Sharifah Masten

I attribute my success to many of the people I consider mentors, but even before that, I think about my small, close-knit family—my mother, brother, and sister. They were always cheering me on and pushing me to be better. They saw something in me, even when I doubted myself, and they always told me I was going to do great things. Having that kind of support behind me was a blessing, and I was very fortunate.

Earlier in my life, many of my mentors were men rather than women because, years ago, there were fewer women in leadership positions and, unfortunately, women were often pitted against one another as they competed for opportunities. Those roles were few and far between when I was younger.

When I look back, I think about my band directors in school, the general in the military who called and asked me to take on an opportunity and I said, "Absolutely," the ambassadors I worked with, and so many others who saw something in me and brought me along because of what they had seen me do. Each of them played a role in helping me grow and giving me opportunities that shaped who I am today.

One of the best pieces of advice I was given, especially when talking to other women and women moving into leadership, was this: when you speak, make sure you have something to say. Don't just talk to talk. Taking the time to think before you speak really does make a difference.

I know we're often encouraged to always say something, but I'm grateful for that advice because I've learned that when I do speak, people listen. If I speak up, it's usually met with, "Wait a minute, Sharifah has something to say," and people pay attention. I've found that being intentional with my voice gives my words more impact than simply speaking for the sake of being heard.

One thing I always tell people is to do something you're passionate about and that you enjoy. But don't be afraid to take opportunities that may not be exactly what you want. Sometimes we have to start somewhere, and you have to be willing to do things you may not necessarily want to do to get where you ultimately want to go.

Those experiences are what make you stronger. They help you become a better person, a better leader, and a better manager, and you'll learn so much along the way. So don't be afraid to do something that makes you uncomfortable. Growth doesn't always happen in the places we expect. Sometimes it comes from being willing to step into something new and trusting the process.

One of the challenges I see in HR is that some people enter the profession simply because it's a job, without fully appreciating that HR is ultimately about understanding people. If you're going to work in HR, you have to connect with people on a human level. It requires emotional intelligence and the ability to build trust, because not everyone you hire is going to walk through the door on day one excited and ready to engage.

We also need to move away from the perception that HR is something to fear. HR is about more than policies and compliance. While we have a responsibility to protect the organization, we also have a responsibility to advocate for its people. Too often, employees see HR as being focused solely on compliance, but effective HR leaders understand that supporting the company and supporting its people are not competing priorities. They are both essential to building healthy, high-performing organizations.

I believe in transparency and in having open and honest communication, both in work and in life. That's incredibly important to me. I also believe in the value of pausing and taking time for yourself. We spend so much time taking care of others and pushing forward that we often forget the importance of rest and reflection.

Trust is another value that matters deeply to me. As women, I think we need to trust ourselves more and extend ourselves the same grace we so readily give to others. We don't have to have all the answers, and we don't have to be perfect. Sometimes, we simply need to trust our instincts, give ourselves permission to pause, and recognize that growth doesn't require perfection.