Leader Bank Career Growth & Development

Describe your career journey so far. What skills and experiences have you acquired along the way that have helped you get to where you are now?
Leadership has been a foundational part of my life from an early age. Growing up playing competitive sports from elementary school through college instilled in me the values of teamwork, resilience and leading by example, even when I wasn’t the designated captain. These experiences naturally cultivated leadership skills that I carried into my academic and professional life.

In college, I participated in a development program with three levels of employment. Achieving the top tier of student manager was highly competitive and a pivotal moment in my growth. It gave me hands-on experience managing others and taught me how to lead with both confidence and empathy.

When I joined Leader Bank, I approached my role with a mindset of continuous learning. I aimed to be a sponge — absorbing knowledge not only within my team but across departments. I’ve realized looking back that there are situations that going above and beyond seemed simple in the moment, but became transformative in my career. Holding myself accountable and surrounding myself with people who challenge me to maintain high standards has been key to my development. That drive to make an impact continues to shape my career.

What support did you receive from individuals and/or resources that helped you step into a leadership role?
I’ve been fortunate to have many mentors throughout my journey who have guided and coached me into leadership. One of the most impactful areas where I needed support was building confidence in decision-making. I’ve always held myself to high standards, which sometimes led to self-criticism even when I knew the right answer.

Having mentors who believed in me and encouraged me to trust my instincts, but also knowing when to push me in areas that may seem uncomfortable, made a significant difference. Their support helped me recognize that confident, thoughtful decisions, even those that affect others, are part of growing as a leader. Over time, I’ve learned to lean into my judgment and lead with conviction, knowing that growth often comes from stepping into uncertainty.

How do you encourage other women on your team to become leaders themselves? Are there any stories you can share that showcase how you’ve done this?
Encouraging other women to grow into leadership roles is something I’m deeply committed to and I believe it starts with consistent coaching, mentorship and leading by example. Supporting initiatives that come from within the team is one way I help foster leadership. A standout moment was last year when a colleague proposed hosting a women’s luncheon. The goal was to create space for meaningful conversations among women across the bank. I supported her in bringing the idea to life and we were able to gather representation from different departments and levels of the organization. The event was powerful; stories were shared, connections were made and many left feeling inspired and more confident in their leadership potential.

Beyond events like the luncheon, I dedicate time to mentor women across the organization through regular conversations, brainstorming sessions and guidance. I’ve built relationships based on trust and respect by actively listening and offering support without judgment. These moments are often where the most growth happens. Helping someone see their own potential, navigate challenges and feel empowered to lead is one of the most rewarding parts of my role.

What makes promotion criteria feel fair and clear — and what evidence supports that?

For promotion criteria to feel fair and transparent, a few key elements must be in place. There should be a clearly defined process and criteria for consideration. For instance, promotions to a vice president level or higher require a nomination by the current manager. To be nominated, the individual must have a proven track record of success, demonstrate leadership attributes across the bank, possess a strategic mindset and show the ability to delegate rather than doing all the work themselves. Potential candidates must undergo a 360 review, which includes feedback from direct reports, peers and senior leadership. Human resources will ask for suggestions from the candidate but will ultimately choose the participants. 

Once the results are in, the chief talent officer meets with the CEO and president to present the findings and decide on the promotion. Communication is crucial in this process. Understanding the reasons behind the process and its components is essential for all team members. They need to feel in control of their career and future moves. If a manager believes a team member is not ready for the next level, they can collaborate on a development plan to reach that level.

Which program changed your capability — with what measurable result?

Many programs are designed to help team members develop new skills and advance in their careers. At Leader, we have launched a program for our top talent called Emerging Leaders. This program focuses on self-leadership, people leadership, thought leadership and results leadership. By concentrating on these four domains, we prepare our emerging leaders for their next position. As a leader, it is essential to understand yourself and manage your emotions, feelings and work. People leadership skills will help you motivate and inspire your team to achieve the best results, allowing you to focus on how to get those results.

What coaching habit consistently moves careers forward?

The key to advancing careers is having a coach who genuinely cares. When someone sees you beyond your work product, they can identify what truly inspires and motivates you, unlocking your full potential. We are often our own worst critics and do not see ourselves as others do. A great coach will help you see yourself through the eyes of others.