of.

4. Ready for Change. We strive to raise the bar on equity and DEI.

Connection is the pulse of every human-to-human interaction. Whether for a moment or a lifetime, we

reach for one another to join hands in a world that feels increasingly disjointed, eager to face life’s greatest challenges with others alongside us. We envision a future where our similarities strengthen us while differences encourage innovation. More than ever, we must commit to closing gaps, practicing solidarity, and presenting ourselves authentically, trusting that we’ll always have a safe place to land.

The human touch will continue to be the key to personal and professional success, and our second Stronger Together issue will underline its irreplaceability in our careers and lives.

Sandy Ko Fonseca Founder and Principal CCWomen

NEWS FROM CCWomen

WELCOME TO CCWOMEN

We’ve welcomed more than 1,000 new CCWomen members so far in 2025, including more than 50 CCWomen+ members.

CCWOMEN HAS GONE GLOBAL

Our first issue of Stronger Together launched at Customer Contact Week Orlando in January 2025 and was read in more than 12 countries across the globe.

WE’RE COMMITTED TO THE CAUSE

CCWomen is committed to the continuation of content development, community support, and resource delivery to promote and support DEIA.

WE’LL SEE YOU IN NYC - AGAIN

We’re excited to bring the CCWomen meet-up back to NYC this winter. We hope to see you there!

OUR +MEMBER ADVISOR IS HERE

In order to make sure you are getting the most out of your membership, we’ve welcomed our first ever advisor, Ingrit, to support you.

GET INVOLVED

Interested in becoming a CCWomen+ Member? Reach out and join the hundreds of women and allies that are already committed to being stronger, together.

LETTER FROM The Editor

My family immigrated to America in the late 90s for a better life. They desperately yearned for a community and found it in one of the few ways they knew how: through the Korean church. We found our sense of belonging in the pews of a humble sanctuary and a kitchen serving familiar family dishes. In a foreign land where two cultures threatened to fragment my mind, the church provided a neutral ground where I could safely bridge my American and Korean identities and build relationships with people walking similar journeys. Because of my upbringing and to the credit of those who continue to shepherd me today, I recognize connection as the glue that holds people together. Its significance increases as our world continues to push forward, seeking innovation and transformation in all spheres of life. While ad-

mirable—and something society should certainly aspire to daily—we must remain close to the strands that keep us interwoven. I hope that our issue on purposeful connection will encourage readers to pick up their needle and thread, and weave new, unified lines into their stories.

To my mother who continues to be my lighthouse in strife and amid stormy seas:

Shiwon Oh

Editor in Chief CCWomen

4 SMALL STEPS TO TRANSFORM YOUR MENTORSHIP APPROACH

Mentorship can potentially transform a mentee’s trajectory, helping them build their resilience and make their way to the stars. Connecting with the right people accelerates our growth and opens us up to unexpected opportunities—and when we’re deep in the trenches of self-doubt or imposter syndrome, our leaders give us the tools to dig ourselves out.

Here, we explore simple ways to deepen mentorship connections and put both parties on a greater path to success.

Personalize your encouragement.

There’s a stark difference between, “You’re doing great!” and “I appreciate how effectively you led your team throughout this project. Your project management skills helped everyone complete their goals confidently.”

The former is generic, surface-level, and easily forgettable while the latter is more personalized and specific. People can easily differentiate obligated compliments from genuine appreciation. When they feel fully seen for their efforts, they’re more likely to return the favor and help foster a culture of respect that anchors the both of you amid your hardships.

Validate unique experiences.

With years of expertise, mentors can be troves of wisdom for those seeking deeper understanding. On the other hand, mentees bring fresh perspectives to the table, providing a fresh lens for an industry that can benefit greatly from innovation. For instance, if you’ve been in a specific field for a decade but aren’t sure of its more current trends, your mentee may have observations to fill your blind spots. Don’t assume that only one person has to offer more guidance than the other—it can very well be a two-way street.

Be open to all perspectives.

To see the bigger picture, we need to first acknowledge that we never have all the puzzle pieces. It’s why we need community: to share alternative ways of thinking and drive necessary change. Whether mentor or mentee, it’s important to approach every conversation with an open mind. You never know when transformation is around the corner, so staying flexible with a growth mindset can help you unearth unique solutions you wouldn’t have considered otherwise.

Fortify your community.

Humans are innately social creatures—we thrive when we’re surrounded by others who accept and understand us. Mentors can especially strengthen mentees’ sense of belonging not only by joining their existing network, but helping them expand it through various opportunities.

Community is at the heart of career resilience. There’s strength in numbers, and the more people you have in your corner, the better you’ll stand when the storms come.

WORKPLACE MENTORSHIP TIPS FOR NURTURING POWERFUL GROWTH

Several factors can determine the trajectory of someone’s career, with company culture, work-life balance, and skills development being just a few examples. But one underrated catalyst for success is the classic mentor-mentee relationship, where a leader helps others navigate their professional goals and create a strong sense of workplace belonging.

There’s power in relationships. Fostering authentic connections can help both mentors and mentees go a long way, especially when faced with career plateaus. In this post, we’ll explore why mentorship in the workplace is vital and provide different approaches that can help both parties nurture productive relationships.

Mentorship can transform careers, for better or worse.

Many of us might be familiar with poor mentorship and how it can affect someone’s career. Imagine a mentor constantly canceling meetings or not bothering to track your progress. It becomes a breeding ground for confusion and resentment and can discourage mentees from bringing up valuable questions—stunting their progress.

Alternatively, strong mentorship can propel professional success. A reliable mentor displays clear leadership qualities: transparency, enthusiasm, purpose, and vision. They want to be an active part of their mentee’s career journey and celebrate their wins, whether that’s a new role or a long-awaited promotion. For mentees, this source of support can be the boost they need to find joy in their roles.

Businesses can benefit from mentor-mentee relationships, too. According to a MentorcliQ study on Forbes, companies with mentor programs showed profits 18% higher than average, while those without suffered from profits 45% lower than average.1

1 Gracey Cantalupo, “Does Mentoring Still Matter for Fortune 500 Companies?” Forbes, May 19, 2022, https://www.forbes.com/councils/forbescommunicationscouncil/2022/05/19/does-mentoring-still-matter-for-fortune-500-companies/.

Amid economic hardships, this is one of many ways leaders can increase resilience in their company culture, reducing uncertainties and making room for advancement.

More than ever, mentorship serves as a beacon of guidance for professionals who want to build their careers with others who’ve already paved the way. But for it to be effective, mentors and mentees need to keep a few best practices in mind.

Here are our top three workplace mentorship tips:

Be open to unexpected change and adapt accordingly.

Maybe your meeting time no longer works, or one of your priorities has shifted. Whatever it is, change often comes without warning. If a mentor or mentee isn’t prepared to navigate their way around it, it can strain the relationship and make it more prone to conflict.

That doesn’t mean we have to fear change either. Any relationship worth keeping shouldn’t stay

stagnant, and problem-solving together can actually drive inspiration, allowing the mentorship to evolve in unexpected ways. For instance, a mentee may initially seek a mentor to bridge a skills gap. Eventually, they’ll progress well past their goal and seek other learning opportunities. To adapt, the mentor should adjust their guidance to match the mentee’s new goals, providing deeper, more granular insights and ensuring that their meetings adapt according to their more recent career goals.

Change is often unpredictable, but it isn’t so beyond our control that we lose sight of what matters. Within mentorship, it can unlock pathways for substantial growth as long as everyone makes the effort to adapt together.

Ensure that your values and expectations align.

Like any long-lasting relationship, work-

place mentorship thrives when both people are on the same page. As a mentor, do you have a clear understanding of your mentee’s career goals and how you might help achieve them? If you’re a mentee, did you establish clear benchmarks and action steps that your mentor can monitor? For seamless communication, there must be a clearly defined set of objectives that can guide conversations that lead to tangible, actionable takeaways.

Additionally, there must be proper value alignment for mutual trust and respect. Are you committed to learning from one another, even amid potential discomfort? Do you acknowledge each other’s worklife boundaries? Do you know how you want your mentorship to progress and if you want it to grow beyond the workplace? Shared values not only strengthen your sense of camaraderie but also keep the mentorship sustainable.

Foster a brave and honest space.

A safe space allows people to come as they are, assuring they’ll be embraced for their authenticity—and while it’s essential for mentorship in the workplace, a brave space takes it up a notch by encouraging absolute transparency.

A brave space encourages open dialogue while maintaining respect, especially when involved parties have to bring up uncomfortable topics. It can bring the mentor and mentee out of their comfort zones, allowing them to take risks and challenge different perspectives without jeopardizing the relationship.

Investing in such an environment takes work, and the process won’t always be seamless. But if done with patience and understanding, it can lead to a connection built on empathy, vulnerability, and a desire for mutual growth.

Move Beyond Transactional Mentorship with Karen Sung

Karen Sung serves as the Chief Strategy Officer at the Sandra Day O’Connor College of Law at Arizona State University. With a background in broadcast journalism, she brings a passion for dynamic storytelling to advance her organization’s mission. In this piece, Sung reflects on the power of mentorship grounded in diversity, longevity, and purpose, and what it means to move beyond transactional connections and build transformative relationships.

Shiwon Oh: How has living in different locations and experiencing career transitions influenced your approach to finding reliable mentors?

Karen Sung: Finding a good or reliable mentor is like networking. Location and geography shouldn’t prohibit you from finding and connecting with the right person, but it does take time and commitment to find the right person to help you along your career and/or personal journey. It all starts with understanding your needs and priorities and then understanding how a mentor might help with those goals.

Career transitions gave me the opportunity to meet and connect with a variety of leaders, but it all related back to my goals and how the connection with a mentor might help me along that path. I also learned to put myself out there and get comfortable reaching out to people I didn’t know but could help me in my journey. A good example was when I cold-messaged someone on LinkedIn. She was a part of a national women’s leadership organization I was in but was local. I asked her out to lunch and learned that she lived five minutes from me. We connected instantly and she even helped me join another local organization that has helped me further grow my network and get me into a mentorship program to help the next generation of leaders.

SO: How has your mentorship approach evolved throughout your career?

KS: When I was young and starting my career, it was difficult to find mentors who represented my background—an Asian woman looking for a seat at the table and ascending the leadership ladder. While I have had some great women and men mentors, representation in the workplace does matter. That’s why I’m a part of an Asian American corporate and

entrepreneurial organization mentorship program. There are unique challenges and biases I faced as an Asian woman in the American corporate workplace and I think having someone that could relate to my shared experiences was beneficial.

It’s through these experiences and understanding what people are going through that you’re able to provide guidance and empathy for where your mentee wants to go and how you can help them get there.

SO: What are your top three priorities when building strong mentorship relationships?

KS: Get to know each other. For the mentee, do your research about the person you want to approach and why you would appreciate their support or guidance. Understanding where each person is coming from and what the expectations are for the relationship will be key.

Set goals or outcomes. This is your roadmap for the relationship. It keeps both of you on track and helps your mentor understand how they can best help you achieve your goals or provide relevant support.

Make the time. If you don’t set up regular check-ins and meetings, the relationship will never work or be beneficial. Avoid canceling the meeting if possible, and if you need to cancel, reschedule at the same time. Also, agree on how the relationship might conclude. Are you looking for a long-term relationship, or will this be a one-time engagement? Either way, set expectations upfront.

SO: How can professionals effectively share their career stories and goals to potential mentors?

KS: The key to any human connection is

building a relationship. Relationships take time, but they are built on trust—that’s the foundation. I do this by always starting each mentor and mentee relationship by getting to know that person on a personal level, kind of like when you start dating or a new friendship. What do they like? What are their dreams? What are their goals? Asking questions starts the conversation and eventually, you have a better understanding of that person.

As you get to know each other, this will give you an opportunity to weave in your career stories and goals. As you share stories and get to know each other, this inevitably helps provide a backstory to why these are your goals and why you need your mentor’s support and guidance. This will also help your mentor understand how to engage and guide you or maybe point you toward a different mentor that might be better suited.

SO: How can mentees identify their growth goals and facilitate productive conversations with their mentors?

KS: I am part of a mentor program that is mentee-driven.

That means the mentee shares their goals for the partnership, sets up checkins or meetings and is proactive about engagement (not waiting for the mentor to reach out). A mentor is providing you with their time, valuable insights, and even their extended network, so be respectful of everyone’s time involved and be prepared.

Have proactive ideas you want to review with your mentor, think of questions you want to probe, share your wins and losses, and be thoughtful about what you would like to see as the outcome of the conversation. Your goals conversation will evolve as you grow and goals are achieved or need to be revised. Life happens, so be ready to adjust and adapt.

Diversify Your Mentorship with Amanda Ho

Director of Investor Relations at Pinnacle West Capital Corporation, Amanda Ho, proudly shares her career journey to spotlight the sacrifices of her immigrant family, which continue to inspire her today. An expert in facilitating fulfilling mentorships, Ho provides key takeaways for empowering underrepresented employees and how diverse connections can ensure greater success for everyone involved.

Shiwon Oh: How have your personal and professional experiences shaped your definition of mentorship?

Amanda Ho: I am privileged to be a first generation American-born child of immigrants. My parents uprooted themselves, giving up their careers, friends, and families in hopes of a better life for their children. From an early age, I learned the importance of hard work, resilience, and determination.

We are stronger together and can build a brighter future with care and compassion. “

I also later learned that seeking advice, asking questions, and building relationships along the way was not only rewarding but also crucial in expediting your chances of success. Throughout my lifetime, I have had the fortunate opportunity to be mentored by many experienced and thoughtful people. The most impactful relationships have been those that were consistently fostered, built by mutual trust and respect.

It is important to have mentors for different aspects and stages of your life. Whether you are trying to balance starting a family while growing your career, figuring out if management is the right path for you, or changing careers, there is a tremendous benefit in learning from those that have traversed those stages before you. Mentorship is being a supportive listener and providing guidance when the person is ready to receive it. The most effective mentors are always there to challenge your thinking and cheer on your successes.

SO: How do you strive to be an impactful mentor to underrepresented professionals?

AH: First and foremost, I always strive to build meaningful relationships. I enter every relationship with the intention of getting to know someone and understand how I can best support them in their journey. As an Asian American female, I did not and still do not see many Asian American females at the top and did not have many role models to emulate. I believe I have an obligation to support underrepresented professionals, aid in their development, build their confidence, and guide them through challenges as they build their careers.

Career advancement is not done in a silo and underrepresented professionals have even more hurdles to overcome. A mentor can help open doors, opportunities, and provide guidance to help someone navigate a foreign system and process. My parents did not go through the American educational system, did not have corporate professions in the United States, and could not help me while I was navigating these unchartered waters for the first time. I often felt alone through the process and only later learned to ask others for guidance, quickly realizing how beneficial that can be. As I continue through my own journey and career, I want to make sure to help pave the way for others and make sure they don’t feel alone on their journey. We are stronger together and can build a brighter future with care and compassion.

SO: How can mentorship play a role in strengthening and supporting a culture of trust and understanding in the workplace?

AH: Company culture is not often what brings an employee to a company, but it is what keeps an employee there. Companies that build a culture of trust and understanding have a greater chance of keeping highly motivated and productive employees that believe in the mission of the company. Workplace culture is not about having a list of values on a piece of

paper; it’s a commitment that every person in the organization will model their behavior to support those values. Mentorship can play a huge role in strengthening positive workplace culture and making sure that employees feel valued, seen and heard.

Psychological safety happens when people aren’t afraid to speak up and challenge the status quo. Employees have a stronger sense of empowerment and contribution when they are able to share opinions different from their peers or leaders. Mentorship between employees within the same company can build a stronger culture of trust and belonging for the entire organization. Mentors can also provide a mentee a different experience or perspective than their current leader if the mentee is having a difficult time navigating a particular situation, thereby allowing the mentee to feel heard and valued for their contributions.

SO: What advice would you give to mentors who may not share the same background but want to be effective supporters for their mentees?

AH: A mentor does not need to be an exact replica of the person they are mentoring. And oftentimes, it is actually more helpful if the mentor and mentee come from different backgrounds, experiences, and viewpoints. The beauty of learning from each other and hearing different perspectives is what makes a mentoring relationship that much more fruitful and satisfying. We spend most of our time thinking about ourselves, our problems, and our solutions as the only way of truth. If we allow ourselves to be open to different ideas, we can be rewarded with the various ways to approach a problem, issue or challenge.

Mentors should be active listeners and be respectful in providing a different perspective. Mentors are there to support you, but as a mentee, you must also expect and accept honest feedback. It is important to create and develop a safe environment where you both feel com-

fortable being vulnerable and understand that diverse perspectives and respectful challenges are a gift.

SO: How do you see mentorship evolving as a tool for creating more equitable workplaces?

AH: Mentorship is a way to build trust and confidence in the workplace. Mentoring is one of the top strategies to help close the current gaps in business leadership and bring in diverse perspectives. As senior leaders, we have an obligation to mentor and support women and underrepresented professionals in the work-

force—to aid in their professional development, to help build their confidence, and to guide them through challenges as they advance in their careers.

Mentorship allows underrepresented employees to gain access to opportunities and cultivates confidence and empowerment. Diversity in leadership creates a more equitable environment where different perspectives are discussed and evaluated, leading to improved decision making and strengthens an organization to face the challenges of the future.

NETWORKING TIPS TO GUARANTEE LASTING CAREER RESILIENCE

Networking has changed in meaning over the last couple of decades. Whereas it used to be a buttoned-up, formal obligation to talk business with other professionals, it has become a more casual opportunity to meet people within and outside your industry to advance your career.

Whether you’re a young female entrepreneur or a seasoned expert, networking can still feel daunting. You’re required to converse with strangers, introduce your background and expertise, and hope that your efforts will lead to a fruitful partnership. If you’re introverted, the pressure runs deeper.

At best, you meet leaders ready to listen and support. At worst, you halfheartedly exchange contact information with a flurry of faces, fully aware that there won’t be a second date—then repeat the grueling process.

Gambling with your network is energy-consuming. Extrovert or introvert, entry-level or C-suite, there are unique ways to foster authentic relationships beyond a LinkedIn connection. Here are some insights to get you started.

Networking is far from obsolete, but it has become stagnant.

No matter how much tech advances, people will always rely on others. We’re designed to seek such connections, and not just in the workplace. However, there’s been a noticeable decrease in people nurturing their networks—and it can disproportionately impact women more than men.

A 2022 McKinsey survey reveals a startling reality since the global pandemic where isolation ran rampant1:

• 24% of respondents were interested in reconnecting with their old contacts.

• 28% prioritized fostering new relationships.

• 31% sought to deepen existing network connections.

There’s a clear shift in how people view the importance of networking and if they truly find it advantageous. Furthermore, while one-third of men are open to networking, one-quarter of women express similar sentiments. To achieve gender equity and communities of accomplished women and allies, we desperately need to reestablish touchpoints that make connections desirable.

Myth: Networking is another activity to check off your career to-do list.

Even with its ongoing changes, networking can seem one-dimensional. You go to a virtual or on-site event, rack up as many contacts as you can, then parse through your list to facilitate a worthwhile conver-

1 Taylor Lauricella, John Parsons, Bill Schaninger, and Brooke Weddle, “Network Effects: How to Rebuild Social Capital and Improve Corporate Performance,” McKinsey & Company, August 2, 2022, https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/network-effects-how-to-rebuild-social-capital-and-improve-corporate-performance.

sation. While this may work for some, it can quickly become a tedious routine that takes the joy out of your workday.

Furthermore, if you view networking as just another box to check, you miss incredible opportunities to:

• Exchange valuable industry trends to give you a fresh perspective

• Solidify a support system to offer you career guidance and resources

• Sharpen your ability to empathize and connect with a diverse group of people

• Boost your brand visibility with key individuals and businesses

We get it. Networking doesn’t always come naturally. Some outright detest it, and for good reason. But it’s a valuable skill that requires constant practice. If done effectively, it can be an incredibly fulfilling venture that builds your confidence and provides a platform to celebrate your career story.

Reality: Networking is a profoundly relational practice.

Networking involves building and sustaining relationships with people commit-

ted to mutual empowerment. You identify the core purpose that draws you together, then get to know the individual behind the role or achievement before you ask for any favor—be it a job referral or a mentee-mentor relationship.

Let’s explore one scenario.

You’re an ambitious entrepreneur with a robust solution that can disrupt an entire industry. Eager to raise awareness and gain potential clientele, you attend numerous events, conferences, and happy hours to meet renowned experts who you know will want to hear your pitch. But as time goes by, your inbox stays empty; your conversations become increasingly

short-lived. You realize that first impressions are everything when fostering new relationships—and you focused too much on selling instead of connecting.

After some critical self-reflection, you take a different approach. You share your journey and passions, then encourage the other party to do the same. You listen to listen, genuinely taking the time to care about what they say. As a result, you foster authentic relationships that can elevate more than just your brand but help you identify growth opportunities, learning gaps, and dormant skills. Your network expands, filled with like-minded peers and wise mentors. Your business thrives, and you do, too.

For strangers to become reliable supporters and sponsors, you must cultivate shared experiences where they feel aligned with your interests, values, and goals. Like all relationships, expanding your network takes time, but for women, it’s an investment that can transform lives.

Five networking tips for women:

Revisit your existing network.

Who says you have to completely reinvent the wheel? Perhaps there’s a former colleague you were close to but drifted due to external circumstances like a job switch. It can be helpful to revisit connections you’ve made in the past—old contacts are just as impactful as new ones, albeit on a different scale.

Whereas new network connections hear about your career trajectory, former peers may have experienced your growth with you firsthand. If you need a new opportunity and want to pivot from your current occupation, they’ll have a clearer picture of who you were, who you are, and who you strive to become.

Prepare your introduction—make it easy to get to know you.

Depending on the event, networking can feel similar to speed dating. You have limited time to share yourself with others and garner interest. A well-crafted introduction encapsulates your personhood, passions, and goals, allowing people to get to know you clearly and concisely. The more you prepare, the better you’ll stand out.

Embrace who you are and what you are not.

As you progress in your career, it’s important to be honest with your strengths and limitations. While you should strive

for improvement, forcing yourself to conform to an unrealistic standard can harm you in the long run, leading to burnout. People gravitate toward authenticity. When you can confidently acknowledge your skills and gaps without overcompensating, you invite others to be vulnerable with their imperfections. This makes community vital to success—where you lack, another individual can fill, and vice versa.

Follow up with your new connections.

Let’s say you attend a conference and meet a solid group of people in your industry. Remember to follow up with them to continue your relationships outside of the event. It can be anything from a simple LinkedIn message to a request for a virtual coffee chat—establishing consistent communication provides you more opportunities to continue fruitful conversations.

Networking is an ongoing process. Like any relationship, you must nurture memorable moments that build strong rapport. See if someone needs career guidance, industry insights, or even a simple encouragement. One discussion can go a long way.

Join authentic networking groups for women.

There’s power in numbers. In a male-dominated corporate environment, a networking group for women gives us room to breathe and grow without the pressure of perfection. A strong sense of belonging encourages us to use our voices, making it easier for like-minded professionals to resonate with us, connect on a deeper level, and empower us with invaluable resources. In turn, we do the same for them, playing an integral role in their career path and improving with them every step of the way.

Go Against the Grain Preserving Authentic Community with Margaret Cho

I sit here wondering what it’s worth

All that may be assigned at birth Stuck in something that must be cursed Is destiny in reverse

We all wish for a better life

Try to make it to morning light I sing again to survive

- You can Be You, Lucky Gift

Women have an endless number of ceilings to shatter. Glass or bamboo, manmade barriers attempt to keep us cocooned within the confines of tradition. The status quo suggests that we’re not assertive; we’re hotheaded. We’re not bold but overly prideful. We must be brought down a peg if we’re loud and unapologetic. If we’re gentle and feminine, that’s all we’re capable of, inflexible in our ways of being.

Society has historically restricted women from venturing outside their pre-designed boxes, deeming them dangerous and unreliable if they didn’t fit within the strictly drawn margins. But it’s in the depths of danger and uncertainty we’re made most powerful—and Margaret Cho is a force who proves this to be more than true.

Margaret Cho: comedian, actress, and eraser of boundaries

As a Korean woman myself, I was immediately captivated by her extraordinary ability to challenge outdated gender and race norms and envious of her ability to uplift excluded communities, birthing safety for those who seek refuge. How does one stand so firm in her truth? How can we all replicate similar actions that

knit us closer together in a time rife with division?

Comedian, actress, and the beloved “Patron Saint of Outsiders,” Cho lives a multidimensional life that refuses forced uniformity. She flexes her comedy on stage, boasts a robust filmography, and releases music powerfully resonant with her story. Truly as versatile as a finely polished Swiss army knife, Cho allows her activism to shine through in everything she does with razor-sharp precision.

To celebrate the power of community empowerment and its impact, CCWomen conducted a rapid-fire Q&A to get a glimpse into her world—how one people group elevated her and, in turn, equipped her to continue expanding a safe space that functions as the antithesis of exclusion.

Photo Credit: Sergio Garcia

Photo Credit: Albert Sanchez

The resounding power of queer community

Margaret Cho was always immersed in LGBTQ-friendly spaces, whether growing up in her parents’ bookstore in a predominantly gay neighborhood or officiating LGBTQ+ weddings after nationwide legalization in 2015. Her 2025 album, Lucky Gift, pays homage to gay icons who’ve come before her, those who continue to inspire her, and future generations worthy of acceptance and celebration.

“It was always the LGBTQ+ community supporting me throughout my early days and career until now. I’m so grateful,” exclaimed Cho. “They’ve always been there and continue to be there for me. We must stick together and fight harder than ever, especially with what’s happening.”

Representation shines a beam of light into the shadows, illuminating those who are often made invisible. Cho continued, “They empower me in a million ways— through the incredible work of Chase Strangio and Laverne Cox to all kinds of queer voices in social media, to conver-

sations I have with friends…I get inspiration from everywhere.”

Preserving

authenticity in the face of conformity

Contrary to age, we never seem to fully escape playground politics. Some of us want to join the larger group playing on the slides, but we’re rejected for various reasons: we’re too tall, not properly dressed, or don’t have the right friends.

When faced with a lack of belonging, we may feel tempted to shrink into versions of ourselves that fit into an incompatible mold. To build deep, authentic relationships that encourage all parties to come as they are, we need to embrace our skin and naturally attract those who see beauty in every part of us. Boasting a dynamic journey of her own, Cho noted, “[I’ve learned] to be true to myself, trust my heart, and have patience. But also, I strive to be the best.”

The queer community looks at the jungle gym, then finds a soft plot of land to build a better slide—one that welcomes everyone who isn’t keen on rolling down

a scathing steel surface not designed for their joy. Through laughter, unity, and a brave refusal to conform, they set a clear example of mutual empowerment for one another and adjacent groups in need of communal support and visibility.

So, how do we mirror a future where we see this on a grander scale?

We recognize our growth and honor the sacrifices that have pushed us forward. We keep ourselves close to the heart of our mission—building an empowered community that welcomes all through its doors—and lead with our stories, encouraging people to forge connections at a human level before anything else.

Togetherness is the only way to move forward, hands intertwined, and chins high. It’s the only way to stay afloat and fly above the noise, refusing erasure at a time that demands it. “We need our allies to hold space for us, see, and hear us. We need to all fight together,” emphasized Cho. “It’s about looking at history to see where we’ve been—and to remember where and what we’ve won.”

Photo Credit: Albert Sanchez

Unify Your Network with Monica Meyerand

Monica Meyerand is the VP of Brand and Acquisition at OneAZ Credit Union. She explores the power of community in advancing women’s careers, highlighting how the right networks provide support, visibility, and growth opportunities. Here, she addresses key challenges women leaders face in networking, offering insights on aligning with the right communities and fostering supportive spaces in the workplace.

Shiwon Oh: What is your core mission and goal in strengthening your community?

Monica Meyerand: My core mission and goal in strengthening our community is to bring people together to achieve their goals. At OneAZ, we have a promise that “Our success is measured only by yours” because we truly believe that we win as one. We are stronger when we work together and find mission-aligned companies that can come together as a united front.

SO: How have your communities supported and elevated your career?

MM: Connections matter. I’ve been able to build connections through community partners and corporate partners that have been able to elevate and support my career. Community work has brought together amazing activations and sponsorships that have been able to reach and touch lives across the state of Arizona where our company is headquartered.

SO: What is the most pressing networking challenge women leaders face today?

MM: The most pressing networking challenge women leaders face today is lack of representation in executive roles. The

C-suite is still largely dominated by men, but it’s getting more equitable. Still, the relatively few women in executive roles makes it difficult to find role models and peers to connect with at higher levels to provide advice and be a champion for others.

SO: How can women determine if a community aligns with their values and goals?

MM: Women need to identify their personal brand rooted in their values. Having a strong grasp of both your values and aspirations will help you focus your attention and guide you to finding a community that is right for you. It helps with mentorship, connections, business deals, and more. When you find alignment, you know it’s your people that will support and rally behind you.

SO: What steps can aspiring leaders take to build strong, supportive communities in the workplace?

MM: Seek connection and be curious. Don’t be afraid to reach out to someone through Linkedin or in person. Be open to meeting new people and to strengthening current relationships. That helps you build and find supportive communities in the workplace.

Build a Diverse Community with

LaToyia Carroll

Global Training Manager at Pearson and executive coach, LaToyia Carroll is on a mission to empower women to be, feel, and thrive as their very best. The modern woman was not meant to walk alone; community is an essential resource for impactful growth. In this interview, Carroll guides us through intentional community-building and how to build relationships for career success.

Shiwon Oh: As a woman leader, when did you recognize the importance of having a community?

LaToyia Carroll: I recognized the importance of community fairly early, especially when working remotely. I wondered, how do I create a space for relationships from my home? I don’t have the answer, so what can I do to work toward one? Going remote empowered me to be more intentional about my relationships. I had to actively seek individuals who could add to my life and help me become what I needed to be.

You can feel easily isolated without a community and have to figure problems out on your own. I believe it’s critical to have a support system, whether for simple advice, encouragement, or other perspectives. It’s vital we all have a space to feel heard, seen, and balanced. Having a network of people who understand our challenges can offer guidance and help us grow as a leader.

A true community shapes unique leadership. We can take a little bit from everyone in different systems and support groups and eventually become a superhuman who can bring together what’s needed in this time.

SO: What were some barriers you encountered while expanding your network?

LC: My largest networking barrier was the lack of authenticity I occasionally encountered. LinkedIn is necessary, so it’s a platform I continue to frequent, but as a noise-maker or disruptor. Sometimes, I tend to see someone sending a connection request with an automated message that tries to be genuine, but it comes off as the opposite.

It’s difficult to build real connections that are reciprocal in a relationship, versus some that form because one person wants to get ahead, and all the benefits are one-sided. I find myself to be some-

one who loves to connect on a deeper, more personal level, avoiding transactional interactions.

SO: How did you cultivate a community that allowed for mutual empowerment?

LC: I make an effort to practice well-rounded networking. I don’t like to put myself in only like-minded spaces. For example, I’m the Co-Chair for our Black ERG called Bold. I can comfortably walk into that room and see myself in many people, so I ensure I don’t limit myself by just staying there. I’ll go check out another ERG for our LGBTQ+ employees, or for veterans, because there’s something there I can learn versus staying safe within my own community. I want to be vulnerable and add to who I am by embracing everyone.

I’m also an army brat, so it was empowering to connect back to my childhood where there was so much diversity around me. One big culture shock I experienced when my family exited the army was that, when moving to a particular neighborhood, its residents were predominantly very similar.

Practicing empathy and openness is vital. I’d advise others to be open to different environments and participate in special moments to understand what everyone needs to be empowered. How is your presence going to benefit people on the other side? What can they learn from you?

SO: How can women leaders strengthen their circles to navigate their personal and professional journeys with confidence?

LC: Put yourself in situations that make you uncomfortable and require you to stretch. Once you grow, there’s no going back; there’s no room for shrinking. Be willing to mentor up and down. Sometimes, we think mentorship only means you pour your expertise on someone expecting to receive from you. But, depending on your environment, there may be a leader at a higher level who also

needs your insights.

Trust yourself to be the expert in the room. Foster a reciprocal sense of mentorship and make it a part of your daily life. Say to yourself, I’m here to serve, give, and be ready to receive in a way that allows me to expand.

SO: What are some best takeaways for building deep, sustainable relationships for career success?

LC: If you know yourself, you can show up how and when you need to. Emotional intelligence is key, so spend plenty of time with you. Every single day, I give myself alone time before I interact with anyone else. There’s time to give gratitude and experience me. I hear my voice first, right? I need to be in love with and engaged with myself to be authentic and remain consistent.

When building relationships, focus on mutual benefits. Don’t walk into a room only looking for what you can gain. Look for where you can deposit. Life is a constant give and take, so you want to have that balance. You need to invest time and effort, and be willing to provide, whether it’s your time, advice, or another way to support an individual.

Additionally, seek feedback. You may think you’ve got your networking right and know it all, but if you really ask, someone may have it on their heart to provide the truth. You don’t know how you’ll impact or empower someone when you offer a sustainable level of commitment that aids their growth.

If a space feels too uncomfortable, don’t force yourself to stay just to have a network or say you’ve accomplished a goal. If it’s draining or taking from you, and depletes who you are, honor yourself first before anything else. You’re your first community; everything else should add to that.

BEYOND THE ANNUAL CHECKUP: 4 WAYS TO EMPOWER WOMEN’S WELLNESS

Women’s health is an important driver of growth that affects individual employees and businesses; its importance can’t be overstated. For instance McKinsey states that addressing the gender health gap can increase the global economy by a whopping $1 trillion annually by 20401.

“An educated team is an empathetic team and is key to a more inclusive work environment that encourages everyone to come as they are and leave as better, more informed versions of themselves.

But beyond the business case, everyone deserves access to knowledge and treatment for their bodies. Despite our fundamental right to health equity, women and people with uteruses continue to be excluded from the greater conversation despite experiencing numerous changes, from menstruation to hormonal imbalance to menopause. BIPOC, transgender, and non-binary individuals face additional barriers that are detrimental to their health, resulting in more economic strain and health concerns.2

Even when the spotlight is on us, people tend to focus more on reproductive health than other conditions and comorbidities that harm our quality of life. Intentional or not, this exclusion heavily impacts our ability to thrive professionally, highlighting the need for a greater focus on inclusive feminine health.3

How often do we think about anxiety or depression affecting our ability to excel in our roles? How do we maintain high work performance if we struggle with a chronic condition that presents different symptoms every day?

By recognizing and addressing these issues, whether through comprehensive benefits or alternative work options, you, as a leader, can empower others to sustainably balance women’s careers and health.

1 Kweilin Ellingrud, Lucy Pérez, Anouk Petersen, and Valentina Sartori, “Closing the Women’s Health Gap: A $1 Trillion Opportunity to Improve Lives and Economies,” McKinsey Health Institute, January 17, 2024, https://www.mckinsey.com/mhi/our-insights/closing-the-womens-health-gap-a-1-trillion-dollar-opportunity-to-improve-lives-and-economies.

2 Jillian McKoy, “Racism, Sexism, and the Crisis of Black Women’s Health,” BU Today, October 31, 2023, https://www.bu.edu/articles/2023/racism-sexism-and-the-crisis-of-black-womens-health/.

3 Halle Tecco and Julia Cheek, “Defining Women’s Health: Women’s Health Is More than Female Anatomy and Our Reproductive System—It’s about Unraveling Centuries of Inequities Due to Living in a Patriarchal Healthcare System,” Harvard Business School Health Care Initiative, January 18, 2022, https://www.hbs.edu/ healthcare/blog/post/defining-womens-health-womens-health-is-more-than-female-anatomy-and-our-reproductive-systemits-about-unraveling-centuries-of-inequities-due-to-living-in-a-patriarchal-healthcare-system.

How to prioritize women’s health and wellness in the workplace:

Ensure your healthcare benefits are inclusive.

People have unique health needs. One might require coverage for an endometriosis excision procedure, while another may seek additional mental health support to process a difficult life change. To be a well-rounded leader, you must ensure that your healthcare benefits align with your workers’ priorities.

Comprehensive health insurance, parental leave, preventive health programs, and disability support are just a few examples of women’s health offerings that can reassure all employees that their well-being is cared for.

Embrace a flexible work culture.

COVID-19 disrupted our way of work, opening doors to hybrid and remote alternatives—and we’re not going back. A more flexible culture has allowed women to tend to their personal schedules, like taking care of their children, finishing errands, or going to important appointments while remaining productive. In many ways, it has been a much-desired remedy for workplace burnout.

As your workforce continues to evolve, reassess and change as necessary to help employees achieve balance and hit their goals more effectively.

Foster an open learning environment.

Health education goes a long way, providing employees with valuable insights that can help impact their decision-making. What must people know about their menstrual and hormonal health? What information will equip them to advocate for themselves during a doctor’s visit and undergo proper testing?

Encourage open dialogue to remove workplace stigma from health-related topics. An educated team is an empathetic team and is key to a more inclusive work environment that encourages everyone to come as they are and leave as better, more informed versions of themselves.

Consult your team for productive feedback.

Your employees may expect ERGs or support groups that give them a safe space to land or on-site health services that make accessing necessary care more seamless. But you won’t know if you don’t ask.

Work with your team members to gather feedback and create a tangible plan that sets you on the right path. Change doesn’t have to be immediate, but committing to small, bite-sized actions can take you far and demonstrate that you care—on an individual and organizational level—for everyone’s well-being.

How to Achieve Mindful Productivity in a High-Pressure World

Every day, we face innovations and changes that require us to shift gears quickly. Sometimes, we may feel more like cogs in a machine than living, breathing people who need rest and restoration outside our careers. If not for proper work-life balance, it becomes dangerously easy to fall into burnout.

When faced with common symptoms like exhaustion, decreased productivity, and irritability, we must know how to slow down and incorporate changes that will allow us to recharge. Here, we’ll explore a few mindful productivity practices to get you started.

Limit your personal screen time.

You don’t have to make drastic changes and cancel your Netflix subscription or lock your phone away. But being more mindful of your screen intake may help you discover other leisurely activities more beneficial for your overall health. For instance, screen time before bed can mess with your sleep cycle—so why not opt for a book instead? Or, you might find yourself constantly flicking through your phone notifications during work hours. Turn on Do Not Disturb or install extensions blocking sites that may distract you.

Schedule regular movement breaks.

Unless office workers make it a habit to exercise regularly, most live a relatively sedentary lifestyle, which can contribute to other health issues down the line. Incorporating movement breaks into your schedule is essential, no matter how busy you may be.

Movement breaks remind you to do what you’d expect: move. It can look like walking out of the office for fresh air and coffee or taking a quick stroll around the house while calling to check up on loved ones. One study reveals that when presented with “booster breaks” that required small amounts of exercise, participating employees decreased their stress and increased their health awareness.1 So, find

1 Wendell C. Taylor et al., “Booster Breaks in the Workplace: Participants’ Perspectives on Health-Promoting Work Breaks,” Journal of Environmental and Public Health, March 6, 2013, https:// www.ncbi.nlm.nih.gov/pmc/articles/PMC3649210/.

a low-effort strategy that works best for you, and stick to it to see long-term results.

Become comfortable with saying no.

Learning to say no is far from easy, but it’s necessary. When you overexert yourself and accept more than you can handle, burnout becomes inevitable. Drawing clear boundaries lets you focus on your priorities and stay level-headed, even if the initial refusal is uncomfortable. The first time is always the hardest, but as you continue to speak up, you’ll learn that taking up space is key to ensuring that coworkers respect your limit.

Make intentional time for fun.

“Work hard, play hard” is a grievously overused phrase, but it rings true. Fun has important benefits—improved health, relationships, and productivity—and helps you balance responsibilities when the lows are low.

There’s a difference between an isolated, monotonous workday and a memorable, laughter-filled shift with your favorite coworkers. Balancing hardships with plenty of positive experiences is what keeps many of us moving forward. Fun reminds us that, at the heart of every person, happiness and safety are of utmost importance—and our joyful moments nurture an environment where both can thrive.

Rewire Your Career Drive through Daily Habits with

Shelby

Sacco

With over 1.5 million social media followers, content creator Shelby Sacco equips women with digital tools to build sustainable and transformative habits. Through her inventive approach to personal growth, she explores how to break through societal barriers, prioritize wellness, and cultivate stronger connections that benefit our personal and professional lives.

Shiwon OH: How has your approach to habit-building empowered your brand and career growth?

Shelby Sacco: Creating health habits and routines is the sole reason I was able to create my own brand and build a successful career. In 2020, I was at my lowest point mentally and physically. I was working a job I felt no passion for, living in my parents basement, and struggling with my purpose. I started learning about habits and how to create them with a strategic approach and was able to create new daily actions that helped me take control of my mental and physical health.

From there, I built a career teaching others how to do the same. I started a business, launched a podcast, and grew an online following all while working a nine to five job. I was able to go full-time with my own business and build a career I felt purpose and passion for because I learned how to create strategic habits that let me structure myself and my daily schedule. For example, habits I built for my mental health directly impacted my work life. By creating the habit of waking up earlier, I was able to work out daily and create time to work on building my business before I needed to start my nine-to-five.

SO: How do you think societal expectations negatively impact women in the corporate world?

SS: From my point of view, women are expected to do it all and then some. They are expected to show up in their own lives for their families in terms of cooking, cleaning, and taking care of themselves all while excelling in their careers. I think that ‘do it all’ mindset and expecta-

tion can negatively impact women, their mental and physical health, and their career. I think it also can make them feel like they need to choose. What I learned is that by creating a goal for yourself, whether it’s personal, physical or career oriented, you are then able to start creating small daily habits that will help you get closer to that goal and gain control of your life.

SO: What are some common barriers women face when transforming their habits?

SS: The biggest barrier we face when trying to transform our habits is the ‘all or nothing mindset’ where we think we have to do it all overnight. Changing your life and your habits takes time and if I could give one piece of advice to anyone wanting to improve their lives, it would be to start small. Small, sustainable changes you can do consistently add up!

I think another barrier people might face is finding the time to do it. Women are busy! Busy with their families, kids, relationships, friendships, and household responsibilities. People struggle with finding the time to create healthy habits or even put themselves first. What I have to say to any woman reading this is that you deserve to create time for yourself.

You deserve to value your hopes and your dreams. You deserve to work on yourself. Give yourself the time that you so willingly give to others. I personally found that creating the habit of waking up earlier has helped me build time for myself to change my life. Now, I know that waking up earlier does not work for everyone and their own individual life but the key takeaway isn’t that you have to do the same. You need to look at your

own life and see where you can create that pocket of time that you need to build new habits.

SO: What role does health play in helping women connect with themselves and others?

SS: Your health is the most important investment you will ever make. Your mental and physical health need to come first. When you work on those two areas in small, daily, consistent ways, everything else will improve along with it. I work out every single morning before work and some might see this as something that I do for my physical health, but it’s so much more than that.

It’s time for me to improve my mental health and it’s also a time for me to have social interactions with my friends. I have found that working out has created a beautiful community for me. I work out with other women who were once strangers and are now my likeminded, motivating friends. It’s so empowering to find people who align with who you want to be.

SO: How can women nurture themselves while navigating important relationships?

SS: I think that women deserve to nurture themselves as much as they nurture the relationships they have in their lives. I think they can do this by setting aside time for themselves to do or work on what they think will help them improve their own individual lives. When you show up for yourself, it allows you to show up better for those relationships that are important to you.

TAP INTO YOUR POWERHOUSE: 4 WAYS TO STEP INTO YOUR LEADERSHIP IDENTITY

A business leader is the captain of their ship. They steer their team toward success, making impactful decisions when needed. There’s no denying the importance of their role. After all, they’re the face of their company, department, or team. In a lot of ways, they represent us.

So why aren’t there enough women leaders? If we make up a significant part of the workforce, shouldn’t more of us be present in high-level executive roles?

Time and time again, women prove we’re more than capable of achieving our goals. Every day, we lead teams, run businesses, and yield positive results just as effectively as our male counterparts. For too long, we’ve been easily dismissed in male-saturated environments that don’t like to extend another seat at the table. Throughout history, we’ve been painted as either too weak or excessively aggressive when, in fact, we have the potential to innovate and inspire.

As a woman leader, your ability to navigate your professional journey becomes your competitive edge. “

More than ever, we see an urgent need for women leaders to rise and take the reins to empower their respective communities and themselves. Self-advocacy is uncomfortable, especially if we’re new to speaking up for our needs and expectations. But it’s necessary if we’re going to be the change we need to see.

If you need concrete action steps to propel your leadership journey, here are four tips to get you started.

4 ways to step into your leadership presence

Solidify your purpose.

It’s not about asking what you do but why you do it. Let’s say you’re the Vice President of your organization’s contact center. You juggle multi-

ple responsibilities, from managing your team to improving internal processes, and you produce favorable results. But what’s the passion driving your work? At the end of the day, what makes you feel fulfilled?

Is it your eagerness to leave systems better than you found them? Or is it your commitment to nurturing meaningful relationships with your coworkers? Every action should have a tangible why and a rationale that illustrates a path to your goals. Your purpose defines your narrative. So, before doing anything else, identify the pillar of your story. Allow it to shape your decisions and interactions, molding you into the leader you want to be.

Develop your personal leadership style.

Everyone leads differently according to their priorities and experiences. Some appreciate clear structure and tradition, while others tend to be more flexible and open to change. There’s really no wrong answer, but it’s vital you nail down your unique leadership style to see which one fits your needs.

Consider the following questions as you reflect:

• How can my leadership create the healthiest, most optimal work environment?

• What do my team members need, and how can I deliver?

• Which leadership or management style aligns with my personality?

• What kind of feedback can I gather from my associates, and how should I use it to improve?

As you experiment and evolve, your leadership style is also bound to change. Allow it to shift organically, but ensure you stay consistent with your values. Accept your uncomfortable moments and human mistakes, and allow them to push you forward, a step closer to being a woman leader who empowers every room she frequents.

Keep yourself ahead of the curve.

Due to the gender gap and other associated biases, women leaders are less likely to be noticed, requiring them to work that much harder. When faced with prejudice and unfair dismissal, keeping yourself ahead of the curve can be a strong, effective form of self-advocacy.

Commit to lifelong learning and think of ways to tap into your potential—not just to prove people wrong, but to demonstrate to yourself what you’re capable of. It can look like seeking more seasoned mentors to provide wisdom, pursuing a degree that will elevate your career prospects, or attending insightful conferences to deepen your understanding of any industry shifts.

As a woman leader, your ability to navigate your professional journey becomes your competitive edge. Embrace every experience and the lessons it teaches you so you can adapt and come out on top every single time. Moreover, feel free to take up space and celebrate your accomplishments. You deserve to stand on a stage and showcase your contributions to your work, big or small.

Lean into your compassion and confidence.

You don’t have to compromise compassion to exhibit confidence, and vice versa; the two should, in fact, coexist in your leadership. When faced with pivotal decisions, the thoughts and intentions you put into your response dictate how your team will move forward.

Empathy should be ever present in every relationship and interaction, building trust between you and your coworkers. At the same time, demonstrating self-assurance is just as necessary, especially when you need to stand by your convictions and prove that they’re the sure way to shared success. As a woman leader who knows how to balance both, your actions can help guide others on similar journeys.

Define Confident Leadership with Brandy Labinjo

Brandy Labinjo, Manager of Information Technology, Planning and Portfolio Health at Arizona Public Services (APS), is dedicated to driving impactful change while empowering the next generation of leaders. With a commitment to making bold decisions and fostering a culture of mentorship, she discusses how self-advocacy and legacy-building are essential pillars of leadership growth.

Shiwon Oh: What are some internal and external barriers you had to address when identifying your power as a leader?

Brandy Labinjo: An internal barrier that I have struggled with is trying to prove to myself that I am worthy enough to lead. put a lot of pressure on myself to ensure I embody my values and stay curious about my people, industry trends, technology, and more. I do not want to require anything from my team that I would not do myself.

There is a balance to putting your people over process while still trying to achieve organizational goals. I am intentional about self-regulating to ensure that my drive to succeed does not lead to burnout for me or my employees. When it comes to external barriers, it is important to stay locked into the environment around you so that you do not get tunnel vision and that you can set realistic goals based on the resources available.

SO: What brave decisions have you made to embrace your leadership identity?

BL: I had to become comfortable with

being different from what society thinks a leader should act or look like. It was a game-changer for me once I realized that my superpower is to tell people what they need to hear instead of what they want to hear. It dawned on me that nothing could improve if no one admitted that we were stuck or had become complacent.

I have learned not to avoid having tough conversations with people, which has actually allowed me to build stronger relationships because the foundation can be built on honesty and trust. I also have required the people around me to hold me accountable for my performance as well. I regularly ask for feedback from my leaders, mentors, mentees, peers, direct reports, family, and friends.

SO: Everyone hopes to leave a legacy. As a leader and a woman in business, what do you want yours to be?

BL: I want to leave a legacy of courageous leadership. I want to encourage people to step out of their comfort zones. Do it scared, learn fast, and pivot quickly. Stay curious and humble. Most of the advancements we benefit from today would not exist if people were afraid to try something different.

SO: How can people advocate for themselves as they hone their leadership skills?

BL: People can advocate for themselves by knowing who they are as people. What are your values, and do they align with your organization? What projects have you led? How do you develop and coach your team? Understand your strengths and opportunities so that you know the capabilities you bring to the team and the value you add. Your own self-awareness of the intentions of your leadership versus the perception will be key to the development of your leadership skills.

SO: What are tangible ways leaders can pay it forward and set others up for success?

BL: Mentoring is a tangible way that leaders can pay it forward and set others up for success. Being vulnerable with your team by admitting that you make mistakes and do not have all the answers humanizes you and them. It creates a culture of learning and an environment of accountability. We are all on this journey together, so we might as well have a little fun while we kick some butt and take some names.

Expand Your Leadership Approach with Frid Edmond

Frid Edmond is the SVP of Customer Engagement Centers at Marriott International and dedicated to fostering career growth and innovation within the customer contact industry. With a forward-thinking approach to leadership, she navigates industry shifts while advocating for her team through mentorship, development opportunities, and feedback-driven improvement.

Shiwon Oh: What leadership skills do you nurture to pay it forward and transform your engagement center?

Frid Edmond: You need to be an accessible leader—and I believe a lot of people have leadership capabilities, even if it’s not in their title. I’m not hierarchical in any sense of the word. I go to the person doing the work, and I don’t need the fifteen layers in between. When I recognize someone, I do it directly. I think it’s important to have those one-on-one conversations and get to know people beyond their roles at your company.

Humility is also an essential skill. I can say when I’m wrong, and I can say when something’s wrong on behalf of another team, not just mine. Earlier in my career, someone once told me you should never apologize or admit when you’re wrong, and I was shocked. They viewed it as a sign of weakness, but I perceived it as the ability to step back, reflect, and be human. Did we do a good job? What did I learn from this experience? How can I

improve so we don’t have an issue in the future?

SO: How has your role evolved as the customer contact industry adapted to big industry changes, such as AI?

FE: I love when we say AI is a partnership with humans. It only functions as well as we can use it, so I view it as a tool that partners with us. Just like a computer or phone, AI enables better experiences, drives productivity, and provides better services that are intuitive to customers. I don’t believe AI will replace humans.

AI platforms are interesting. We have many disconnected systems across many different customer service centers. Your CRM is managed one way, the tool for transactions is used another way, your reporting system is something else, and you have to have data scientists to bring everything together. But what I’ve found is that it’s not truly actionable, or it takes a lot of work for us to figure out what actions we need to take, and it’s

very reactive versus proactive.

I need to be at the forefront of ensuring our platforms have synergy across the board–not just APIs that transfer info, because it leads back to reporting and actionable insights not just analytics. I have a team now that will look at the tools we have in place, but when we want to be five years from now, ten years from now, and are we setting up the foundation to do so? We can be very short-sighted, but we need to look at the long game from a platform and tech perspective.

SO: How do you oversee your organization’s customer engagement centers and ensure everyone is set up for success?

FE: I try to meet my team where they are. It doesn’t mean I accept lackluster performance or compromise what I believe is right for us and the organization, our associates. It means we’re all in a work of progress, and I know that. My commitment is, if we agree to identifying what

those opportunities are, it’s my job and commitment to carrying them with you.

I’ll do whatever it takes. Find the money, invest in the training, find the time, but we have to agree on the decisions together–it’s not work on just my side, but on the people that I lead. With that said, I acknowledge that not every role is right for every person. My job as the leader is to identify when someone is better suited for another title. Customer engagement centers are places people come to to grow, and they may stay for a very long time, because there are many opportunities for career progression. But sometimes, depending on your environment, it’s easy to hide some of your gaps and not even be aware of them.

I try to make sure that we’re true and honest to ourselves. I find the right places for my people, have those tough conversations, hold them accountable, and help them either land the right role in or outside of our organization.

SO: How do you invest in higher customer satisfaction by investing in your team’s career and development training?

FE: Through events like Customer Contact Week. Several leaders on my team are involved as well. I’m about to approach my sophomore year being a part of it. In my first year, I was onboarding in my current role at the time, and I have to say that it took a village.

There have been so many resources from peers outside of hospitality. Now, I can pick up the phone and call people within this community and ask, “What trends are you seeing in call volume, chat responses, or email NPS?” I have a sounding board I can rely on from an industry perspective, and that has made the biggest difference.

Additionally, when my team has a question, I say, “Did you connect with the XYZ person from that CCW meeting?” We’re not just looking at Marriott resources anymore, but also from organizations

from CCW to help us. I’ve built my community of industry experts.

SO: How do you think your leadership approach has empowered your team?

FE: When my team members have a thought, idea, or project they’re working on, I’m equally as comfortable with them representing the entirety of our team without me. Maybe 20 years ago, I may not have been as comfortable because I felt the need to be there, to hear everything that was being said. But I make sure to hire people who make the best decisions for everyone.

My role is to clear the path for them and to ensure I’m modeling leadership ethically and with integrity. I’m a partner, not a boss. I always emphasize that our team legacy is to pass the baton to someone else. When you leave your role, who do you want in your stead?

Legacy is important to me. My role also involves strategy. My team handles the operations; they’re the closest ones to the cash register. I handle the strategy. My job is to ensure we stay profitable.

SO: How do you leverage customer and team feedback to improve your organization’s effectiveness and influence?

FE: I benchmark what others are doing, and I observe other industries. Again, CCW has been a great gift in that regard because we have contact centers everywhere: in health, hospitality, airlines, and the list goes on. How do they do it, and why? What techniques do they use? What’s the differentiator between how I can provide that level of service, versus their ability to deliver?

There’s power and strength in understanding the people around you. The greatest danger is when you believe you’re the best, you know it all, and have infinite resources.

[Marriott Bonvoy’s] business is providing experiences. So, call us on the phone, stay at our hotels, go on our yachts, or travel to one of the 132 destinations we’re located in. My job is to ensure that from a customer engagement standpoint, we meet you, the customer, where you are and exceed expectations.

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CCWomen Community Highlight

Lessons on Empowerment and Connection

With diverse career stories, our CCWomen+ community members weigh in on how their experiences shape their ability to lift up others.

How have your career and life experiences changed your definition of empowerment?

Earlier in my career, I was lucky to be surrounded by some very strong and effective female leaders. They helped shape my view of career and womanhood. On a personal level, one was married and having her first child at 40, and the other was in her 60s and had just gotten married. Their words and actions have resonated throughout my life since then (25 years!) and I often quote them both to this day. The focus on me as a future female leader meant a lot. There was pressure to take care of myself—to show up like a professional and take control of my career. They empowered me to make decisions that would lay out the next two decades. They believed in me, more than I did in myself. There was pressure to ensure I didn’t need to rely on a partner to be successful in my personal life. Buy real estate. Have something of your own.

Empowerment means something different to everyone. At 30, I was able to take those lessons from these strong women, and it empowered me to grow to where I am today.

More importantly, it empowers me to have the confidence to give advice to coworkers and peers with less experience. I can’t tell you how many times I’ve said to someone, “You are the only woman in the room. Speak up—what you have to say is valuable and important.”

It’s possible that the full circle of empowerment is the ability to empower others.

Lisa Wysocky Senior Director of Partner and Channel Management Operations Sonos, Inc.

Lydia James Founder and Chief Transformation Officer The Pivot Solutions Group

My parallel experiences in career and life have taught me that empowerment is built on knowledge that establishes credibility, resilience that enables adaptation to new challenges, and authenticity that honors personal standards despite external pressure.

The courage to make difficult choices and stand firm on principles, even when temporarily unpopular, strengthens one’s capacity to lead effectively.

Trust, earned through consistent excellence and reliable performance, creates lasting credibility with stakeholders and colleagues alike.

Meaningful relationships formed through service and problem-solving amplify individual capability and create networks of mutual support.

True empowerment ultimately comes from self-alignment—showing up authentically with excellence as my standard and trusting that everything else follows when I remain true to these principles.

I have struggled with confidence, so I’m grateful that my career and life experiences have helped shape my definition of empowerment. Being able to mentor others regardless of where they are in the stage of their career. I feel empowered when people look to me for advice, but I am more empowered when I can lift others up and give them the tools, resources, and advice that help get them to the next level of their career or life.

I am very deliberate about owning my learning and development, ensuring that I am growing for myself and my team so that I can provide them with what they need and promote self-improvement by modeling the way for them. Investing in people is the thing that has really helped shape my definition of empowe

Millicent McIntyre Senior Director, Buyer Services

What is your top priority when deepening connections with women leaders?

Lydia James Founder and Chief Transformation Officer

The Pivot Solutions Group

Having spent most of my career in male-dominated environments, I’ve learned valuable lessons about authentic leadership connections. When deepening relationships with fellow leaders, my most important priority is creating a space where integrity, vulnerability, and business acumen can coexist.

I believe true connection happens when we can share our truth—delivered with care and consideration. As the saying goes, it’s not just what you say but how you say it. Understanding each other’s vulnerabilities enables us to lead with greater integrity, as it creates a foundation of mutual respect and recognition of our shared humanity beneath professional roles.

This balanced approach allows us to:

• Collaboratively solve problems rather than simply identifying them

• Take ownership of mistakes without fear of judgment

• Extend grace to one another during challenging moments

• Build resilient relationships that withstand professional pressures

I’ve found that one-sided relationships rarely endure or create value. The strongest professional connections emerge when we bring our whole selves—both our business expertise and authentic humanity—to our leadership relationships. This balance of strength and openness creates the kind of meaningful connections that elevate not just individual leaders but entire organizations.

When connecting with other women leaders, or anyone for that matter, I look keenly for a personal connection. This always helps me create different paths for the conversation to go. If one path into the beehive of connection doesn’t work, I look for another.

As women, we have so many shared experiences that help bond us. But I do think you have to establish that first spark of a connection to get to the deeper points. I think the challenges in the BPO industry are unique, which is why CCW is so important—we all have similarities in our stories, and you can see people thrive when they see themselves in what people share.

My second priority is always humor. If I can make another female leader laugh because of my own experiences, or if they make the attempt to connect with me in that way, it is always more meaningful. Laughter is something that is universal, and when a community can laugh together, the connection will last a long time.

Lisa Wysocky Senior Director of Partner and Channel Management Operations Sonos, Inc.

Millicent McIntyre Senior Director, Buyer Services IAA

My most important priority is having a true and genuine connection built on trust and honesty. I want connections to focus on our growth and ability to learn from each other while supporting one another through challenging situations. It’s not about competing or comparing, but seeing how we can both grow.

For me, true connections mean knowing we can all win, celebrating the women around me, and clapping for everyone when it’s their time to shine—because one woman’s success opens new opportunities for all of us. I want everyone to be their true selves, because I want to be able to be myself and create a space where women know it’s okay not to be okay.

I want my connections to prepare women leaders who will come after me so they’ll know they can sit at any table, step into any room, and feel confident that they belong.

CMP Research Prism

The Prism assesses solution providers with insights and feedback from three perspectives: analyst user marketplace

how each provider es and informs ent decisions. Technology Assessment Framework for Customer Contact & CX

Angela Pereira Saafigueroa on Mentorship

Top Do and Don’t for Finding a Mentor

Do: Be mindful and intentional in your search for a mentor. Reflect on what you truly need and seek out individuals whose experiences and values resonate with your own. When reaching out, express your genuine admiration and clearly articulate how you believe they can support your growth. As someone who has transitioned from being a clinical supervisee to a clinical supervisor, I’ve come to understand that embracing transparency and the willingness to make mistakes is crucial for growth in the mentor-mentee relationship. It’s important to create a safe space where these experiences can be openly discussed with your mentor. This openness not only fosters personal and professional development but also strengthens the mentor-mentee relationship allowing for deeper learning and mutual trust.

Don’t: Be passive or unclear. Refrain from sending impersonal messages or waiting for opportunities to come to you. Understand that building a meaningful mentor-mentee relationship is a journey that requires patience and effort. My approach has always come from a place of curiosity and understanding, and to connect with a mentor as I would want a mentee to connect with me.

How to Define Your Mentorship Style

Mentors can define their leadership style in a few ways that focuses on compassion and the human condition:

Self-Awareness: Engaging in self-reflection to understand their own strengths, areas for growth, and core values. This self-awareness fosters authenticity and consistency in their mentoring approach.

Effective Communication: Practicing open and empathetic communication, setting clear expectations, offering constructive feedback, and truly listening to their mentees’ needs and concerns.

Flexibility: Recognizing the individuality of each mentee and being adaptable in their mentoring style to meet diverse needs and circumstances.

Role Modeling: Demonstrating the qualities and behaviors they wish to inspire in their mentees, such as integrity, professionalism, and a commitment to lifelong learning.

Vulnerability: When mentors openly share their own challenges, mistakes, and learning experiences, they create a safe and supportive environment where mentees feel comfortable expressing their own vulnerabilities. This openness encourages honest communication, deepens the connection, and promotes mutual growth. By modeling vulnerability, mentors demonstrate that it’s okay to be imperfect and that growth often comes from facing and learning from our struggles. This approach not only strengthens the mentor-mentee bond but also empowers mentees to embrace their own journeys with courage and resilience.

Lucy Todd on Career Advancement

How to Map Your Career Goals

First, rather than your skills, focus on your interests, values, and personal and professional priorities! Otherwise, you may find yourself with a roadmap to a career you don’t truly want.

With true-to-you goals solidified, your next step is identifying strengths and gaps. Feedback from managers, clients, and colleagues is a helpful place to start, but high-performing women may find themselves with little to no direct feedback (apart from, perhaps, “You’re doing a great job!”). It’s ok to ask directly for feedback — and explaining why it’s important to you may yield better results.

But your own assessment is equally valid: How competent and comfortable do you feel in various tasks and situations that are relevant to your career goals?

Lastly, evaluate whether any gaps are truly relevant to your career goals — and why or why not — to steer your time and energy in the right direction.

How to be Flexible with Career Milestones

Hitting goals feels incredible—but missing a rigid goal with a set deadline can feel like failure. So first, try to remember: as long as you’re still pursuing your goal, you haven’t failed.

Here are three great ways to practice flexibility on your career journey:

Set fluid timelines, not rigid deadlines. Stick to “Assess progress in 1 month” versus “Achieve goal in 1 month.”

De-emphasize achievements which are sometimes outside of our full control. Focus on action steps instead, as they’re typically within our control. For example, schedule a meeting with your manager and/or mentor, outline role requirements, and summarize relevant achievements.

Ask yourself, “If I knew it would take longer than I hoped to reach my goal, would I give up?” If the answer is no, allow yourself some rest—then keep moving forward! (I credit my own coach for this question)

Celebration, Empowerment, and Mentorship

CCWomen Hall of Fame

Inductees Tell All

By now, you may already be familiar with our CCWomen origin story—and we love to share it. What started off as a casual mimosa breakfast with founder Sandy Ko Fonseca eventually evolved into the platform we have today. However, our growth wouldn’t have been possible without the women leaders who leveraged their networks and resources to bring our vision to life.

It’s why we have our Hall of Fame. Just as our community embodies our mission in their everyday work, we strive to be a stage where they can celebrate their achievements and inspire others.

Some of our featured inductees include:

Cheryl China SVP, Director Mass Market Servicing Citizens Bank

Kacey Felila Tolua Senior Director, CEC Technology - Guest and Associate Experience Marriott International

Colleen

Beers Global Customer Experience Executive

Kathy Phelps President C-lect

Dr. Hui Wu-Curtis Director of Customer Service SmartRent

Martha Sager Strategic Account Executive Nextiva

Here, they share their takeaways for uplifting communities and driving transformational change.

Why advocate for women? We do unto others as they’ve done to us.

Advocacy doesn’t stop when we hit all our career milestones. Often, it leads us to contribute to a greater picture where we work tirelessly to champion those around us. “I’m passionate about advocating for women in the customer contact industry because it’s important to promote women, period,” said Martha Sager. “I care most about societal change. The workplace is essentially an extension of the communities we serve.”

“My advocacy starts with what others did for me. Someone saw my value and gave me a purpose,” added Kacey Felila Tolua. “The reward is seeing every woman for her worth, partnering with allies to celebrate one another, and integrating this habit into the fabric of every organization.”

Mentorship is a powerful way to pay it forward.

Not everyone needs an entire village of mentors to succeed. Sometimes, all it takes is one person to change our trajectory. Cheryl China shared:

“I didn’t have a community of mentors, but I had one in particular who literally shaped my future. I started at Citizens Bank as a contact center agent, but she encouraged me to do more. She believed in me. She showed me exactly what I was capable of doing, and she pushed me to be a better version of myself, which I’ll never forget.”

As constant learners, we won’t have an end destination that ends our need for mentors. With unique challenges and uncertainties, each life season requires

outside guidance for us to be successful. Kathy Phelps emphasized the importance of lifelong mentorship:

“Throughout your career, you’re never at a point where you don’t need mentors. You never reach that pinnacle. I’ve always been somewhat intimidated with the thought of going to someone and asking, ‘could you please be my mentor?’ But I like to sit down and try to gather information and find strong individuals that I respect. No matter if they’re in the same field, if you find qualities in a person you really admire, just talk to them. Be open to conversations.”

“Mentorship can look as formal or informal as you want, but definitely leverage it,” encouraged Dr. Hui Wu-Curtis. “You don’t have to be at the beginning of your career. You can be at any point in your journey to really take advantage.”

Self-compassion goes hand-in-hand with self-discovery.

When we make unexpected pivots, self-compassion is essential. Venturing the unknown is always daunting, but it’s a natural part of our growth that helps build our resilience. Colleen Beers shared:

“I’ve found myself saying, what am I going to do next? In this lull of my career journey, I’ve discovered hope, compassion, and inner strengths. Sometimes, when I need a restart or restructure, when I need to discover myself, I look to the past and ask: when was I at the top of my game? It’s always when I’m helping others.

Currently, I’ve found myself helping people full time. But in the process of this mentoring, I’m self-healing. I know what I’ve done for the last 30 years. These are my skills and passions, so whatever my next journey is, I know what I’m going to do.

I know what I’ve done for the last 30

years. These are my skills, and these are my passions.”

We must make celebration a daily habit.

As women, we may allow our accomplishments to pass without proper recognition. We tend to keep quiet about our hard work that deserves visibility—but times are changing, and we’re slowly, but surely seeing a cultural shift.

“Look for opportunities to celebrate women, but keep in mind that men and women respond to recognition differently,” noted China. “When someone celebrates you, own that accomplishment.” When discussing personalized empow-

erment, Sager added:

“Some people aren’t going to find it advantageous to have gotten a big shoutout in front of an executive team. So, find out what people’s celebration style is. I would always check in and say, ‘Hey, I want to shout you out. What’s one good thing you accomplished this month?’ Many times, I would find out that someone was missed because they were shy or quiet. If you can ask them, you can celebrate them, and how you do so may differ.”

Empowerment is a lifelong action.

Empowerment should never be a onetime occurrence, nor should it be treated as a rarity. It pushes individuals to sup-

port one another by breaking societal barriers and creating more opportunities for people to shine. Tolua said:

“Connect and help others do the same. Don’t be a hierarchy level diva who only talks to people at their level or above. For me, being a CCWomen Hall of Famer has provided more visibility, and I’m happy to share those connections. If you see our names and we’re connected to an individual or organization you’re interested in, reach out. We have the gift and privilege to turn around and make sure we’re giving to the next person.”

Dr. Hui Wu-Curtis further highlighted how our CCWomen is her safe space for maximal empowerment:

“I have a special affinity for CCWomen because I’ve been so involved in it. I can tell you that the accessibility to other women within this particular group is unlike the others I’ve seen. You get rid of titles—it doesn’t matter if you’re a client or vendor. No one’s selling products in this community. It’s about commitment, values, and paying it forward.”

Watch our inductees’ webinar here:

Preserving DEIA: Top 5 Initiatives to Empower Your Business

Prioritizing DEIA in the workplace is vital, but your advocacy can extend beyond your professional world.

What is DEIA, and why is it important for the present and future workplace?

Imagine you start a garden but only plant cabbages. While it may look clean and coordinated, you miss an incredible opportunity to add an assortment of carrots, bell peppers, cucumbers, and lettuce. Had you done so, your fields would be brimming with vibrant colors and scents. You would have a bountiful harvest to create a delicious, homegrown meal for you and your loved ones.

Similarly, a thriving company requires a diverse workforce with different experiences, perspectives, and skill sets. This is where Diversity, Equity, Inclusion, and Accessibility (DEIA) come into play:

• Diversity refers to differences in every identity, including race, ethnicity, gender, sex, age, religion, sexual orientation, and more.

• Equity considers varying needs and ensures everyone has access to necessary resources.

• Inclusion prioritizes creating communities and spaces where all people feel safe to be authentic.

• Accessibility allows everyone to benefit from society’s offerings, whether abled or disabled.

In recent years, companies have increasingly prioritized DEIA initiatives, with many gaining well-deserved recognition for their efforts. Implementing

inclusive practices and new policies isn’t a walk in the park, but when you move forward with an empowered community, the journey becomes all the more worthwhile.

So, how can you get started on uplifting all your employees? We have five suggestions to guide you.

1. Transform your organization from the top down.

Companies must be the change they want to see, and act sooner rather than later, as transformation is slow-going. A McKinsey study states that, at our current rate, executives will take nearly three decades to reach gender parity in the US.1

To impact your workplace at every level, DEIA needs to start at leadership and trickle all the way down. When executives model inclusivity, it sets the tone and makes way for more representation across the board.

2. Foster a space for learning and unlearning.

There are plenty of unconscious biases to unlearn, but there are also more than enough opportunities to educate yourself and become more understanding of others’ backgrounds.

1 Dixon-Fyle, Sundiatu, Kevin Dolan, Vivian Hunt, and Sara Prince. Diversity Wins: How Inclusion Matters. McKinsey & Company, 2020. https://www.mckinsey.com/~/media/mckinsey/featured%20insights/ diversity%20and%20inclusion/diversity%20wins%20how%20inclusion%20matters/diversity-wins-how-inclusion-matters-vf.pdf.

Begin by hosting DEIA workshops and discussing diverse practices. It’s also important to encourage open dialogue while ensuring mutual respect. Sharing personal experiences can be some of the most influential ways to provide different perspectives and a touch of humanity, especially when certain topics initially feel unapproachable.

3. Measure your progress.

First, define with your community: what are our short- and longterm goals to establish a more diverse and equitable culture? How can we get there? Then, track your progress through regular conversation and assessment.

Data is power, and allows for higher visibility over which strategies work best. Leverage all the information you can gather to celebrate your journey while also making room for improvement

4. Allow for continuous growth.

The definition of DEIA may stay the same, but its practices will continue to evolve. Regularly stay up to date with the latest insights from top thought leaders and use your available resources for further professional development.

Push for regular training sessions, workshops, and even mentorship opportunities where people help each other fill in knowledge gaps and take ownership of their learning.

5. Engage with DEIA initiatives outside your work.

Prioritizing DEIA in the workplace is vital, but your advocacy can extend beyond your professional world. DEIA is essential for fostering belonging in many spaces, including schools, hospitals, places of worship, and more.

If possible, seek volunteering opportunities to help your greater community, or have your company partner with local nonprofits and organizations to support their members. DEIA can revolutionize how we do business and facilitate healthy communities, but only if we work as a collective.

As a community built by women, DEIA is in our DNA.

CCWomen’s mission is clear: foster an inclusive network of women and allies to get to the finish line together. DEIA is at the forefront of our efforts, and we continuously strive to uplift all voices in our efforts to transform the working world.

Reframe DEI and Allyship with

Yemi Akisanya

Yemi Akisanya is a global DEI strategist who spent over 15 years inspiring corporate change. He serves on multiple nonprofit boards, including i.c.stars, Digitalundivided (as Board Chair), and the Chicago State University Foundation, championing access and growth for underrepresented communities. As a speaker, consultant, and thought leader, Yemi explores his definition of DEI and allyship as a driver of high performance, while navigating the intersection of business and inclusion.

Shiwon Oh: How has your perspective of DEI changed throughout your career?

Yemi Akisanya: It’s absolutely been an evolution. I began this journey in the financial services sector, where DEI was primarily compliance-driven due to the regulatory environment. Monthly audits were the norm, so I quickly became accustomed to justifying decisions and, in many ways, defining what compliance and accountability looked like in the absence of clear industry DEI guidelines.

Our efforts were largely driven by the belief that “it’s the right thing to do,” which often opened the door to a wide range of opinions. With limited industry DEI guidance at the time, we developed in an environment where our approach was frequently questioned, and we had to build clarity and purpose in the midst of uncertainty. Overtime, especially after my time in business school, I saw a real opportunity to demonstrate how DEI could drive business performance and align with company strategy. Instead of treating DEI as a standalone program off to the side, focused only on safe spaces and affinity groups, I began to ask: how can DEI be integrated with core business strategies? How can it sit alongside strict metrics and corporate goals? How does it play a role in attracting top talent, enhancing employee performance, influencing product development, or even unlocking new market opportunities? This shift in thinking was a transformative moment in my journey.

Living in Europe and helping expand DEI globally was a turning point for me. I quickly learned that DEI isn’t onesize-fits-all. Inclusion tools like affinity groups,especially those centered on race or ethnicity, were often seen as divisive rather than unifying in some regions.

This experience highlighted the deep cultural differences and limited access to demographic data outside the U.S., making traditional DEI models harder to apply. It taught me that inclusion must reflect everyone, not just underrepresented groups, while still recognizing and addressing disparities. Global DEI must be adaptive, culturally aware, and embedded into how we lead, perform, and build community with the ultimate goal to drive better business outcomes.

SO: You’re on the frontlines as a DEI practitioner who’s trying to continuously understand cultural nuances, and I think that’s where you can find real strength in allyship. How have you personally experienced that impact?

YA: I’m a living testament to the power of allyship. So much of my growth has been fueled by people who chose to speak my name in rooms where I wasn’t present, mentors who challenged me to dream bigger, and ERGs that became leadership labs for honing leadership development. I found my voice because someone else opened the door. Every leader and mentor in my life has also been diverse in some capacity.

Allyship isn’t just tied to someone who looks different from you or looks identical to you, but has a new perspective they can offer. They can use their position to help guide you. Once in my career, I was up for a stretch role I didn’t think I could achieve. I didn’t even consider it until an executive sponsor and mentor advocated for me. When I was given the opportunity, I was filled with fear and a lack of confidence. But with their guidance, I learned how to take the lead while they supported me the entire way. Looking back, that role changed the entire trajectory of my career path.

SO: A previous CCWomen podcast guest mentioned that she believes allyship is a transfer of power and privilege, and I think that’s highly relevant here as well. We’re empowered by those who can speak up for us when we’re absent. In recent news, we’ve witnessed many companies removing their DEI programs and backtracking on previous promises. In times of uncertainty, what is a compelling business case we can rely on to showcase the impact of DEI?

YA: Historically, the concept of DEI began a very, very long time ago—perhaps decades. We fast forward to 2020, where we’re at the peak of modern civil unrest, and we see events fueling the fire for DEI. A lot of companies begin to recommit. What happens in this moment is that DEI is inspired by social justice. But I think it’s important to acknowledge the importance of both, while understanding they are uniquely different. They are distinct entities, each operating in its own

domain. Social justice and DEI are deeply connected, but they operate in different arenas. Social justice is rooted in community movements and public advocacy. It lives in activism, and in systemic change at a societal level. It carries a long history of fighting for civil rights, equity, and liberation.

DEI, on the other hand, plays out within the walls of workplaces and institutions. It focuses on shaping policies, cultures, and systems to ensure fair treatment, opportunity, and belonging for all employees with the ultimate goal of driving better business outcomes.

I believe one of the missteps we may have made as DEI practitioners was bringing too much of the social justice and political discourse directly into the workplace. While rooted in important values, this approach sometimes blurs the lines between activism and organizational strategy. Now, as DEI roles and programs face cuts, we’re witnessing the repercussions of that spillover.

We witnessed this dynamic firsthand when companies began issuing public statements in response to various societal and politically charged events. This is the gray area, a fine line, where corporate activism was born. While I deeply value and respect when organizations use their voice to stand with communities, the concern arises when companies become entangled in politics and activism in a way that shifts focus. When that happens, it can detract from the true purpose of DEI: to drive performance, fuel innovation, better serve customers, and ultimately lead to stronger business outcomes.

To preserve and elevate DEI, companies must start with the end in mind: their customers and the communities they serve. Every community is inherently diverse across multiple dimensions—race, gender, age, ability, identity, and more. No single dimension holds greater importance than another; each contributes to the richness of the whole. So the question becomes: how do we build products that truly work for everyone? The answer begins with who’s at the table. If you want to serve a diverse customer base, your teams must reflect that diversity, not just in appearance, but in perspective and lived experience.

Take Axon, for example. We design products, from hardware to software, that are used in public safety, often in life-or-death situations. There’s no room for blind spots. Imagine designing body cameras with an all-male team. The product passes internal testing, because it works well for them. But once deployed, female officers or those with different body types struggle with fit or functionality. That’s not just a design flaw, but a failure to serve our customers, and in our world, it could be dangerous. This is why DEI must be embedded not just in HR, but also in how we build, who we build with, and who we build for. It’s not about checking boxes; it’s about preventing real harm and unlocking real impact.

SO: It’s one thing to talk about DEI conceptually, but it’s another thing to provide actual use cases that have not only happened, but continue to be prevalent in all levels of business. Recognizing the importance of DEI, how can companies then preserve their efforts in times of uncertainty?

YA: Many of us DEI practitioners are driven by passion and are trying to right what history has done wrong. When we ground too much of our work on passion, we can be easily shaken by a threat that seemingly has even more passion. But if we

ground ourselves in both qualitative and quantitative data, we can stand firm and respond effectively. One silver lining in this moment is the recent guidance from the EEOC, which helps clarify the difference between merit-based DEI and what crosses legal boundaries. My advice to DEI practitioners and organizations is to review these guidelines carefully and ensure their programs remain compliant. At its core, DEI must be anchored to measurable outcomes, whether it’s talent attraction, retention, or product innovation. When DEI is integrated into your business model, it shifts from being optional to essential.

Right now, we’re at a decision making point, and we can choose to see this moment as a chance to pause, reflect, and assess what’s working, and for whom. Or, we can view it as an attack and retreat, walking away from the progress we’ve made. Some organizations have chosen to quietly scale back their DEI efforts, while others have taken a more community-driven approach, engaging stakeholders before making key decisions. When we solve these challenges collectively, we invite the broader community to shape and support our DEI efforts. That way, when those efforts are questioned or challenged, it’s not just a single leader or program defending them, the entire

community stands behind the work.

SO: So, if someone is in a position of power, how can they put this example into practice? How can they be meaningful allies?

YA: Allyship is all about action! It begins with self-awareness. Privilege is often mentioned, but truly recognizing it is key. We must understand our power and influence and use it with intention to guide and create positive impact. From there it’s about consistent action, self-education, and a commitment to amplifying the voices of others. Speak up when it’s uncomfortable, because it’s incredibly easy to be silent.

There’s a quote from Dante’s Inferno that says, “The darkest places in hell are reserved for those who maintain their neutrality in times of moral crisis.” In such calamity, we need to use our power in moments that can impact others. One of the best tools I’ve used and taught is empathetic listening. We don’t need all the answers, but we need to create spaces where people feel heard, seen, and supported.

W e ’ r e e x c i t e d t o h o s t t h e C C W o m e n

N e t w o r k i n g B r e a k f a s t : L e a d w i t h I m p a c t a t

t h e C C W E x e c u t i v e E x c h a n g e t h i s A u g u s t

1 1 - 1 3 i n C h i c a g o !

T h e C C W E x e c u t i v e E x c h a n g e i s a n i n v i t e - o n l y

e v e n t s p e c i f i c a l l y d e s i g n e d f o r s e n i o r - l e v e l C X

a n d C u s t o m e r C o n t a c t l e a d e r s T h r o u g h

i n t i m a t e r o u n d t a b l e s , c o l l a b o r a t i v e t h i n k -

t a n k s , a n d c u r a t e d n e t w o r k i n g , y o u ' l l c o n n e c t

w i t h l i k e - m i n d e d l e a d e r s t o s h a r e i n s i g h t s

a n d s t r a t e g i e s f o r d r i v i n g t r a n s f o r m a t i o n

w i t h i n y o u r o r g a n i z a t i o n .

A s p a r t o f t h e E x c h a n g e , t h e C C W o m e n

N e t w o r k i n g B r e a k f a s t o f f e r s a p o w e r f u l f o r u m

w h e r e a l l i e s g a t h e r f o r o p e n , h o n e s t d i a l o g u e .

T o g e t h e r w e ’ l l e x p l o r e :

H o w t o n a v i g a t e l e a d e r s h i p i n t o d a y ’ s

e v o l v i n g l a n d s c a p e

L e s s o n s i n m e n t o r s h i p , c a r e e r g r o w t h , a n d

s e l f - a d v o c a c y

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e m p o w e r t h e n e x t g e n e r a t i o n

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t o t h e c o m m u n i t y , y o u ’ l l l e a v e w i t h f r e s h

p e r s p e c t i v e s a n d p r a c t i c a l s t r a t e g i e s t o f u e l

y o u r l e a d e r s h i p j o u r n e y

A u g u s t 1 1 - 1 3 , 2 0 2 5 | C h i c a g o , I L

S p o t s a r e l i m i t e d t o m a i n t a i n a n i n t i m a t e , h i g hv a l u e e x p e r i e n c e s c a n t h e Q R c o d e t o l e a r n m o r e .

Hosted by Founder, Sandy Ko Fonseca

Practicing Allyship in 2025

How to Make Your Actions Matter

It’s June 19, 1982. The night is young, and like many others who seek the comfort of bustling bars and lively conversations, Vincent Chin is out enjoying his bachelor party. He works two jobs and attends night school to learn computer operations. On the side, he’s steadily looking for property for himself, his fiancee, and his mother, Lily Chin. At age 27, Chin stands at the precipice of a new chapter, one with blooming experiences that any adult in their late 20s might anticipate.

He never makes it home.

Amid the crowd, two men follow Chin outside and cut his life short. They overlook his humanity and paint him as the scapegoat of their employment problems.1 He never gets married or purchases his first house, and Lily makes the difficult choice to pull his life support just four days after what’s supposed to be a celebratory evening.

Injustice threatens to bury Chin’s name prematurely—but a community of allies keeps his story alive. The pen drops, and they pick it back up, ready to fill his blank pages with a righteous ending.

What is allyship in 2025?

Allyship today is what allyship was in the 1980s. Vincent Chin’s death sparked outrage, and Asian Americans found solidarity in other racial groups that fought to amplify their voices and prevent people in power from erasing his tragedy. Among them was Reverend Jesse Jackson, who, during his presidential bid, highlighted the atrocities of Chin’s perpetrators and the dangers of racism.2 Standing alongside Lily, he questioned:

“Our hearts are made heavy by a mother who sits here with us, whose son was brutally killed just because he was. What can we do in the aftermath? We must redefine America.”

Jackson’s speech illuminated the necessary we. Peo-

1 Wang, Frances Kai-Hwa. “Who Is Vincent Chin? The History and Relevance of a 1982 Killing.” NBC News, June 15, 2017. https://www.nbcnews.com/news/asian-america/ who-vincent-chin-history-relevance-1982-killing-n771291.

2 PBS SoCal, Why Rev. Jackson’s Appearance at the Vincent Chin Rally Matters, June 21, 2022, https://www.pbssocal.org/news-community/may-19th-project/whatrev-jacksons-appearance-at-the-vincent-chin-rally.PBS SoCal+1PBS SoCal+1

ple had to band together to rewrite a future that’d be fairer for generations to come. One person’s fight became everyone’s fight. Although Chin’s family waited decades before finding justice, the perseverance of his supporters kept his case afloat until it could no longer be ignored. Chin’s case also helped fuel the fire for Asian American civil rights. Having a unified front of diverse allies allowed them to see the privileges they enjoy today.

Yesterday, today, and tomorrow, allyship is a commitment to preserving connection. Like individual strands on a web, we’re strewn together by our shared humanity. One thread’s disturbance impacts countless others, and if no one stitches the broken pieces back together, the entire ecosystem tears apart.

Our collective success requires all hands. Currently, underrepresented groups are forced to carry the burdens of erasure, their hard-earned resources taken away without a moment’s notice. More than ever, we need allies to step up to the pulpit and speak against the changes threatening to unravel our societal progress at a corporate, economic, and political level.

Here’s how to make your allyship count.

Kamala Harris defined allyship as the following:

“And if we are lucky enough to be in a position of power, if our voice and our actions can mobilize change, don’t we have a special obligation? Being an ally can’t just be about nodding when someone says something we agree with—important as that is. It must also be about action. It’s our job to stand up for those who are not at the table when life-altering decisions are made. Not just those people who look like us. Not just those who need what we need. Not just those who have gained an audience with us. Our duty is to improve the human condition—in every way we can, for everyone who needs it.”

Speaking up for others, especially in protest of complicit silence, can be daunting. But if we know that we have a presence in the room and an invitation to speak

freely, we must stand in the gap for those who can’t.

Identify your role as an ally.

There’s no one right way to be an ally. Everyone carries different strengths at varying levels of influence. Some hold immense power in boardrooms; others possess various connections to competitive opportunities. Allyship encourages such individuals to open their hands and share their gifts with others. It challenges them to sacrifice some of their comfort for the good of the larger community.

Consider the following ally roles:

The amplifier is loud and unrelenting—their job is to make noise, and they create plenty of it to draw attention to a cause. They make it impossible for people to dismiss underrepresented populations and adamantly preach equity until it comes to fruition.

The educator sits with those who share different perspectives and experiences. They pursue answers to difficult questions, reflect on their privilege, and then leverage it to teach others to consider different perspectives. They’re more than happy to spread the good word.

The decision-maker has power in rooms full of key stakeholders. Sometimes, they are a stakeholder, and whatever they say goes. They use this to their advantage and push policies that benefit diverse talent pools.

The caretaker creates safe spaces for people to land. Advocacy work is taxing, and cultivating a community that emphasizes self-compassion, compassion, and deep relationship-building is integral to refilling emptied cups. (During times of crisis, constant pouring requires frequent checkpoints for rest.)

The strategist expertly maps tangible goals and action steps.

They’re the unofficial project manager who oversees all progress, pivoting and delegating wherever necessary. They strive to get the job done efficiently, one person at a time.

Start by embracing just one of these responsibilities, then gradually take on more as you grow. Allyship is proactive. The more you strengthen your support for others, the more wisdom and leadership you’ll have to share with the world.

Discomfort is not the enemy. Lean into it.

There’s a stark difference between performative and authentic allyship. The former consists of fluffy words and surface-level promises, while the latter crawl through the trenches, scraping away at the ugliness with bare hands to unearth fertile ground. When the communities we champion point out our growth areas, discomfort comes naturally—but it’s important to endure it. Accountability is based on trust. People respect you enough to challenge your thinking and are willing to foster positive change within you. When you’re called out for your well-intentioned falsities, try to listen with an open heart rather than feeling targeted.

Collaborate on an action plan.

There’s no movement without a plan. We have much to learn from leaders who pioneered—and continue to pave—the way for civil rights and equity. Empowerment and allyship, though categorized as nouns, are strong action words. They require close collaboration and transparent communication between different communities, especially amid high tensions, unknown factors, and gargantuan adversaries.

Every step makes a difference; no contribution is too small to move the needle. Organize your to-do list, evolve your priorities as you see fit, and continue to tread forward, keeping the promise of inclusion at the top of your mind. Eventually, with helping hands, everyone will be able to raise their heads and find themselves at the summit, breathing freely.

This is the bright future we must envision.

ARE YOU A

CCWomen Ally?

Become a CCWomen Ally. Join the CCWomen community and support women in customer contact as we work together to build a more equitable and diverse world

Plus, enjoy our +Member benefits:

Invitation to Our CCWomen Meet Ups and Networking Events

Thought Leadership Opportunities

Discounted Tickets to Customer Contact Week Events

Inclusion in Our Member Directory and more!

Embrace Intentional Listening with Jason Hiland

As the Chief Revenue Officer of CollaborationRoom.ai and a vocal CCWomen ally, Jason Hiland builds his network by prioritizing compassion, empowerment, and quiet but impactful action. In this featured conversation, he shares how women have elevated him during his most significant life challenges and continuously inspire him to lead by example as a champion and voice for his community.

Shiwon Oh: What is the role of a male ally?

Jason Hiland: The role of being a CCWomen ally may be a little different for each of us. I’m not in the room to be a leader. Based on the plus membership, that’s the last thing this group needs from me. For me, it’s about being supportive as a professional and a human being. I’m there to provide additional exposure to the CCWomen mission, and to speak when asked. I know it seems very passive, but I truly believe that’s my role.

I’m a fixer by nature. If someone says they have an issue, I typically go into, “Here is what I would do!” mode. However, my wife taught me one of the most valuable lessons of my life when she said, “Before you go into fix-it mode, ask me this question. Do you want comfort or counsel?” That was a life-altering moment for me. So, sometimes I’m there just to listen and learn, but, if asked, I’m also there to provide counsel based on my professional and life experiences.

SO: What are some of the biggest misunderstandings of allyship, and how do you go against the grain?

JH: Some think male allies are in a mentorship role for the group, as if this amazing group of women could not do what they do without men guiding them. That’s just when old stereotypes consciously or subconsciously come out. As I’ve stated prior, and on several occasions when men or women have asked about my role as an ally, I’m there to offer counsel when asked, but I spend most of my time merely learning from them like everyone else.

SO: How have women influenced your perspective on allyship?

JH: It’s more than just how women have influenced my role in allyship. To me, it’s more about how women have influenced me as a person.

Some women get a pony or car on their 16th birthday. My mother got me. We grew up together. I saw her struggle and make sacrifices but never complain. I saw her pass away from cancer two years ago and never complain. She was the

strongest person I’ve ever known, and she was never given a thing to make life easier for her.

My sister was diagnosed with cancer over 20 years ago. She had to pause her medical career due to the drugs she had to take for the pain. She was told she could never have children because, if she went off the drugs, the cancer could return. Currently, her youngest son is a senior in high school and her daughter may one day run the world.

I’m married to a strong, loving, and professional woman who I learn from every day. She drives me to be a better person professionally, emotionally, and physically. I’ve spent my entire life learning how to be a man inspired by women. Being an ally just allows me to continue learning and give a little back when I can.

SO: How can men use their platform to uplift women in their community?

JH: Just being present is the best thing men can do to uplift others. Women do not need a hand-up from men. They can get that from other women. Men just need to stop being an obstacle.

SO: What advice would you give to male leaders striving to strengthen their allyship efforts?

JH: Start by being present and quiet. You don’t learn much when your mouth is moving. Once you find where you feel you can best help, ask them if they want that help. Do not assume that they need it!

Commit to an Inclusive Community with

Geoffrey Burbridge

Geoffrey Burbridge serves as the Managing VP of Customer Channels Horizontal Services at Capital One. A seasoned leader in the contact center space, Geoffrey is also a passionate advocate for women leaders and the LGBTQ+ community. Through ongoing sponsorship, mentorship, and advocacy, he actively champions their growth and visibility. In this piece, he shares why building an inclusive community matters—and how it can create a positive ripple effect.

Shiwon Oh: When in your career did you recognize the value and importance of allyship?

Geoffrey Burbridge: Allyship has been important to me since the very beginning of my career. As an LGBTQ+ leader, I recognize that I would’ve never gotten where I am today without the allyship and support of the people around me. For so long, voices like mine were forced “into the closet”—and in the process of leaving our authentic selves locked up, we failed at developing trust with our colleagues. These moments can make or break us. By accepting us for who we are, our allies create a safe space for diverse leaders to thrive.

That’s the secret—you have to create the space for people with diverse backgrounds and opinions to use those voices, and then you actually need to listen and be open to what they have to say. “

SO: What are some of the greatest challenges you’ve noticed for women leaders?

GB: Frequently, I see women get conflicting advice on how they’re supposed to show up, and then I see them held to a different standard when they show up in a similar way to their male counterparts. They’re told they’re too loud or too soft spoken. When they assert competence, they’re labeled as sharp elbowed, but then when they don’t speak up, they’re too timid. The challenge is learning how to find your community of advocates and allies whose counsel you can truly count on. They help you identify your superpowers as a leader but they also hold you to account fairly—they “say the thing” when it needs to be said.

SO: How do you help foster a community that uplifts all voices?

GB: The key to fostering a community that uplifts voices is to be accountable to listening. That’s the secret—you have to create the space for people with diverse backgrounds and opinions to use those voices, and then you actually need to listen and be open to what they have to say. Additionally, you have to solicit those who may not yet feel comfortable speaking up. Inclusion is the best way to uplift any voice.

SO: What steps can organizations take to support their women, LGBTQ+, disabled, and other underrepresented professionals?

GB: Similar to CCWomen, organizations can create a safe space for groups to connect with each other and their allies. This can be accomplished through diverse business groups or affinity groups. They can also foster inclusive hiring practices, offer mentoring or sponsorship programs, and provide accessible workspaces.

Bias training can also help, especially training that focuses on existing unconscious biases. Additionally, companies can look closely at bias in corporate benefits, like equitable parental leave policies.

SO: How can men strategically close the gender gap?

GB: Like I previously mentioned, men can challenge biases in hiring and promotions, advocate for pay equity, and mentor and sponsor women in key or stretch assignments. Men can help amplify women’s voices in meetings.

In short, be an ally!

Participate in Active and Diverse Allyship with

Wes Dudley

Wes Dudley is the VP of Customer Experience and Retail Operations at Broad River Retail, an Ashley licensee. A long-time and outspoken CCWomen ally, Dudley frequently emphasizes the importance of promoting diversity in business and how it must be an active, ongoing effort. In this piece, he shares practical ideas to help leaders take the first step.

Shiwon OH: As an ally, what diversity initiatives are you most passionate about? How do you participate?

Wes Dudley: As an ally, I fully support all DEI initiatives, but I’m especially passionate about the CCWomen community and championing women in business. I believe in creating an environment where women have the support, mentorship, and opportunities to grow, lead, and thrive in their careers.

I participate by actively advocating for women’s voices to be heard and ensuring they have a seat at the table in key business decisions, and mentoring future female leaders. I engage in conversations, share insights, and help build a net-

work where women can empower each other. Additionally, I support efforts to foster inclusivity, from leadership development programs to workplace policies that promote equity.

Being an ally is about action, and I’m committed to lifting others up and making meaningful contributions to a more diverse and inclusive workplace.

SO: Can you share an example of a time you advocated for a woman colleague?

WD: A great example that stands out is a colleague from a different area within my department whose talents and potential weren’t being fully recognized by her

leader at the time. I saw her abilities and knew she had so much more to offer, so I reached out and set up a coffee meeting to understand her career aspirations.

That initial conversation sparked an ongoing mentorship, and I’ve had the pleasure of watching her career progress from an hourly associate to a Senior Manager level. Even more rewarding, we’ve had the opportunity to work together at two additional companies since that first coffee meeting. The best part? She didn’t even realize she needed mentorship at the time, but her impact has been undeniable at every company we’ve worked at together.

It’s a reminder of how important it is to not only recognize talent but to actively advocate for and invest in others’ success. Seeing her growth and leadership today is one of the most fulfilling aspects of my career.

SO: What advice would you give to male executives on impactful and tangible allyship?

WD: Impactful allyship comes from intentional action, not just good intentions. Male executives can make a real difference by: amplifying women’s voices, sponsoring women for growth, creating an inclusive workplace, and holding other leaders accountable.

True allyship means using your influence to open doors, remove barriers, and create opportunities for women to succeed.

SO: How can leaders foster a work environment inclusive of more underrepresented voices?

WD: I have several points to consider:

• Listen and amplify. Actively seek out perspectives from underrepresented groups, ensure their ideas are acknowledged, and give them platforms to contribute meaningfully.

• Mentor and sponsor. Go beyond mentorship by sponsor-

ing high-potential individuals by advocating for their growth, connecting them with opportunities, and ensuring they’re considered for leadership roles.

• Address bias and barriers. Regularly review hiring, promotions, and workplace policies to ensure fairness, and challenge unconscious biases in decision-making.

• Foster psychological safety. Create an environment where employees feel safe to speak up, share ideas, and challenge the status quo without fear of retaliation.

• Lead by example. Model inclusive behavior, call out exclusionary practices, and hold yourself and others accountable for building a truly diverse and equitable culture.

Inclusion isn’t passive; it’s active. Leaders who intentionally elevate underrepresented voices create stronger, more innovative, and more engaged teams.

SO: What workplace policies do you believe would have the greatest impact in closing the gender gap?

WD: Closing the gender gap requires workplace policies that actively remove barriers and create equitable opportunities for women to thrive. The most impactful policies include:

• Pay Transparency

• Flexible Work

• Parental Leave

• Equitable Hiring & Promotion Practices

• Leadership Development

• Inclusive Culture

Real change happens when policies aren’t just written but actively enforced and championed. Companies that prioritize these initiatives see stronger teams, better innovation, and lasting gender equity.

A CAREER CHANGE LOOKS DIFFERENT ON EVERYONE.

HERE’S HOW TO EXPLORE YOURS.

At the height of the pandemic, employers witnessed the Great Resignation where millions of people, in want of better pay or fulfillment, quit their jobs to pursue new opportunities. In 2024, quit rates quietly subsided to 3.385 million.1

However, if you recognize a need for a career transition, a slowed job market shouldn’t stop you from fulfilling your goals. You may be a mother on maternity leave eager to return to the workforce, or a woman with decades of industry experience seeking an entirely new field. Regardless of your current season, it’s never too late to pursue reinvention.

Career innovation is unique for everyone.

Innovation doesn’t just apply to organizational processes or product updates—it enables you to transform your career no matter where you are in your journey. As you self-reflect and identify your needs, consider:

• Do I want a minor or major change in my career?

• What drives my need for innovation? Do I feel that my growth has become stagnant, or my role no longer aligns with my core values?

• What do I want to leave behind, and what are some immediate steps I can take?

• What gives me purpose, and how can a career transition help me tap into it?

1 Lucia Mutikani, “U.S. Labor Market Steadily Easing as Job Openings, Resignations Decline,” Reuters, March 6, 2024, https://www.reuters.com/markets/us/us-private-payrolls-rise-slightly-less-than-expected-february-adp-report-shows-2024-03-06/.Reuters+2Reuters+2Reuters+2

While everyone’s path looks different, it’s important to keep a few principles in mind. Here are some of ours to guide you as you navigate your transformation.

Become comfortable with the unknown.

When I decided to pursue content writing after a few years as an English teacher, I immediately struggled with self-doubt. Was it wise to go down this road, especially just after acquiring a Master’s degree in teaching?

It required a leap of faith, but I still chose to quit my job and spend a few months polishing my resume and portfolio. Fast forward to the present: after about a year and a half at an agency, I became a content writer for CCWomen. Now, I have the freedom to create pieces that drive DEIA as the foundation for revolutionizing the business world. Although it took me quite some time, I’m finally at a place where I can write about my passions and uplift other women through storytelling.

While the unknown presents inevitable risk, it also opens you up to new opportunities. Reframing your mindset allows you to adapt and build resilience, so as

you navigate the uncertainty, you’ll be better equipped.

Evolve your existing strengths.

The good news: you don’t have to start from scratch when revamping your career. No matter what, you’re bound to have accumulated skills at your present or previous role that will still be transferable to your next job.

Aside from a brief content marketing internship, I had little writing experience. So, I made sure to highlight applicable skills I learned as a teacher, such as communication and project management. I knew they would still serve me well. By refining your capabilities—even if they’re soft skills you want to take into a new field—you gradually set yourself up for success.

Connect with people outside your usual network.

Expanding your network doesn’t have to be an extensive process. There are many ways to get started, even by relying on your current community to elevate and sponsor you. Whether your mentor, manager, or colleague, don’t hesitate to ask

for help. Advocate for your needs and demonstrate your commitment to your career growth goals, and they’ll be sure to provide support.

Building new connections also exposes you to diverse perspectives that can help you make more informed decisions for a more seamless career transition. For instance, if you’re a HR professional moving into tech, you can gather valuable insights from product managers and software engineers.

Broaden your horizons, open yourself up to new partnerships, and seize any opportunity to enrich your circle.

Allow failures to become opportunities.

No one likes to accept failure, but it’s an inevitable, sometimes necessary process that takes you a step closer to career reinvention. Don’t let it determine your ability or worth; consider every shortcoming as a learning experience to lead you toward the right direction.

A growth mindset empowers you to recognize the potential behind every obstacle. So, every time you “fail” to achieve

a goal, you can identify which strategy is ineffective and implement alternative solutions to get you where you need to be.

Every professional, no matter how accomplished, has made their share of mistakes that have still pushed them to become the best version of themselves. Take comfort in the fact that failure is a universal lesson, meant to empower you rather than prohibit you from making any progress.

Reimagine your personal brand.

Everyone has a brand that influences how they’re perceived. For companies that want to build customer trust, optimizing a strong brand presence must remain a high priority because, above all, people prefer authentic connections over surface-level communication.

Think about your current narrative and how your career reinvention can elevate it. Was there a specific aha moment that drove you to your decision? Or, did you have a more gradual build-up throughout your role that led you to a more drastic change?

Explore Meaningful Growth with Shantel Love

Shantel Love holds an assortment of titles: Global VP of Customer Success, Clinical and School Assessment at Pearson; accomplished keynote speaker; branding enthusiast; and best-selling author, to name just a few. A walking powerhouse, she shares her experiences as both an entrepreneurial and corporate pioneer, breaking boundaries in more ways than one. In this piece, she reflects on pursuing her career goals amid discomfort, and why she champions boldness and courage on every platform she stands on.

Shiwon Oh: How did your professional experiences shape your definition of career advancement?

Shantel Love: I discovered early in my journey that the “corporate ladder” is a myth. While I was busy doubling my workload, pursuing advanced degrees, and taking on the most challenging projects, I remained stagnant. That’s when reality struck me—career advancement isn’t merely about competence or contributions.

The biggest revelation of my career was understanding that success isn’t determined by how much work you do, but by who knows about the work you do.

My progression came down to three critical elements: a relentless work ethic, a strategically cultivated network, and the ability to articulate my value with unwavering confidence. Eleven years ago, I was answering phones in an entry-level sales position. Within five years, I navigated my way to an executive role by applying precise career mapping and strategic visibility techniques I now share in my book, Promote Your D@mn Self (Available at ShantelLove.com).

For me, career advancement resembled less a ladder and more a jungle gym— requiring lateral moves, occasional descents, and calculated leaps to ultimately reach higher positions than a linear path would have allowed.

SO: How did you determine your career goals, and what steps did you take to fulfill them?

SL: My executive ambitions took root during my business high school years, where I encountered a striking pattern during career days—executive after executive, all men. That absence of female leadership became my catalyst.

Once in corporate America, I approached my goal with methodical precision. I studied executives in my target roles, dissecting not just their successes but their mis-

steps and perception challenges. Rather than merely meeting job requirements, I developed a “plus some” approach—acquiring qualifications and then exceeding them with additional valuable competencies.

What truly differentiated my approachwas creating a self-designed rotational program. Instead of waiting for formal opportunities, I volunteered across diverse projects, developing what I call a “problem-seeking lens.” This allowed me to identify unaddressed organizational challenges before they became apparent to others.

The most powerful interview tool isn’t answering questions—it’s arriving with a first-100-days transformation plan that leadership didn’t know they needed.

When opportunity knocked, I wasn’t just prepared with qualifications, but with comprehensive ROI plans featuring disruptive strategies ready for day-one implementation—tactics designed to transform culture, drive revenue growth, and elevate customer satisfaction simultaneously.

SO: What were some challenges you encountered while advancing or expanding your career?

SL: The weight of being “the first, the few, and the only” created unique pressures. As the first and only Black woman promoted to an executive role, among the few women in senior leadership, and the youngest to achieve this milestone, I faced resistance that took surprising forms.

I once led a team where a staff member with a doctorate and twice my age told my manager I should report to her instead of the reverse. These moments constantly tested my resilience and authority.

Imposter syndrome hits differently when you don’t just feel like an imposter in your role, but like an imposter in history—carrying the weight of being the ‘first’ without a blueprint to follow.

I had imposter syndrome so badly that I gave her a name. I call my inner saboteur Big Bertha. Sorry to any of the Bertha’s out there.

Being a first-generation executive created another dimension of isolation. While immensely proud of breaking new ground as an executive, keynote speaker, and author, I lacked family reference points for processing my experiences. There was no dinner table where I could share the unique microaggressions or executive challenges I faced with someone who truly understood.

This is precisely why I’m committed to transparency and supporting emerging leaders. I’m comfortable being the first, but I refuse to be the last. Finding community through organizations like CCWomen, Chief, and C-Sweet has provided crucial connections with women navigating similar journeys.

SO: How can women practice resilience and clarity while nurturing their professional growth?

SL: Resilience isn’t innate—it’s developed through overcoming obstacles. Clarity rarely emerges in isolation—it often comes through external perspective. This is why I firmly believe the fastest path to professional growth combines three distinct support mechanisms: coaching, sponsorship, and mentorship.

The most undervalued career investment isn’t another degree or certification—it’s structured access to people who’ve navigated your desired path and are invested in your success.

One little-discussed strategy that transformed my journey was creating a personal board of directors—a carefully selected group of 5-7 professionals with varied expertise who meet quarterly to review my career trajectory and challenge my thinking. Unlike casual mentors, this formal structure creates accountability and prevents stagnation.

Another overlooked practice is strate-

gic discomfort scheduling—deliberately blocking time each month for activities that push you beyond your competencies. This might mean presenting to senior leadership when public speaking terrifies you or leading cross-functional projects outside your expertise. Growth accelerates in these uncomfortable spaces.

The ultimate investment any woman can make is in her holistic development—professional coaching, mental wellness support, and cultivating relationships with truth-tellers who genuinely want to see you succeed and will share difficult feedback others might withhold.

SO: How can women leaders empower others in their community to invest in their careers?

SL: Empowerment begins with accessible conversation. I leverage LinkedIn to share unfiltered career insights with thousands of women daily, believing that

visibility creates possibility.

Three often-overlooked empowerment strategies I’ve implemented include:

Creating opportunity pipelines isn’t about grand gestures—it’s about consistent micro-sponsorships that collectively transform careers.

First, practice “proximity sponsorship”— deliberately bringing less-senior women into high-visibility situations they wouldn’t otherwise access. This might mean inviting them to executive presentations, client meetings, or industry events where they gain exposure and make connections that accelerate their advancement. Second, normalize compensation transparency within appropriate networks. Women can’t negotiate effectively for what they deserve without accurate market information. Creating safe spaces to discuss real numbers—not just vague ranges—gives women concrete benchmarks for their value.

Finally, establish skill-exchange partnerships within your organization. I created a program pairing senior leaders with emerging talent for mutual learning—executives gained digital fluency and fresh perspectives while younger professionals developed strategic thinking and executive presence.

The most profound way to empower others is by demonstrating that success isn’t a zero-sum game. When we approach leadership as stewardship rather than achievement, we naturally create pathways for others to follow.

Follow me on LinkedIn at Shantel Love for more insights on personal branding, strategic career advancement, and authentic leadership. To learn more about bringing me in to speak to your organization contact me at https://www.shantellove.com/.

Innovate Your Career with Rebecca Warfield

Meet renowned Artist Manager, Rebecca Warfield. A visionary in entertainment, music, experiences, and tech, she has built an extraordinary, multifaceted two-decade career developing high-level strategies, while creating and managing winning teams for top artists. From TV and film production to artist management, Warfield has navigated numerous industries with confidence and expertise. We sat down with her to hear how she got to where she is, and what advice she has for others looking to grow.

Photo Credit: Jen Hochstadt

Shiwon Oh: From production to music management, how did your trajectory mold your definition of career advancement?

Rebecca Warfield: My own career advancement would be defined as a lateral trajectory. I started out working in production in the talent department on award shows and music TV specials. Once I had cut my teeth on that, learning the industry, the various teams, honing skill sets that could be applied in different areas of the industry, I sought out to advance in the industry and work in artist management. I left production in a sense, except for how I work on my client’s projects.

In my case, I set my sights on exactly who I wanted to work with, reached out to them, and followed that path into management. My career has always been like that. Once I feel it’s time to move on, I search for where I’d like to go next, begin verbalizing that, and it seems that when you really start telling people where you want to go and what you want to do, the doors begin to open. I think the biggest thing is to know what you want so you can articulate that to others clearly.

SO: How do your diverse experiences influence your leadership and client management style?

RW: My diverse experiences help me to think differently and trust my judgment. I have confidence and a volume of experiences. I don’t waste any time. I am a trusted artist manager because I make quick decisions on a dime, and I must know exactly the right answer at all times. I pride myself in that due to many years of being

in different situations with different clients. I cannot think of any problem or situation that would scare me at this point.

Over the years working in a fast and furious workplace, sometimes tumultuous, sometimes incredibly challenging and psychologically impossible, I’ve gotten quicker with my judgment calls, trusting my instinct, but also relying on past experience, analytics, and different team opinions to make decisions. At the core of my advisory for my clients is ultimately doing what’s very best for them in every situation. I never waiver from that integral place.

SO: Were there any mentors or colleagues who further propelled your growth? (If not, how did you empower yourself to make strategic decisions?)

RW: I had incredible mentors and colleagues who furthered my growth. Absolutely. But I also empowered myself to take calculated risks and strategic decisions at the same time. I worked incredibly hard and strategically to get where I am today. The talent producers who I worked for when I first started out spent extra time teaching me things because I was curious and wanted to learn more.

Heather Douglas and Melissa Trueblood are two of those people. Incredible women. Larry Rudolph, my business partner, who was my mentor when I started with Britney Spears years ago, was an incredible mentor in management. He let me in on anything I wanted to learn. He was calm, clear, and would allow you to observe and learn as much as possible. He taught me management at the highest level.

SO: With entertainment, tech, and music changing constantly, how do you stay up to date and set yourself up for career success?

RW: You do exactly that. You stay up to date by reading daily insights, collaborating with other people in your field, and attending conferences. Listen to podcasts. I don’t do that so much but when I do, I always learn something. I’m at SXSW right now, and I love seeing the new innovations, and being amongst others who appreciate the changes and are seeking new ways to work with new tools and resources we now have at our fingertips. Connect with people of different ages and demographics. Never stop exploring.

SO: What’s a vital piece of advice for women who want to take greater ownership of their career goals?

RW: If you are a healthy person in mind and body, you can set yourself up to learn and grow. Apply yourself to get to the next level in whatever you’re striving to do. Be consistent. Keep going. Make progress and productivity your goal each day. Figure out what you want and what lights your fire. Be passionate about what you do. A lot of people just don’t know what they want. Decide what you want, communicate it to others, keep your eye and mind on that goal, and work everyday to get there.

Establish an Impact-Driven Career with Talia Bender Small

Talia Bender Small is the President of The Female Quotient where she champions workplace equality and equips companies to measure their progress through innovative partnerships. Rising from intern to president in just seven years, Bender Small now leads global initiatives that elevate women and underrepresented groups in leadership, media, and entrepreneurship. In this interview, she shares her personal journey and actionable insights on career advancement and what it takes to rise, lead, and make space for others at the top.

Shiwon Oh: As a young leader, what needs did you identify for women and other minorities? What steps did you take to address barriers to equality?

Talia Bender Small: One of the biggest gaps we saw for women and underrepresented groups was access—access to opportunity, to mentorship, and to networks that open doors. I recognized early on the importance of building a strong, supportive community and network across industries and roles—not just for career advancement, but for confidence, connection, and shared learning.

Mentorship doesn’t always have to be formal. Some of the most powerful support I’ve received—and given—came through quick calls, honest conversations, or simple introductions at the right time. I’ve made it a point to both seek out and become that person: someone who connects and advocates for others. By intentionally creating space for people to exchange ideas, share experiences, and open doors for one another, we begin to create change.

SO: How did your definition of women’s empowerment shift as you progressed your career?

TBS: As I’ve progressed in my career, my understanding of women’s empowerment has shifted from being about empowerment for women to being about women fully owning their power. It’s not about waiting for permission—it’s about saying yes, even when you’re unsure, even when you feel fear or self-doubt. That’s been my personal mantra: say yes, and figure it out as you go.

It isn’t about having all the answers—it’s about showing up anyway. I’ve said yes to opportunities that scared me, that stretched me, and that I didn’t always feel qualified for. And that’s where the most growth happened. Not in moments of certainty, but in the moments where I chose to trust myself and go for it.

SO: In what ways did The FQ’s mission align with your professional goals?

TBS: I’m incredibly fortunate to have started my journey with The FQ’s Founder and CEO, Shelley Zalis, pre The FQ’s existence. From day one, I was immersed in a mission that aligned so closely with what I wanted to build in my own career: creating space for people in business to lead and create workplaces where everyone has the opportunity to succeed. Over the years, I took on more responsibility and became deeply involved in growing the business—learning, leading, and evolving right alongside The FQ.

Now, as we celebrate The FQ’s 10-year anniversary, it’s a full-circle moment for me. It’s not just about where we’ve been—it’s about where we’re going. My goal is to keep pushing boundaries, reimagining what The FQ can be, and making sure we continue to grow, adapt, and lead for the next generation.

SO: How did The FQ help develop your leadership approach?

TBS: For me, leadership has always started with people. We say it all the time— you work with people, not companies. I’ve always genuinely cared about the people I work with, not just as colleagues, but as whole humans with personal lives, ambitions, and challenges. Building real, meaningful relationships has been a core part of how I lead and create team culture.

I’ve also always believed that anything is possible. That mindset drives how I push our team—not only to focus on where we are, but to think ahead and see where we can go. I lead with speed and agility, knowing that the best ideas often come from staying open to change. And collaboration is everything. I’ve worked hard to foster a team culture that’s truly collaborative, where everyone feels valued and encouraged to contribute.

At the end of the day, it’s about creating

an environment where people feel supported, stretched, and inspired. That’s where the best work—and the biggest growth—happens.

SO: When did you realize the impact that The FQ made in transforming the corporate world? Did this reshape your understanding of equality?

TBS: I realized the true impact of The FQ when I looked around one of our lounges several years ago and noticed something powerful: for the first time, 50% of the attendees were men. That moment stuck with me—because we had built a space where business was happening, regardless of gender.

As a convener of leaders and a platform with influence, we feel a deep responsibility to use that power intentionally. We’re very deliberate in how we show up, who we bring together, and the conversations we lead. We have an ongoing commitment to creating environments where everyone has access, visibility, and the opportunity to lead.

SO: Can you share one initiative that exemplified your organization’s success?

TBS: Last year, The FQ made history as the first female-founded media and experiential brand to partner with Formula 1 Academy—and with our rose gold race car, we sent a bold message: women belong in motorsport.

This partnership isn’t only about the race—it’s about redefining the entire ecosystem. The FQ Lounge at Grand Prix races brings together leaders, changemakers, and rising stars, showcasing the vital role women play in shaping the future of motorsport. From drivers to engineers, business minds to #STEM innovators, women are driving this industry forward.

Tech and AI Insights from the Divisional Director of Digital at CCW Digital Brooke Lynch

With a background in journalism and production, she’s worked across industries covering B2B marketing, procurement and finance events. Her current work highlights challenges and opportunities for customer experience and contact center leaders, with a recent focus on retail, banking, and technology.

Brooke studied journalism at the University of Wisconsin-Madison, and has a passion for writing about and understanding the balance between AI and the human experience. From webinars to market studies, Brooke and the CCW Digital team are always excited to uncover trends, challenges and opportunities in the CX space.

How AI Agents will Change CX

by Brooke Lynch

In 2025, it feels like there is always a new AI model just around the corner. Generative AI sparked the first big push, opening contact center leaders’ eyes to the potential of automation. Agentic AI came to the forefront more recently, going a step further with fully autonomous capabilities and independent action.

While generative AI offers the ability to engage with customers in intuitive, natural language, agentic AI offers proactive and autonomous decision making.

With so much potential, it seems that agentic AI would be taking the CX community by storm. Yet, many contact center leaders are still working to build an understanding of the true impact of this technology. According to CCW Digital research, as few as 15% of contact center executives say they are very familiar with agentic AI and recognize how it differs from other AI.1

Here we break down the core features of agentic AI and unpack key ways it can transform contact center operations moving forward.

What is Agentic AI?

Agentic AI uses reasoning to autonomously solve problems. When compared with generative AI, that primarily summarizes and generates text, agentic AI can act independently. It goes beyond just an interaction, it can take action on specific goals, tackle challenges proactively and adapt to changing preferences.

How does it actually do this? Agentic AI is powered by machine learning, natural language processing and automation technologies. It makes decisions on learned behaviors and adapts to customer inputs. As the technology continuously improves, it proactively refines the customer experience over time.

According to Salesforce, “What sets autonomous agents apart from its predecessors is that it can reason not only based on predictions it makes from large data-

1 Brian Cantor, 2025 January Market Study: State of Generative & Agentic AI, CCW Digital, January 31, 2025), https://www.customercontactweekdigital.com/ai-for-cx/ whitepapers/2025-january-market-study-state-of-generative-agentic-ai.Customer Contact Week Digital+2Customer Contact Week Digital+2Custom

sets, but also based on their ability to perceive their environment and then take autonomous action, and even learn from feedback and adapt.2

This level of reasoning can actually match near-human cognition in many different areas - meaning AI agents can problem solve in dynamic and highly complex environments.

How are Brands Using Agentic AI?

Agentic AI is particularly useful as a customer service tool. AI agents are one of the most popular use cases of agentic AI today. But, what actually is an AI agent? It’s important to understand that AI agents are not just exceptional chatbots that enhance conversations.

AI agents can take on tasks and proactively detect challenges based on predetermined goals. For example, AI agents can track customer emotion in real-time and identify moments where a customer might be frustrated or upset. From there, the AI agent can prompt recommended responses or training for the agent to leverage after the interaction. Alternatively, agentic AI can monitor agent performance and intervene with coaching or relevant content for improvement. These challenges can be flagged by the AI agent and addressed without the need for any human intervention.

AI agents will likely be leveraged across industries as a tool for more proactive and streamlined support. Citi recently shared a report on how the bank intends to use agentic AI to power the ‘Do It For Me’ Economy. In its discussion of the technology, it shared that users will have their own AI agents helping them choose products and execute transactions. It highlighted use cases like personalized offers for adaptive financial advice, custom lending officers, dynamic pricing and tailored insurance policies. It also covered use cases like financial forecasting with live cash flow forecasts and dynamic investment timing strategies or automated premium calculations.3

2 Salesforce, “What is Agentic AI?” Salesforce, December 12, 2023, https:// www.salesforce.com/agentforce/what-is-agentic-ai/.

3 Citi, “Agentic AI,” Citi Global Insights, March 6, 2024, https://www.citigroup. com/global/insights/agentic-ai.

Vibhor Rastogi, Global Head of AI/ML Investments at Citi Ventures shared,“We think the hottest new area of venture investment will be autonomous AI agents, software agents that can simulate human behavior and plan, make decisions, and execute tasks in complex environments without human intervention or supervision. Autonomous AI agents are just emerging from research and development, and as of now, their funding pales in comparison to the funding for GenAI’s core infrastructure.”

The Future Powered By Agentic AI

While Rastogi mentions that funding is currently paling in comparison to GenAI, there is still strong progress being made in the Agentic AI space. Organizations like Talkdesk, Cognigy, Observe.AI and ServiceNow have built agentic AI solutions that feel like the next logical step in innovating the contact center.

As leaders look ahead, it is important to understand how this technology can not only transform operations but shift employee workflows. With 50% of compa-

nies stating that they are investing more in AI in 2025, it is a critical time to reassess the future of support.4 By investing in AI agents, many organizations may need to rethink how agents will interact with customers and what their role might look like.

Taking the time now to truly plan for the future, outline organizational goals and desired outcomes, will keep companies ahead of the curve.

What is Customer Centricity? A Guide for 2025

by Brooke Lynch

Customer centricity is not a new concept in customer service, but it remains more critical than ever. As brands distance themselves from human-led interactions, implementing more and more technology to solve problems, customers have become frustrated by a lack of accessible support.

As this becomes a point of contention, organizations must take a moment to listen to their customers and adapt operations to meet their ever-changing needs. To do this, brands should lean into customer centricity.

But, what is customer centricity? And what does it mean in 2025? Customer centricity is a strategy centered around the customer. It is the practice of putting the customer first and aligning operations to consistently meet their needs. Customer centricity is a method where deeply understanding customers empowers brands to personalize, adapt and improve the journey effectively.

By putting the customer first, organizations are able to better connect with customers and form lasting relationships. This dedication to customer needs drives higher CLV, customer retention and satis-

faction over the long-term.

How Does Customer Centricity Work?

So, you want to implement a customer centric strategy to improve CX? Great! Taking the first step is important, but as a warning, the journey may not be straightforward. Customer centricity is not just a buzzword, it is a dedication to putting your customer at the center of everything you do. This doesn’t happen overnight and it will take more consistent collaboration and a strategic rollout.

Let’s break down the pillars of customer centricity to give some perspective.

1. The commitment to deeply understand your customer

Customer centricity depends on a granular understanding of your customer. It is not enough to just parse through feedback, leaders must be deeply curious about how customers are engaging with their brand. Mapping the customer journey, recognizing points of friction and challenges or even moments of delight will give leaders fuel to continuously improve.

This commitment doesn’t end after the first assessment, either, brands must work to consistently reassess on a regular basis. Whether this is weekly, monthly or annually, it is important to check-in and spend time getting to know your customers.

2. The all-hands on deck approach

While customer service teams will certainly take the lead on building a more customer centric strategy, it needs to be an organization-wide endeavor. Customer centricity starts at the top and trickles down throughout every facet of the business.

To be truly customer centric, every department leader must be working toward the same end goal. Yet, in CCW Digital’s latest market study, only 7% of leaders say that their service, sales, marketing and customer relations teams are in total harmony when it comes to designing customer experience and communication strategy.1

This means that organizations must take

1 15. Brian Cantor, 2024 September Market Study: Next-Generation Omnichannel CX, CCW Digital, September 30, 2024, https://www.customercontactweekdigital.com/customer-contact-strategy-and-operations/whitepapers/2024septmarketstudy.Cu

the time to improve these relationships to establish greater cooperation across departments. When every team is working to enhance the customer experience, results can be drastic.

3. Take action and improve

To actually see results, organizations must take these insights and use them to improve. Leveraging data to create more personalized experiences, giving agents greater insight to provide contextual responses and removing roadblocks from the customer journey will go a long way with the customer.

Customer centricity is about curiosity but it is also about a commitment to improvement. Taking action on key insights and using them as a guide for change is one of the most critical steps. By strategically planning, preparing and executing, organizations will see more success with customer centric initiatives.

Challenges to the Customer Centric Mission

While customer centricity is clearly important, it is not always easy. Even the most seasoned organizations have challenges to build around a completely customer centric mission. One of the most pressing challenges to achieving this is a lack of comprehensive data.

According to CCW Digital research, only 22% of leaders say that their agents

have consistent, real-time access to the customer data, sentiment analysis and knowledge needed to deliver high-caliber, consultative care.2

If this insight isn’t reaching the agent, then it is clearly not organized in a way that is conducive to customer centricity. When insights and data becomes siloed, it can get lost in translation and, worse, lost completely.

Without these critical details, leaders are not able to accurately assess customer needs. Therefore, leaders must ensure they have organized and prepared their data for proper use.

Another key obstacle is a lack of buyin. This is especially a challenge when it starts at the top. If leaders are not on board with customer centric principles then it becomes extremely difficult to execute.

Amazon famously has proceeded with a mission of ‘Customer Obsession’, where leaders start with the customer and work backwards. According to the tech giant, “They work vigorously to earn and keep customer trust. Although leaders pay attention to competitors, they obsess over customers.”3

2 Cantor, Brian. 2024 July Market Study: AI-Powered Contact Center. CCW Digital, July 26, 2024. https://www.customercontactweekdigital.com/ai-for-cx/whitepapers/2024-july-market-study-ai-powered-contact-center.

3 Amazon. “Leadership Principles.” Amazon Jobs. April 11, 2025. https://www.amazon.jobs/content/en/our-workplace/leadership-principles.

To establish this kind of culture, leaders must work to gain the buy-in throughout the organization.

Key Benefits of Customer Centric Strategies

Customer centricity can be a game changer for CX leaders. By dedicating more time to understanding your customers and making changes that align with their deeper needs and preferences, organizations can establish highly productive customer relationships.

Beyond an increase in loyalty and CLV, brands can also continuously improve products and services. In gaining this insight, organizations can pinpoint challenges and less than desirable features and proactively improve. Further, marketing teams can create more personalized and meaningful promotions and advertisements, sales can provide better recommendations, there is so much potential across the organization.

At the end of the day, customer centric brands have a leg up on the rest. The connection between the customer and the brand only gets deeper as leaders prioritize these strategies. By keeping a pulse on customer needs, leaders can consistently adapt and improve. This dedication to growth enhances customer trust and loyalty, giving customers the confidence to continually engage with your organization. In 2025, this kind of relationship is paramount.

Refine Your AI Learning Journey with Rebecca Jarvis

Rebecca Jarvis—chief business, technology and economics correspondent for ABC news, creator and host of The Dropout podcast, and a regular contributing anchor on ABC’s hit morning show, Good Morning America — takes charge of the conversation on AI’s impact today and empowers women to stay at the forefront of innovation.

This interview has been edited for length and clarity.

Photo Credit: ABC News/Heidi Gutman

Shiwon Oh: As a correspondent, you cover everything from economics to business to tech—all high-level industries that change in a blink. How do you stay informed on the latest news and technologies?

Rebecca Jarvis: There’s three ways I spend time to keep myself ahead of the curve. One, I read constantly. If you were to look at a picture of my day, I show up at Good Morning America around four in the morning, and on my way into work, I read. I read many research reports that I’ve curated over the years by asking various analysts to send me their work. I also follow people who report on my topics of interest, and constantly converse with professionals in relevant industries.

A year and a half ago, we conducted an interview with OpenAI when ChatGPT first came out with its newest version, GPT4. I can’t believe it’s been that long— but just having that conversation helped me keep informed. I also enjoy getting to know some AI technology myself by playing around with it and trying it out with various use cases.

I’ve talked to some CEOs over the years about how they use AI, and their responses have all been fascinating. There’s one who designed one of his AI chatbots to be a type of graduate from a specific medical school with a degree from the early 2000s. He’ll ask hypothetical questions on his child’s health symptoms to get a better sense of where he’s at without cutting his doctor out of the equation. Even at the CCW conferences, I’ve found that with all the panels we’ve done over the years, I’m always intrigued by what businesses are doing in customer contact—and how AI can be constructive in moving the conversation forward.

When AI became a significant presence a few years ago with ChatGPT, a lot of businesses tried to imagine what it might look like, and their thoughts were fuzzy.

It’s still fuzzy. For anyone reading this article who still can’t wrap their head around AI, I have heartening news: even people who spend their entire day building the technology don’t entirely know how it’ll shape the world.

Experts I speak with acknowledge there are undeniably dangerous downsides of AI, but if used wisely, it can help immensely with idea generation, and in areas you’d want to dig deeper. Most people I speak with don’t believe AI should ever replace humans, but say it’s incredibly valuable when you’re trying to understand an unknown.

SO: Your use cases testify that AI should be a tool and never a replacement. It’s all about the human who wields it. We’re at the precipice of another wave of digital transformation, so I appreciate hearing your optimistic outlook. When you’re reporting on such high-level insights on business and technology, how do you take all of your observations and present them as more digestible bits of information?

RJ: I spend a lot of time thinking about information as a bunch of puzzle pieces, and what I need to do to put them together in a way that resonates with a greater audience. I studied economics in college, then went into investment banking. From there, I started in journalism, and worked at CNBC in my earlier days during the financial crisis. It was eye-opening. I loved working there. But when I left and joined CBS News, which served a broader audience at the time, I was able to reflect on the terminology I commonly used, and how I needed to learn how to explain concepts that weren’t as obvious to everyone. I realized I needed to learn the topics better than how I already knew them—because I knew a lot of jargon— and it was a wonderful revelation because it helped me really dig into the topics that impact people’s lives. I loved the process of getting to know how things

actually worked.

I consider, how would I explain a certain news update to my grandparents, mom, or even six-year-old daughter? She’s already asking me questions on credit cards and how they work! These everyday conversations with my loved ones are also very helpful—I have plenty of discussions with people who aren’t industry experts, and I get to think about what will resonate with them.

What do I really want people to know and understand, and how will the knowledge equip them to live financially free? I care about my viewers walking away from my explanations not with a mindset of, “Wow, that was really smart.” I don’t want that. I want them to understand how they’re going to apply information to their lives, and access the tools in their back pocket to make better futures for themselves.

SO: We often underestimate the power of simplicity in everything from reporting to copywriting, especially when our roles require us to deliver information that can be potentially life-changing. On that note, it’s the end of Women’s History Month, and here at CCWomen, we’re constantly monitoring how technology can help us close the gender gap. How do you think women can optimize their approach to learning AI?

RJ: People are rightfully concerned about how AI will impact the world, but I think it’s important that women leaders aren’t afraid to use and play around with the technology. One of the worst decisions nowadays is to tune AI – or any technological development -- out, because the more it grows, and the more people use it, you can easily fall further behind. Say you take a math class and withdraw because it’s too difficult. You suddenly have to enroll in the next course, and you’re so far behind that you can’t possibly catch up. I want every woman to have practical AI experience so they can tune

into relevant conversations and not get left in the dust. There’s power in knowledge.

I get my eyebrows done by a small business owner. She’s amazing at her job, but she has limited bandwidth with how much time she can invest into her digital presence. She uses AI to help write for her website and discuss beauty-relevant topics. She doesn’t have the time to write multiple articles by herself, but with AI, she can enhance her own website and produce content that showcases her work. Similarly, if you feel overwhelmed and, like this woman, have limited bandwidth, try to experiment where you can.

SO: It goes back to AI being a tool and not a replacement. In a lot of ways, AI allows women to be a part of an evolving conversation when historically, we were rarely invited to the table.

RJ: It’s vital that we’re in the conversation and also know how to lead it. The more comfortable we are in our understanding, and the entire learning process becomes less opaque, you can freely participate in adjacent discussions. You want to be the person in the meeting who says, “By the way, I found an alter-

nate XYZ solution, and this is how we can implement it.” What a great win.

SO: Some women leaders have already integrated AI into their everyday tasks. How can they leverage it further to strategically accelerate their professional growth?

RJ: Get comfortable using AI to process your thinking. If you have a great idea or solution you want to bring up with your leaders, consider testing it out on ChatGPT to see how you can refine and strengthen your proposal. AI can help you identify possible holes or gaps you need to fill. It’s a great tool to help you save planning time and jump straight to execution.

Oftentimes, your first AI query is not the most useful. It provides a starting point, then you have to go back and refine and specify your follow-up questions. So, if you’re still relatively new to the technology and are dissatisfied with its responses, try wording your prompts differently. You’ll eventually learn how to optimize your questions so you receive the best information.

The contact center of the future is built on AI

By Priya Vijayarajendran, CEO, ASAPP

What value is AI delivering today?

AI is no longer a theoretical promise to the enterprise—it’s delivering measurable value in production. For enterprise leaders, the question is no longer “What can AI do?” it’s, “What value is AI delivering today?” Nowhere is this transformation more evident than in the contact center, which is evolving from a “cost” center into a value-generating, future-proofed business asset.

Generative AI is shifting from a supplemental feature to the structural core of how contact centers operate. The industry is quickly recognizing that foundational generative AI elements, like accurate descriptions and structured data, will be a make or break when it comes to the success of their AI strategy. Contact center leaders are under mounting pressure to move AI initiatives beyond proof of concept and start delivering real, measurable value in production. But in order to do so, they need the right approach.

The contact center of the future is built on AI from the ground up. To achieve meaningful ROI, AI can’t be treated as an add-on or an afterthought. An AI-native approach enables a contact center that can scale, listen, understand, and act. It will shift human agents from generalists to specialists, allowing them to focus on empathy, edge cases, and complex problem-solving. Companies that fail to re-architect with AI at the core risk losing costs, operational efficiency, and customer churn.

Let’s examine why traditional contact centers are falling short, and how—with the right approach—AI can transform the contact center as we know it.

Traditional contact centers are unsustainable and lead to missed opportunities

Traditional contact centers are costly, difficult to scale, and largely ineffective at meeting customer needs. As a result, businesses struggle to keep up with demand, facing sky-high operational costs with little to show in terms of customer satisfaction or retention.

The following data points illustrate the problem at hand:

• Phone is still a preferred channel, yet 33%1 of consumers feel frustrated from waiting on hold and repeating themselves to different support representatives, underscoring companies’ inability to scale and provide agents with the information they need to solve problems efficiently.

• Contact centers have a turnover rate of 30-45%2 (and as high as 200%3 in some cases), which negatively impacts service quality, consistency, and training costs.

• Despite record investments in customer experience (CX), consumer perceptions of CX quality have plummeted to an all-time low4—a clear signal that legacy approaches aren’t working.

When done right, AI has the power to transform businesses and deliver meaningful ROI. An AI-native approach is crucial for meeting changing consumer demands, improving CX, and uncovering new business opportunities.

This strategy isn’t just unsustainable—it’s causing businesses to miss out on a huge amount of untapped revenue. Companies are flying blind when the insights of their interactions with customers are not being derived or acted upon at scale. This results in countless missed opportunities to build brand loyalty and turn service into a value driver for the larger business. Companies need to re-architect their contact center around AI to support better business outcomes.

An AI-native approach is critical for driving results

Building the contact center around AI gives it the ability to intelligently listen, understand, and act—not simply route requests. With this approach, customers are greeted by an AI agent that understands their intent, history, and the context of their inquiry immediately. There’s no need for customers to repeat themselves or be needlessly bounced between departments to resolve their issue.

If AI can fix the problem, it does so quickly, and if it can’t, it promptly hands the request off to a human who is already briefed on the situation and ready to help. Follow-ups happen automatically, issues are logged accurately, and the customer feels seen and heard—not just sorted by the system.

This seamless customer-facing experience leads to faster resolution times and lower average handle times across channels, which in turn improves customer satisfaction and net promoter scores. By improving containment rates and reducing cost per interaction (CPI), an AI-architected contact center reduces costs and gives companies the power to scale their operations without adding additional headcount. Furthermore, it increases productivity by reducing the cognitive load on agents, which leads to lower attrition rates.

When done right, AI has the power to transform businesses and deliver meaningful ROI. An AI-native approach is crucial for meeting changing consumer demands, improving CX, and uncovering new business opportunities. The contact center is no longer a cost to manage—it’s a source of untapped value. The organizations that recognize the shift, and act on it with a modern, AI-native foundation, will be the ones positioned to lead.

ASAPP creates AI solutions that solve the toughest problems in customer service. With native AI at their core, our solutions get beyond basic automation to dramatically increase contact center capacity. We offer a range of automation solutions, including an AI agent that autonomously and safely resolves complex customer interactions, over voice or chat. To learn more about ASAPP, visit .asapp.com.

Unpack AI’s Impact on Customer Service with

Dr. Hui Wu-Curtis

Boasting over two decades of leadership in customer contact, Dr. Hui Wu-Curtis brings deep expertise in driving operational excellence and scalable growth. Committed to continuous innovation, she integrates AI into her everyday strategy and empowers fellow leaders to do the same—enhancing efficiency, elevating performance, and future-proofing operations.

Shiwon Oh: How does agentic AI impact the customer contact field differently from generative AI?

Hui Wu-Curtis: Generative AI creates responses, content, and interactions based on input data. It focuses on creativity and output generation rather than decision-making. In contact centers, generative AI enhances chatbots by producing more natural, human-like responses and assisting agents by summarizing calls, drafting responses, and suggesting nextbest actions.

However, AI is moving beyond simple automation. It’s starting to think, plan, and

act independently; that is where agentic AI comes in. Unlike traditional AI, which follows pre-set rules, agentic AI adapts, plans, and interacts autonomously to perform tasks with minimal human intervention. Agentic AI will impact the customer contact center industry in the following ways:

• Integrate multiple systems such as CRMs or databases to resolve inquiries without escalation

• Proactively initiate interactions based on customer behavior (i.e. renewals, loyalty levels, troubleshooting issues before escalations)

• Automate complex workflows, handling customer requests endto-end (i.e. booking appointments, processing refunds, rescheduling appointments)

• Reduce the need for human intervention, improving efficiency and lowering cost

Hence, the evolution of AI has allowed agentic AI to truly leverage all the data collected in CRM and databases and shift contact centers towards autonomous problem-solvers, executing tasks and making decisions to resolve customer issues fully.

SO: What is the biggest misconception about agentic AI, and how can we reshape the narrative?

HWC: The biggest misconception about agentic AI is that it operates with human-like reasoning and autonomy, making it self-sufficient. While the technology can make decisions within predefined constraints, it relies on programmed logic, data inputs, and human-defined objectives. It doesn’t possess conscious intent or creativity like humans. It’s not always right and can make errors based on biased, incomplete information or unexpected scenarios.

And although businesses and executives would love to believe that agentic AI can eliminate human roles, it functions best alongside humans for exception handling, ethical oversight, and quality assurance. Lastly, like many tools, it is still task-specific and constrained by its design.

SO: What is one major use case where AI is revolutionizing digital communications?

HWC: Within the contact center space, one major use case we’re seeing where AI is revolutionizing digital communications is AI-powered real-time language translation. Whether used for language translation or to neutralize accents, it is changing how contact centers can pro-

vide service and support to its global customers through technology vs. geography.

SO: How can leaders leverage AI-assist solutions to enhance both the customer and employee experience?

HWC: Leaders can maximize AI to transform interactions between humans and their tech through several means:

Enhance the Customer Experience (CX)

• AI analyzes customer behavior to deliver tailored recommendations, proactive support, and predictive solutions

• Sentiment analysis detection identifies customer emotions, predicting propensity of interaction to escalate and being proactive with that customer interaction

• AI suggests best communication channels based on customer preferences in an omnichannel environment

• AI facilitates faster, smarter issue resolution

Redefine the Employee Experience (EX)

AI-powered agent assist tools:

• Suggest next-best actions, reducing agent stress and training time

• Automate note-taking during customer i nteractions

• Streamline routine tasks, AI handling administrative burdens, freeing employees for higher-value work

• Reduce burnout and increase job satisfaction by eliminating tedious tasks

• Drive efficient training and coaching sessions

• Analyze performance data to identify skills gaps and suggesting and customizing training

SO: In what ways can AI empower women leaders in their pursuit of continuous growth and advancement?

HWC: Continue to learn and keep your knowledge up to date. You don’t need to be an expert, but seek to understand what it is and how you can integrate

it into your overall IT roadmap. Learn how it can lead to more intelligent decision-making and strategic insights via AI-driven data analytics to equip you to make informed data-backed decisions in business, finance, and strategy,

You can also use AI tools to:

• Provide predictive insights, helping leaders identify trends and opportunities for growth.

• Automate time-consuming tasks, allowing women leaders to focus on high-impact work.

• Streamline your workload to improve efficiency.

• Create personalized branding strategies to refine your content and engagement for LinkedIn, other social media platforms, and overall executive presence.

Shape the Future of Work with Nicole Kyle

Nicole Kyle is the Managing Director and Co-Founder of CMP Research, which offers evidence-based, high-quality advisory services to leading customer contact companies. By using data as a storytelling tool, she provides premier future of work insights for executives looking to future-proof their businesses. Here, she discusses how she aligns her passion with her purpose.

Shiwon Oh: What’s your personal why behind your work? What drives and inspires you?

Nicole Kyle: I think I’m just a very curious person, which works well for research. I have a lot of thoughts and hypotheses, and I’m really driven by the intersections between things. For example, I might explore how AI affects people’s ability to work from home. That’s not always the first thing people think of. Most associate AI with cost efficiency or reduction.

I’m personally more intrigued by the employee experience and how the design of work is evolving. Drawing from my own experiences to explore those intersections and dig deeper into them is something I find really fulfilling.

Even beyond my role at CMP, I’m interested in topics like economics, especially how culture and pop culture influence economies and consumer behavior, particularly among women. Asking meaningful questions around those intersections is incredibly rewarding for me. It’s why I enjoy researching, writing, and exploring them deeper.

SO: Do you think this way of thinking about work culture started after COVID, when remote work became more common, or has it always been something you’ve thought about?

NK: Ever since I entered the workforce— well before COVID—this has been an area of interest for me. I think it started even earlier, growing up with my mom, who’s an entrepreneur and worked from home. So for me, that setup always felt normal. But when I started working, I realized it was actually the exception, not the norm.

Another big influence was a mentor, friend, and former manager of mine. She’s a mom of two boys and made the

decision to go part-time and work remotely. She’s one of the most efficient, brilliant people I know, and now she’s also an entrepreneur. I’ve always been really inspired by her ability to make that choice and still perform at such a high level.

It made me wonder why more people don’t do that. Of course, I understand that it’s not always how the workforce is designed, even for digital roles. But COVID really accelerated the world’s openness to these conversations, and that only deepened my curiosity. It’s something I feel really passionate about researching further.

SO: How have your career experiences influenced your purpose and mission as a researcher?

NK: When I look back on my career so far, curiosity has always been the driving force. You can see it even in my earliest jobs—they were in journalism, reporting, and writing about news or local events. Obviously, that’s very different from researching corporate challenges at CMP. But the core skill set is similar: noticing a problem, finding an angle, and being guided by a central research question.

There’s a lot of overlap. In journalism, we often talk about how the scientific method can be adapted to the journalistic process, and of course, the scientific method is also the foundation of research. So those connections have always made sense to me.

And then there’s storytelling. Stories are how you persuade people, whether it’s a story in journalism or a story you’re telling through research. At CMP, we constantly ask: what’s the narrative here? What story will shift an executive’s mindset and get them to think differently, act differently, or change how their business

operates?

That thread—curiosity paired with storytelling, especially storytelling for change—has really run through everything I’ve done in my career.

SO: How do you bridge your research expertise with your passion for gender equity and storytelling?

NK: It’s been a real honor to research and focus on CX and customer contact. When you look across corporate functions, customer contact, call centers, and CX tend to have stronger gender diversity. There’s often more representation from women, which is really encouraging to see. So it’s been amazing to work so closely with a function that reflects that kind of inclusivity.

There’s another layer I find fascinating. When we look at customer service, especially on the B2C side, it’s pretty widely accepted that women drive the majority of consumer spending in households. So when we’re researching consumer patterns or working to improve the customer experience, I often think to myself, this is exciting because it directly impacts a large proportion of women.

Leading CCW Research has also been a huge learning experience for me. I’ve been fortunate to learn from mentors and leaders, both men and women, but it’s made me reflect a lot on what it means to be a future-of-work researcher and to actually lead a team and business based on those insights. It’s definitely easier said than done. Any consulting or research firm will tell you that putting best practices into action consistently is a real challenge.

But beyond that, I’ve also thought deeply about what it means to lead as a woman. How do I create a workplace or even just

a team environment that’s more equitable? How do I make sure everyone feels heard, that we accommodate different working styles, and that we’re building something inclusive? That’s the meta part of this work—trying to live the values we research—and it’s both challenging and really rewarding.

SO: It’s kind of like you’re learning how to walk the talk. You have this really unique perspective: you’re personally passionate about the future of work, but you also have all these insights from research and from your new Prism product. You’re seeing things from both a personal and a data-driven lens. With that broad view, what do you envision for the future of work for women leaders?

NK: Any time you’re making a business case, whether it’s for a promotion, flexible work, or going part-time, you will need data. Your argument will be much stronger if it’s backed by both quantitative and qualitative evidence. So yes, gather the hard numbers, but also go speak to people who’ve done the role or worked flexibly or remotely. Ask them about their experience, what changes they had to make, and how it played out. That kind of anecdotal insight helps demonstrate not only that something can be done, but that it’s been done successfully before.

I don’t want to reduce women’s leadership challenges down to just working part-time or flexibly, because of course it’s broader than that. But take something like salary negotiation or renegotiating your compensation package—variable comp, for example. Data is still critical there. You can use external sources like Glassdoor and also have real conversations. Even if it’s not someone at your company, talk to someone in a similar role elsewhere. Ask questions like, “How many salary reviews have you had in the last two years?” If they say two, and you’ve had none, that’s a data point you

can use: “I know peers of mine are receiving annual salary reviews, and I haven’t.”

Beyond the data, though, it’s crucial to think about who you’re trying to influence. Who’s sitting across the table? How many layers of approval do they need to go through? What kind of information or framing will give them the confidence to advocate on your behalf? You want to think not only about what they need to hear, but also about what they want to hear. For example, your manager or their boss may need reassurance that you’re committed, that you love the work, or that you’re invested in the company longterm. Or maybe you know they don’t respond well to anything that sounds like a complaint, so that’s a cue to frame things positively wherever possible.

All of this is to say: building a business case is more than just presenting facts. It’s also about tailoring your message and flexing your communication style to make it as compelling as possible to the audience you’re trying to move. That’s not necessarily new advice—but it’s still critical.

SO: In what ways can women leverage data to empower their stories?

NK: As a researcher, I’m essentially in the business of selling data. I sell evidence that supports certain conclusions or drives specific changes. And honestly, I wish more of the world operated close to 100% of the time by following what the data actually suggests. If that were the case, we wouldn’t be seeing DEI programs getting cut. Things would look very different.

But the reality is, a lot of decisions, especially in leadership, aren’t made based on data. They’re driven by inertia, legacy thinking, what’s most comfortable or beneficial for those in power, or just the way things have always been done. It’s

a generalization, of course, and the best leaders don’t operate that way. But still, there are Fortune 500 companies where, if you ask the employees, they’ll tell you, “We don’t make decisions based on data. We make decisions based on what the founder likes, or what the CEO feels is going to work.”

Sometimes that kind of instinctual leadership can lead to visionary breakthroughs, but other times, it doesn’t. So don’t assume that presenting good data will automatically win people over. That’s why it’s so critical to consider the human side of decision-making. Ask yourself: what are the individual incentives in play? What emotions or objections might come up? What matters to the person you’re trying to influence?

We don’t live in a world where the best evidence always carries the day. I wish we did, but until then, we’ve got to meet people where they are, not just where

the data is.

In an ideal world, people would be more willing to make decisions based on evidence. But, as we know, that’s not always the case. The data is clear. There’s no evidence that shows diversity, equity, and inclusion (DEI) harms outcomes. There’s no evidence that DEI contradicts merit or leads to unqualified people being involved in roles. In fact, the data shows the opposite. Yet, despite this, the narrative that DEI is harmful or detrimental is somehow gaining traction.

It’s incredibly frustrating, especially for those of us doing the work to generate that evidence, and to prove that these misconceptions are, in fact, untrue. But the bigger question is, are we getting the necessary support and funding to keep creating this data? It feels like we’re caught in a self-fulfilling cycle, and the more it persists, the scarier it becomes.

Shifting gears here, just to give one best

practice—I’m a creative person, and I write. I understand why AI can be intimidating, especially with the threat of job displacement. I get it. But I encourage everyone, particularly women, to get familiar with AI tools. Start using them, start reading about them, and see how they can make your life more efficient. The more time you free up, the better your quality of life becomes.

When it comes to AI, if your first instinct is to feel threatened, I suggest consciously working against that impulse. Ask yourself: How can I use this tool to improve my work? How can I use it to make my life better? What strengths do I have, like my deep organizational knowledge, that can make our company’s use of AI even better?

I often hear people, including women, say, “I’m not tech-savvy. I don’t know anything about AI.” But AI impacts every aspect of every organization. And that

means that someone familiar with the inner workings of a company has something valuable to contribute. The best deployments of AI tools, whether they’re autonomous agents, generative AI, or conversational tools, are the ones built with input from multiple voices around the table. They go much more smoothly when diverse perspectives contribute to identifying where processes are broken and how to fix them.

If you’re a professional, think about your strengths. What do you know about your company that could improve its experience with workflows and AI? I promise, everyone can add value to how these tools are deployed. The key is embracing it and experimenting with it, rather than running away from it just because it’s intimidating. It’s a valid fear, but AI can be a powerful tool when used correctly.

New York City

The CCWomen Team is thrilled to announce the return of the December Meet Up, exclusive to CCWomen+ Members!

Members are invited to CCWomen’s hometown to share in the unveiling of our billboard in Times Square, dinners and drinks, walks through Central Park, the Christmas Tree in Rockefeller Center, and so much more.

We can’t wait to see you there.

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