Alla Antsis
EDITOR’S LETTER
Champions of Progress and Purpose
DearReaders,
Asindustriestransformatbreakneckspeed,womenleadersrisetothechallenge,breakboundaries, andsetnewstandards.Today’sdynamicwomenleadersarereshapingfieldslikefinance, technology,healthcare,andeducation,leadingthewaytowardamoresustainableandinclusivefuture.
Leadershiptrendsfor2024emphasizepurpose-drivenstrategies,diversity,andmeaningfulcommunityimpact. Theseleadersareintegratingsocialresponsibilityintocoreoperations,prioritizingmentorship,andcultivating inclusiveworkenvironmentsthatvaluewell-beingandinnovation.They’rebuildingalegacythatinspires futuregenerationsbyfosteringpositivechange.
Inthisspecialedition,“The10MostDynamicWomenLeaderstoWatchin2024,”wespotlighttrailblazing womenmakinglastingimpactsacrosssectors.Fromstrategicinnovationtotransformativesocialinitiatives, eachleaderhighlightedhereexemplifiesresilience,dedication,andavisionthatdrivestheirindustryforward.
OurcoverstoryfeaturesAllaAntsis,founderofWBENYC,anorganizationchampioningdiversityand inclusionintheconstructionindustry WBENYCservesasanowner’sadvocateacrossallphasesofa constructionproject—fromplanningandbudgetingtoriskmanagementandqualitycontrol—emphasizing excellenceandaholisticapproach.Alla’sworkreflectshowvisionaryleadershipcandrivereal-worldimpact byblendinginnovationwithoperationalstrength.
AlongsideAlla,weareproudtoshowcaseotherinspiringleaders:DebraCarpenter,recognizedforher achievementsinhealthtechnology;RochelleFriedmanWalk,anadvocateforcommunity-drivenbusiness models;JuliaCarlson,aninfluentialvoiceinfinancialservices;andNanMorrison,celebratedforher contributionstoeducationandeconomicgrowth.Eachofthesewomenembodiesthespiritofempowerment, resilience,andinnovationshapingtomorrow’sworld.
HappyReading!
Tejas Tahmankar Project Editor
PUBLISHER
ARCHANA GHULE
EDITOR-IN-CHIEF
VIKRAM SURYAWANSHI
MANAGING EDITOR
PANKAJ GHOLAP
PROJECT EDITOR
TEJAS TAHMANKAR
PROJECT MANAGERS
CHRIS THOMAS
VINIT SETHIYA
CREATIVE HEAD
SACHIN KHARAT
VISUALIZER
MARK DAVIS
GRAPHIC DESIGNER
HARSHADA MALI
AAKASH MAHAJAN HEAD
HEAD OF OPERATIONS
ROBERT SMITH
RESEARCH ANALYSTS
JAMES ADAMS
ADVERTISING
MARIA SMITH
C o v er S tory
Constructing a New Path – Leadership and Diversity in Focus
KeyPoints
● AllaAntsisfoundedWBENYCtoaddresstheneedforgreaterdiversityandinclusioninthe constructionindustry.
● WBENYCactsastheowner’sadvocatethroughouttheentirelifecycleofaconstruction project—fromconceptionanddesigntoconstructionandprojectcloseout.
● Coreservicesincludeprojectplanning,budgetmanagement,schedulecoordination,riskmitigation, contractnegotiation,andqualitycontrol.
Asanowner’srepresentative,WBENYC
playsacriticalroleinensuringthat projectsalignwiththeowner’svision, budget,andtimeline.AllaAntsisandGulay Ozdemir,Founders,haveredefinedthisrole throughtheirdedicationtobothtechnicalexcellence andthepromotionofdiversitywithintheindustry
Withabackgroundinarchitectureandextensive experienceinmanagingcomplexconstruction projects,Allahasnotonlymasteredthecraftbutalso championedinclusioninanindustrytraditionally dominatedbymen.Herjourneytobecomingan importantplayerintheconstructionsectorismarked byperseveranceandacommitmenttocreating opportunitiesforprofessionalsfrom underrepresentedbackgrounds.
Inthiscoverstory,weexplorehowAlla’s background,leadershipstyle,andcommitmentto diversityareguidingWBENYC’sstepstoward establishingameaningfulpresenceinthe constructionindustry
TheUSALeaders: WBE NYC has established itself as an important player in the construction industry, focusing on diversity and inclusion. Can you share the inspiration behind its founding and what differentiates WBE NYC from others in the field?
Alla:WBENYCwasfoundedtoaddresstheneed forgreaterdiversityandinclusionintheconstruction industry.Whileworkingwithdevelopers,Imet GulayOzdemir,whosharedasimilarvision. Together,welaunchedWBENYC—anowner’s representationfirmcommittedtocreatingaplatform wheretalentedprofessionals,includingwomen,can thriveandmakeameaningfulimpact.Wearealso proudtoholdtheNYCWomanBusinessEnterprise Certification.
AtWBENYC,weactastheowner’sadvocate throughouttheentirelifecycleofaconstruction project—fromconceptionanddesigntoconstruction andprojectcloseout.Theroleisessentialinensuring theprojectalignswiththeowner’svision,budget, andtimeline.
Whatsetsusapartisourdistinctblendoftechnical expertiseacrosslaw,architecture,andconstruction. Wecombinethiswithagilityandinnovative
thinking,whichenablesustospotopportunitiesandresolve challengeseffectively.Wedon’tseeourselvesmerelyasproject managers;wearestrategicpartnersfullyinvestedinourclients’ success.
TheUSALeaders: Given the inherent complexity of construction projects, how does WBE NYC help clients navigate these challenges while ensuring successful outcomes?
Alla:Ourclientstypicallyincludemulti-familyprivateand nonprofitdevelopers,aswellasrealestateinvestorsengagedin renovationsornewconstruction.Theseprojectsinvolve multipleteams,intricateprocesses,andsignificantinvestments. Theirmainchallengesofteninvolvenavigatingregulatory requirements,ensuringcompliance,managingprojectbudgets, resolvingissuesthatariseduringconstruction,andkeepingall teamsalignedwiththeprojectschedule.
AsOwner’sRepresentatives,weprotecttheowner’sinterests byservingasthecentralpointofcontactandcoordinating effortsbetweentheowner,designteam,contractors,andother stakeholders.Ourcoreservicesincludeprojectplanning, budgetmanagement,schedulecoordination,riskmitigation, contractnegotiation,andqualitycontrol.Eachprojectis unique,sowetailorourservicestomeetthespecificneedsof ourclients,ensuringalignmentwiththeirgoalsandvision.
TheUSALeaders: Could you share how your background and experiences shaped your role in owner representation?
Alla:Myjourneybeganwithacourageousescapefromthe oppressiveUSSRin1979.ArrivinginAmericawithlittlemore thanasuitcase,Ifeltadeepcallingtohelpothersachievethe Americandreambybuildinghomes.
IstudiedarchitectureatKievNationalUniversityof ConstructionandArchitecture,whichgavemeastrong foundationinbotharchitectureandengineering.Thiseducation providedmewiththeexpertisetoexcelinthefield.Earlyinmy careerintheU.S.,Ihadtheprivilegeofworkingforseveral world-renownedarchitecturalfirms.Theseexperienceshelped merefinemydesignskillsandexpandmyprofessional network.
Later,IfoundedAntsisDesignInc.,focusingonconsulting servicesforarchitecturalfirmsandofferingowner representationfornon-profitdevelopers.In2013,Ijoineda largegeneralconstructioncompany,whichwasapivotal momentindeepeningmyunderstandingofconstruction complexities.
Success often comes from staying true to your values, being persistent, and continuously learning.
Mycareercontinuedtoprogresswithsomeofthe nation’sleadinghousingrealestatedevelopers, whereItookonmorestrategicroles.Thisallowed metofurtherhonemyexpertiseinowner representation,clientmanagement,and coordinatingmulti-disciplinaryteams.
TheUSALeaders: As the CEO of your company, what does your typical day look like, and how do you balance your responsibilities?
Alla:AstheCEO,myroleinvolvesbalancing variousresponsibilitiestoensurethecompany runssmoothlyandcontinuestogrow.Mydayis dynamic,featuringamixofstrategictasks,such asidentifyingnewbusinessopportunitiesand developingpartnerships,alongsideoverseeing ongoingprojects.Ialsoregularlycheckinwith myteammemberstoprovidesupportand guidance.
Additionally,Iengagedirectlywithclientsto ensureourservicesalignwiththeirexpectations. Balancingtheseresponsibilitiesrequiresthe abilitytoadapttoshiftingprioritieseffectively
TheUSALeaders: How do you measure the success and impact of your services, and can you share a success story that illustrates your approach?
Alla:Wemeasuresuccessbyfocusingonkeyoutcomes suchasprojectdeliveryontimeandwithinbudget, maintainingquality,adheringtoscope,andensuring clientsatisfaction.Someofthemainmetricswetrack includeclientretention,changeordermanagement, safety,andcompliancerecords.
OneofoursuccessstoriesistheAyzaWine& ChocolateBarproject.Wetookonanadvisoryrole duringthepre-constructionphase,collaboratingwith theclient’splanning,design,andconstructionteams. Ourgoalwastofast-tracktherenovationandminimize operationaldowntime.Thisstrategyallowedthe restauranttoretainstaffandlimitrevenuelossduringa challengingperiod.
OurrelationshipwithAyzahasflourishedbeyondthe project’scompletion.Wecontinuetofosterasenseof community,bringingclientstothevenuetoshareinthe successandenjoytheinvitingatmospherewehelped bringtolife.
Ayza Wine & Chocolate Bar project
Cover Story
‘‘
The construction industry thrives on fresh perspectives and innovative thinking. Take risks, advocate for your ideas, and remember that your unique voice is valuable.
TheUSALeaders: What challenges have you faced as a woman in a male-dominated industry, and how have those experiences shaped your leadership?
Alla:Foundingmyfirmhasbeenoneofthemostrewarding challengesofmycareer.Asawomaninamale-dominated industry,Ihadtoovercomebiasesandworkhardtoestablish credibility.However,byconsistentlydeliveringexceptional results,Ibuiltareputationthathelpeddispelinitialskepticism.
Whilefindingfemalementorswaschallenging,Iactively soughtoutsupportivenetworksandcommunities.One significantmomentcamein2018whenIwasinvitedtoserve asapanelistatCUNYLawSchool.There,Idiscussedhow legislationcanadvancediversityinconstruction.These experienceshavestrengthenedmycommitmenttofosteringa moresupportiveenvironmentforwomenintheindustry
Throughoutmycareer,I’veremaineddedicatedtocontinuous learningthroughprofessionaldevelopmentandcertifications. Eachchallengeandsuccesshascontributedtomygrowthasa leaderandaprofessional.
TheUSALeaders: How do you maintain a healthy work-life balance in such a demanding industry?
Alla:Maintainingahealthywork-lifebalanceisessentialfor success,especiallyinconstruction.Forme,it’sabout managingtime,settingboundaries,andbeingintentionalwith personalmoments.
Irechargebystayinggrounded,spendingqualitytimewith lovedones,andnurturingmypassions.Travelhelpsme disconnectfromthefastpacewhilestayingactivesupports
mentalclarityandhealth.Paintingcoursesatthe ArtStudentsLeagueenrichmyperspectiveand fuelcreativity,whichIbringtoeverythingIdo.
TheUSALeaders: What are WBE NYC’s future goals and how do you plan to achieve them?
Alla:Weareexcitedabouttheopportunities aheadandlookforwardtothenextchapterfor WBENYC.Ourfuturegoalscenteronpurposeful growth,innovation,andmaintainingexcellencein deliveringvaluetoourclientsandthe communitiesweserve.Weaimtoexpandboth geographicallyandintherangeofserviceswe offer
Moreover,wearepositioningourselvestoprovide specializedexpertiseinenergy-efficientdesign, sustainableconstructionpractices,andgreen certifications.Bypartneringwithsustainability experts,weaimtoguideclientsthroughthese complexareas.
TheUSALeaders: What key message would you like to share with those aspiring to make an impact in the construction industry?
Alla:IfIcouldleaveonekeymessage,itwould betheimportanceofperseverance,vision,and embracingdiversity.Successoftencomesfrom stayingtruetoyourvalues,beingpersistent,and continuouslylearning.
Forthoselookingtomakeanimpact,Iencourage youtoembracechallengesasopportunitiesfor growth.Theconstructionindustrythrivesonfresh perspectivesandinnovativethinking.Takerisks, advocateforyourideas,andrememberthatyour uniquevoiceisvaluable.
Forwomen,yourpresenceispowerfuland essential.Don’tletbarrierslimityourpotential. Supportoneanother Together,wecancreatea moreinclusiveandequitablefuture.
Edith Hamilton www.nextnewgrowth.com
Alla Antsis www.wbe.nyc Holly Singer www.milkjar.ca
Julia Carlson www.financialfreedomwmg.com
www.pointtakenpr.com
Mirella Hansen www.coop.dk
Rochelle Friedman Walk www.aegislaw.com Debra Carpenter www.tsh.org Nan Morrison www.councilforeconed.org
Barreira www.publicissapient.com
Chief Information Officer
DEBRA
CARPENTER
WhenDebraCarpentersteppedintotherole
ofChiefInformationOfficeratTriState Health,shewasn’tmerelyfillinga seat—shewasrethinkingtheroleoftechnologyin healthcare.Withapowerfulblendofexperience,strategy, anddeepcommitmenttopatientsafety,Debraisn’tjust leadingTriStateHealth’sITdepartment;she’sreshaping it.Herjourneythroughhealthcaretechnologyhasbeen anythingbuttypical,andherrelentlessdrivetoinnovate hashelpedpositionTriStateHealthasaleaderindigital healthcare.
Inthecompetitiveworldofhealthcaretechnology, Debra’scareerstandsoutasanexampleofhow innovation,vision,andawillingnesstochallengethe statusquocanfundamentallyimprovepatientcare.Here’s howDebraCarpenter,oneofthetoppioneersinthe fintechspace,hasleveragedherexperienceandskillsto bringalastingimpacttoTriStateHealth.
AnUnconventionalPathtoHealthcareITLeadership
Debra’scareerdidn’tstartinaflashytechcompanyora high-poweredhospital;itbeganwithahumbleroleasa computerprogrammerataBlueCross/BlueShieldplan. Butfromdayone,Debra’sapproachtotechnologywas anythingbutordinary.Hertrajectorywithinthe organization—fromprojectmanagertoOracledatabase administratoranddataarchitect—allowedhertolearnthe intricaciesofhealthcarefrommultipleangles.Asher expertisedeepened,herresponsibilitiesexpanded,guiding hertoaroleina145-bedhospitalasanITpharmacy analyst,andthenasadirector,whereshebeganher journeyintohealthcareITleadership.
Debra’sapproachhasalwaysbeenstrategic:leveraging everyrole,andeveryresponsibilitytodeepenher understandingofpatientsafetyandoperationalefficiency
The CIO Driving a Health-Tech
Revolution at TriState Health
EarningaMaster’sinOrganizationalLeadershipfrom GonzagaUniversity,followedbyaPh.D.inLeadership, Debrapursuededucationasapathwaytoimpact.Her studiesweren'tanacademicexercise—theydirectly fueledherapproachtoleadershipandproblem-solving.
BreakingBarriersandOvercomingSetbacks
Debra’sjourneyhasn’tbeenwithoutchallenges.In 2019,shereceivedabreastcancerdiagnosisthatwould havesidelinedmostpeople.Multiplesurgeriesand weeksofradiationwerechallengingenough;butthen, duringmedicalleave,herpositionwaseliminated. Facingpersonalandprofessionalsetbacks,Debra refusedtobackdown.Shefoundanopportunitywith CroweHealthcareRiskConsultingthatallowedherto workremotely,givinghertheflexibilitytorecover whilecontinuingtocontributetotheindustry.
ButwhentheopportunityarosetostepinasCIOat TriStateHealth,Debrasawthechancetomakealasting impactonalargerscale.Hercomebackstory underscoresherresilience,aqualityshebringsinto everyprojectatTriStateHealth.Debra’sstoryisn’tjust oneofperseverance;it'soneofunwaveringdedication tohealthcareimprovement.
SettingtheStandardforHealth-TechInnovation
AtTriStateHealth,Debra’sstrategyisbothsimpleand groundbreaking:placepatientsafetyanddatasecurity atthecoreofeveryinitiative.Inaworldwhere healthcarebreachesarerising,hereffortstoimplement advancedencryptionandcomprehensivestafftraining ondataprivacyarebothproactiveandessential. Debra’sfocusisclear—ensureeverypatient’s informationremainssecurewhiledeliveringthehighest qualityofcare.
Debra’scommitmenttoLeanSixSigmapracticesisalso helpingTriStateHealthstandardizeitsprocesses,aimingfor greateroperationalefficiencyandpatientsafety.Forher,Six Sigmaisn’tjustabuzzword;it’satoolkitsheusestodrive continuousimprovementwithinherteam.Inanindustrywhere everysecondcounts,DebraisoptimizingTriStateHealth’sIT infrastructuretominimizeerrorsandenhanceproductivity.Her attentiontodetailandstructuredapproachtoproblem-solving makeheradrivingforceforTriStateHealth’ssuccess.
BuildingaCultureofInnovationandAccountability
Leadershipisaboutmorethansettingstrategies—it’sabout buildingateamthatbelievesinacommonpurpose.Debrahas investedheavilyindevelopingacultureofinnovationwithin herITdepartment.She’snotonlyimplementingtechnologies butcreatingateamthat’senthusiasticaboutusingthemtopush boundaries.Debra’svisionforTriStateHealth’sITdepartment goesbeyondday-to-dayoperations;sheaimstocreatealegacy ofinnovationandcontinuousimprovement.
Abigpartofthatvisionisbuildingaccountability.Debra’steam understandsthateverytask,nomatterhowsmall,hasadirect
impactonpatientoutcomes.Throughrigoroustraining andafocusontransparency,shehasbuiltateamthat’s committedtoexcellence.Whetherit’sconducting regularsecurityauditsordevelopingpatient-centric digitaltools,Debra’sleadershipstyleisdirectand effective.
EmbracingNewTechnologiesinaData-Driven World
Debraisattheforefrontofthehealthcareindustry’s adoptionofartificialintelligenceandmachinelearning. Whilemanyorganizationsareonlybeginningtoexplore thesetechnologies,Debra’steamatTriStateHealthis alreadyimplementingpilotprogramstoseehowAIcan enhancediagnosticaccuracyandstreamline administrativetasks.Frompredictivealgorithmsthat helpanticipatepatientneedstoAI-drivenanalyticsthat identifyoperationalinefficiencies,Debraisbuildinga tech-forwardhealthcareenvironment.
TriStateHealth’sITstrategyiscenteredonscalability, ensuringtheinfrastructurecanaccommodatethe
exponentialgrowthinhealthcaredata.Debrabelieves thatthefutureofhealthcareliesindata,andshe’s settingupsystemstohandletheloadwhileensuring compliancewithregulationslikeHIPAA.
BridgingHealthcareandTechnologyforthe Community
Debra’seffortsdon’tstopattheorganizationallevel;her visionextendstocommunityhealth.Throughtelehealth initiatives,TriStateHealthprovidesaccesstoquality healthcareservicesinremoteareas.Patientswhowould otherwisehavetotravelcannowaccessconsultations fromthecomfortoftheirhomes.Byofferingvirtual appointments,Debraisenhancingaccessibilityand helpingtheorganizationbetterservethelocal community.
CommunityHealthNeedsAssessments(CHNA)is anotherprojectthatshowcasesDebra’sdedicationto usingtechnologyforpublichealth.CHNAinitiatives analyzelocalhealthchallenges,allowingTriState Healthtoadaptitsservicesbasedonactualcommunity
needs.Thisdata-drivenapproachnotonlyaligns TriStateHealth’sresourceswithcommunityhealth prioritiesbutalsodemonstratesthepotentialfor technologytofostermeaningfulchange.
LookingForward:TheFutureofHealth-Techat TriState
Debraseestheintegrationofbehavioralhealthservices withinprimarycareasapivotalstepinenhancing communityhealth.Byincorporatingmentalhealth resourcesintotheirfamilypractices,TriStateHealth providescomprehensivecareforphysicalandmental well-being.It’savisionthat’sprogressiveand responsive,andunderDebra’sguidance,TriStateHealth issettinganewstandardincommunityhealthcare.
However,Debra’sinfluencedoesn’tendthere.Asshe lookstothefuture,she’sexploringhowcutting-edge technologieslikevirtualandaugmentedrealitycould reshapemedicaltraining,givinghealthcare professionalsimmersive,hands-onexperiencesthat improvetheirskills.ForDebra,everytechnological advancementrepresentsanopportunitytoimprove patientoutcomesandelevatehealthcarestandards.
APioneer’sApproachtoHealthcareIT
Inanerawhendatabreaches,complianceissues,and rapidlyevolvingtecharethenorm,Debra’sleadership hasbroughtstabilityandprogresstoTriStateHealth. HerworkinhealthcareITisn'tjustaboutadoptingthe latesttrends;it’saboutusingthosetrendstocreate tangibleimprovementsinpatientcare.Fromherunique approachtoEHRoptimizationtohercommitmentto patient-centereddigitaltools,Debraispavingtheway foramoresecure,accessible,andeffectivehealthcare system.
FinalThoughts
DebraCarpenter’sleadershipisproofthattechnologyin healthcareisaboutmorethanjustsystemsandsoftware. It’saboutmakingchoicesthatgenuinelyimprovelives, settingprioritiesthatreflectacommitmenttopatient well-being,andcreatingateamculturethatvalues innovationasatoolforpositivechange.Asaleaderin healthcareIT,Debraisn’tjustaheadofthecurve—she’s definingit.Asshecontinuestodrivechange,onething isclear:TriStateHealth,withDebraatthehelm,isa modelforthefutureofhealthcaretechnology
AMAZON LEADERSHIP PRINCIPLES 10
to Build a Thriving Company Culture
Doyoudreamofleadingateamthatconsistently
deliversresultsandpushesboundaries? Are youcuriousaboutthesecretsbehindthe successofcompanieslikeAmazon? Ifso,thenAmazon leadershipprinciplesaretreasureguideswaitingforyouto explore.
Havingsaidthat,by2030,Amazon’smarketcapitalization mightbeapproximately$2.5trillion.Amazonisknown foritsfocusoninnovationandcustomerobsession.But whataboutthepeoplebehindthescenes?Theirsuccess hingesonastrongsetofleadershipprinciples.Thus, you’lldiscoverdifferentconceptsofthecompanythatcan beappliedanywhere,fromtheofficetoyourprojects.
Inthisblog,we’llexploretheAmazonleadership principlesthatwillhelpyouachievelastingsuccess.So, let’sbegin!
1. SuccessandScaleBringBroadResponsibility
ThisisoneofthecoreAmazonleadershipprinciplesthat encourageemployeestoservicebettertoitscustomers, employees,andpartners.Theyacknowledgetheycan makemistakes,andthatstayinghumbleiscrucialfor learningandimproving.
Beyondthat,thisprincipleisabouttreatingyour employeesfairly,sourcingingredientsresponsibly,and maybeevenstartingacommunitygardentogiveback.It’s aboutusingyoursuccesstocreateapositiverippleeffect.
Amazon’smaingoalistomotivatethenextgenerationof leaderswhocanchangetheworld.Theyalsounderstand theirpositiveimpactontheenvironment,communities, andfuturegenerations.Asaresult,theysupportusing theirauthorityandassetstobringoutconstructivechange.
2. Ownership
InAmazonleadershipprinciples,ownershipmeanstaking initiativeandresponsibility.Theymakedecisionsthat benefitthecompanyinthelongrun.Thismeansavoiding shortcutsordecisionsthatcouldnegativelyimpactthe company’sgrowth.
Importantly,Amazon’semployeesrepresentthecompany asawhole.Thishelpsinprovidingaresolutiontoanissue inadifferentdivisionthataffectstheentirebusiness. Thus,it’saboutbeingproactiveinmakingthingsgo smoothly,notaboutmicromanagingotherindividuals.
Forinstance,ifyouownedarestaurant,youwouldn’t justfocusonyourassignedtask.Moreover,you’dcare aboutanotherdepartment’sresponsibilitybecauseit impactstheoverallcustomerexperience.Likewise, givingownershiptoyouremployerswillhavea significantimpactonthegrowthofyourbusiness.
3. InventandSimplify
Amazonencouragesbothinventionandsimplification andfostersadynamicworkenvironment.Bossesat Amazondon’tjustwantyoutofolloworders.Theywant youtotalktocustomers,readindustryblogs,andbe opentoinspirationfromunexpectedplacesfor improvements.
Furthermore,thisprincipleencouragesemployeesto constantlylookforwaystostreamlineprocessesand makethingseasiertounderstandanduse.Thisappliesto everythingfromcomplexalgorithmstointernal workflows.
Likewise,byembracingbothinventionand simplification,youcanapproachchallengeswithafresh perspectiveandfindsolutions.Moreover,Amazonstays aheadofthecurveandavoidsgettingstuckinitswaysby constantlylookingfornewideas.
4. AreRight,ALot
ThisAmazonleadershipprinciplefostersacultureof smartdecision-makingandcontinuouslearning.Leaders arerightalot,butnotalwaysright.Theymakewellinformeddecisionsbasedondataandexperience. However,eventhebestleadersgetthingswrong sometimes.
Italsohighlightsthevalueofseekingfeedbackfrom otherstohelpthecompanyidentifyblindspotsand improvemakingchoices.Moreover,greatleadersutilize theirownexperiencewhilebeingopentolearningand adapting.Thus,itbalancesbetweentrustingyourselfand beingopentonewinformation.
Forexample,you’replanningacampingtrip.Youthink, youknowthebestcampsite,butyourfriendsuggests anotherspotwithbetterviews.Aleaderwhois“Right,A Lot”mightdismisstheidea.Butatrueleaderwould listen,seethepictures,andmaybeevencheckitout. Consequently,theymightendupwithawaybetter campingexperience.
5. HireandDeveloptheBest
Amazon’s“HireandDeveloptheBest”leadershipprinciple includesbuildingahigh-performingteam.Itprioritizesattracting exceptionaltalentandnurturingtheirgrowth.Thisallowsthem topursuetheirpassionsandcontributetheirskillswherethey're mostvaluable,fosteringadynamicandadaptableteam.
Inaddition,itemphasizesconstantlyraisingthebarwhen recruiting,whichalignswithAmazonleadershipprinciples. Leaderswhoembracethisphilosophyactivelyseekoutthebest peoplepossible,pushingtheoverallperformanceoftheteam everhigher.
Importantly,theyrecognizethattalentneedsongoingsupportto thrive.Thismightinvolvecoaching,mentorshipprograms,or opportunitiestolearnnewskills.Byhelpingpeopledevelop, theybecomeevenmorevaluableassets.
6. DeliverResults
GreatleadersunderstandtheAmazonleadershipprinciplesof whatdrivessuccessintheirbusiness.Theyidentifythemetrics thatmatterandsetcleargoals.Thiscouldbeanythingfromontimedeliveryratesforamanufacturingcompanytocustomer satisfactionscoresforaretailstore.
Inaddition,deliveringhigh-qualityworkis essentialforbuildingtrustandcustomer loyalty.Leaderswhocanconsistentlydeliver ontimedemonstratereliabilityandkeep projectsmovingforward.Theyconstantlyseek improvementandpushthemselvesandtheir teamstoachieveevengreaterresults.
However,thingsdon’talwaysgoaccordingto plan.Setbacksandunforeseenchallengesare inevitable.Greatleadersrisetotheoccasionby stayingcalm,assessingthesituation,and findingsolutionstogetbackontrack.By followingtheDeliverResultsprinciple,you canbecomealeaderwhogetsthingsdone, achievesgoals,andinspiresotherstodothe same.
7. ObsessOverCustomers,NotCompetitors
ThecoreofAmazon’sCustomerObsession principleistoplacethecustomerfirstand foremost.Theyfocusedonunderstanding clientsratherthantheircompetitors.Thus,this customerfocusisaboutbuildinglong-term loyalty
Beyondthat,theyworkvigorouslytoearn andkeepcustomertrust,whichconnects withtheAmazonleadershipprinciplesof CustomerObsession.Itinvolvesholding theirword,respondingquicklytoissues, andexceedingtosatisfyclients.Assuch, theyestablishtrustasacontinuousprocess toprosper.
Aboveall,youcanattempttomeetyour customers’expectationsbyplacing yourselfintheirposition.Whataretheir needsandhowcanyouexceedtheir expectations?Don'tgetboggeddownby whatthecompetitionisdoing,focuson creatinganamazingcustomerexperience.
8. HaveBackbone;Disagreeand Commit
ThisprinciplereflectsAmazonleadership principlesofstrikingabalancebetween healthydebate,conviction,andteamwork. Strongteamsneedleaderswhoarewilling tochallengethestatusquo,butwhocan alsounifybehindacommongoal.
Additionally,theprinciplealsoencourages healthydebate.Theybelieveintheirideas andarewillingtofightforthem.But tenacitydoesn’tmeanstubbornness.Be opentoconsideringotherviewpoints,but bepersistentinadvocatingforwhatyou believeisright.
Sometimesit’stemptingtojustagreewith themajority,evenifyouhavereservations. Thisprinciplediscouragesthat.Don’tbe afraidtobethedissentingvoiceifyou trulybelievethedecisioniswrong.Agood leaderwouldratherhaveahealthydebate thanaroomfullof“yesmen.”
9. Frugality
Frugalityisamongthecoreleadership principlesatAmazon.It’saboutgettingthe mostoutofwhatyouhave,andnot wastingresources.Thismeansfocusingon efficiencyandmaximizingthevalueof everythingyouhave.
Moreover,itencouragesresourcefulness.Whenfacedwithlimitations, frugalleadersfindcreativesolutions.Theyseeconstraintsasopportunities toinnovateanddevelopnew,moreefficientwaysofdoingthings.Assuch, itembodiestheAmazonleadershipprinciplesof“DoMoreWithLess.”
Beyondthat,Frugalityisaboutvalue.It’saboutmakingsmartchoicesthat deliverthebiggestbangforyourbuck.Thisappliestoeverythingfrom budgetstotimemanagement.Bybeingfrugal,youcanachievemorewith lessandbecomeamasterofmaximizingyourresources.
10. BiasforAction
AmongtheAmazonleadershipprinciples,“BiasforAction,”prioritizes speedanddecisiveness.Theybelievethattakingaction,evenifimperfect, isbetterthanwaitingfortheidealplan.Thisprinciplealsoencouragesa fast-pacedenvironmentwherelearninghappensthroughdoing.
However,itdoesn’tadvocateforrecklessness.Instead,itpromotes calculatedrisksandexperimentation.Bytestingnewideasandlearning fromtheresults,teamscandiscoverinnovativesolutionsandstayaheadof thecurve.
Lastly,itencouragestakingownershipandmakingchoices,evenwhen facedwithuncertainty.It’saboutfavoringdecisiveactionoveranalysis paralysis.Bytakingactionandlearningfromtheresults,teamscanadapt andimprovemoreeffectively.
FinalThoughts
WeexploredtheAmazonleadershipprinciplesandlearnedinsightsfor buildingathrivingteam. Byreflectingtheseprincipleslike“Frugality” and“BiasforAction,”youcanfosteracultureofinnovationand adaptability.Moreover,embracingthe“DisagreeandCommit”willfoster strongteams,while“Ownership”empowersindividualsandwilldrive results.
Aboveall,areyoureadytotakeyourleadershiptothenextlevel?How canyoustartimplementingtheseideastoday?Thepossibilitiesare endless,andtheanswerliesinyou.Thanksforreading!
JULIA CARLSON
Crafting Financial Freedom from the Ground Up
JuliaCarlson
,FounderandCEOof FinancialFreedomWealthManagement Group,hasspentyearsonamissionto makefinancialfreedomachievableforanyone willingtoputinthework.Shestartedwithavision, limitedexperience,andthegutstoenteramaledominatedindustry.Herpathhasbeenatestamentto whatittakestobuildasuccessful,client-focused financialplanningfirmthatchallengesconventional industrynorms.
TheDrivebehindFinancialFreedom
JuliaCarlson’spassionforfinanceandbusinesswas clearfromayoungage.Evenasachild,shesetup lemonadestandsandransmallventures,drivenby theexcitementofmakingmoneyandmanagingher ownbusiness.Thisentrepreneurialspiritfollowed herintoadulthood.Whenshewasjust19,she marriedandmovedtotheOregonCoast,whereshe quicklydiscoveredthebarriersthatlimitedher careergrowthintraditionalbanking.Shehitthe “glassceiling”withinfouryearsofworkingata bank.At23,shedecidedtocarveoutherownpath byfoundingtheFinancialFreedomWealth ManagementGroup.
Juliadidn’tlaunchhercompanywithasetclientele orabig-namereputation.Instead,shetooka methodicalapproach,buildingtrustandcredibility clientbyclient.Shefoundthatclientsvaluedher focusoncreatingfinancialindependenceandher holisticapproachtomoneymanagement.Inan industrywherethedemographicswereagainsther, Juliareliedonresilienceandagrowth-oriented mindsettobuildherconfidenceandearnherclient’s trust.
TakingFinancialFreedombeyondtheBasics
FinancialFreedomWealthManagementGroupgrew steadilyunderJulia’sleadership.Herfirmstandsoutnot onlybecauseoftheresultsitbringsbutalsoduetoJulia’s foundationalprinciples.Financialfreedom,forher,isnot justaboutwealth;it’sabouthelpingclientsachievealifeof autonomy,purpose,andbalance.
Juliaandherteamspecializeincreatingcustomized financialstrategiesforadiverserangeof clients—individuals,families,businessowners,and entrepreneurs.Throughservicessuchaswealthplanning, taxreductionstrategies,andbusinessexitplanning, FinancialFreedomfocusesonlong-termresults.“Wecare deeplyaboutourclients’financiallives,”Juliaexplains, “andwebelieveintreatingpeoplewithrespect,never compromisingintegrity,andtrulydelightingclients.”
Oneofthefirm’suniqueaspectsisthecollaborative,teamdrivenenvironmentthatJuliahascarefullycultivated.As herbusinessexpanded,Juliarecognizedtheimportanceof hiringateamwithdiverseskillsandinsights,creatingafirm thatcouldserveclientscomprehensively.“Stayinginmy strengthsandhiringformyweaknessesallowedtheteamto operateatitsbest,”shesays.
ScalingtheVision
Inthepastfiveyears,FinancialFreedomhasseenan averageannualrevenuegrowthof26%,withtheteam doublinginsize.Julia’svisionforthecompanyisn’tmerely aboutincreasingprofitsormarketshare;it’sabout meaningful,sustainablegrowthalignedwiththecompany’s corevalues.FinancialFreedomisnowexploring acquisitionsthatalignwithitsmission,aimingtocreatea nationalpresenceandserveclientsacrossthecountry
Founder and CEO
AttheheartofJulia’scompanycultureareregularteam retreatsandevents.Thesesessionsaren’tjustfor relaxation;theyarefoundationalforbuildingunity, clarifyingprinciples,andkeepingtheteamalignedwith thecompany’smission.Julia’sleadershipextends beyondtheoffice;herfocusonholisticwell-beingand personalgrowthisembeddedinthewayFinancial Freedomoperates.
NavigatingChallengeswithPersistenceandPurpose
Buildingafirmfromscratchinamale-dominatedfield broughtuniquechallenges.Inherearlyyears,Julia struggledwiththefeelingthatshehadto“fitin”togain acceptance.Butovertime,shelearnedtoshedthis mindset,allowingherauthenticleadershipstyleto shine.Julia'sjourneyintheindustrydemanded resilienceandcourage,especiallyasshefacedfrequent rejectionsandskepticism.However,each“no”only reinforcedherdetermination.Throughpersistence,Julia hastransformedFinancialFreedomWealth ManagementGroupintoatrustedbrandwithclients across29states.
Herleadershipisn’tjustaboutsteeringthefirm’sgrowth butalsoaboutinfluencingtheindustrywithhervision ofinclusivityanddiversity Asafrequentspeaker,Julia sharesherstory,inspiringotherwomenentrepreneursto breakbarriersandpursuetheirambitions unapologetically.“Ilearnedtolivefreefromthe judgmentofothers,ridmyselfofscarcitythinking,and instead,builtabusinessaroundmyvision,”Julia reflects.
Julia’sRoleinShapingClient-CenteredFinancial Planning
AsCEO,JuliaCarlsonplaysadualrole.Sheisbotha visionaryandanactiveparticipantinstrategicclient planning.Herresponsibilitiesincludeguidingclients throughcomplexprocesseslikebusinessexitplanning, advancedestateplanning,andtaxstrategy.Juliaknows thateachclientrequirespersonalizedattentionanda planalignedwiththeiruniquegoalsandchallenges.She hascreatedanicheforthefirmbyfocusingonvalues, purpose,andpersonalgrowthasessentialcomponents offinancialplanning.
Julia’seffortstoprioritizeherclients’well-beinghave setherfirmapart.ClientsrelyonFinancialFreedomfor morethanjustinvestmentadvice—theycometoJulia’s
teamforholisticstrategiesthatencompasstheirentire financiallives,fromplanningforchildren’seducationto structuringeffectivewealthtransferplans.
BuildingaLegacyofFreedomandImpact
JuliaCarlson’ssuccessstorygoesbeyondherfinancial achievements.Sheisamotherofthree,athoughtleaderin thefinancialplanningindustry,andasought-afterspeaker. Hermessageresonateswiththosewhoseeknotonly financialwealthbuttheabilitytoshapetheirlives independently.Julia’sfavoritequestionforclients—“What doesfreedommeantoyou?”—reflectsherphilosophy.For her,financialfreedomisabouttheabilitytochoosehowto liveandworkandtobuildmeaningfulrelationshipsand communities.
FinancialFreedomWealthManagementGroup’sexpansion acrosstheU.S.signifiesacontinuedcommitmenttoJulia’s vision.Juliaplanstomakeherfirmanationallyrecognized brandwhilemaintainingthepersonaltouchthathasbeen centraltohersuccess.Thecompany’smarketingstrategy includesbothorganicreferralsandadigitalplatformthat broadensFinancialFreedom’sreach.
ForJulia,financialfreedomisnotmerelyapersonal accomplishment;it’samovementsheispassionateabout spreading.Shebelievesthateveryonedeservestoliveon theirterms,freefromfinancialconstraints,andshe’s committedtohelpingothersrealizethatgoal.
AMessagetoAspiringEntrepreneurs
JuliaCarlsonunderstandsthatachievingfinancialfreedom isn’tanovernighttransformation;it’sajourney.Heradvice foraspiringentrepreneursreflectsherownexperience:stay truetoyourvision,pushthroughchallenges,anddon’tlet others’judgmentsdefineyourpath.Julia’sstoryisproof thatwithresilience,astrongvision,andtherightteam,it’s possibletobuildathrivingbusinessthatpositivelyimpacts lives.
AsFinancialFreedomWealthManagementGroup continuesitsupwardtrajectory,Juliaremainsfocusedon heroriginalmission:empoweringindividualstofind financialfreedom.Herlegacyextendsbeyondthesuccess ofherfirm;it’swovenintothelivesoftheclientswhotrust herguidanceandtheteammemberswhosharehervision. JuliaCarlsonisnotjustleadingafinancialplanningfirm; she’sinspiringagenerationtopursuefinancial independenceandpurpose-drivenlives.
How to Unleash the Power of A PSYCHOLOGICALLY SAFE WORKPLACE A PSYCHOLOGICALLY SAFE WORKPLACE
Apsychologicallysafeworkplaceisatermthathasgained
significantattentioninrecentyearsduetoitscrucialrole infosteringemployeewell-being,productivity,and overallorganizationalsuccess.Itreferstoaworkenvironment whereindividualsfeelcomfortableandsecureenoughtoexpress theirthoughts,ideas,andconcernswithoutfearofjudgment, reprisal,ornegativeconsequences.Suchaworkplacecultivatesa cultureoftrust,respect,andopencommunication,allowing employeestobringtheirauthenticselvestoworkandcollaborate effectively.Itssignificanceintoday’sprofessionallandscapeand thebenefitsitcanbringtoemployeesandorganizations.
psychologicalsafetywere50%more likelytoreportfeelinghappyintheir workenvironment.Furthermore,they were45%lesslikelytoreportburnout.
● Findingsfromasurveyconductedbythe WorldEconomicForumin2020indicated thatorganizationswithhighlevelsof psychologicalsafetywere2.5timesmore likelytoreporttheachievementoftheir businessobjectives.
WhatisaPsychologicallySafeWorkplace?
Itisthebeliefthatindividualswon’tbepunishedorhumiliated forspeakingupwithideas,questions,concerns,ormistakes.It fostersanenvironmentwherepeoplecanbrainstorm,voicehalffinishedthoughts,challengethestatusquo,andworkthrough disagreements.Whenpresentintheworkplace,psychological safetyallowsindividualstobringtheirauthenticselves,leading tobettercollaborationandinnovation.
Asperthestudy,nearly300leadersover2.5yearsrevealedthat teamswithhighpsychologicalsafetyreportedhigher performancelevelsandlowerinterpersonalconflicts.Particularly forseniorleadershipteams,thereweresignificantdifferencesin perceivedlevelsofpsychologicalsafety,with62%ofteams demonstratingvariability Thisvariabilityhinderstheexpression ofinnovativeideas,limitsproblem-solving,andpreventsteams fromreachingtheirfullpotential.
Whyisitimportant?
Apsychologicallysafeworkplaceisessentialforefficientand effectivebusinessoperations.Withoutit,employeeswon’ttrust theiremployer,negativelyimpactingtheentireorganization. Encouragingopencommunicationandpsychologicalsafety includesvaluingwork-lifebalancethatmakesemployeesfeel secure.Encouragingauthenticityandprioritizingthe organization’swell-beingcanleadtolong-termsuccessas employeesbecomemoreinvestedinitssuccess.
● Accordingtoasurveyconductedin2018bythe HarvardBusinessReview,organizationscharacterized byelevatedlevelsofpsychologicalsafetyexhibiteda 1.7-foldincreaseinemployeeengagementanda1.4-fold increaseinemployeeproductivitycomparedto organizationswithlowlevelsofpsychologicalsafety
● In2019,theUniversityofPennsylvaniaconducteda studythatdiscoveredemployeeswhoexperienced
● Furthermore,astudyconductedin2021 bytheUniversityofCalifornia,Berkeley, revealedthatemployeeswhofelt psychologicallysafewere57%more inclinedtoremainwiththeirorganization foratleastthreeyears.
6SignsYourWorkplaceIsPsychologically Unsafe
Ifyouareuncertainwhetheryourworkplaceis providingapsychologicallysafeenvironment, therearesomewarningsignsyoushouldbeaware of:
1. Peopledon’tfeelcomfortabletaking risksormakingmistakes.
● AstudybyGooglefoundthatteamswith ahighlevelofpsychologicalsafetywere 1.5timesmorelikelytobeinnovative.
● AnotherstudybytheUniversityof Pennsylvaniafoundthatemployeeswho feltsafetakingriskswerelikeliertobe engagedintheirworkandreportedhigher jobsatisfaction.
2. Employeesrefrainfromspeakingupor sharingideas.
● AsurveybyWorkplaceOptionsfound that65%ofemployeesareafraidtospeak upatwork.
● AnothersurveybytheSocietyfor HumanResourceManagementfound that40%ofemployeeshaveleftajob becauseofalackofcommunication.
3. There’salotofgossipandbackstabbing.
● AstudybytheUniversityofCalifornia,Berkeley foundthatgossipcanleadtodecreased productivity,increasedstress,andevenhealth problems.
● AnotherstudybytheUniversityofMichigan foundthatemployeesexposedtogossiparemore likelytoexperienceanxietyanddepression.
4. There’salotofturnovers.
● ASocietyforHumanResourceManagement studyfoundthattheaveragecostofreplacingan employeeis1.5timestheirannualsalary
● AnotherstudybytheAberdeenGroupfoundthat companieswithhighturnoverratesare2.5times morelikelytoexperiencefinanciallosses.
5. Employeesarestressedandanxious.
● AstudybytheAmericanPsychological Associationfoundthat70%ofemployeesreport feelingstressedatwork.
● AnotherNationalInstituteforOccupational SafetyandHealthstudyfoundthatwork-related stresscanleadtovarioushealthproblems, includingheartdisease,highbloodpressure,and depression.
6. Employeesarelessproductive.
● AstudybytheUniversityofWarwickfoundthat happyemployeesare12%moreproductivethan unhappyemployees.
● AnotherstudybytheUniversityofCalifornia, Berkeleyfoundthatemployeeswhofeel supportedatworkaremorelikelytobeengaged intheirworkandtobeproductive.
HowtoCreateaPsychologicallySafeWorkplace?
Ifyoususpectthatyourorganizationmaynotmeetthe criteriaforbeingapsychologicallysafeworkplacefor youremployees,andyouareinterestedinenhancingthis aspectbutuncertainaboutthenecessarystepsorinitiatives toundertake,thefollowingrecommendationspresentsix effectivestrategiesforfosteringpsychologicalsafety
withinyourorganization’sworkingenvironment:
● Setclearexpectationsandgoals:When employeesknowtheirexpectations,theyaremore likelytofeelconfidentandsafetakingrisks. AccordingtoastudybytheHarvardBusiness Review,teamswithcleargoalsare2.5timesmore likelytoachievetheirobjectives.
● Provideregularfeedback:Providingemployees withconstructiveandsupportivefeedbackcan helpthemlearnanddevelopwhilefosteringa senseofpsychologicalsafetyintheworkplace.A studybyGallupfoundthatemployeeswhoreceive regularfeedbackare30%morelikelytobe engagedintheirwork.
● Createacultureoftrustandrespect:Aculture oftrustandrespectisessentialforpsychological safety Whenemployeestrusttheircolleaguesand managers,theyaremorecomfortabletakingrisks andsharingtheirideas.ASocietyforHuman ResourceManagementstudyfoundthat employeeswhoworkinatrustingenvironmentare 70%morelikelytobeengaged.
● Celebratesuccesses:Celebratingthe achievementsofemployeespromotesafeelingof accomplishmentandbelonging.Boostingmorale andmakingemployeesfeelvaluedcanhavea positiveimpact.AstudybytheUniversityof Warwickfoundthatemployeeswhoworkina positiveandsupportiveenvironmentare12% moreproductive.
● Offeropportunitiesforgrowthand development:Employeesaremorelikelytofeel engagedandmotivatedwhentheyfeellikethey areconstantlylearningandgrowing.Astudyby theWorldEconomicForumfoundthat94%of employersbelievethatupskillingandreskilling theiremployeesisessentialforfuturesuccess.
● Listentoemployeeconcerns:Whenemployees feelheardandaddressed,theyaremorelikelyto feelvaluedandrespected.Astudybythe AmericanPsychologicalAssociationfoundthat employeeswhofeelthattheirconcernsareheard andaddressedare3.5timesmorelikelytobe engagedintheirwork.
HowisitBeneficial?
Notonlydoespsychologicalsafetyimproveyourteam’s performance,butitalsoenhancesemployeeengagement. Whenteammembersfeelthattheirinsightsareappreciated they:
● Theyfeellikearespectedpartoftheirteam.
● Seethevalueoftheirwork.
● Feelacceptedforwhotheyareandtheunique strengthstheybring.
Onceemployeesfeelsecurewithintheworkenvironment youprovideasaleader,theywillalignthemselveswithyour missionandbecomefullycommittedmembersofyour organization.Improvingthequalityofservicesofferedto clientswillelevateyourbusinessandestablishitasa successfulventurewithanotablemarketpresence.Thisisa significantsteptowardssuccess.Thedegreetowhich employeesfeelsecureisdirectlyproportionaltothegrowth andstabilityofyourbusiness.
Conclusion
Inconclusion,apsychologicallysafeworkplacepromotes trust,opencommunication,andinclusivity,increasing productivityandoverallorganizationalsuccess.By prioritizingemployees’emotionalwell-being,organizations createanenvironmentwhereindividualscanfreelyexpress themselvesandcontributewithoutfearofjudgmentor reprisal.Psychologicalsafetyempowersemployeesand fostersapositiveworkculturethatattractsandretainstop talent.
FAQ’s
1. HowcanIdealwithapsychologicallyunfit workplace?
Itisimportanttorememberthatyouarenotalone.Many peoplehaveexperiencedapsychologicallyunsafe workplace.Ifyouareinthissituation,resourcesare availabletohelpyou.Youcantalktoatherapist,alawyer, oralaborunion.Manywebsitesandorganizationsoffer supporttopeoplewhoaredealingwithpsychologically unsafeworkplaces.
2. Whatarethechallengesofcreatinga psychologicallysafeworkplace?
Thereareseveralchallengestocreatingapsychologically safeworkplace.Someofthemostcommonchallenges include:
● Lackoftrustandrespect.
● Acultureofsilence.
● Afocusonblameandpunishment.
● Aneedfordiversityandinclusion.
● Atoxicworkculture.
3. Whatisoneofthelargestbenefitsofa psychologicallyhealthyworkplace?
Oneofthelargestbenefitsofapsychologicallyhealthy workplaceisincreasedemployeewell-being.When employeesfeelsafe,supported,andrespectedatwork,they arelikeliertoreportfeelinghappy,healthy,andfulfilled. Thiscanleadtoadecreaseinstress,absenteeism,and healthcarecosts.
Nan Morrison
DrivingDigitalTransformationandFinancialLiteracy attheCouncilforEconomicEducation
Whenitcomestomakinganimpact,few
leaderscombinevisionwithexecution, suchasNanMorrison AsPresident andCEOoftheCouncilforEconomicEducation (CEE),Nandoesn’tjustleadanorganization—she leadsamissiontotransformeconomicandfinancial literacyformillionsofstudentsacrosstheUnited States.Underherguidance,CEEhasgrownits outreach,advanceditsdigitaltransformation,and pushedforapolicythatshapesfinancialliteracy standardsinK–12education.ButNan’sjourneyand CEE’sinfluencegodeeper,fueledbyadrivetocreate opportunitiesforall,especiallystudentsin underservedcommunities.
TheVisionaryMindsetbehindtheCouncilfor EconomicEducation
Nan’sbackgroundisasuniqueasherapproach.With animpressivecareerthatincludesrolesattop consultingfirmslikeBCGandAccenture,shebrings theanalyticalrigoroftheprivatesectortothe nonprofitworld.Sheunderstandshowdataand technologydrivedecision-makingand performance—skillssheappliedtoCEE’sowndigital overhaul,makingresourcesavailableandaccessible toteachersandstudentsalike.ButforNan,leadingan organizationlikeCEEmeansmorethanhitting metrics;it’saboutsteeringamovementthatmakesa differenceinthelivesofyoungpeople.
“Everyonedeservestheskillstonavigatetheir financialfutures,”Nanoftensays.Andit’sthis principlethatdriveseveryinitiativeatCEE.Through programsthatteachnotonlyeconomicsbutalso personalfinance,Nan’sfocusremainsongiving students,especiallythosefromlow-income backgrounds,thetoolstomakeinformedchoices, managetheirresources,andunderstandtheeconomy aroundthem.
TacklingtheFinancialLiteracyGap
Theneedisclear:onlyhalfthestatesintheU.S.require personalfinanceeducationinhighschools,andinthe placesthatdon’t,studentsfromunder-resourcedareas oftenmissoutonthesecriticalskills.Nanknowsthat withoutearlyexposuretofinancialconcepts,manyyoung peopleriskmissingoutonknowledgethatcouldshape theireconomicfutures.Underherleadership,CEE activelycampaignsforpolicychangestoexpandaccess tofinancialeducation,settingthestageforstudentsto achievefinancialstabilityandeconomicmobility
Programslike Invest in Girls standasatestamentto Nan’scommitment.Recognizingthegapin representation,especiallyforlow-andmoderate-income youngwomenofcolorinfinancialservices,CEE’sInvest inGirlsprogramprovidesapowerfulbridge.It introducesthesestudentstocareerpathstheymightnot otherwiseconsider,openingdoorstofinancial services—asectorthatpromisespathwaystolong-term financialsecurity.
BuildingaSustainableFutureforEconomic Education
Nan’sleadershipphilosophyiscenteredaroundresults. Shebelievesinbuildingateamthatreflectsthediversity ofthecommunitiesCEEserves.WithmorethantwothirdsofCEE’steamcomprisingwomenandpeopleof color,Nanemphasizesthathavingarangeofperspectives isessentialtocreatingstronger,moreinclusiveprograms. Thiscommitmenttoinclusivityisnotjustacorevalue butapracticalapproachtoproblem-solvingand innovationatCEE.
ForNan,reachingasmanystudentsaspossiblewith high-qualityprogramsisessential.Butshe’sequally focusedonthequalityoftheseprograms.Surveysshow thatover90%ofCEE’steachertrainingprogramsearn
highmarksinsatisfaction,witheducatorsciting theirpracticalvalueandimpactintheclassroom. It’sthisattentiontoqualitythatsetsCEEapartin thefieldofeconomiceducation,positioningitasa trustedresourceforeducatorsandpolicymakers alike.
DigitalTransformation:AKeytoExpanding Reach
Nan’sworkwithleadingconsultingfirmstaughther thevalueofleveragingtechnologyforgrowth.At CEE,she’sappliedthatknowledgetobringthe organization’sresourcestoadigitalplatform, allowingthemtoreachevenmoreeducatorsand students.Now,CEE’sonlineplatform, EconEdLink, providesaccessibleresourcesforteacherslooking toincorporatefinancialliteracyandeconomicsinto theircurriculum.Theplatform,whichnowhosts over500,000usersannually,ensuresthatCEE’s curriculumcanbeaccessedanywhere,offering flexibilityforteachersandmakingthelessonsmore engagingforstudents.
DigitaltoolshavealsohelpedCEErespond swiftlytonewchallenges.WhentheCOVID-19 pandemicupendedtraditionalclassrooms,CEE pivoted,developingonlineresourcesthat addressedtheeconomicimpactsofthepandemic inreal-time.Theorganizationevenaddednew contenttoexplainthesignificanceoftrending marketeventsliketheGameStopsaga.ForNan, it’saboutstayingrelevantandmakingeconomics understandableandengagingforthenext generation.
AchievementsthatSpeakVolumes
UnderNan’sleadership,CEEhaslaunched initiativesthatdirectlyaddressthechallengesof financialliteracytoday Financial Fitness for Life, CEE’saward-winningcurriculum,hasbecomea cornerstoneoffinancialeducationintheU.S. Trustedbyteachersandresearchersalike,it continuestoserveasago-toresourcein classroomsnationwide.Meanwhile,CEE’s National Personal Finance Challenge hasgiven
thousandsofhighschoolstudentsthechancetotest theirfinancialknowledgeandbuildconfidencein theirmoney-managementskills.
Beyondthecurriculum,CEE’s Survey of the States hasbecomethenation’smostcitedreportonthe statusoffinancialandeconomiceducation, influencingpolicydiscussionsatbothstateand federallevels.Nan’sworkhasensuredthatthis surveynotonlyreflectsthecurrentlandscapebut alsohighlightsthecriticalneedforimprovement, furtheringCEE’sadvocacyeffortsanddriving positivechange.
ChartingaPathforWomen’sEmpowermentin Finance
Nanhasnevershiedawayfromdiscussingthe uniquehurdlesshe’sfacedasawomaninleadership. Thoughgratefulforhermentors,shehasobserved that,unlikehermalecounterparts,sheoftenhadto providetangibleproofofhercapabilitiestoadvance. Thisexperiencefuelshercommitmenttocreating spaceswherewomeninfinancecanthrive, unencumberedbyoutdatedexpectations.Through programslikeInvestinGirls,Nanisactively breakingdownthosebarriersforthenextgeneration ofwomenleaders.
Asanindustrythoughtleader,Nan’svoiceresonates farbeyondCEE.PublicationslikeThe New York Times, CNBC,and The Wall Street Journal frequentlyseekherexpertiseineconomiceducation. Shehasspokenonprestigiousstages,includingthe MilkenGlobalConference,amplifyingCEE's missiontoaglobalaudience.
CEE’sMission:MakingFinancialLiteracy Equitable
OneofNan’scoreprioritiesisensuringthatall students,regardlessofbackground,haveaccessto high-qualityeconomiceducation. CEE’s Access Zone program,forinstance,providesfinancial educationspecificallyforstudentsfromlow-and moderate-incomecommunities,focusingonbuilding participationamongBlackandHispanicstudentsin theNationalPersonalFinanceChallenge.Today, nearly40%ofparticipantsinCEE’sprogramscome fromthesebackgrounds,atestamenttoNan’s unwaveringcommitmenttoequity
ForNan,successisn’tdefinedsolelybynumbers, butbyimpact.Shebelievesinmakingfinancial literacyafoundationalpartofeverychild’s education,givingthemthetoolstonavigatethe complexitiesofthemoderneconomywith confidence.
Looking
Forward:Nan’sVisionforScaling Impact
Nan’sjourneywithCEEisfarfromover.She’sset hersightsonexpandingCEE’smostsuccessful programs,includinggrowingtheNationalPersonal FinanceChallengeandscalingInvestinGirlsto reachmorecommunities.Advocacywillremaina corecomponentofCEE’sstrategy,asNanandher teamworktosecuremorefinancialliteracy standardsinschoolsacrosstheU.S.
AndwhileCEE’sdigitaltransformationhasalready madewaves,Nanseesevenmoreopportunitiesfor innovation.ThenextchapterforCEEinvolves continuingtointegrateemergingtechnologies, expandingthedigitalcurriculum,andstrengthening theironlinelearningplatformstoensuretheycan reacheveryteacherandstudent,nomatterwhere theyare.
TheTakeaway:LessonsfromaPurpose-Driven Leader
NanMorrison’sstoryisoneofvision,grit,and purpose.Herjourneyremindsusthatleadershipis aboutmorethanachievingmetrics—it’sabout drivingchangethatcreateslastingvalue.By transformingCEEandmakingfinancialeducation accessibletomillions,she'shelpingbuildamore financiallyinformed,resilientgeneration.
Heradviceforleaders?“Listen,keepmoving forward,bewillingtomaketoughcalls,andalways speakupforwhatyoubelievein.”AndforNan, there’snofinishline—justthenextopportunityto makeadifference.
INCLUSION AND DIVERSITY
IN THE WORKPLACE
Key Strategies for Success!
Canyouimagineaworkenvironmentwhere
companiesexpecttheiremployeesto performtheirbestdespitefacinggender, ethnicity,language,orpersonalchallenges?Itis improbable.Inclusionanddiversityarecrucialinthe workplace,whichiswhytheyplayavitalrole. Althoughawarenessofthisconcepthasexistedfor sometime,itwasn’tuntilthelate1960sthat organizationsbeganactivelyimplementingit.Since then,theoutcomeshaveconsistentlyshown improvement.Ifyouarecuriousaboutthisconcept’s origins,evolution,andcurrentstatus,weinviteyou tositbackandrelaxasweexploretheseaspectsin thisblog.
WhatdoesInclusionandDiversitysignify,and whenandhowdiditbegin?
Inclusionanddiversityintheworkplaceencompass assemblingdiverseindividualswhocollaborate
harmoniouslytowardsasharedobjectivewithout subjectinganyonetodiscriminatorytreatmentthat mayunderminetheirsenseofsecurityandhinder theirproductivitywithinthedesignatedwork environment.Theideawasimplementedinthelate 1960sorearly1970s,althoughpeoplehaddiscussed itbefore.Thevisionarywhopioneeredtheutilization ofthisapproachwasconsiderablyaheadoftheirtime.
Subsequently,officialinitiativeswereundertakenby notableorganizationssuchastheEqualEmployment OpportunityCommission(EEOC)andtheNational OrganizationforWomen(NOW)duringtheeraofthe CivilRightsMovement.
Thoughthepreciseoriginsofthisconceptremain undocumented,thereareindicationsfromhistorical recordsthatitwasgraduallyintroducedwithin organizationalsettings,eachwithitsdistinct approach.
GeneralElectric(GE)-1960-establisheda diversitytaskforcetoaddressworkforcediversity deficiencies.
● IBM-1970-Launched“PeopleofColorin Management”diversityprogram
● Procter&Gamble(P&G)-1980-Initiated“Women inLeadership”diversityprogram.
● AT&T-1990-Introduced“DiversityandInclusion forthe21stCentury”diversityprogram.
Whyisitimportant?
Prioritizinginclusionanddiversityintheworkplacecanyield positiveresultsfororganizations.Astudyconductedby McKinsey&Companyhasrevealedcompellingfindingsthat demonstratethevalueofsuchpractices.Thereportindicates thatthecompaniesinthetopquartilehavea35%higher probabilityofachievingfinancialreturnsthantheirrespective nationalindustrymedians.Moreover,organizationsstrongly committedtoinclusionanddiversityhavereported significantbenefits.
● Approximately70%oftheseorganizationsclaimto attractandretaintop-tiertalentmoreeffectivelythan theircounterparts.
● 65%assertthattheyoutperformtheircompetitorsin termsofinnovation.
● 60%oftheorganizationsstatethattheiremployees exhibithigherengagementlevelsthanotherentities.
Furthermore,thereportestablishesacorrelationbetweena firm’sfocusoninclusionanddiversityanditsprofitability Notably,organizationsrankedinthetopquartileforinclusion anddiversitydisplaya25%greaterlikelihoodofattaining profitabilitythanthoseinthebottomquartile.Thesefindings underlinethecompellingbusinesscaseforprioritizing inclusionanddiversitywithinorganizations.
HowcanyouputInclusionandDiversityinthe WorkplaceintoAction?
Well,therearemanywayshowyoucanimplementthis strategytogrowyourbusiness.Herearesometricksand techniquestoskyrocketyourcurrentresultsintosomething massive.
1. AssessingYourExecutiveTeam
Thecompositionofyourexecutiveteamservesasa significantindicatorofyourentireworkforce,reflectingthe valuesandprinciplesofyourorganization.Itis,therefore, crucialtocultivateadiversetopmanagementteam encompassinggender,ethnicity,sexualorientation,and more.Arebothmenandwomenadequatelyrepresented? Areindividualsfromvariousculturalandreligious backgroundsgivenopportunities?
ThefollowinginfographicshowsthepopulationofFortune 500CEO’s.
Race: Black: 3 White: 497 Other: 1
Source:BostonConsultingGroup
Whileexertingdirectcontroloverthecompositionofyour executiveteammaybelimited,itisimperativethatyou advocatefordiversityandinclusionintheC-suite,should theopportunityarise.Additionally,youcanfosterauthentic andtransparentcommunicationbetweenyourexecutives andemployees,attractingdiversetalentstoyour organization.
2.RecognizingandRespectingDiverseReligiousand CulturalPractices
Establishinganall-encompassingorganizationalculture holdsimmensesignificanceinensuringthesuccessof diversityendeavorsandyieldingsubstantialemployee engagementandproductivitybenefits.Aviableapproachto fosteringinclusivityinvolvesaccordingtoduerecognition andrespectfordiverseholidaysandcelebrations.Forbes recommendsthatorganizationsuseaseparaterefrigeratorto storeKosherfooditems.
Moreover,whilecertaincompaniestraditionallyobserve ChristmasDayasadesignatedholiday,agrowingnumber nowofferflexiblefloatingholidaystoaccommodatethe religiouspreferencesoftheirentireworkforce.Cultivating anenvironmentwhereemployeesperceivetheir organization’scommitmenttodiversityandinclusioncan leadtoenhancedemployeeretention,therebyoffering tangibleadvantagestothecompany
3. InitiatingaDiscussiononGenderPayDisparity
Genderpaydisparityremainsacontroversialissuein numerousorganizations.Establishingtrustandfostering inclusivitywithintheworkforcedependonacompany’s transparencyregardingitspoliciesandeffective communicationaboutthem.Incaseswheregenderpay imbalancesexist,itisessentialtocreateopenchannelsof communicationthatenableemployeestoexpresstheir thoughtsandopinions.
Furthermore,itiscrucialtoarticulatethecompany’scurrent orfuturestrategiesforrectifyingthegap,ensuring employeesfeelreassuredbytheorganization’scommitment toaddressinggenderpayinequalityactively
● Whenpresentingdatarelatedtosuchpolicies,itis imperativetorefrainfromadoptingadefensive stance.
● Whenthedataappearsbiasedduetovariousfactors likedisparitiesbetweenmaternityanduntaken paternityleave,itisvitaltoprovideastraightforward andclearexplanationtoemployees.
4. PromotingInclusiveThinkingforEnhanced Diversity
Byactivelypursuingdiversehiringpractices,yourcompany canfosteraculturethatembracesdiversethinkingandbenefits fromculturallyvariedperspectives.However,achievinglasting impactrequiresmorethanjustassemblingadiverseworkforce; itnecessitatesacomprehensiveapproachtoinclusivity
Itisimportanttoacknowledgethatpeoplefromdifferent backgroundsandagegroupsmayhavedifferingperspectives onworkplaceissuessuchasdresscode,emailetiquette, evaluations,andparticipationinmeetings.Thus,understanding thinkingpatternsisimportantatanindividuallevelandcrucial forteams,departments,andtheentireorganizationto comprehendhowothersfeel.
Byembracingdiversethinking,yourcompanycanharnessa multitudeofideasandreceivevaluablefeedback,allwhile cultivatinganenvironmentwhereeveryonefeelsvaluedand connectedtoasharedmission.
5. EstablishingaMultigenerationalWorkforce: EmbracingDiversityandInclusion
Inthecurrentemploymentlandscape,themillennialgeneration constitutesthepredominantportionoftheworkforce.Creating aninclusiveenvironmentthatvaluesdiversityrequiresbuilding ateamthatwelcomesindividualsfromdifferentagegroups.It’s importanttonotethatpeoplebornfrom1981onward,often viewedastech-savvy,belongtothemillennialgeneration. Consequently,oldermillennialsmaypossessadifferentlevelof proficiencywithtechnologytoolsthantheiryounger counterparts.
Thisdiscrepancybecomesapparentincommunication practiceswithinorganizations.Someemployeesaremore inclinedtowardsutilizingsocialmediaplatformsorgroupchat functionalities,whileindividualsfromoldergenerationsmay exhibitamorereservedattitudetowardsembracingsuch communicationchannels.
Communicationprofessionalsshouldconsiderinvestingina comprehensiveworkforcecommunicationsplatformtoaddress thisissue.Suchaplatformwouldfacilitatethe
seamlesscreationanddisseminationofmessagesthrough channelspreferredbyemployees.Byadoptingthis approach,communicatorscaneffectivelytailortheir messagestoresonatewithindividualsfromallgenerations andencourageactiveengagement.
Deloitte’sresearchrevealsthatover80%ofmillennials experienceaheightenedsenseofengagementwiththeir workwhentheiremployersfosteragenuinelydiverse workplaceculture.
Howisitgoing,andwhataretheoutcomes?
BasedonasurveyconductedbyDeloitte,asignificant majorityofemployees,amountingto82%,recognizethe significanceofdiversityandinclusionincontributingto theirorganization’soverallsuccess.
Furthermore,theWorldEconomicForumconductedastudy revealingthatcompanieswithdiverseleadershipteamsare moreinclinedtofosterinnovationandyieldgreater profitability.However,thecurrentstateofaffairsinthe UnitedStatesindicatesasubstantialgapbetweenthe workforcecompositionandexecutive-levelpositionsheld bycertaindemographicgroups.
● Women comprise 47% of the workforce but only 24% of executive-level positions.
● Black employees comprise 13% of the workforce but only 6% of executive-level positions.
● Hispanic employees comprise 17% of the workforce but only 4% of executive-level positions.
Source: Boston Consulting Group
BenefitsofDiversity:
● Companieswithdiversemanagementteamshavea 35%higherlikelihoodofachievingfinancial performancethatsurpassestheindustryaverage.
● Diverseteamsaremoreinnovativeandcreative.
● Diverseteamsarebetteratunderstandingand servingcustomersfromdifferentbackgrounds.
Inconclusion,promotinginclusionanddiversityinthe workplaceiscrucialforethicalreasonsandstrategic advantages.Embracingdiverseperspectivesandexperiences
fostersinnovation,employeeengagement,andstronger relationshipswithcustomersandcommunities.By prioritizinginclusivepractices,organizationscreate environmentswhereindividualscanflourishandmake maximumcontributionsdrivingsustainablebusinesssuccess.
FAQ’s
1. Whatisinclusionanddiversityintheworkplace?
Diversityencompassestherangeofdifferencespresent amongindividuals,suchastheirrace,ethnicity,gender, sexualorientation,age,disability,religion,andotherpersonal characteristics.Inclusionreferstothepracticeofcreatinga workplaceenvironmentwhereeveryonefeelswelcomed, respected,andvalued,regardlessoftheirdifferences.
2. HowcanIbeanadvocatefordiversityandinclusion intheworkplace?
Therearemanywaysthatyoucanbeanadvocatefor inclusionanddiversityintheworkplace.Someofthese include:
● Talktoyourcolleaguesabouttheimportanceof diversityandinclusion.
● Speakupwhenyouseeorhearsomething discriminatoryoroffensive.
● Getinvolvedinyourorganization’sdiversityand inclusioninitiatives.
● Supportfororganizationsthatpromotediversityand inclusion
3. Whataresomeresourcesforlearningmoreabout diversityandinclusion?
Thereareanumberofresourcesavailabletohelpyoulearn moreaboutdiversityandinclusion.Someoftheseinclude:
● TheSocietyforHumanResourceManagement (SHRM).SHRMoffersavarietyofresourceson diversityandinclusion,includingarticles,webinars, andtrainingprograms.
● TheDiversityandInclusionCouncil.TheDiversity andInclusionCouncilisanon-profitorganization thatprovidesresourcesandtrainingondiversityand inclusion.
● TheNationalDiversityCouncilisanon-profit organizationthatsupportsdiversityandinclusionin theworkplace.
Rochelle Friedman Walk
RedefiningLegalStrategywithAEGISLaw
Inthefast-pacedworldofbusinesslaw,fewlawyers
haveleftamarkasdeepandwide-rangingas RochelleFriedmanWalk.AsManagingPartnerof AEGISLaw’sTampaoffice,Rochellebringsmorethan threedecadesoflegalexperiencetoherrole,coveringa widespectrumofindustriesincludingtechnology,ecommerce,IoT,andconsumerproducts.
Withauniquemixoflegalacuityandbusinesssavvy, Rochelleoffersherclientswhatfewlawyerscan—atrue understandingoftheoperationalintricaciesthatdrivea businessforward.Thisrareperspective,combinedwithher provenexperienceinconflictresolutionandmergersand acquisitions,allowshertonavigateeventhemostcomplex legalwaters.ButRochelle’sinfluencegoesbeyondherlegal acumen;she’sanaturalleaderwhosededicationto community,mentoring,andstrategicgrowthisshapingthe nextgenerationoflegalprofessionals.
AJourneythroughLawandBusiness
Rochelle’scareerpathwasanythingbutlinear,buteachturn hascontributedtoherreputationasalegalstrategist. StartinginaClevelandfirm,RochellequicklymovedinhousetoTheSherwin-WilliamsCompany,whereshe focusedoncorporatelawandmergers.Thisearlycorporate roleprovidedthefoundationsheneededtounderstandthe structuralandfinancialelementsofbusinesses.However,it washerexperiencemovingfromlegaltooperationalroles thatmarkedaturningpoint.
“Runningabusinessunittaughtmewhatit’sliketobeon theothersideofthelegaltable,”sherecalls.“Itgavemethe insighttoseebusinessissuesnotjustasalawyer,butas someoneresponsibleforthebottomline.”Thisinsight wouldshapeherlatercareer,asshemovedintoincreasingly seniorroles,eventuallybecomingGeneralCounselat OglebayNortonandlaterservingasChiefAdministrative OfficerforAnchorGlassContainerCorporationinFlorida.
Rochelle’sroleatAnchorGlassprovedinvaluablein developinghercrisismanagementskills.Thecompany facedoperationalandfinancialchallenges,including multiplebankruptcieswithinadecade.Rochellefound herselfnavigatingnotonlylegalhurdlesbutalsohuman resources,intellectualproperty,andenvironmentalissues. Shewasthrownintothefray,handlingeverythingfrom complianceandbudgetingtoshareholderrelationships.
“Thiswashands-onexperienceinwhatcangorightand wrongwithabusiness.It’snotsomethingtheyteachyou inlawschool,butit’sinvaluableasalawyer,”shesays. ForRochelle,theseyearswerealessoninresilience, adaptability,andproblem-solving—qualitiesthathave definedherleadershipapproacheversince.
BridgingLawandBusinessatAEGIS
WhenRochelleestablishedherownfirm,WalkLawFirm, in2010,shefacedtheuniquechallengeofbuildingaclient basefromscratch.Tampawasnewterritoryforher,and theFloridaBarExamwasyetanotherhurdle.Buther visionwasclear:shewantedtooffercorporatelegal serviceswithafocusonpredictabilityandtransparency, pioneeringaflat-feestructureatFlatFeeLawyer.com.Over theyears,herfirmgrewandevolved,eventually specializinginM&Aandlegalservicesfortechnologydrivenconsumerbrands.
By2018,Rochellehadhereyesonsuccessionplanning. ShesawinAEGISLawanopportunitynotonlytoscale herpracticebuttobringtogethercomplementary expertise.InAEGIS,Rochellefoundafirmthatvaluedthe sameclient-centeredapproachandunderstoodthevalueof herspecialtyinM&Aandfinance.Themerger,as Rochelledescribes,was“anaturalfit.”WithAEGIS’s strengthsintechnology,venturecapital,andrealestate, herpracticeflourished,allowingboththefirmand Rochelletoattractmoreclientsandtalentedattorneys.
AsManagingPartner,RochelleleadsAEGIS’s M&Aactivities,strategizeswiththefirm'sother leaders,andmentorsjuniorattorneys. “Mentorshipisessential,”shesays.“Togrow asafirm,weneedtoinvestinourpeople, helpingthembuildtheirownclient relationshipsanddeveloptheirexpertise.”
FacingChallengeswithResolve
AsRochelleclimbedtheranks,she encounteredchallengesthattestedher resilience.Beingawomanincorporatelaw broughtitsownsetofobstacles,especiallyin theearlydayswhenexecutivesuiteswere largelymale-dominated.Shefoundherself navigatingnotonlylegalcomplexitiesbutalso acorporateculturethatoftenlackedinclusivity.
Oneofherstrategieswastoprepare meticulouslyfortheboardroom,equipping herselfwithinsightsnotonlyonlegalmatters butalsoonbroaderbusinessissues.Whenit cametosocialsettings,sheleanedonher husbandforpointerstofitintoconversations thatwereoftensports-heavyormale-centric. Rochelle'sapproachwaspragmaticanddirect, remindinghermalecolleagueswithasmile, “Let'skeepitprofessional,”makingherpoint clearwithoutoffense.
Sheseeshersuccessnotasanindividual triumphbutasatestamenttotheteamshehas builtandthevaluesshestandsfor.“I’m strongestwhenmyteamisaligned,working towardthesamegoals,”shenotes.“Everyone needstofeelappreciated,andwecelebrateour successestogether.”
CommunityEngagementasaCoreValue
ForRochelle,successisn’tlimitedtothe professionalsphere.Hercommitmenttothe communityisacorepartofheridentity,and hervolunteerworkspansnumerouscauses, fromeldercaretochildren’seducationand advocacy.HercontributionstotheTampa Jewishcommunityrecentlyearnedherthe TikunOlamawardfromtheTampaJCCsand Federation,anhonorsheholdsclosetoher heart.
“It’snotabouttherecognition,”sheemphasizes.“Therealrewardis knowingthatI’vemadeadifference.”Rochelle’sphilosophyon givingbackreflectsherapproachtoleadership:it’sabout engagement,passion,andagenuinedesiretocreatepositivechange.
BalancingWorkandPersonalLife
Asamotherandwifeofoverthreedecades,Rochelleunderstands theimportanceofbalance.Hercareerdemandedlonghoursand dedication,butsheremainedactivelyinvolvedinherchildren’slives. Sheworkedoutpracticalsolutions,sharingroom-mother responsibilitieswithafriendandstructuringherscheduletoattend schooleventswheneverpossible.
Now,asshelooksaheadtothefuture,Rochelleremainsjustas committedtomaintainingthatbalance.Sheprioritizesherphysical well-being,schedulingregularPilatessessionsandmakingtimefor walksandfamilymeals.Theseroutinesareherwayofstaying grounded,ensuringthatshebringsherbestselftobothherworkand personallife.
LeadingThroughaChangingLegalLandscape
AsRochelleobserves,theeconomy’sebbsandflowsdemand adaptabilityfromanybusiness,andlawisnoexception.Whilesome firmsseedownturnsasobstacles,Rochelleviewsthemas opportunitiestorefocusandrealign.Herteamhasembracedthis philosophy,shiftingtheirworktomeetthechangingneedsofclients. ForRochelle,aneconomicslowdownisachancetoteachnewskills andprepareherassociatesforthechallengesthatlieahead.
“It’sinspiringtoseemyteamlearnandsucceed,”shesays. Rochelle'sapproachtoleadershipisoneofempowerment.She understandsthatforafirmtogrowsustainably,everymemberneeds tofeelsupportedandcapable.
EyesSetontheFuture
Rochelleapproacheseachdaywithaclearsenseofpurpose.Her currentfocusisonensuringsmoothsuccessionatAEGIS,mentoring thenextgenerationoflegaltalenttohandleherclientsandbuildtheir owncases.Rochelle’svisionissimpleyetprofound:toleavea legacyofexcellence,groundedintheprinciplesofdedication,client service,andapassionforthelaw
WithRochelle,AEGISLawhasaleaderwhoseimpactisbothbroad anddeep.Herapproachtolawandbusinessexemplifiesadynamic leadershipstylethatblendsstrengthwithempathy,strategywith pragmatism,andvisionwithaction.ForRochelle,thejourney continues,fueledbythebeliefthateachchallengeisanopportunity togrow,andeachsuccessasteppingstonetothenext.
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THE USA LEADERS IS AN ILLUMINATING DIGITAL PLATFORM THAT DRIVES THE CONVERSATION ABOUT THE DISTINGUISHED AMERICAN LEADERS DISRUPTING TECHNOLOGY WITH AN UNPARALLELED APPROACH.