Dawn V. Sheiker

I think I have always had an intrinsic need to achieve. It's simply part of who I am.

Alongside that, I had two parents who were determined that their children would have better lives than they did. They encouraged us to pursue our interests and our education to the fullest extent of our abilities. I have also had a wonderful older sister beside me throughout my life. She has always encouraged me and, in many ways, served as one of my earliest mentors.

Building on those foundations, I have been fortunate to continually find myself surrounded by good people. I have had wonderful mentors throughout my career who led by example, challenged me, and helped shape the kind of leader I am today. I attribute my success to a combination of my own internal drive and the people who believed in me, invested in me, and showed me what strong leadership looks like.

The best career advice I have received has not come from one person or a single conversation. It is really a combination of lessons I have learned through my experiences as a professional, a leader, and a human being.

One of the most important is learning to distinguish between what is urgent and what is truly important. Urgent work will always demand attention, but the important work is often quieter: developing people, building relationships, thinking strategically, and addressing difficult issues before they become crises.

I have also learned that effective leadership requires balancing empathy with accountability. You can recognize what someone may be experiencing while still being clear about expectations and responsibility. That balance is not always easy, and I do not think leadership is something anyone ever fully masters. The best leaders remain curious, continue to learn, and are willing to adapt as they gain new experiences and perspectives.

I think it is absolutely crucial for people to immerse themselves in the business that they're in. Regardless of a role or a function that you're filling within a company, learn how money comes in, how decisions are made, who your clients are, and what happens beyond your own responsibilities.

Turn the business inside and out so you understand your place in it. The perspective gained will help you decide whether you want to grow within your current company or take your skills in a different.

Anyone who gets that question and does not mention the intersection of artificial intelligence, human existence, and judgment is missing the biggest issue in front of us.

I embrace AI, but it is the first time in my life that technology is advancing so rapidly that today’s best practices may be obsolete tomorrow. As a leader, the challenge is creating an environment where people are encouraged to explore and use AI without becoming dependent on it.

For younger professionals especially, we still have to create opportunities for them to get the “reps” that develop judgment. AI can accelerate the work, but it cannot replace the experience required to know whether the answer is right.

Authenticity is the first thing that comes to mind. I strive to be authentic in how I lead and how I show up in the world. Frankly, I am a terrible liar, so I do not have much choice.

Authenticity also requires reflection and vulnerability. When you are willing to show up honestly, I think it gives others permission to do the same, whether they are family, friends, or colleagues.

Accountability goes right alongside it. You cannot be authentic without being accountable to yourself, your team, and your organization. For me, authenticity, accountability, and vulnerability are all connected, and I do not think you achieve meaningful results in any area of life without them.