1. What have you found most challenging as a CEO or executive of a large enterprise?

Influencing calm in the midst of necessary change and innovation. COVID-19 and all the changes required added particular challenges around communication.

2. How did you become a CEO or executive of a large enterprise? Can you please briefly tell the story?

My long-term HR mentor reached out when she was ready to retire, and recommended me for an exciting Chief People Officer at my current company. As a passionate HR professional with a change-agent perseverance, my alignment with the LVE executive team’s need for growth.

3. How do you structure your work days from waking up to going to sleep?

Workdays begin with prayer and meditation. My workday begins with a brief team huddle then tackling HR priorities. Strategic planning with C-suite as needed and then home for dinner with the family!

4. What's the most recent significant leadership lesson you've learned?

I’ve learned to navigate timing of change based on the operational need in the business. I “meet my leadership team where they are” in order to balance the amount of change.

5. What's one book that has had a profound impact on your leadership so far? Can you please briefly tell the story of how that book impacted your leadership?

Radical Candor has impacted my leadership. Being transparent in my communication style, especially when it comes to accountability, has helped me navigate my Chief People Officer role throughout multiple levels of associates.

6. How do you build leadership capacity in a large enterprise?

Multiple lines of communication and on-going coaching. We have CEO Town Halls, company quarterly newsletter, weekly executive leadership update emails, quarterly leadership meetings that are recorded for later review. We have also implemented train-the-trainer initiatives to roll out important new details for operations.

7. What is one meaningful story that comes to mind from your time as a CEO or executive of a large enterprise so far?

The meaningful story includes my having to lean and support a restaurant team who unfortunately lost their general manager due to an unexpected illness. The team consisted of very young team members that the RGM mentored and coached daily; much like a family. Listening, guiding and gently supporting by honoring the leadership style and all the deceased RGM accomplished was truly rewarding. The support provided by the company to both the family and the restaurant family was very much appreciated.