Organizational and Product Leadership

GUIDING PRINCIPLES

These are not just my principles for people in organizations, but also for the product strategy we pursue in favor of the people our products serve.

Build Trust

Trust is the foundation of all relationships — with yourself, with your peers, with your team and the people using what you create. When there is trust you unlock unlimited opportunity.

Demonstrate Intention

From strategy or design decisions to communicating in your day to day work, knowing your intention and communicating it clearly is key. I use this principle to analyze business trade offs quickly, moving the product forward and also to deliver performance feedback that feels empowering.

Be the Catalyst

I embrace change and believe in evolution. This means retaining the value you have as a team or business, but not getting so comfortable that you miss an opportunity to help people or the business.

Leadership Type

StandOut, The Marcus Buckingham Company

When I first took this assessment in 2015, this report sounded exciting to me, but I didn’t see myself in it. Over the years, as I’ve grown as a leader I’ve seen how these qualities allowed me to help teams and products evolve and grow.

My first role is Stimulator, which according to the report asks, “How can I raise the energy?” This is how I empower my teams and partners and gain organizational momentum toward our people and business goals.

My second role is Pioneer, which according to the report asks, “What’s new?” I’m curious and the unfamiliar is not intimidating to me, but is an opportunity. This is the way I stay ahead on product strategy, unlock organizational structure and process to improve what we create.

My Mentorship Circles: The Only

I run mentorship circles for employees who can relate to being “The Only”. The only woman in the room, the only person of color in the room, the only non-gender conforming in the room and the only of their job discipline. In my circles we get back in touch with our core energy and motivation through reflection and writing. We find parallels to this feeling in our work environment. We breakdown real-life scenarios of the members looking at the forces that may be making a situation difficult to be our best and most impactful selves — power dynamics, cultural norms, office culture. We come away with tactics to translate our superpowers as “the only” in the room to have impact and stand out for what we contribute instead of our identities.