"Leadership is not about being in charge. It's about taking care of those in your charge." – Leila Hormozi "Caring personally makes it much easier to challenge directly." – Kim Scott, Radical Candor
Personal Statement
Reading Radical Candor by Kim Scott and Leaders Eat Last by Simon Sinek marked a turning point in my professional journey. These books didn't just offer information; they sparked a profound passion within me to reshape company culture wherever I go through the work of Human Resources. Their teachings aligned perfectly with my belief that workplaces thrive when built on trust, empathy, and purpose. These authors gave me the language, structure, and validation I needed to elevate my approach to leadership and people management, and they inspired a renewed commitment to championing meaningful change in every organization I serve.
As a distinguished serial entrepreneur, thought leader, and coach, my mission has always been to create environments where individuals and organizations can thrive. But these books gave language to the passion I've always had. Kim Scott's Radical Candor taught me that honesty and empathy are not opposing forces but powerful allies. The idea of "Caring Personally while Challenging Directly" resonated deeply with my core belief that people perform at their best when they feel valued, seen, and respected. I embraced this philosophy fully, implementing it in my coaching sessions, leadership practices, and company cultures. In doing so, I began to see amazing transformations in productivity, morale, connection, and retention.
Simon Sinek's Leaders Eat Last added another layer to my mission. He highlighted how exceptional leaders prioritize the well-being of their people, creating a Circle of Safety that allows teams to collaborate without fear. This concept reinforced my approach to Human Resources not as a transactional department but as any company's emotional and ethical heartbeat. I believe HR has the power to transform businesses from the inside out. It's a conduit for empathy, resilience, and strategic alignment when done right. These texts gave me the inspiration to go even further, to not only create change but to become an expert in how to sustain it through policy, practice, and leadership development.
To deepen my ability to influence organizational culture at scale, I plan to pursue my MBA with an emphasis in Human Resources Management and Human Development. This program will enhance my understanding of strategic business operations while equipping me with the tools to drive data-informed, people-first initiatives. I want to be more than an inspirational leader—I want to be a transformational one who can symbiotically merge business outcomes with human outcomes. I believe that when people are nurtured, businesses flourish. I intend to prove this truth through every team I lead and every company I serve.
But I won't stop there. I'm also determined to earn a Juris Doctor in Employment Law. I believe that to create truly safe, equitable workplaces, one must understand and influence the legal frameworks that govern them. By gaining a deep knowledge of employment rights, labor law, and ethical practices, I can advocate more powerfully for employees and advise companies with authority, compassion, and foresight. I want to ensure that the principles I believe in—Radical Candor, servant leadership, and employee development are encouraged and protected.
I've developed a reputation for excellence throughout my journey because I lead with authenticity and strategic vision. My dedication to employee development, transparent communication, and culture-building have created consistent value in every organization I've worked with. I don't just train leaders, I develop human-centered systems that align people with purpose. My initiatives foster mutual respect, psychological safety, and sustainable growth.
My online platform continues to reflect these values of growth, transparency, and collaboration. I use it to share resources, empower emerging leaders, and build a supportive professional community. I want others to believe, as I do, that leadership is not a title. It's a daily act of service and accountability. And it begins with creating cultures where people can do their best work without fear, burnout, or feeling unseen.
In summary, Radical Candor and Leaders Eat Last were not just books they were calls to action. They challenged me to step deeper into my purpose and expand my influence through education, advocacy, and innovation. As I pursue advanced degrees and continue growing my consultancy, I do so with a mission: to change how companies treat their people, one conversation, one policy, and one leader at a time. Through Human Resources, I will continue to shape the future of work with integrity, passion, and an unwavering belief in the potential of people.