“This is the Coro network at work.”
What is your connection with Coro?
FPPA, class of 2004
Recruitment Manager and Trainer 2004-2005
Outreach and Strategic Partnerships Manager 2005-2006
Adjunct Trainer, AdelanTECH, 2015
Adjunct Trainer, NHTTAC 2017-2018
What is a memory from your Coro experience and training that you still think about today?
I was one of the younger, less experienced members of my Fellows cohort. In preparing for my labor union placement presentation, I leaned on visual aids, which came naturally to me as an artistic individual. However, during the presentation, I received direct feedback from our business placement lead that the presentation did not meet his expectations. He called out my team, and challenged them to support me to improve.
This feedback led to an ‘ah ha’ moment for me in the Fellows program. I was showing up, yet doing the bare minimum. I wasn’t investing in building relationships. I was one of the participants, but I wasn’t one of them.
Coro has changed my life, professionally, in many ways. I’ve played many different roles at Coro, from being a recruiting manager to program facilitator to working on a national recruitment strategy. As Founder of ESO Ventures, I support Fellows for their business placements and recruit from the Coro network. My business would not be where it is today without the Coro network – through some introductions from my Coro network, my organization received an $18 million investment from California.
This is the Coro network at work.
What is one of Coro’s leadership principles, frameworks, or tools you apply to your leadership practice today?
I’m also a Coro adjunct, so I frequently use Coro’s tools. For example, I often use WIGO in meetings, and the ladders of inference. “The map is not the territory” is one of my favorite approaches to remind myself to keep a growth mindset.
What are the two most important qualities leaders need today to create our shared future?
Care. Leaders need to care about mission, purpose, people, and the outcome. They need to offer care about the how they’re getting to their destination, not only focusing on the “do.” Collective caring creates a ripple effect in the world.
Emotional intelligence. Leaders need to be able to self-manage their emotions, and to support teams in management of their emotional states. Oftentimes, we may dismiss emotions instead of acknowledging and addressing the employee’s emotion. As leaders, we need to be grounded in noticing what is going on around us in order to more effectively lead.