It’s interesting because I think the challenges and the highlights are the same. I think the challenging aspect of this job is having the ability to prioritize. When you think about workforce development and this broad spectrum of offerings and what that means, it’s really being able to put the important things first. At the same time, one of the best and greatest highlights of this role is the broad spectrum of opportunities.
The part I’ve loved the most is working directly with clients. When you work with them to solve their workforce issues within their organizations, you tackle issues like leadership development or process improvements. It’s helping them, through a consulting approach, make their businesses better.
What kind of educational and work experiences have prepared you for this role?
I’ve often said to people, I think every position I’ve had in my career prepared me for this role. I started early in my career with AT&T and that was much more of a client-facing role. From there, I worked at Lexus-Nexis as vice president of marketing. Then from there, I went to work for a business-to-business brand agency in Cincinnati for a year. From there, I did a technology startup in Louisville. I came back to Wright Management consults here, where I was the managing principal of the Dayton office.
Before I came to my current job, this role didn’t exist at Sinclair. It was a great opportunity to define it as something relatively new for the college.
What is the biggest issue for women in the workplace right now?
It’s kind of making sure people stay away from stereotypes. When we think of women and men, they’re very different. Sometimes you’ll see it’s easy to stereotype. Particularly for women, they’re tagged with being aggressive. That’s a good example. That’s not seen as usually a positive attribute for women, but yet it should be. One of the challenges is making sure as a woman, you represent your individual values, your beliefs and where you stand as an individual.
What has influenced your leadership style?
With all of these experiences, I think you learn the most from situations that are difficult. In some of the roles that I’ve had, it’s been extremely challenging. It makes you think on your feet, and outside of the box. It’s an instinct kind of thing that comes about. For me, it’s the ability to take risk, and you do that purposefully. You evaluate and say, “What are the possible outcomes of this?”
I think what’s influenced me the most is when people just sit around and talk about things. If you don’t do things, then you don’t do things. At the end of the day, it’s about what you’ve done. It’s really that idea of fail often and fail early. No one likes the idea of failure, but you have to be OK with that sometimes. You have to be able to say, “Hey, we tried it. We learned from it. Let’s not do it again.”
FIVE FAST BUSINESS READS
• Price Stores building in downtown sold to investor
• 5 things to know about downtown Dayton housing market
• What's a sushi doughnut? Lebanon restaurant now offering new menu item
• 5 things to know about Gander Mountain store closings
• Local airports need millions in infrastructure funding