Sarah Staley, M.S., ACC, ACTC, SPHR, SHRM-CP, CAM

I attribute my success to curiosity, continuous learning, resilience, adaptability, relationship-building, and a willingness to create opportunities rather than wait for them. Early in my career, financial limitations meant formal professional development was not always within reach, so I taught myself. I read HR magazines, books, and professional materials, and I sought out anything that would expand my knowledge. That commitment to learning has never stopped. I have continued to earn degrees, certifications, coaching credentials, and specialized training while taking on increasingly complex leadership responsibilities. I also credit relationships and networking with opening important doors throughout my career.

Some of the most valuable guidance I received came from people who saw my potential before I did. At 17, during a summer internship, the Vice President of Human Resources encouraged me to consider HR, a field I knew very little about at the time, and that conversation changed the direction of my career. Later, through networking, I met Donna Dechant, then CHRO at iPic Entertainment, who offered me an HR management opportunity with the luxury theater and restaurant organization. These experiences reinforced my belief in recognizing potential, creating opportunities for others, and maintaining meaningful professional connections.

Stay curious and keep learning, and never let a lack of resources or a nontraditional path determine how far you can go. I entered HR without a traditional roadmap and built much of my early knowledge on my own. Over time, I added education, experience, certifications, and professional relationships that carried my career from HR administration into organizational development, coaching, and strategic leadership. Learn from every opportunity, build relationships across industries, and stay open to a career path that looks very different from the one you originally imagined.

I see significant opportunity in moving organizations beyond a traditional view of HR toward a more comprehensive approach that includes organizational development, leadership coaching, employee growth, and strategic people leadership. My own transition from Director of Human Resources to Director of Organizational Development and Coaching reflects that shift, and I am helping bring a model that places leadership development and coaching directly into organizational strategy. I see great potential in embedded coaching, especially when it is built into leadership development rather than offered as a separate or occasional resource. For organizations willing to invest in their leaders, coaching and organizational development can strengthen communication, self-awareness, team effectiveness, and overall performance.

I value growth, resilience, authenticity, education, self-awareness, service, and developing the potential in others. I believe leadership can be intentionally developed rather than simply attached to a title. I also place great importance on continuous learning, from teaching myself HR fundamentals early in my career to pursuing advanced degrees and coaching credentials today. My coaching philosophy centers on helping people understand themselves better so they can become more intentional and effective leaders.