Name: Jessica Arent

Title: CEO

Organisation: Promesa LLC

Jessica is part of the paper ceiling tribe, plowing her way into leadership as the underdog competing with college degrees. With exceptional mentors along the way, Jessica has taken on every challenge and opportunity to come her way, with a concerted focus on changing the stigma of education in the workplace and the ability to succeed against all odds.

From the advertising department at Univision Television to CEO of an International company with not one but 3 brands in two diverse countries, Jessica has a passion for international business. She has made a name for herself in alternative wellness, specific to Adaptogens and Cannabis products on a global scale. Known for her candor and integrity, Jessica leads her teams by example, focusing on championing success and empowering those who work with her to be a part of a whole. For Jess, it takes a village.

Thank you to the 2,000 leaders who’ve generously done the 7 Questions on Leadership!

I hope Jessica's answers will encourage you in your leadership journey. Enjoy!

Cheers,

Jonno White

1. What have you found most challenging as a leader?

Not everyone shares your passion, and sometimes letting go is the answer. I am not one to easily give up, as I am inclined to find a multitude of clever solutions before I do. People in particular, especially in these times, require more care and consideration, and as such, we can find that one unique person whom we cannot make headway with. Those are the moments I am heartbroken because I see possibility in all places.

2. How did you become a leader? Can you please briefly tell the story?

Mentors who saw talent and skill. These mentors chose free will to take me under their wing and show me the way. I embraced these moments as though the greatest gift was bestowed upon me because I had an ambition to learn at all costs.

When it came time to be recognized for work well done, the same leaders gleefully and without reservation made sure to recognize me. This taught me about morale. With each opportunity, I was inspired to work harder and achieve more and when I did, someone was there to pat me on the back. Each of these moments led to confidence and empowered me to build my toolbox.

That is, after all, what we are building on with each experience; a toolbox. Eventually, with time, I took on more responsibility, volunteered for more, assumed greater challenges, and took initiative. I spoke up (with respect) and I provoked thought with innovative fresh ideas. I did not let the people in the room inhibit my voice, no matter how dumb it sounded.

Sometimes they were dumb ideas but from those came brilliant ones. I also learned to fail. I learned to fail miserably and painfully. I became introspective and I took accountability and I endeavored to learn. I made sure I didn't fail because I was learning. Step by step, day by day, one decision, voice, and moment at a time.

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

I wake early, about 5 am. I spend 30 minutes in reflection. Quiet stillness for clarity. I then workout for 45 min. This is a combination of cardio, weights, yoga, meditation. Then its shower, coffee, breakfast and calls. All calls are from 8-2pm. From 2-7 I work on focused projects and follow up to the earlier calls. Dinner is usually around 7. I then engage in social media, or read a book or catch a movie to decompress before bed which happens around 10pm.

4. What's a recent leadership lesson you've learned for the first time or been reminded of?

We do not all learn or retain information the same way. Some of us learn from visuals, while others are kinetic and intelligence is not predicated on the learning style.

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?

It wasn't a book it was an event. The Landmark Forum. An arduous, emotionally taxing course and self-journey that taught honest introspection and accountability. This event forever affected my relationships, the confidence with which I live my life, my productivity the experience of the difference I make in the world around me, and the impact I have.

Once believing I was a failure and incapable of achieving much, I came out the other side the beneficiary of a wealth of courage and confidence in self-awareness and understanding that ultimately letting go of preconceived, self-sabotaging ideas would lead to a life of greater potential and possibility.

6. If you could only give one piece of advice to a young leader, what would you say to them?

Please fail. It's okay. Make mistakes. It's okay. Be Accountable, it's mandatory. When it's all over, learn to speak to the experience and what you got out of it. Tuck that away. One day you will reach in your toolbox and use it again in a way that makes a difference to someone else.

7. What is one meaningful story that comes to mind from your time as a leader, so far?

A few years ago I walked into a facility that was wrought full of morale issues, all of which route back to leadership. Leadership was unclear as to why production was low, while production was unclear on leadership goals. Everyone on the production floor came from a different origin country, spoke a different language and we had a myriad of diverse cultures.

If I remember correctly there were 28 countries represented, and 20 languages or dialects. There was no uniformity, alliances were cultural and divisive, and the organization lacked communication therefore productivity was lacking and profit was lost. I set out to acknowledge every person who came to work every day. Where we lacked team members, I stepped in and rolled up my sleeves to work alongside the teams.

Through this effort, I got to know my production team members personally, listening to their conversations, and withholding any judgment or exuding any energy that might lead them to feel threatened in any way. I was focused on exhibiting approachable, trustworthy energy. Day by day trust grew and with trust came more intimate and open conversations.

As I found common ground between people, I made introductions and cross-trained, so that expansion of experience and cultural ideas could be openly shared and promoting a more accepting company culture. As this grew, so too did production. Teams learned to work with one another despite cultural differences. Those who could not, for whatever reason, get along, learned to work with one another cohesively and leave personal differences outside the door.

We worked in cohesion, and every day without fail, I led by example, acknowledgment, praise, and reward for the hard work and effort put out by every team member. I spent long evenings catching up on executive responsibilities on those days, but the hours were undeniably worth it. I learned so much from those associates and teammates and they in turn gained more over time in acceptance, cohesion, and productivity.