Building Together

Over the years I have learned a great deal about myself, leading, building and working with high-performing, talented teams. I have had the opportunity to work with incredible people at some remarkable companies, that have made a tremendous impact.

I thought it would be helpful to share some of what I have learned from my experience to date as we start to work together. If you wanted to know a bit more about me, you can find it here.

Looking forward to building with you.

Leadership Beliefs

Manager and leader are different roles that are often confused. My professional journey has given me the opportunity to learn and grow in both.

Below is a simplified set of beliefs I hold true and will practice as we work together.

I believe people want to do their best work, expand what they believe is possible for themselves and their teams, and—above all—make an impact. They do not want to be managed.

As your leader, my role is to help define our vision, strategy, and goals. As your manager, I work for you most of the year to help us achieve those goals—yours and ours. My role is to maximize your impact, remove blockers, set you up for success, and advocate for you and your work. I’m the one behind you, straightening your posture, lifting your chin, putting you in the game, and cheering you on.

No one should fail alone. We are one team. We win together and we learn together. When we don’t win, we’ll sit down to understand what happened so we can learn—and change that outcome in the future.

Feedback is important, and it’s a two-way street. You can expect feedback to be in real-time. I won’t sit on something that happened weeks ago. It will be specific, timely, direct, and actionable. I ask you to do the same.

Your time off is exactly that—time off. Take it. I won’t be contacting you. It’s important that you disconnect and recharge fully.

Let’s align on the desired outcome, how success will be measured, and the timeline. Once we agree on the “what,” the “how” is up to you—as long as you lead with integrity and communicate along the way.

I will always assume positive intent in the absence of information. But if I ask you to fill in the gaps, please do so promptly.

I won’t press you for details about your schedule. You’re an adult, and I’ll treat you that way.

Trust is built over time and through action. It can take a lifetime to earn and seconds to lose. I don’t take that lightly. I’ll work to earn your trust, and I expect you to do the same—with your colleagues, our partners, and the communities we serve.

For people managers: hire people better than you. Build diverse teams intentionally—teams that reflect our customers and community. We are only as good as our last hire, and the more talented, creative, kind, and capable people we surround ourselves with, the better we all become.

Bring your whole, authentic self to work. There is only one you—and that makes this special. The more of yourself you choose to share, the more I can support you in the ways you want. I won’t push or probe. You set the pace and the boundaries.

Your 1:1 is your time. While we’ll have a standing agenda, this is your space—to provide updates, ask for help, and raise what’s top of mind for you.

Ask me the question behind the question. I will create the space for you to feel safe, to take risks, and to say things as they are.

Culture is a collective effort. It’s what we do and how we do it. Yes, it starts at the top—but every person and team contributes. I commit to bringing good energy into our interactions, and I ask you to do the same.

Let’s have fun. We’ll work hard, do great things together, and it won’t always be easy. But I commit to showing care, empathy, and appreciation—for you and for our work.

One-Liners

I appreciate it when complicated things are made simple.

A good metaphor or a simple one-liner can often convey so much meaning with far fewer words. These are lines you will hear from me that I believe benefit teams, projects and us as individuals:

“The second best yes is a fast no”

Time is the scarcest resource we have.

We’re fortunate to work at an exciting company with a beloved brand that will often get us the meeting—but is it the right meeting to take? Will it move the business forward? Or are we accepting out of guilt, or fear of saying no?

There’s a long list of good things we could do, but limited time means we must stay hyper-focused on what matters most. We need to prioritize the highest-leverage actions—the ones that truly move the business forward.

Just as I’ll ask you about your goals, I may also ask about your non-goals:
What are the things you will not be doing in order to stay focused on success?

Ruthlessly prioritize your time and energy. Ask yourself: Does this meeting need to be 60 minutes?

With a tight agenda, thoughtful preparation, and a clear desired outcome, that meeting might only need 30 minutes—or better yet, a well-written email with a clear message and direct call to action.

Great documentation can elevate the conversation, lead to better decision-making, and scale your thinking beyond those you’re able to speak with directly.

Don’t waste people’s time—or your own.

For example:

If someone reaches out to collaborate and you know it’s not the right fit, respectfully decline.
If a candidate isn’t the right match for a role, let them know.

People will be far more disappointed if you waste their time than if you give them a clear, respectful no.

“Diverse teams are better teams”

Diverse teams may take longer to build—but the end result is a stronger team, one that sees opportunities through a wider aperture.

Diversity, Equity, and Inclusion is not an HR “thing.” It’s a shared responsibility and a collective opportunity.

The diversity, intersectionality, and cultural and cognitive range of our teams helps us better serve our communities, stakeholders, and partners.

When the inside reflects the outside, we’re better positioned to understand our audiences—and better equipped to serve them.

It will be one of our strengths. One of our superpowers.

“The less you say, the more people will hear”

Communicating clearly and succinctly is a critical skill we should all develop—and continuously refine.

The tighter your communication, the more likely your message will be heard and understood.

There’s often a gap between what you want to share and what people need to know. Sometimes, there isn’t space for both.

Know your audience. Understand what they need to hear—and what you need to share—to move things forward.

We’ll be working with global teams and partners across languages, time zones, and cultures.

As we serve a diverse range of creative, cultural, and geographic communities, we must ensure our voice is clear, consistent, and unmistakably ours.

“Own your feedback”

I will create a space where you feel comfortable being honest and sharing your thoughts.

Be clear and direct in what you have to say—but that’s not a license to be disrespectful. Say what needs to be said, but deliver it with care.

If something’s on your mind, raise it early. Don’t let it build up and weigh you down—or negatively impact your work or the team’s.

When it comes to performance reviews, there should be no surprises. Whether it’s 360 feedback or direct feedback from me, you’ll have already heard it.

Feedback should also be introspective. Before giving feedback to someone else, reflect on your own role in the situation.

What part did you play? What could you have done differently? What did you learn?

Feedback isn’t just about one person or team—it’s a chance for all of us to grow. Share in a way that helps others learn, not just the individual receiving it.

“You are always replaceable at work, not at home”

I work hard. I’m intense, and I only have two speeds: on or off. There’s no in-between.

I will bring my best every day—and I expect you to do the same.

That said, life is not all about work. And work is not all of who we are. It’s just one part.

Your health and your family come first. If either is off, you won’t be at your best—and I want you at your best.

Find your equilibrium.

Do incredible work. Set boundaries. Recharge when you need to. Make time for those you love.

“Intention and impact are different things”

Even with the best intentions, the impact of our actions can be very different from what we intended.

It’s often not what you say, but how you say it. Be mindful of that—and reflective of the cause-and-effect relationship between your words, your actions, and their outcomes.

This is especially important if you’re a people leader. The ripple effect of your behavior—intended or not—can be significant.

I value great results and high-impact performance. But don’t lose sight of how you do your work, and the effect your interactions have on others.

Lead with logic, data, purpose, heart, and care—not ego.

“If everyone put their problems on the table, you would probably take yours back”

Comparison is the thief of joy.

So much of life is about perspective—and every problem (or opportunity) is relative.

Let’s stay calm as we work through challenges. Keep perspective, and focus on the good and the lessons we’ve taken from even the most difficult experiences.

I try to make every day better than the last—personally and professionally.

Stay humble. Practice gratitude. Hold perspective as we work together.

And remember: even on tough days, there’s often more to be grateful for than we realize.

There is a lot more than what I have shared here, but I will leave it there for now. More to come as we continue our journey.

Next, let’s build together and have some fun.