Kalinda Williams

I attribute my success to my mom's strength and the way she empowered me growing up. My mom doesn't have a degree and couldn't guide me through college - I was a first-generation college student - but her strength is what cultivated me the most. She always had faith in me and would empower me, saying 'you got this, Kalinda, go get it.' She gave me that boldness. She always told me it didn't have to make sense to my eye, as long as I have faith and confidence, go for it. So what if you get a no? So what if you fail? It's a lesson, right? That mindset of taking bold leaps even when I don't have the traditional credentials has defined my entire career. I've gotten into almost every role without having previous experience or a degree or certification for that specific thing, but I go in with all the confidence in the world because I know my skill sets, I know what I can do, I know the change and impact I can make - I just need an opportunity to get in there and do it.

The best career advice I ever received came from my former boss Mary Olan during one of my performance reviews. I was complimenting her and giving her flowers, letting her know how much I respected and admired how she led. She said to me, 'I know you see me as this manager and this person who's your boss, but for me, I'd rather make a difference than to have all the titles in the world.' That just stuck with me because it showed that she's operating from purpose. I said, wow, that's the kind of leader that I want to be. She was a true leader, not just a manager - there's such a difference. She led from her heart space and also her mind space, and she knew when to switch on and off. That advice about making a difference rather than chasing titles has shaped how I approach leadership.

I would say really take ownership in your own growth. What I mean by that is developing outside of the expectations of a job or a position. That looks like reading books in your free time, not just for leisure, but books that help you grow professionally. Mentoring has been a huge part of my journey - when I'm mentoring the youth, that's another opportunity for me to relearn or refresh certain information, so it's investing in myself in that way as well. Be committed to your own personal growth and set personal goals that may not look like the next person's personal goal, whether it's small or large. I have this saying that the target attracts the arrow - if you don't have a target, where's the arrow going to go? All over the place. So set personal goals, have a target each day. Invest in your own personal growth because sometimes companies just aren't going to do it, for whatever reason. You have to be willing to invest in yourself, and sometimes that may cost you - it may take you out of state to a conference that you have to pay for out of your pocket that the company won't cover. Those are things I've done over the years and it's really paid off. I'm a lifetime learner, so I'm always seeking to learn, to grow, to share, to impart knowledge.

The values I bring into my role are pretty much the same values that are in my personal life, because I pride myself in showing up authentically - professionally, of course, but also authentically. The same way I would extend grace to my family member, my daughter, my spouse, is the same way I would extend grace in my professional world. I believe everyone deserves some level of grace, but along with that grace, understanding is required - having a conversation to reach an understanding. Preferably having that understanding up front before something happens is ideal, but that's not always how life happens. You have to leave room for nuance. Another important value is that roll-your-sleeves-up, all-hands-on-deck mentality. Being a leader isn't always about leading from the front, but sometimes you're leading side by side. Being thorough and detail-oriented is crucial to me - there are certain moments in your career where you can cut a corner, but then it becomes, should I? Who will it impact? What systems will it affect? If you do it right the first time, you don't have to come back and do it over. I'm also very systems-oriented - I like to know clearly what the expectations are, what the caveats and nuances are. Having expectations clear helps get everyone on the same page so we know what to expect and how to proceed forward. In almost every role I've had, if there's not a manual or system in place, I tend to be the one to develop that system so that whether I'm out of the office or no longer with the company, things can still be successful.