Studying gender, race and social justice during my undergraduate at the University of British Columbia helped so many areas in my life click together.
The program gave me a framework to understand the way my personal experiences and observations connected to larger systems of power, privilege, and oppression. As I entered the Master of Management program, where I was part of the first cohort to undergo the masters degree program concurrently with my undergraduate degree, this was my foundation.
After completing this program, I began an HR internship that combined my interest in people with the frameworks I’d studied around systems and equity. This led to a full-time role, where I gained hands-on experience fostering supportive and inclusive workplaces through the development of various programs and policies.
During this time, I noticed a critical factor in workplace dynamics: the mindset of leadership. It became clear that the way leaders approached challenges and opportunities plays a pivotal role in shaping the culture and success of an organization.
Suffice it to say, I became deeply fascinated with the work of helping leaders build impactful workplaces. When the opportunity to join The Humphrey Group arose, it felt like a natural next step, given the company’s unique expertise in leadership development.
Now, after five years, when I reflect on what makes this workplace exceptional, three key themes emerge:
At The Humphrey Group, leadership isn’t just a chapter in a syllabus, it’s something we actively cultivate within our team. Employees at every level are given opportunities to show up as leaders in their roles. From my own experience, I’ve seen how this approach allows people to grow in unexpected and exciting ways.
My career, for example, has shifted dramatically. I started in HR, focusing on internal operations and fostering workplace culture, but then transitioned into Client Experience, having now grown into my role as Director of Sales. While the skills I developed remain foundational, I’ve been able to apply them in a completely different context, working to help our clients articulate their visions and achieve their goals.
This kind of fluidity isn’t unique to my story. Many people here begin in one role and grow into others as their skills and interests evolve. This reflects our commitment to walking the talk on inclusive leadership principles such as creating environments where individuals are empowered to explore, contribute, and grow.
Leadership at The Humphrey Group is uniquely transparent, demonstrating a true commitment to openness. Leaders are not only clear about the company’s vision and direction, but also candid about challenges, even if it means occasionally getting something wrong.
Rather than being evasive, they prioritize sharing information in a way that is honest and strategic, knowing that the willingness to acknowledge and correct mistakes strengthens trust and collaboration across the organization.
This attitude extends to the way mistakes, in general, are regarded. They aren’t seen as failures, but rather as opportunities to learn and improve. When leaders are willing to own their missteps, this creates an environment where employees feel safe to take risks and innovate.
Additionally, the organizational structure feels less patriarchal. Leaders are approachable and engaged. It’s not rare to see our CEO leading training sessions or participating in everyday meetings. Respect here isn’t demanded through hierarchy; it’s earned through genuine, accountable interactions.
In my current role, I focus on working with clients to articulate their vision and inspire their teams. This reflects a core principle we teach: the importance of audience-centered communication. True leadership requires understanding and connecting with the people you’re speaking to, ensuring that your message resonates with clarity and conviction.
This principle isn’t just something I apply externally—it’s central to how we operate. Leaders here prioritize connecting with their teams by aligning communication to the needs and perspectives of their audience, whether that’s an individual employee or the entire organization.
The frameworks I first studied during my university years continue to shape how I approach leadership today. Whether it’s empowering others, building trust through transparency, or prioritizing communication that resonates, these principles remain at the core of the work I do, both with clients and with our team.
And my time at The Humphrey Group has reinforced my belief that leadership isn’t about titles or hierarchies. It’s about showing up authentically, fostering connection, and creating an environment where everyone can succeed.
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