Tara Johnson

Tara Johnson is an Executive Coach, Learning & Development Facilitator, Employee Experience Strategist, and Founder of Radical Redefinition LLC.

With 17 years of professional coaching experience, Tara is on a (not so secret) mission to radically redefine workplace experiences for all – one person at a time– through coaching and employee experience initiatives. Having served in a variety of People & Culture leadership roles at organizations such as Etsy, Bloomingdale’s, Columbia University, and JPMorgan Chase, Tara has direct experience navigating the dynamics and challenges of today’s workplace, which informs her practice and allows her to deeply understand and support her clients. She’s coached everyone from early career professionals to those who have reached the pinnacle of corporate leadership; engineers, creatives, financiers, nonprofit leaders, military veterans - you name them, she’s likely worked with them. In addition to 1:1 coaching, Tara also facilitates corporate Learning & Development programs, mentors fellow and aspiring executive coaches, and coaches in specialized programs for struggling leaders and underrepresented groups. Tara is a Professional Certified Coach with the International Coaching Federation (ICF), Certified NLP-Integrated Life Coach, and holds a M.Ed in Instructional Leadership from the University of Illinois and a B.A. in Business from Truman State University.

Tara’s coaching style is direct, empathetic, flexible, and accountability-driven. Past clients have described Tara as someone who poses thoughtful, intuitive questions that lead to deeper self-awareness, and a coach who will meet you where you are while also challenging you to evolve beyond your current modus operandi. She is known for her ability to establish trust with clients quickly by balancing warmth and professionalism.

You can connect with Tara via LinkedIn.

Photo credit: Lelanie Foster for Dove

How did your environment growing up influence your decision to want to work in employee development and ultimately become an executive coach?

Growing up in a family and close-knit community of educators, I think I was always destined to work in a space where I was educating, mentoring, and empowering others (although I thought I was running from the inevitable when I decided to major in Finance in undergrad and had my sights set on becoming a financial advisor). Also, my identity as a black woman deeply shapes my professional choices; although I’ve held many different roles throughout my career, the one thing that has remained constant is me using whatever platform and resources I have to create access and opportunities for those of us who are marginalized, often overlooked, and/or have limited access to what we need in order to truly thrive professionally.

Part of why I’m where I am today, professionally, is because of teachers, mentors, managers, and other supporters along the way who opened doors for me that I didn’t even know existed – many of whom looked like me, but plenty who did not. Being a coach allows me to empower others to not only see themselves differently, but to see the world in a new way – including the possibilities that lie within that either they didn’t realize existed or didn’t think were attainable.

As an executive coach, what are some of the biggest challenges you face in your work?

Great question – there are many layers to this!  On a macro level, I think democratized access to coaching remains a challenge.  Within organizations, this type of resource was traditionally only available to people at the highest levels of leadership (think: C-Suite, EVPs, etc.) and “high potential” talent. But the reality is: Anyone – regardless of one’s level, tenure, or job function– can benefit from coaching because we all have goals. We all have challenges. And we all could use (and deserve!) support in gaining clarity, developing confidence, and charting a pathway forward.

Also, if our pool of senior leaders continues to remain monolithic in terms of identity, then this means there’s also limited access to company-sponsored professional development via coaching for people from different backgrounds. While this doesn’t affect my ability to perform my work, it’s certainly something that concerns me as a champion of equity.

On the other hand, what does have the potential to impact my work is the information gap when it comes to understanding what coaching actually entails. Most clients I work with have never worked with a professional coach prior to working together - part of this is likely due to the aforementioned equity and access issue, but perhaps a larger part of this is because they don’t have a clear understanding of what we do as professionally trained coaches and what to expect from the coaching process, including the role they play in their own development. And let’s face it - there are countless types of coaches!

A professionally trained executive coach is not going to give you advice or the answers you seek, however, a sports coach likely would. An executive coach isn’t going to map out a detailed action plan for you (though we will support you in creating your own plan), a financial coach might… yet we’re all coaches in title.

See how that can be confusing?! So the lack of clarity around professional coaching absolutely makes sense, but it can be challenging when there are misaligned expectations. The other side of the information gap coin is that if someone doesn’t know what a resource is or how it can benefit them, they likely won’t seek it out and take advantage of it, therefore missing out on exactly the kind of support they could use to get unblocked and make progress on their goals.  

So, a big part of my work as a coach and entrepreneur is driving awareness around coaching.

Have you ever questioned your career journey and how did you address that?

Um yes, several times - hence all of my career pivots over the last 20 years! When I was going through an extremely rough time professionally during COVID, my sister gave me this cute little trinket that says “Trust Your Purpose,” and it was an excellent reminder of what has always anchored me in moments of doubt. I haven’t always known what my next career steps would look like and sometimes it has felt like an uphill battle to get to where I wanted to go, but I’ve learned to make peace with the uncertainty.

When I check in with myself, as long as I can honestly say that whatever it is I’m working on/towards is something that feels deeply meaningful to me, is a great use of my talents, will challenge me to grow in ways that feel exciting and empowering, and allows me to make impact in the ways that matter most to me, then I can trust that my purpose will make way for the right opportunities to come. And so far, my track record of trusting my purpose to guide my career journey is looking pretty good!

You were featured in a powerful Dove campaign last year. What was it and how did it come about?

Can I just say how damn proud I was (and still am!) to have been part of such a powerful campaign that literally broke the internet at the time?! The campaign’s goal was to drive awareness around the issue of race-based hair discrimination in the workplace, and to provide us all with concrete actions to take to help make this illegal through the CROWN Act so that there are more inclusive spaces for Black hair at work. Bias and discrimination against natural hairstyles in the workplace (as well as in schools and other institutions) remain a systemic problem, with a disproportionate impact on Black women - believe it or not, folks are denied access to employment opportunities and professional advancement simply because of their hair. Not because they are unqualified. Not because they don’t have a track record of stellar results. But because of their HAIR. That’s wild to me.

As a black woman who has donned my natural crown for the last 20 years, has worked in several corporate spaces, and has heard my fair share of disparaging comments from colleagues and managers about my and other Black women’s hair, this campaign really hit home.  So when I was approached to be involved, it was a no-brainer for me.  And can I tell you,  it was such a beautiful experience from start to finish - so many amazing Black women coming together to tell this story while celebrating US, from the talent team to the photographer and stylists to the editorial team. In terms of the campaign’s impact, one look at any social media post about the campaign will show just how widespread and deeply resonating it was for so many. Did I say I was proud or nah?

Photo credit: Lelanie Foster for Dove

How do you go about influencing behavioral changes within an organization without taking away anyone’s agency when they do not want to change?

That’s the beauty of coaching - it’s ALL about helping others recognize their agency so they can then use it to create or influence change. But before a person can tap into their agency to create change, they have to first recognize that something actually needs to shift and see the value in doing so. In my opinion, sustainable change is ultimately an inside job - it can’t be forced by others and there has to be intrinsic motivation present. 

So when it comes to influencing behavioral change without stripping someone’s agency, this is a great time to flex your coaching muscle as a leader - you want to lead change in a way that brings everyone on board collaboratively vs. by command. If folks are resistant to change, use coaching questions to understand what’s at the heart of the resistance and what would ease said concerns. You may have ideas on how to best implement new behaviors, but what are your employees’ ideas? What approaches would feel empowering to them? Believe it or not, coaching as a crucial leadership skill is something that I actually work extensively with leaders of all levels on because it’s THAT critical – and there’s plenty of research to back this up! 

How did the cultures differ in the different sectors you have worked in? Did you find one more challenging than the other?

My professional journey has been quite colorful - I’ve worked in areas such as tech, financial services, higher education, fashion retail, and I’ve worked everywhere from massive Fortune 500 companies to small start-ups. Each culture was certainly unique - some were highly conservative, bureaucratic environments with a formal dress code (turns out, wearing all black every day does wonders for the morning routine!), and others were progressive, flat organizations where early-career team members regularly worked side-by-side with Executive Directors and felt empowered to voice their opinions and contribute. I wouldn’t necessarily say that each culture was indicative of its respective sector or size - each culture was ultimately shaped by the attitudes, beliefs, and behaviors of the people themselves within the organization.

For me, the cultures that were most difficult to work in were ones where I felt like the core of who I am was stifled, and where I received subliminal messaging that I couldn’t be myself if I wanted to be perceived as credible or to succeed there. These were cultures where I felt I had to dress a certain way, speak a certain way, wear my hair a certain way, and always be conscious of whether my talents and overall presence would be judged through the lens of my race, gender, and/or age – rather than based on the quality of the work, ideas, and innovation that I was actually producing.  I’m glad to say that I have experienced cultures that not only encourage me to be me, but also celebrate the unique way that I show up to my work - and I’ve never felt freer and been more successful (and of course a big factor in this was me eventually giving MYSELF permission to stand in my authenticity no matter where I am!)! 

Toxic leadership is in every workplace. How do you get a toxic leader to understand that the problem with their culture might be them, and what is their transformation journey like for you?

The transformation journey is truly one of self-awareness and personal accountability because we’re talking about shifting one’s own mindset and behaviors. So first, the leader has to be open-minded and willing. Open and willing to consider the possibility that maybe, just maybe, there is room for them to think and act in different ways that could yield different experiences or outcomes for themselves and those around them. Open and willing to consider the role they may be playing in creating or perpetuating a toxic culture - that maybe, just maybe, they’re doing more harm than good despite being well-intentioned. Without this openness and willingness, transformation really isn’t likely.

But once they are present, it becomes a journey of exploring how one shows up as a leader, the role they play in the organizational culture dynamic, the impact that they currently have on others /the work itself/the organization as a whole. And then, a: getting clear on what they ultimately want to achieve as a leader from a culture perspective, b: being honest with themselves about how realistically they can achieve said outcomes if they continue with their current modus operandi, and c: establishing new ways of leading that are more aligned with with their goals and values – and a healthy culture. 

Now I know this all may seem like a lot of work (spoiler alert: IT IS!) and some of you currently working under toxic leadership may not feel super-hopeful for change after reading this, but I promise you this kind of transformation is possible – I’ve witnessed it with my own eyes! 

Have you always wanted to work for yourself? What prompted you to create Radical Redefinition?

AL-WAYS. For as long as I can remember, I envisioned being my own full-time boss, but I had absolutely no idea what I’d do or how I’d make it happen.  I've had various entrepreneurial ventures over the years (I once created and sold crocheted jewelry online and in stores!) and while they were fulfilling, I couldn’t see how they would fully support me. Ultimately, I was ushered into full-time entrepreneurship quite unexpectedly.

In 2017, I was working in what I considered a dream job at the time, and one day I walked into work and was unexpectedly laid off due to org-wide restructuring. When that happened, I knew that I wasn’t mentally ready to hop back into a job search or embed myself in the type of work cultures that I’d experienced for most of my career, so I was faced with a decision - “Now that I’m here… what do I truly want for my life?” This led to a pretty non-negotiable decision to work in a manner that felt most meaningful and authentic to me – and empowering others to do the same – so I decided to bet on myself and began contract consulting in various areas of my experience (career and executive coaching, employee communications, L&D, DEI), and after some years of testing out various focus areas and avenues for independent work, I decided in 2021 to launch my own executive coaching & employee experience consulting company, Radical Redefinition.

I’m proud to say that I have been a full-time entrepreneur for 7 years now, and while my entrepreneurial journey has definitely had its ups and downs, I have met so many beautiful parts of myself and my self-confidence and sense of purpose have never been stronger.

Where did you get the confidence to start your company?

Something that has always helped me navigate new decisions with confidence is reminding myself that “nothing is permanent” - this means that I always have options, I can always switch gears if something isn’t working out, and if I’m experiencing challenges at any given moment, I can trust that those challenges won’t last forever and will eventually give way to successes. This mindset really helps me remove the pressure to “get it right” or to fear failure, and allows me to take leaps (like starting a full-time company) with full confidence that at the end of the day, I will be alright.  The other thing that gave me confidence was really trusting my experience and considering the idea that “If I’ve been able to be successful and impact the lives of others for all these years under someone else’s company, why wouldn’t I be  able to replicate that and have the same impact and success on my own?!”

What are some of the biggest lessons you’ve learned as an entrepreneur?

Giving myself permission to “do me” and trusting that I can still be successful on my own terms, even if it looks different from how everyone else seems to be doing it. In other words, focus on what feels right and authentic for YOU vs. following conventional advice about what you “should” do in order to be successful. When it came to certain aspects of being an entrepreneur, at one point I felt like I was trying to force a round peg (me) into a square hole (an approach), and not only did said approach not feel right for me…it didn’t work. Once I accepted that there is more than way to show up as an entrepreneur in public spaces, to connect with potential collaborators and clients, and to create a successful business, I released self-imposed pressure to do things “by the book” and started approaching business-building in ways that feel personally aligned and that allow me to connect with others in genuine and authentic ways FOR ME… and that’s when my business really started to soar.

Another big lesson has been learning to decipher between my intuition and my fears. Am I saying “yes” or “no” to X because my gut tells me this is the right decision for me, or is it because I’m afraid of something?  Learning to tell the difference is an ongoing practice for me, but I see evidence of how taking a beat to listen to myself objectively before making decisions has led me to some great, “no-regrets” decisions and opportunities.

How employees feel about their places of work is the heart of business culture. What are the top 2-3 things that can make employees feel more connected to their work and want to implement a better culture?

This is a great question and I’ll preface my answer by acknowledging that there is no one-size-fits-all approach to engaging employees – each of us needs something different in order to feel connected and motivated to deepen our involvement at work.  That said, I think that at our core, every human wants to feel safe, seen, heard, and valued – whether it’s at work or elsewhere in our lives. Typically, when we feel these things, we tend to feel more connected and we actually want to invest time and energy into the spaces that are pouring into us.

So one of the top things organizations can do is really take the time to have genuine conversations with your people around whether they feel safe, seen, heard, and valued at work and if not, why? What’s missing, what can be improved upon, and how? What types of changes, initiatives, etc. would they find meaningful and what impact would those things have on their sense of connection and engagement at work (well hello there, coaching!)?

After having these conversations, the next thing organizations can do is take meaningful, concrete action on the specific things that employees said are important to them – develop and communicate your intentions, clear action plans with timelines and deliverables, and ways that you will remain accountable to your employees…and then do it! When employees see that you’re walking the talk, not only does it build trust, but it can also help them feel a bit more motivated to help co-create the kind of culture they want to exist within.

Doing such challenging work must take its toll on you. How do you look after yourself?

It does! I truly enjoy what I do, but it definitely requires a tremendous amount of energy and mental presence. First and foremost - having strong mental and physical boundaries with both myself and others really allows me to rest and prevents me from burning out (because yes, too much of a good thing can sometimes turn into something not-so-great if you’re not careful). 

I also try to be really intentional about creating space for the things that fill me up personally, like traveling, exploring astrology and tarot, creating something new with my hands, getting a good workout in, or spending quality time with my loved ones. Oh, and eating ALL the desserts!

Veronica Barrow

Veronica Barrow is the founder of VBD, a full service architecture and interior design studio with a focus on single-family, multi-family, and commercial projects. Founded in 2015 in New York City and now operating in Seattle, WA, VBD has projects located in New York City, New Jersey, Miami, Florida and Seattle. Veronica Barrow Design LLC is a M/WBE certified business and architecture and interior design studio.

VBD provides the full scope of architecture and design services - Preliminary Design to Design Development and Construction Documentation - for new construction, tenant improvements, and renovations; and they approach each project with a holistic and multifaceted lens incorporating architectural space planning, sustainability and green initiatives, and interior design.

Veronica Barrow is a Designer and LEED Accredited Professional with a Bachelor of Architecture from The Cooper Union for the Advancement of Science and Art in New York City. Veronica served on the Board of NOMA | nw, the Northwest Chapter of the National Association of Minority Architects, as the elected Vice President for the 2020-2022 term. Over the span of her professional career, Veronica has worked on the design of over 30 built commercial and residential projects, ranging in scale from 500 SF to over 900,000 SF.

Where does your love of architecture and interior design come from? Who were your influences growing up?

I’ve been fascinated by architecture (especially residential design) possibly since I was 7-8 years old. Essentially, as long as I can remember. If there was a notepad or sketchbook laying around, I’d completely co-opt it and fill every page with floor plans. Discarded cardboard boxes laying around? Those, too, would be repurposed into some sort of building structure or cityscape. I have always been very hands-on.

I grew up in Miami, FL so there was a lot of Art Deco architecture around to study and appreciate. I was taught to draw inspiration from Western staples like Frank Lloyd Wright, Mies Van Der Rohe, Le Corbusier, Louis Kahn, Frank Ghery, etc  in architecture school. Outside of that, I widened my lens to include designers, architects, engineers of the global majority. There are so many (past, present, future) who have contributed / are contributing important works to the built environment, igniting much-needed dialogues and perspectives around old and new, building and community, housing equity and the pivotal role architects play in the process. David Adjaye, Tosin Oshinowo, Colloqate, to name a very very small few current designers.

After you graduated from Cooper Union, in New York, what challenges did you face as you began your career?

Coming out of a program that focused largely on Architecture Theory, I definitely felt under-prepared for the workplace in terms of employable skill sets. It became clear early on that if I wanted to be competitive and seen as an asset to firms, it wasn’t enough to be as good as, I had to be better than my peers. I learned all of the necessary CAD software on-the-go, and over the first 5-8 years I picked up invaluable Project Management, Construction Management and Business Management experience. 

Prior to starting Veronica Barrow Design (VBD), there was a certain degree of stagnation that I sensed on my then current career path – as far as opportunities for professional growth went. I had male colleagues with the same title making 1.4x more for doing the same work. The wage gap for women, particularly women of color, in this profession is very real.

Were there any particular obstacles you had to contend with as a Black woman in a predominately white male field?

One of the most prevalent stories I hear from women and people of color in this profession is having to deal with the limited visions of what an architect or designer should look like. I’ve had to brace myself upon walking into conference rooms or onto construction sites, as it was almost guaranteed that an unsuspecting client or contractor would assume that I was the assistant and not the Project Manager. I stopped counting the number of times I was asked to bring coffee or take meeting minutes.

Over the years, however, I have come to embrace standing out within this relatively homogeneous industry. As with many things, it comes with its advantages and disadvantages. I like to focus on the advantages.

How early in your career did you begin thinking about starting your own firm?

I worked for about ten years at a handful of architecture firms in New York City before building up the tenacity to take the next step in my career and start my own design studio. About 5 years prior to that, I had already begun feeling the need for a major professional shift. I knew that I wasn’t reaching my full potential working at architecture firms.

There was a particular moment that served as the catalyst for taking the leap of faith. Back in 2014 I was working for a small design studio in the city, and was injured on the job. It was at that moment that I thought to myself, “never again”. I am extremely passionate about the work that I create, and if creating requires this much of me then I must engage in work that I believe in – my own work.

Starting my own design practice required some serious self-talk. It required summoning herculean strength, psychologically, to trust in my 10 years of experience, trust in my knowledge base of how a project is designed, constructed and turned over to the end user. Subconsciously, I knew that I was ready and completely capable. Still, knowing is one thing. Going out and doing (without a safety net or backup plan) is another. I second-guessed myself all the way to my first solo project. After landing it, though, I knew I made the right choice and was on the right path.

What were some of the risks involved in striking out on your own?

Not bringing in enough projects throughout the year is a reality that many small businesses face. It’s the same in design. So far, VBD has been fortunate enough to maintain a steady flow of creative projects. I can't stress enough the importance of building a solid, reliable network of professionals – as well as clients – who trust and value the work that you do. It’s invaluable. 

Liability is also an ever present reality when running your own business, especially in design and construction. Making sure that business license(s), contracts, organization filings, etc are maintained can be a lot to keep track of, but it’s crucial.

Which market has been more challenging, New York or Seattle?

Seattle has been a bit more challenging to plant roots given the relative sprawl, and the much smaller community of freelancer and independent designers. New York City, to me, is synonymous with entrepreneurship. The community and network of creative individuals who are working for themselves or running small businesses, like I am, is so vast. It definitely felt more organic connecting and networking with like-minded folks, in ways that were meaningful, supportive, and sustainable.

Do you have a signature design style?

My design style is somewhat malleable. It adapts to the specific design criteria and environment surrounding each project. While the overarching aesthetic may change drastically from one project to another, there is an underlying simplicity and spatial clarity that is woven throughout my design work. I very much believe in clean lines, refined yet unassuming spaces, tactile yet simplified palettes, and a balance of controlled eclecticism.

I imagine it takes a healthy dose of confidence to run a big project. How do you navigate the various personalities you work with?

A large portion of the work that I do as a designer (that so many of us do) is manage expectations, mediate, and counsel. Honing these ancillary skills is a must in this line of work. The design and construction processes are messy, expensive and long. It’s expected for tensions to rise from time to time, particularly with clients who are undergoing the process for the first time. Knowing how to de-escalate and navigate personality types is a helpful skill to have. Construction is a massive learning curve, as well as a large investment and undertaking. My job as the Designer and Project Manager is to help reassure my clients every step of the way; to make sure they feel empowered, heard and good about the work being performed; and to take the bulk of the workload and stress off of their shoulders.

Given the 8-12+ month duration of many projects, selecting a project wisely (and therefore the client, contractor, consultants – the whole team) is important. Does the project criteria, style direction and budget align with our studio’s focus and values? Do personalities align? Are there any red flags during the initial consultation call? All of these preliminary steps help largely reduce the likelihood of personality conflicts or incompatible design goals on a project.

In your opinion, has social media and home makeover shows made your job easier or more difficult?

The idea of “fast-design” portrayed on social media and reality tv home makeovers absolutely makes the job of a designer more difficult. It showcases a highly edited and sanitized version of the actual labor and costs involved in remodels and renovations. This disparity sets the design industry up for potential conflict when working with clients/homeowners who approach design work with unrealistic expectations of cost (labor and materials), time and quality – and how all 3 of those factors are interrelated. Client education is integrated into the work that we do as architectural and interior designers.

Where do you see Veronica Barrow Design in ten years?

Taking on more design-build and development work. Preliminary groundwork has already begun for expanding into this new sector. I expect to see VBD grow into this more fully over the coming years. 

Steve Shenbaum

A classically trained actor/comedian, Steve is the Founder & President of Game On Nation. For over 27 years, he and his team have worked with some of the most recognizable athletes, colleges/professional teams, corporations, government, and military leaders. He is considered an industry expert in presentation/public speaking, team building, and communication skills training. Steve has developed a unique curriculum fueled by a concept called MILE (Mystery, Incentive, Laughter, Empowerment), and he also created a presentation skills system called SPOT (Set-Up, Present, Observe, Tie-Back). All of the Game On programs utilize these frameworks, while incorporating improvisation and game-based learning to help organizations and teams improve connectivity while embracing the power of honesty, humility, and positive humor.

Shenbaum has worked with TWELVE #1 overall draft picks and over 50 1st round draft picks, as well as numerous Fortune 50 companies, Department of Defense, US House of Representatives, and college and professional teams, including: NASCAR, LA Lakers, Dallas Mavericks, Cleveland Cavaliers, Pittsburgh Pirates, NY Yankees, Philadelphia Phillies, FSU Football, U. of Alabama Football, U. of Kentucky Basketball and U.S. Women’s National Soccer Team, and all branches of the US military.

In his past career as an actor, he was featured in “American Pie 2”, “EDTV”, “Space Jam”, “The Third Wheel” (with Matt Damon and Ben Affleck), “Will & Grace”, “Married with Children”, “Beverly Hills 90210”, and more than one-hundred national commercials. Steve graduated from Northwestern University with a degree in Performance Studies and also trained at the British American Drama Academy in Oxford, England. He lives in Bradenton, Florida with his wife and two daughters and can be reached via LinkedIn.

Photo courtesy of Game On Nation

Had you always wanted to be in the performing arts, and what was your first professional role?

Yes. My mom is an abstract artist, and she taught every summer at Idyllwild School of Music and the Arts (ISOMATA) outside of Los Angeles, so I was introduced to the arts and theater at a very young age. My first professional role was years later, right after I graduated college. I was cast as “Coach Steve” for a show called “Energy Express” filmed at WGN in Chicago.

You’ve had roles in some major productions. Did you suffer a lot of rejection before you landed these? 

I did have my fair share of rejection. Thankfully, I had early success in Chicago with industrials and commercials but once I moved from Chicago back to LA in 1997 and started going out for prime-time sitcoms and features, and as the amount of auditions increased, so did the amount of rejections.  

Where did you get the confidence to stay in it and keep auditioning?

I never made acting my identity which limited me when I came to totally committing. But that mindset also protected me because when I experienced rejection, I did not connect it to who I was as a person.

What were some of the major challenges you tackled when you were in the business and how did you overcome them?

The main challenge I faced was the more chaotic and unhealthy I behaved, the more work I got. In essence, my negative behavior was being positively reinforced, and I had to make a decision to either sacrifice my emotional and mental well-being to continue to be “interesting” in auditions, or get my act together and find another profession. I eventually chose the latter.  

Where did the idea for Game On Nation come from? What did you think was missing from the team building/communications/leadership space?

I started Game On because Pete Sampras, who was dating a friend of mine at the time, asked me to help him “be less boring.” I created an interactive, engaging curriculum for Pete to try to match the engagement he was accustomed to while training as an athlete. From there, his agent Bob Kain at IMG saw Pete’s growth and offered me a partnership at IMG Academy to not only teach “media training” but also offer social skills, life skills, and overall communication training to all the “young Petes” on campus. What I think was missing in teambuilding was purpose. The trainings back in the day were either lectures or forced engagement. There weren’t many firms offering interactivity and if they were, the interaction was seen as a silly “warm up” or an “icebreaker” rather than a gateway for meaningful discovery and tangible take-aways. 

Was it a difficult choice to leave Hollywood behind to pursue this career?

Per my answer to #4, it actually was not that challenging. I needed a change, and I was so excited to be valued for my mind, my skills, my talents, and what I could offer vs. waiting for someone to approve me, which is the jam in Hollywood. As an actor, there was very little I could control. As the Founder and President of my own company, I was able to fill that void and have some say in the direction I wanted my career to go. Lastly, I soon realized I loved focusing on others and helping them find their voice and their unique talents much more than focusing on myself each and every day.

What were some of the risks involved in building your business?

The biggest risk for me was once I brought on staff and I realized my decision making, health, and clarity of mind was crucial because if I make a poor decision it not only affects me now, but it affects my staff, their salaries, their insurance, their families and their employment, etc. In short, the stakes are way higher when other people and their families are dependent on your personal and professional development.

What was your biggest learning as you built your business?

My biggest learning lesson was 1. Define the culture of my company first, including what we do, how we do it, why we do and the overall purpose. 2. Then select talent for that culture. 3. Then provide that talent with the necessary tools so they can properly develop. 4. And finally allow that talent to go out and do their thing with support, but without micromanaging them. When this process is honored, it’s a beautiful thing. When this process gets out of order, it’s painful for all involved. I’ve done it both in order and out of order!

As a nascent company in the late 90s, how did you go about building your team?

See answer to #9. And I’ll add, at that time, it was all about relationships and people who believed in me and the Game On concept, and people I trusted. 

What is the throughline in acting and your work with Game On Nation, and what skills from your acting career helped you build your Game On Nation business?

The throughline in acting and Game On is “connection.” As an actor, we’re taught to connect with the role and connect with the audience. For teams and organizations, this connection thread can play out when it is positioned as, 1. Connection to self, 2. Connection to others, 3. Connection to purpose.

The biggest skills alignment is improvisation. This is something I fell in love with in college and as an actor in Chicago. I quickly realized basic improv concepts could transfer really well to athletes, teams, and companies and organizations because high performing people respond well to positive humor, curiosity, intellect, puzzle solving, authentic engagement, pushing themselves, doing hard things together, and discovery. And all of these dynamics are in play in our Game On curriculum.

What inspires you to continue your work?

My Faith inspires me to continue this work… and the desire to offer a sound, a message, a curriculum, and a concept that is rooted in basic, trusted, universal truths as opposed to focusing on fear and what divides us. There’s enough divisiveness out there, and I’m interested in simplifying the connection process and showing people, empowering them, igniting them to see we have so much more in common, while also giving space so we can also celebrate, cherish, and value our differences.

TRICIA DAVIS-MUFFETT

Tricia Davis-Muffett is an award winning poet and senior director of customer marketing for Google Workspace. Her poetry has appeared in countless literary journals and she was featured in the 2022 Best New Poets anthology.

Tricia has been a senior marketing executive for over 25 years, and before joining Google she was the director of public sector marketing for AWS (Amazon Web Services) and was the VP of Marketing at Booz Allen.

Tricia’s latest book of poetry, The Alchemy of Yeast and Tears, published in 2023, is a collection of original poetry that explores the griefs and joys of motherhood and daughterhood as she navigated her mother’s death along with the challenge of raising children in a broken world.

Tricia holds an MFA from the University of Minnesota and is based in the Washington DC area, where she lives with her husband who practices environmental law.

Tricia can be reached at info@patriciadavismuffett.com

When did you begin to write poetry? And what was it about poetry vs say, novel writing, that led you on this path?

I started writing (bad) poetry in middle school and high school, but the music of language became a part of me from my earliest days as a little kid in my grandparents' Episcopal church. The psalms and the hymns soaked into me and I was addicted to the sound and rhythm of language. I love reading novels, but I've never been drawn to writing them. I like the way poetry freezes a moment in time. I'm drawn to its imagery and musicality.

Who/what was your inspiration that led you to becoming a poet?

I had an amazing English teacher in 8th grade who introduced me to Robert Frost, which started my appreciation and understanding of poetry. Then in college, I discovered Adrienne Rich and Sharon Olds and Joy Harjo and Denise Levertov and Sonia Sanchez and Lucille Clifton. I just absolutely fell in love and there was no turning back for me. 

What was the inspiration behind your latest book, Alchemy of Yeast and Tears?

When I started writing again in 2020, it had been 13 years since my mom died and I think I was finally ready to write about my grief. My mother died two weeks before my youngest child was born, so that was a complicated time. This book really is grounded in that time and also in the feelings of grief of so many kinds that were so present during 2020, as well as the joys of my family, which I was also able to see more clearly during that time of quarantine.

You balance a demanding job in tech with being a writer. How does your brain reconcile these two very different disciplines and demands?

I have to give my writing the time when I first wake up if I want to generate anything interesting. Otherwise, I'm too distracted with all of the other things I need to get done and problems I need to solve. One of the things I had to train myself to do was to develop a habit of waiting for the muse to show up every day. Sometimes she joins me and sometimes she doesn't, but I have to show up if I want to have any chance to invite her in.

What is the biggest challenge you face in striking the balance between corporate vs creative?

It's easy to let the stress of the corporate job take over and push everything else to the side. I did that in a previous job and as I was leaving it, I made about 15 pages of lists of things I had abandoned for my job that I promised I would never do again. Writing was one of those things. Now that I found it again, I am trying hard to never let go.

Does having this creative expression make your corporate work easier, and vice versa?

There is so much rejection in creative work. Having some other way to make my living and have tangible accomplishments makes it a lot easier to deal with the crushing weight of rejection that artists fight every day. But I also think that my creative work helps me to see problems in a different way than most people and gives me a little space to let new ideas in.

Congratulations on being included in Best New Poets 2022. How important was it to you to receive this honor?

It's interesting-I got my MFA in 1996, so it feels a little odd to suddenly be a "Best New Poet" so many years later. When I came back to writing and publishing, I thought hard about what I wanted out of my writing career and realized it wasn't about prestige (like it had been when I was a new MFA) but was really about connecting to an audience. That's how I approached my efforts to publish. But still, getting a recognition like this is pretty incredible and gives validation to all of the hard work I've been putting in.

Have you ever suffered from self-doubt with your poetry and how did you tackle it, if so? If not, where did your confidence come from that validated that poetry was your calling?

Every time one of those "thanks but no thanks" emails rolls in from a literary journal, I doubt whether I should be doing this. But then, a poem comes out and people I never expected to resonate with it tell me that it meant something to them, and it keeps me going.

As a poet, what is the biggest obstacle to success? How do you navigate such obstacles and stay encouraged to continue writing?

It's a very rare thing to be a successful poet. It's different from being a novelist. You pretty much have to do something else to make a living. I think about William Carlos Williams, who was a pediatrician, or Wallace Stevens, who was an insurance executive-and I also think of the famous poets who hardly published in their lifetimes, and I realize that you just never know what will ultimately resonate with audiences or stand the test of time, so the only success I really care about is that I just keep going.

Success looks different for everyone. How do you define yours? In what ways has reaching your definition of success been more challenging than you initially thought, if at all?

It's hard to pick yourself up after every rejection and take a hard look at your work and just keep slogging along. I took a lot of solace from Elizabeth Gilbert's book, Big Magic, where she talks about submitting a story to The New Yorker that they had rejected before she was famous and once she was famous, they took it. That rejection was arbitrary. My goal is to find a good publisher for my full-length collection and my main issue is just being patient enough to wait for the right opportunity.

Aspiring to anything outside of the status quo is fraught with risks. What was the scariest risk you took in building your poetry career and would you change your initial steps of your journey, knowing what you know now?

In early 2020, I had just left a toxic job, the pandemic was looming, and my kids were teenagers and much more self-sufficient. I hadn't written for nearly 10 years and hadn't written seriously for about 20. I was terrified that I might have forgotten how to do it. I signed up for a workshop at The Writers Center in Bethesda (which had gone fully virtual) and decided I wouldn't tell anyone that I had an MFA and some publications under my belt. Luckily, I hadn't forgotten how to write, but those first steps back to my writing life were truly terrifying. Part of me wishes I had never stopped writing, but another part of me thinks I needed that time to just live my life and collect what I needed as raw material.

Where can people find your work?

You can read my work and buy my book at www.PatriciaDavisMuffett.com. My book is also available on Amazon.com and through my publisher, Kelsay Books.

Courtney B. Spaeth

As the founder and CEO of growth [period], a global consulting firm specializing in business development in the commercial, federal, and transaction advisory markets, Courtney B. Spaeth has successfully closed over 280 clients in 17+ years, including Fortune 500 companies, leading defense contractors, and private equity firms. She is an innovative, results-oriented, dynamic business leader with proven success in delivering organizational growth, customer satisfaction, and shareholder value. A proven senior corporate executive with over twenty years of experience in all facets of business, she specializes in global business development, strategic alliances, and due diligence in support of mergers and acquisitions, with extensive experience closing large and complex business transactions. She provides strategic business guidance for public and private companies and global financial institutions. Courtney builds and galvanizes high performance teams to achieve exceptional business results. 

With three MBAs from TRIUM (London School of Economics, HEC, NYU Stern School of Business), and Post Graduate Certificates in Art Crime from Sotheby's Institute of Art and from the Association for the Research into Crimes against Art, Courtney brings a unique perspective and expertise to her work, combining analytical skills, strategic thinking, and creativity.

Courtney is also the Chairman of Potomac Recruiting, a division of growth that specializes in executive search with a strong track record of placing diversity candidates in executive positions. She was previously at Raytheon and Lockheed Martin, where she ran a $1B+ per year global homeland security/defense practice and oversaw the corporations' strategy, sales, and marketing efforts in that market worldwide. 

Connect with Courtney on LinkedIn

Photo courtesy of Courtney B. Spaeth

You have an impressive resume and have held important positions in the US  government in defense, counter terrorism, and criminal litigation, along with top posts at  Lockheed Martin, Raytheon, and growth[period], your business consultancy where you  have been the CEO for over sixteen years. What/who inspired you long ago to pursue  your career path? 

When I was young there was a mini-series on TV called “The Winds of War,” and this is what  initially captured my attention regarding working with the military. I was always fascinated  by the concept of altruism, and I was raised with the philosophy of noblesse oblige: “To  whom much is given much is expected.” Over time I also discovered I had an interest in  business, specifically solving complex problems for companies to help them achieve growth.  This led me to pivot into a career in business.  

As you began this journey, did you ever doubt yourself and wonder if you’d picked the  wrong path? 

It was not until I was much later in my career that I questioned my judgment concerning owning and running a services business. In general, my experience has shown me that female entrepreneurs especially are not taught about valuation, and the valuation of the services business tends to be lower than that of product one. Looking back I would have preferred to understand that before I created my firm.  

What were the two to three things that helped you tackle your self-doubt, and where did your confidence come from that validated you were on the right path?

There is a difference between arrogance and experience. Arrogance leads to insecurity; experience leads to questioning the wisdom of your decisions. I have not had to build up my confidence so much as I have had to learn from my mistakes. In my opinion, a person’s  confidence comes from within, it is something you gain over time. It is not a gene that you  were born missing, or something your parents forgot to give you. You must find it within  yourself. Confidence also comes from an education. My experience is the more well educated, the more well-read, and the more well-traveled you are the more confidence you  tend to possess. I had to overcome a lot of adversity in my personal life to get where I am, especially because of the fact my father went to federal prison, but I never used my  adversity as an excuse for not investing in my personal growth.  

Did you orchestrate your career journey in an intentional way, and if so, how important  was allyship in your journey to CEO? Were others advocating on your behalf to help you  get to where you are today? 

When I started my career in national security there were almost no women in my field. I  was always purposeful in my intent and dogged in my pursuit of a career in that space, regardless of the many barriers to entry I encountered. Over time, I was fortunate to have many mentors who helped me transcend those barriers along the way. Given my industry and the time period, I was mostly mentored by men, all to whom I am grateful. However, I  am mindful of how important it is for women to mentor other women, so I always help  women.  

As a CEO, how do you navigate inevitable obstacles that may threaten your business’s  success?

To succeed as a female CEO, or for any entrepreneur, you need an iron-clad constitution. You need to really dig in and persevere regardless of the obstacles. It takes enormous  fortitude, and candidly can be very hard. Ultimately it comes down to a hybrid of believing in your judgment and having an inbox for feedback. Over the years I have also found it  helpful to have a few close advisors who I can trust and run ideas past about how to  navigate whatever issues I am facing.  

growth[period] was named a 2023 top place to work by the Washington Business  Journal. What is your secret for creating an enviable work environment to receive this  recognition? 

When I started my company, I was determined to create a culture that was not driven by  fear. My corporate experience had left me with the strong impression that fear was  becoming the driving cultural characteristic in corporate America. In contrast, I wanted to  create a company whose culture understood that it was not the mistake that mattered, but the intent behind it. This has led to a very strong, positive culture that enables my  employees to feel valued and helps them grow.  

Success looks different for everyone. How do you define yours? In what ways has  reaching your definition of success been more challenging than you initially thought, if at  all? 

I define success as providing for my family in a manner that allows them to have as much  opportunity as possible - regardless of in which sector of their life. It is very important to me that  I can help give my children an excellent education and help position them to succeed in the real  world. Their growing up as healthy, happy, productive members of society with values and  manners is my definition of success. Over the years, to accomplish this goal, I have had prioritize my work more often than I wished and that has been more challenging for me personally than I would ideally like. However, I do my best to allow them to be successful and that is truly what matters most to me.  

What was the scariest risk you took in building your career and would you change your  initial steps of your journey, knowing what you know now? 

The scariest risk I took was pivoting from a career in big companies to becoming an  entrepreneur and starting my business. There are many days when I look back and am astounded by the courage I had at that time to do so, especially since I was working in a predominantly male-dominated industry. The one thing I would change, knowing what I  know now, is my focus on services – I would instead invest my time and energy in a products focused business instead.  

When you look back to where you started to where you are, what are you most proud  of? 

The fact that as a company we are about to be seventeen years old, and the fact we have been listed as the top 10 best places to work in the national Capital region nine out of the last ten years. (And the one year we did not apply.)

How do you take care of yourself, given the demands of your job? 

I try to maintain a healthy lifestyle by working out four to five times a week, getting a good  night’s sleep, and following a healthy diet. I also try and set aside time to be with my family, which always energizes me. 

Do you have any advice for other business women in careers like yours as they rise in  their careers?

Be open to seeking other professional women who have accomplished some version of what you think you want to achieve yourself. Listen to them and take their advice seriously. By doing so, hopefully you will be less likely to reinvent the wheel in frustrating ways that are not necessary. 

Lydia Fenet

Lydia Fenet is the founder and CEO of the Lydia Fenet Agency, a boutique agency representing best in class charity auctioneers. Over her two-decade long career, Lydia served as the Global Managing Director of Strategic Partnerships for Christie’s and reshaped the fundraising landscape as the world’s leading charity auctioneer. She has single handedly raised over one billion dollars for more than 800 organizations and broken-down countless barriers for women in the auction industry. Lydia is the author of two best-selling books, The Most Powerful Woman in the Room is You & Claim Your Confidence as well as the podcast host of Claim Your Confidence in collaboration with Rockefeller Center.

Lydia is represented by CAA and travels internationally to speak to companies about unlocking their sales potential, empowering people in the workplace and the art of public speaking. You can follow her auctions, antics, and anecdotes on Instagram @LydiaFenet.

Photo courtesy of Lydia Fenet

At what stage of your life did you begin to pursue your auctioneering career? 

I read an article in Vanity Fair magazine when I was in college about the sale of Princess Diana's dress at Christie's auction house in New York City. The article completely captured my imagination and I did everything, including calling the internship coordinator for two straight weeks, to get into the internship program. I was hired out of my internship and tried out to be an auctioneer three years later. I've never looked back!

I imagine auctioneering is a male-dominated competitive field. How did you break through that barrier and stand out? 

I learned a long time ago that there is no reason to try to act like a man to achieve success in a male dominated industry. If you show up as yourself, confident in your abilities at some point they can't ignore you. My femininity is my superpower in auctioneering. I don’t look like the person that people expect to see onstage. I love changing perceptions. Different isn’t bad - it’s just different.

Photo courtesy of Lydia Fenet

Along the way, did you ever doubt yourself and wonder if you’d picked the wrong path?

Definitely. When I first started auctioneering, I was pretty mediocre. There were many nights when I would get offstage and doubt that I should ever go back on stage again. But I kept going back again and again. Over time I learned how to engage the crowd and make it fun for the audience - and lucrative for the nonprofit.

What is the throughline in your different businesses and how do you navigate inevitable obstacles that arise and stay encouraged to continue along your journey? 

I’ve learned to focus my energy on things that fill me up instead of depleting my energy. Everything I do as an author, podcast host and auctioneer touches on motivating people through storytelling. There are challenges in every facet of my career, but as long as I stick to things I’m passionate about, I have the motivation to keep going.

Success looks different for everyone. How do you define yours? 

I define success as the times in my life when my family and friends are healthy and happy, and  I feel excited and motivated by my career.

Aspiring to anything outside of the status quo is fraught with risks. What was the scariest risk you took in building your career as an auctioneer, author, or podcast host and would you change your initial steps of launching one of these areas, knowing what you know now? 

Recently I left Christie’s after 24 years to start my own auctioneering agency. It was a leap of faith to go out on my own, but it was the right decision. It’s been such an exciting time; I wouldn’t change a thing.

When you look back to where you started to where you are, what are you most proud of?

That I’ve always stayed true to who I am no matter what was happening in my life or career. I have always tried to treat people with respect and kindness in life - and I hope to always be that way.

Photo courtesy of Lydia Fenet