Passionate about storytelling, data-driven strategies, and fostering inclusive cultures, I thrive at the intersection of communication, culture, and project management. My diverse experience, spanning from crafting internal communications and brand narratives to executing large-scale public-facing programs, has been enriched by my studies in Organizational Leadership. Together, these experiences have shaped a leadership philosophy built upon open communication, trust, lifelong learning and development, and servant-leadership.

As a strategic partner, communications lead, and cultural ambassador for the US-DLS data centers at Google, I guide cross-functional teams, build bridges across diverse perspectives, and translate visions into actionable plans. My leadership style is deeply rooted in open communication, a principle that aligns with research emphasizing the importance of minimizing "process losses" through effective communication (Polzer, pg. 5). I prioritize creating a safe space for everyone to share their thoughts, ideas, and concerns, fostering an environment where open and honest dialogue thrives.

According to Amy Edmondson, there is a strong correlation between psychological safety and workplace safety (Crowley, 2019). Establishing strong psychological safety cultivates trust, collaboration, and innovation, allowing us to brainstorm creative solutions, learn from each other's perspectives, and ultimately achieve greater success as a team.

My experience leading complex projects and diverse teams has solidified my passion for servant leadership. I understand that being a leader isn't about power or authority, but about serving and empowering others. I strive to be a mentor, coach, and advocate for my team members, helping them develop their skills, reach their goals, and become the best versions of themselves.

In the spirit of understanding, I also believe in the importance of listening and taking a pause, echoing Viktor Frankl's wisdom about the space between stimulus and response, which was introduced during my very first course and has stuck with me since. I strive to create that space in my interactions, truly listening to understand before responding.

Leveraging my robust foundation in executive communications and marketing, honed through crafting compelling narratives and data-driven strategies, I've developed strong strategic thinking and communication skills. My Master's degree in Organizational Leadership further equipped me with practical expertise in change management, communication strategies, and team-building dynamics.

As an integral part of my role, I'm deeply committed to building a strong and positive culture where team members feel like they belong. Daniel Coyle believes that the key to developing good teams is to create a culture of belonging. In The Culture Code: The Secrets of Highly Successful Groups, he argues that when team members feel like they belong, they are more likely to be engaged, motivated, and  productive (Coyle, 2018). Through Employee-Resource Groups, clubs, culture initiatives, and inclusive activities, I establish a culture where everyone belongs - and invite them to drive culture efforts.

I believe that team-building exercises and activities that foster connection, as well as personal growth and well-being are essential for creating a thriving team. My experience during the program’s Team-building immersion reinforced the importance of establishing shared purpose, trust, values and team norms, to build connections and perform effectively. As Lencioni states in The Five Dysfunctions of a Team, “Trust is the foundation of real teamwork” (pg. 43).I actively seek out and organize a variety of events and initiatives that go beyond traditional team-building exercises, creating opportunities for colleagues to share passions, try new things, and step outside their comfort zones. 

We've done everything from learning how to create programmable holiday light displays, and strenuous sunrise hikes to volunteering for local charities. I believe these shared experiences strengthen our bonds, build connections, deepen relationships, and help us develop new skills, broaden perspectives, and discover newfound interests.

I also highly value continuous learning and development for myself and my team. I actively seek professional development opportunities and encourage my team to do the same, providing resources and support for their learning journeys and creating an open forum for them to share, as well. 

As I've progressed through the Organizational Leadership program, the most significant shift in my leadership journey has been a deeper understanding and embrace of vulnerability as a strength. Initially, I viewed vulnerability as a potential weakness, something to be avoided or masked. However, through the program's emphasis on authenticity, self-reflection, and feedback, I've come to realize that vulnerability is essential for building trust, fostering connection, and creating a psychologically safe environment. I am committed to continuing to develop this in myself and lead by example, so others feel safe to be vulnerable, as well. 

This newfound appreciation for vulnerability has also encouraged me to be more authentic in my leadership style. I no longer feel the need to present a facade of perfection or have all the answers. Instead, I'm more comfortable admitting my own shortcomings, asking for help when needed, and learning from my mistakes. This authenticity has not only made me a more relatable and approachable leader, but it has also empowered my team to embrace their own imperfections and learn from each other.

My leadership philosophy is a reflection of my diverse experiences and unwavering commitment to personal and professional growth. It's about building trust, empowering others, fostering connection, embracing change, and cultivating a culture of continuous learning. By living these values, I aim to create a positive and impactful work environment where everyone feels supported, inspired, and empowered to reach their full potential.