To lead people, walk behind them. – Lao Tzu
This moment of realization didn’t happen overnight. It took place over four years, shaped by five years of leadership experiences that led me to embrace a balanced, collaborative, and transformative style.
In the Beginning...
I was quickly thrust into leadership roles after just a year as a junior UXer. I now understand why—I'm naturally assertive, a systems thinker, a quick study, and perseverant. These traits worked well in my early days in the fast-paced world of startups, where many people were finding their way in the industry.
As the first creative hire in a new Interactive department, complementing direct mail, promotions, and packaging design teams, I was tasked with leading UX and rebuilding the team. It was exciting to work with a VP who understood and valued User-Centered Design (UCD) and wanted me to implement it fully. However, I didn’t yet know how to lead, especially in working with seasoned Direct Marketing: Print - Art Directors and Editors whose ideas for digital work were largely visual rather than interactive. I pushed my own ideas, and while my work performed well above industry averages, it didn’t win me any friends. In fact, HR once told me that people were only tolerating me because my work was so successful.
I didn’t know how to be a leader, and I certainly didn’t understand the nuances of being a female leader. It was a hard lesson learned.
A New Opportunity, A New Mindset
I joined SSA's modernization effort for disability processes. Initially, I worked as a lower-level analyst to be trained in research and UCD formal and informal methodologies, to first gain a deeper understanding of the systems and policy. But I quickly saw the dark side of leadership—micromanagement and dismissal of people’s ideas. It wasn’t just me; the whole team felt it. The experience taught me what I didn’t want to be as a leader.
When I finally moved into another leadership role, I made it my mission to foster a positive, productive environment. I sought to understand my team’s strengths, preferences, and growth areas, using that knowledge to create a balanced and successful project while keeping team morale high. I learned to set my ego aside and embrace a vision that was in service to the client, the project, and the team.
The Power of Collaboration
As I led more projects, I quickly realized the value of collaboration, especially when dealing with multiple stakeholders, each with their own agenda. At first, I was unsure how we’d get anything done with so many competing priorities. But by facilitating early, iterative workshops, we fostered a culture of collaboration. People from different teams and disciplines began to understand one another’s perspectives. Hierarchies broke down, and everyone’s contribution was acknowledged and valued.
This approach didn’t just lead to better solutions—it empowered people to take ownership of their work. We were more efficient, more effective, and the sense of shared success became infectious. When stakeholders saw their ideas shaping the project, they became advocates, spreading our methodologies across the organization. Soon, people in other departments were replicating our collaborative approaches on their own.
Discovering My Leadership Style
I continued to work with federal agencies and had the privilege of witnessing great leadership. I saw leaders who could unite a room of people with varying opinions, leaders who inspired confidence and brought out the best in their teams. I was inspired to refine my own leadership style, embracing both transformative leadership and a growth mindset.
What It Means to Lead
Leadership is more than just steering a project to success. And its not about being an escalation point. It’s about being accountable for the team’s morale, ensuring each person grows, and fostering a sense of collective ownership in the project. I learned that the best solutions come not from one individual but from the collaboration of many. My role as a leader is to cultivate that collaboration, creating a space where ideas flourish, and people feel empowered.
Today, my leadership is service-oriented whether its leading a team or a project. I focus on creating environments where teams can thrive, where each member feels valued, and where we can collectively produce viable, innovative solutions. Mentoring is one of the aspects of leadership I cherish most, as it allows me to help others grow in their careers while driving successful outcomes.
My Approach: Balanced, Harmonizing, and Transformative
I’ve come to define my leadership style as balanced and harmonizing, with a focus on rejuvenation and inspiration. I’m committed to ensuring that every project I lead results in innovation that is not only viable but also predictable in its success. By leveraging the principles of situational leadership, I adapt my style to meet the needs of both the team and the project, always aiming to strike the right balance between empowering individuals and achieving collective goals.