What Happened When I Stepped into the Spotlight
FM (Friday Morning) Reflection #21
There have been times in my career when I felt like I was stepping onto the stage for the first time—the orchestra finishes the prelude, the crowd becomes hushed, and the red velvet curtain rises. Ready to step into the spotlight—uncertain but determined.
In the mental rehearsals leading up to these moments, there have been a few times when I realized that while I knew the lines, I hadn't thought deeply about why I’d be saying them. I could have rationalized this with thoughts like, “This is the way it's done” or “This is what people expect,” but I knew those would just be excuses for not doing the deeper work of illuminating my own character.
One of these earliest going-on-stage moments happened about a decade into my career. I had recently started a new job, and the first few months were disorienting: my hiring manager left shortly after I joined, several peers came and went, and our leaders at the helm weren’t up to the task. I raised my hand to take on a larger role and team, and found myself thrust into a real-life reality show competition for the job. (A greeeeaaaaaaat way to build team camaraderie and trust—insert eyeroll emojis.)
Nevertheless, I ended up getting the position.
While I had led teams before, this time felt different. I was more self-aware, more conscious of the need to define who I was and what I stood for if I was going to lead effectively.
If I couldn’t explain what was important to me and set clear expectations—and to skeptics, show why I was selected for the role—how could I expect others to get on board?
I thought deeply about this, reflecting, refining, and revising. I considered the type of leader I would want to work with, the characteristics I valued, and the traits I could honestly claim as personal benchmarks in every situation. Beyond substance, I asked myself practical questions:
How many values should I articulate?
Should they form a clever acronym?
How much detail should I provide about my leadership philosophy?
Ultimately, I landed on the first four of the six values I now carry with me every day: integrity, advocacy, competency, and thoughtfulness. By chance, these actually do form an acronym: they describe how I ACT. Perhaps some things are just meant to be!
I remember the surprised reaction of a seasoned veteran when I shared these for the first time. "Wow, no one has ever talked with us like that before," they said. I paused, waiting for them to elaborate.
For the first time at that company, my team member understood how we could work together, what mattered in our work, and expectations were clear.
This was someone highly competent and accomplished—a decade or more older than I was and a direct report on that new team—who could have easily walked out the door to find another job. Instead, we developed a strong working relationship based on trust … and they stayed.
I’ve never forgotten that moment.
Since that time, I have shared these values with every single team member under my care, adding engagement and diversity to the list, expanding the acronym to I ACTED. These values are my personal touchstone for performance and guide how my team and I make decisions daily.
These may not be The Values for everyone. Each person has their own Truth.
I share this origin story because it was the start of bringing my “whole self” to work. It’s something we hear a lot about, but there’s rarely a clear instruction manual. For me, it started with defining my values and using them to guide my actions and interactions.
Over the years, I’ve learned that bringing my whole self to work also means bringing my passions and personal experiences to the table. I weave my love of photography, media, and travel into my daily work so that it is additive. It shapes my perspective, my contributions, and makes me unique with a story to tell.
I’ve also learned the importance of encouraging others to do the same. I recall a conversation with a team member who was deeply involved in community volunteering. I encouraged them to bring that passion into their work—to share their experiences as they related to challenges on the job and to connect with others in the company who shared their interests. When I mentioned it, they lit up, realizing their passion was an asset at work.
When we bring our authentic selves to work, we bring out our humanity. We create connections, build trust, and unlock a level of energy and motivation that can transform not only our own experiences but also those of the people around us. It’s what sets us apart, makes us memorable, and ultimately allows us to do our best work.
So, as we head into the holiday season, I offer these encouragements:
Reflect on your core values. What are the principles that guide your actions and define who you are?
Consider how your passions and unique experiences shape your perspective and contributions. How can you weave these into your work in an authentic and meaningful way?
Encourage others to share their stories. Create space for authentic conversations and connections.
By embracing our true selves, we not only Do Good by Doing Better, but we also spark trust, ignite collaboration, and foster innovation—transforming our work and the lives we touch into a legacy of shared growth and meaningful impact.
Photo Bonus
One of the things I appreciate about nature is that it knows what it is intuitively — no need to explain — like this cluster of mushrooms on a stump. I appreciate its form so elegantly revealed in this photograph. Taken with my Polaroid SX-70 (MiNT SLR670-X) with Polaroid B&W Film.