Cynthia Skyers Gordon

I attribute my success to resilience, determination, and the people who gave my life purpose.

My childhood experiences taught me early lessons about perseverance, adaptability, and the importance of continuing to move forward even when circumstances are difficult. Those experiences helped shape a mindset that has stayed with me throughout my life and career.

I have always been a determined person. When others underestimate my abilities or question what I am capable of achieving, it does not discourage me, it motivates me. Challenges, obstacles, and even skepticism have often fueled my drive to learn, grow, and prove that our circumstances do not define our potential.

However, the greatest turning point in my life was becoming a parent. Before having children, I knew I was capable of more, but I had not yet fully committed to the future I wanted for myself. When I became a mother, everything changed. I realized that my decisions no longer affected only me. I was responsible for helping create a stable, meaningful future for the children who depended on me.

My children became my motivation to pursue higher education, continue growing professionally, and strive for goals that once seemed out of reach. More importantly, they inspired me to lead by example. I wanted them to see that success is not determined by where you begin, but by your willingness to keep moving forward, learning, and believing in yourself.

The best career advice I ever received was not a single piece of advice—it was a lesson I learned through experience and through the people who believed in me.

If I could go back and give my younger self advice, I would say: pay attention to the things you naturally love to do and find a career that aligns with those interests. Growing up, I was often told to go to college, but no one explained how important it was to connect your education and career to your passions and strengths. I believe people are most fulfilled when their work reflects the things that genuinely inspire them.

The second lesson came from a mentor who saw something in me long before I saw it in myself. Early in my career, I worked for the Los Angeles Urban League Head Start program under the leadership of Mary Idella Coleman. I began as an aide, was promoted to teacher, and then, within a short period of time, was offered a supervisory position.

I remember being overwhelmed by the promotion and questioning whether I was capable of taking on that level of responsibility. At the time, I did not see myself as a leader. I simply wanted to do my job well and support my family. However, Ms. Colman saw leadership potential in me that I had not yet recognized in myself.

Looking back, one of the greatest gifts a mentor can offer is the ability to see possibilities in someone before they see them on their own. Her confidence in me helped shape the trajectory of my career and taught me an important lesson: sometimes we are capable of far more than we believe.

That experience continues to influence how I lead today. I strive to encourage others, recognize their strengths, and help them see opportunities they may not yet see in themselves.

My advice to young women entering leadership is simple: focus on people, not power.

Too often, leadership is viewed as a position, a title, or a level of authority. In reality, the most effective leaders understand that leadership is about service. It is about helping others grow, recognizing potential, and creating opportunities for people to succeed.

As leaders, we have a responsibility to look beyond personal preferences, assumptions, and biases. Our role is not to elevate only those who are most like us or those with whom we feel most comfortable. Our role is to recognize talent, nurture growth, and help people become the best versions of themselves, regardless of their background, race, personality, or circumstances.

I encourage young women to become selfless leaders. Be willing to see potential in others before they see it in themselves. Listen more than you speak. Lead with integrity. Create opportunities for others to thrive. The true measure of leadership is not how much power you hold, but how many people grow because of your influence.

The world does not need more leaders who simply manage people. It needs leaders who develop people, advocate for people, and genuinely care about helping others succeed.

One of the biggest challenges facing the early childhood education field today is the growing emotional and behavioral demands placed on educators. Classrooms have changed significantly over the years. Teachers are supporting children with increasingly complex social-emotional needs while often receiving less support and partnership from families than in previous generations.

As a result, educators are spending a significant portion of their day helping children develop emotional regulation, problem-solving skills, and positive behaviors. While this work is essential, it can also be emotionally demanding. Every challenging interaction, difficult conversation, and stressful situation requires educators to draw from their own emotional reserves.

I often compare it to a cup of water. Each day, educators pour into children, families, and colleagues. If they continue giving without opportunities to refill their own cup, eventually, there is very little left to give. This contributes to burnout, absenteeism, turnover, and challenges with staff retention that many early childhood programs are experiencing today.

At the same time, I believe this challenge presents one of the greatest opportunities in our field. Organizations have an opportunity to rethink how they support the well-being of the people who care for children. Wellness should not be viewed as an extra benefit or occasional activity. It should be part of an organization's culture and leadership approach.

This belief is one of the reasons I founded SILWELL-C (Staff-Inspired Leadership for Wellness and Calm). Rather than relying on top-down wellness initiatives, the framework empowers staff to take ownership of their well-being through staff-led wellness activities, peer support, and collaborative engagement. Leaders play an important role by providing three essential resources: time, space, and support.

When organizations invest in the well-being of their employees, everyone benefits. Educators feel supported, workplace culture improves, staff retention increases, and ultimately, children receive more consistent, high-quality care and education.

I believe the future of early childhood education depends not only on how well we support children, but also on how well we support the educators who serve them.

The values that are most important to me, both professionally and personally, are respect, trust, authenticity, honesty, and the commitment to helping others grow.

Everything begins with respect. I believe people deserve to be treated with dignity, valued for their contributions, and recognized for their potential. Whether in leadership, education, or personal relationships, respect creates the foundation for trust and meaningful collaboration.

Trust and authenticity are equally important. I value environments where people can communicate openly, provide honest feedback, and work together toward shared goals. In my experience, the strongest teams are built on transparency, integrity, and genuine relationships rather than competition, favoritism, or personal agendas.

I also believe deeply in surrounding yourself with talented people and creating opportunities for them to succeed. One leadership principle that has stayed with me throughout my career is that leaders should not be threatened by the strengths of others. Instead, they should actively seek to build teams of capable, knowledgeable individuals who challenge ideas, contribute diverse perspectives, and help organizations make better decisions.

Perhaps the value that matters most to me is the elevation of others. Some of the most influential people in my life were those who saw my potential before I saw it in myself. Because of that, I believe leadership is not about holding people back; it is about helping them grow, develop confidence, and reach opportunities they may not have imagined for themselves.

Whether I am working with children, educators, families, colleagues, or future leaders, my goal is always the same: to create environments where people feel respected, supported, valued, and empowered to thrive. When people are given the opportunity to grow, everyone benefits.