October 14, 2025 • 37 mins
In this forward-thinking episode of Beyond Confidence, host Divya Parekh is joined by digital strategist, keynote speaker, and transformation coach Sherry Whitaker Budziak to tackle a critical question: how do we lead boldly into the future without losing the human heart of leadership?
With 30+ years guiding over 350 associations and nonprofits through disruption, Sherry shares how to navigate rapid tech change with clarity, courage, and connection.
Beyond Confidence is broadcast live Tuesdays at 10AM ET on W4WN Radio - Women 4 Women Network (www.w4wn.com) part of Talk 4 Radio (www.talk4radio.com) on the Talk 4 Media Network (www.talk4media.com). Beyond Confidence TV Show is viewed on Talk 4 TV (www.talk4tv.com).
Beyond Confidence Podcast is also available on Talk 4 Media (www.talk4media.com), Talk 4 Podcasting (www.talk4podcasting.com), iHeartRadio, Amazon Music, Pandora, Spotify, Audible, and over 100 other podcast outlets.
Become a supporter of this podcast: https://www.spreaker.com/podcast/beyond-confidence--1885197/support.
With 30+ years guiding over 350 associations and nonprofits through disruption, Sherry shares how to navigate rapid tech change with clarity, courage, and connection.
Beyond Confidence is broadcast live Tuesdays at 10AM ET on W4WN Radio - Women 4 Women Network (www.w4wn.com) part of Talk 4 Radio (www.talk4radio.com) on the Talk 4 Media Network (www.talk4media.com). Beyond Confidence TV Show is viewed on Talk 4 TV (www.talk4tv.com).
Beyond Confidence Podcast is also available on Talk 4 Media (www.talk4media.com), Talk 4 Podcasting (www.talk4podcasting.com), iHeartRadio, Amazon Music, Pandora, Spotify, Audible, and over 100 other podcast outlets.
Become a supporter of this podcast: https://www.spreaker.com/podcast/beyond-confidence--1885197/support.
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Episode Transcript
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Speaker 1 (00:00):
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(00:20):
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Speaker 2 (00:25):
This is Beyond Confidence with your host w Park. Do
you want to live a more fulfilling life? Do you
want to live your legacy and achieve your personal, professional,
and financial goals?
Speaker 3 (00:35):
Well?
Speaker 2 (00:36):
Coming up on dvaparks Beyond Confidence, you will hear real
stories of leaders, entrepreneurs, and achievers who have steps into discomfort,
shattered their status quo, and are living the life they want.
You will learn how relationships are the key to achieving
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does not have to happen at the expense of your
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(00:59):
www dot divpork dot com and you can connect with
Diva ants contact Dants divpark dot com. This is beyond
confidence and now here's your host, div Park.
Speaker 4 (01:11):
Good morning listeners. It's wonderful to be here with you.
It's Tuesday, and just love it. So the question to
ask yourself is that, hmm, are you going to go
with the hype? Are you going to go with what
everybody says? Or you can step into these changing times
(01:34):
with AI and the market and all of that going
in while keeping people at the forefront and in line
of sight. So that's what we are going to be
talking about today.
Speaker 3 (01:49):
Welcome Sherry, Thank you Debya, thanks so much for having
me on your show today. I'm excited to talk with you. Yeah,
it's excited to have you on this show. So, Sherry,
you have a beautiful background. Share with us if you
recall a moment or a person who left a positive
mark on you. Sure, So, I mean, of course I
(02:13):
would have to say my mother, but there's there's really
a bigger story of the impact that she's really had
in my life. So you know, my mom would always say,
you know, Sherry, everybody's got problems. If you put them
in the middle of a room and you had to
pick out a problem, you'd probably take your own back.
But there was so right, like you know, like she
(02:36):
always says, like people have bigger problems than you. So
that's kind of how I've led my life and my
career of you can always overcome whatever's in front of you.
And then two and a half years ago, my husband
passed away suddenly, yeah, thank you, but it was a moment.
(02:57):
And of course the first person that I call as
my mother and she says, hang up the phone. She
lived a couple hours away, and she said, you know,
I'll be like I'll be right there. So and the
police officers were over all these things were going on,
and they're like who can you call? Who can you call?
(03:20):
And of course I have two daughters, My daughters have friends,
there are people I call, but I was like, I
just have to wait for my mother. Like it was
like I have to wait for my mother because she's
just been that call me kind of steady. We've got
this like no matter what happens in life, you can
overcome it. And so here I am. You know, there's us.
(03:46):
I think all of us in life, we go through
challenges and I've and I've kind of reflected since that
moment of leading people, and I do a lot of
work and digit transformation. Right, we all talk about digital
transformation and how it's hard, but it's really about the
people and those leading people through challenges and change and
(04:12):
and and really just being able to overcome whatever is
in front of you or whatever seems difficult or challenging.
Speaker 4 (04:20):
So I just want to do a gentle check in
with you, Sherry. How are you and your family doing?
Speaker 3 (04:25):
Oh? Thank you. Everybody's doing well. It was it was
a journey, as you can imagine, but but everyone's doing
doing well. My younger daughter is at the University of Kentucky,
and my older daughter she is she's doing well and
is working at an association, so very exciting, and that's wonderful.
Speaker 4 (04:51):
That And here's the thing, right, we never realize like
the value of the people that we have in our
lives and also when they're gone. The key thing is
that as you mentioned that, even though the problem seems insurmountable,
but like as your mom says that, as they say that,
(05:15):
you know, life goes on. So coming back to you,
as you were growing up, did you have any specific
interests that I want to do this I want to
be that.
Speaker 3 (05:26):
Yes, I actually did.
Speaker 4 (05:28):
So.
Speaker 3 (05:29):
Most of my work is in the association and nonprofit space,
working with mission driven organizations. I didn't think I was
going to be on a journey where I was running
a consulting company. However, when I was fourteen, I always
wanted to lead a nonprofit. I thought that's what I
(05:50):
was going to do, and my journey's somewhat there. Obviously
I'm working in that space, but I never led fully
led a nonprofit, but I work with a lot of
them in a different capacity, So again a little bit
of a winding journey. But I always wanted to kind
(06:12):
of do mission driven work.
Speaker 4 (06:16):
And do you know what influenced your desire for that?
Speaker 3 (06:21):
You know, I think I grew up in a relatively
small town and it just seemed like everybody took care
of each other, right, it was a community. I grew
up in the church, We all everybody just so I
don't know if it was kind of ingrained within me
or I was watching way too much Oprah. I don't
(06:41):
know whether.
Speaker 4 (06:46):
Yeah, so you mentioned that you know your journey has
been with nonprofit organizations and associations, So tell us a
bit more about it. Like, you know which captured your
heart and where did you go?
Speaker 3 (07:00):
Sure? So, so when I got out of college, I
actually worked at Panasonic and I was there for two years.
I have an interesting story because my boss was amazing,
very supportive, amazing person. I was in a male dominant environment,
(07:22):
high pressure environment, and I kept telling him that I
wanted to work for a nonprofit. And so one day
I told him I was leaving to go work for
a nonprofit. I went to that organization and I felt
like I went ten years backwards. They had what was
(07:43):
Some of you listeners may know what a wing system is,
but I went from this PC environment to that there
were all these other things. So I called my boss
and I said I can't be in this job. I
need to come back. And he said, come over and
talk to me and my wife and we'll talk about it.
(08:07):
So I did. I went to his house that night
and he said give it thirty days, and then after
thirty days, if you still hate it, you can come
back and work at Pamsonic. And I gave it thirty days,
and then that was my journey. I ended up working
at this association where their CEO came up to me
(08:30):
and said, can you help us develop our website? And
that was when nobody had a website. I was like,
what's a website? So I went to Barnes and Nobles.
I figured out what a website was, and then that
was my journey and I've been in the association and
nonprofit space ever since.
Speaker 4 (08:50):
Yeah. So it's a powerful story. And you referred to
being in Penasonic and then sharing that so that it
was more that you were one of the few as
a female? Is that right? Did I understand that correctly?
Speaker 3 (09:09):
Is that is correct?
Speaker 4 (09:10):
So I'm assuming that was in nineteen nineties.
Speaker 3 (09:14):
Yes, that was the nineteen ninety two to nineteen ninety four.
Speaker 4 (09:18):
I was there, So how did you navigate the journey then?
And so many times what happens is that even today,
actually yesterday I was having a conversation with someone, people
are like, there are some professions where women are the
only ones, like, you know, it's like the lonely only. Yes,
So then how did you navigate the situation because even
(09:42):
today a lot of women are talking about it?
Speaker 3 (09:46):
Yes, I believe I talked to a lot of women about,
you know, their own career journeys and some of their challenges.
First I will say I was blessed with great bosses
and mentors. When I worked at Panasonic, it was not
only very male dominant, the culture was was very different.
(10:10):
And I recall, you know, I was I was a kid.
I was just happy to have a job, right. I
didn't care, like I'll do whatever, you know, whatever they
want me to do. And this group came in from Japan.
They were sitting in the conference room and I said,
I'll go get them coffee. And my boss, the great
(10:35):
one who said stay in the job for thirty days,
even though I knew he wanted me to come back,
but he said, and he was the I mean, he
was very high up general manager iact. I don't recall
his exact title, but he said, you're not going and
getting coffee. And I was like, I'm not doing anything else.
(10:58):
I can go downstairs and get the coffee. And he said, no,
I'm going to go with you. And that was just
a moment that stood out like for the rest of
my career because he didn't want me, even though again
I was just out of college. But to be perceived
as beneath anybody, and so I don't know if that
(11:20):
gave me the confidence then to you know, to make
sure not only that I wasn't seen as less, but
that other people throughout my career were seen too. You know,
it was like a moment of being seen, I.
Speaker 4 (11:36):
Guess absolutely, because the perception is going to be there
regardless of you know, whatever you're doing, so it's important
that you tailored that perception too how you want to
be seen, and that's what branding is. And going back
to it, you know, kudos to your boss, and this
illustrates that for any success to happen, it's a partnershi
(12:00):
it doesn't matter. It's not women versus men, it's not
you know, anyone worsus anyone. It's about coming together and
having that partnership together and we are stronger together. So
that's such a beautiful story of the support. So then
(12:22):
kind of coming back to your nonprofit, a lot of
people end up in jobs that they think, like, you know,
they're not going to like it, and so many times
what happens is that they may not have the venue
to go back to their old jobs. Right when people
are in that situation, what would you tell them?
Speaker 3 (12:44):
Well, that's a good question. What would I tell them? So,
I mean, I do have a friend right now that's
in she's not happy in her role, but she loves
her right So, you know, focusing on the things that
(13:04):
bring you joy in your job, whatever that might be.
And sometimes you have to just look for another job,
right like, sometimes you just have to, you know. I
never I always tell people, you know, don't quit your
job just you know, unless you're so miserable. But you
don't want to just necessarily get up and leave. But
(13:28):
find those things that you want to do. One advice though,
that I do give people is when and when I
left my second association job to start my consulting business,
I made a list of everything I love to do
and everything I hated doing. So that helped me kind
(13:52):
of define people had me on a different path. I
had always said, as I started this conversation, I always
wanted to be a cell of a nonprofit, right like
I wanted to be the executive director. That through my
career journey, when I started putting looking at the things
that I love to do. I love solving problems, I
(14:14):
love being in projects. Those are the things that I
loved and leading an organization and managing staff and navigating
a board. At that point in my life wasn't the path.
So I really had to take a hard look at
what I loved doing and then carved out a career
(14:38):
around what I loved doing. I loved helping people, I
loved solving problems. So I encourage people to do that,
you know, really take a hard look at what you
because sometimes people believe that they're on a certain path
and need to go down a certain road, but they
might not like those things that that job requires.
Speaker 4 (14:59):
Right right, And what I'm hearing is that, you know,
especially if you're in a job that's not relevant to you,
that's just kind of feeling like, ah, you know, it's
not bringing me joy. So when it is like that,
then you know, take a look at what's right for you.
So this way, when you're looking at that, Okay, so
(15:22):
many things are going right for me, then it does
not create that urgency and the emotional charge from where
if you're making the decisions, those decisions that are not
going to be regret proof, because decisions made out of
the emotions are usually going to take you down maybe
(15:44):
sometimes a good path, but it usually it can be
something that's not that you want. So I like what
you're saying, and then look.
Speaker 3 (15:54):
Add to that that. As you're talking, I was just
thinking that, you know, sometimes a lot of times people
leave their jobs because their boss, right, m oh yeah,
toxic boss. Yeah. But sometimes I'll say, look at what
is the reason, like why are they behaving this way?
(16:15):
Why are they trying to control things? What has happened
to kind of give it a little different perspective that
maybe there's some empathy for that person. Sometimes there's not, right,
but sometimes looking at from either their perspective or trying
to think of the situation a little bit differently, you know,
(16:37):
sometimes can or having sometimes it's just having those conversations
of what the challenges are, right and seeing underneath what
you know, why are there's frustration or those types of things.
Speaker 2 (16:52):
Yeah.
Speaker 4 (16:52):
Absolutely, because just recently, like you know, yesterday I was
talking with a client and she had a long laundry
list again her boss, and I asked her she said, oh,
these are the patterns. And I said, like, okay, how
many days have you observed? She said, oh, two days
a week because their hybrid is only two days a
week when she sees them in person. And when I
(17:15):
asked her to investigate, I'm like, okay, go and see
when is issuing up during the other three days. She said,
oh yeah, he's there from seven to eight. So just
the perceptions can be so so and the assumptions that
we make can be misleading. Now, as you mentioned that,
you know you are with nonprofit organizations, Like with a
(17:37):
couple of nonprofit organizations, what would be your message to them, like,
you know, what are the few things that they could
build on, especially when somebody's thinking of starting a nonprofit,
So you.
Speaker 3 (17:51):
Know, through you know, we're everybody right now, let's just
talk about kind of the you know, the buzz or
the hype around AI and technology. You know, I get
a lot of calls from CEOs to say, I need
this shiny new thing, or we need a new learning
(18:11):
management system, or you know, we've got to figure out
this AI thing. And the advice I've been giving people
today is that, yes, you may need that infrastructure, but
the technology is not going to transform your organization. It's
the people. So how do you when everything seems to
(18:35):
be changing today, you know, how do we work to
help people grow, not fear technology, get on board with
the vision and the mission of the organization. So that's
you know, that's one thing that I think is just
something that we all need to be thinking about today.
And the other piece of this is that relationship between
(18:58):
your board and the staff and the CEO. That is
really important. You know, successful organizations have a really good
relationship between the board and what the board's role is
and what the staff role is. And a lot of
(19:19):
times we see a lot of conflict between those boards
and the staff and that doesn't help grow an organization
at all.
Speaker 4 (19:28):
Absolutely, And so many times what happens is like so
for example, if all startup is become you know, and
they've had a good drawn and then they become a
public company. So what happens is from that Like in
a startup company, usually that closeness is there because it's
a smaller group of people. Now as the company is growing,
(19:51):
that distance between the board and then employees gets bigger
and bigger. The CEOs have more responsible like the execu
team has more responsibility on their shoulders, like, you know,
they've got to please the shareholders now, but that's something
that may not be in alignment with the employee. So
(20:12):
what can the board do. They're not just coming down
hard like we got to get it done, got to
get it done. Gotta get it done and still bring
people along.
Speaker 3 (20:23):
Sure. Well, Like if you look at at things like
strategic planning, right, you know, the board is in a
in a room, let's just say, for a couple of
days talking about the future of the organization and strategy.
But a lot of times there's a gap with the
staff knowledge that they have to actually implement the plan, right,
(20:47):
So I think it's important to bridge that gap. You know.
I guess that's ends up being a want of communications gap. Uh,
there's knowledge that's happened in that board room that the
app are not aware of. They're not aware of the why.
So really taking what the direction is from the board
(21:09):
and their vision and making sure it's extremely well communicated,
not just communicated, but the why, right, Like the why
is what gives people the understanding to be able to
execute and not just say, oh, we need to do
X because the board said it. I went through I
(21:29):
think it was about five CEO transitions in nine years
at my second association, and it just always seemed a
little bit chaotic, right, and you didn't really understand what
the board's direction is or what the why was.
Speaker 4 (21:45):
Right.
Speaker 3 (21:46):
We had a list of tasks that needed to get
done every year because when there was a new president,
we had all new agenda. They wanted anew this, a
new website, whatever it might be, and we just executed
on it. Never, no, I shouldn't say never, but a
lot of times didn't know the why. When we had
those CEOs there that brought us to the table and
(22:08):
were communicating that why and the reasoning, and that really
kind of you know, gave us a lot more momentum
and understanding and were and we're much more effective.
Speaker 4 (22:23):
So yeah, no, definitely. And also this whole barrier and
gap between oh, this is the executive team and the rest.
So as a matter of fact, you know, I was
coaching one of the executives he's on the C suite team,
and I said, like, how about I know that you
(22:43):
know you are sharing it down like top down. What
if you had some people that you know have the
vision and that they challenge you and your decisions. So
going back to your why is what happens is that
why it just kind of becomes the purpose thing. So
(23:04):
rather than keeping it as a purpose and just keeping
it as ornamental, making it in day to day operations
and when you bring it in your day to day operations,
people are able to understand that, Okay, we got to
do this. And it's also the willingness and ability to
listen because sometimes the demand of the market may be, oh,
(23:25):
we just got to fix the solution, but then that
solution can break down. So listening to your people and
seeing where it is and bringing it out so some
great points. So now coming back to the digital transformation
as you were talking about. So when we have this,
I always believe in that strategy, the strategic planning. So
(23:48):
how are you going about it? Bringing people in? And
I know you talk about leading with heart, tell us
about that so that way AI or anything like you mentioned, right,
it's just a true.
Speaker 3 (24:00):
Right right, Well that's you know right now, I think
there's people are either really excited or they're terrified, right
like we have. And so I always tell CEOs and
leaders and organizations, even if you're hearing that the staff
is excited because you just gave them chat, GPT or
(24:21):
whatever the tool might be, there's half of your organization
is afraid of it, right. I mean I've walked into
rooms and now I've started. I was doing some AI
training and I went around and asked everybody in the
room and there are people there that says, I don't
want to I don't want to touch it, right like
so so it's so having those conversations I think is
(24:45):
really important. But more than that, when we talk about heart,
we talk about and I'll kind of go through kind
of the framework, but humanized like putting people before the process,
what is behind? And this kind of gets into the why, right,
like why are we doing certain things? Why are we
(25:07):
implementing this?
Speaker 4 (25:08):
And what.
Speaker 3 (25:11):
You know, what do people need? In the industry and
association industry, it's we're servicing members, So why are the
members asking for certain things? Why do they need a
certain technology? And really understanding the why. And then the
E stands for empower So empowering your staff. I mean
(25:35):
we were just we're working with an organization right now
that there's a lot of frustration, but there was a challenge. Uh,
something happened at this organization where they were potentially going
to be sued, so everybody pulled back, the CEO, the board,
(25:56):
and the staff's no longer empowered. So that's creating, you know,
frustration and I and to really grow an organization, empowering
your team is extremely important. And then we talk about,
you know, us send and making sure that the team
(26:18):
feels like they can rise above whatever those challenges are. Right,
So being able to have the courage and the voice
kind of when we talked about back at Panasonic, that
was like transformative, Like all of a sudden, I was
a kid that had you know, the courage that Okay,
I had a voice and I was seen. Right, So
(26:41):
making sure that your people are seen and they have
a voice at the table, I think you know you
just talked about that a little bit as well. And
then reimagining, So the ours for reimagine like reimagining what
can be better? Now we have these tools, whether it's
AI or some other technology, how do we use it
(27:02):
to our fullest? How do we rethink our current processes?
And reimagining doesn't mean like starting from scratch, it's kind
of like it's just about seeing things a little bit differently. Uh.
And then to that point, then the fourth pillar or
the fifth pillar is transform transformation and letting go of
(27:25):
those old identities and we all hang on to those
old beliefs, limiting beliefs, and how do we get beyond
that to transform either for ourselves or for our organizations
and again I kind of look at that, you know,
(27:46):
on both sides when you think about, you know, what
is going to help me move to the next better
version of myself. It's really getting you know, away from
those limiting beliefs and those challenges that you have to
kind of grow into that next version of yourself or
(28:09):
your organization. So that's kind of the five pillars of
heart when I talk about heart and what has happened, oh,
you know, over my career. Again, we get those calls
of we need the shiny new thing whatever it is.
But technology doesn't transform an organization. People do. And technology
(28:34):
enables that growth and that transformation of course, but a
lot of times people are afraid, you know, new technology.
There's a new project, right like, oh no, now you
just gave me a whole new project, or I don't
understand this technology, or it's kind of fearful. So it's
(28:57):
important to bring your people along through that journey in
order for it to be successful. And the successful projects
and the organizations that have had very successful digital transformations,
it's all about the people. It's all about creating those teams,
empowering people. Because of most people in those organizations, they
(29:23):
don't know the tech right and a lot of them
are fearful.
Speaker 4 (29:27):
So it's about building that trust with them. That okay,
because as you mentioned right, you talked about the identity
as well, that reimagining doesn't mean that you're just kind
of changing. So a lot of companies are rushing to
be that AI first, AI native, whatever we want to
call it. So if you want to be AI FoST
(29:48):
it's about building that trust with your people, bringing in
their experience that yes, we are going to bring it in.
And it's not that we're going to lay you off
because beer can be hanging on people's head versus like
you know, we are going to empower you, as you
mentioned in one of your ease then you learn, and
(30:09):
we are making this company competitive against the other companies,
and of course you know we have to talk about
the competitive advantage over here. It is a must now.
But we are doing it together. You're building it with
your experience, having that human intervention, with some godrails, and
with those checks and balances. So that's very powerful. I
(30:32):
love what you said about the heart, So do share
with us, like you know, if anybody's thinking about like, okay,
we want to bring in AI and you talked about
bringing in teams. What are some top of the like
you know, three to four things that people can keep
in mind.
Speaker 3 (30:51):
Sure, So I first, I think we're working with an organization,
with several organizations that right now that will call us
up and say we need a policy, and yes, you know,
we can give them a policy. I have a draft policy.
But I was talking to somebody yesterday about the fact
(31:15):
that you really want the teams or the organization the
buy in from staff. So creating a team and talking
with them through what are their biggest challenges, How can
AI help them with those challenges and bring them in
on developing a policy and why, because that will just
(31:41):
help communicate that throughout the organization. Right. So they you've
got a team with some buy in, they cannot they
can help educate goes back to the why, right, educate
people of why you have a policy. And I'll give
you an example. So yesterday I actually we're talked to
two different organizations and one was like sharing, we have
(32:04):
to have a policy, we have to have guard rails.
People are using it and it's very top down. The
approach was very top down. So we talked again. We
talked about you know, getting a team together and why
we don't want to take that approach. Another one was like, yes,
we know people are using this. We you know, we
(32:24):
need to get buy in and get some guardrails. But
they're already talking to the staff about finding those things
that are taking a lot of time that AI can
do so they can be more creative, so they can
spend more time on the things that they want to do.
(32:44):
And it was just a different like, it was just
a different conversation from these two leaders of how they're
approaching it into their organizations. But I do think that
you know, having the kind of an AI team for
lack of a better term, and creating what those guardrails
(33:06):
are and why looking at where, looking at the organizational
goals and how AI can approach you know, can support
those goals. But the one thing I would say, first
to do training because there is a gap in the
training and staff's having a hard time making some of
(33:28):
those decisions without understanding what is machine learning? What is
a large language model? How can you know how does
AI really work? Like it's not just magic, right, it
feels like it sometimes, but you know how how those
the technology actually works. I think is really really important,
(33:49):
and people are rushing to the tool without spending that
time on the training piece of it. So I think
that's really really important.
Speaker 4 (33:59):
No, absolutely agree with you, Sherry, because unless you know
what it can do for you, unless you know your processes,
unless you know where there are gaps and where it
can help you the best. Because so that was one
of the very similar stories one of my clients had mentioned, like,
you know, he came to me after they had purchased
(34:20):
a multimillion dollar AI tool and it was completely not
the right fit for their company. And I'm sure you've
seen something similar to that. And then it's like, you know,
some cast bias. You're trying to fit a square peg
in a round hole and it doesn't work. So the
(34:41):
key is looking at your processes and like you know,
what can be automated and what can be still kept
and strategizing it coming back to the strategic plans so important.
So definitely some great nuggets over here. And I'm sure
a lot of people will be thinking, Okay, how can
(35:01):
we connect with Sherry, So share with us, can they
connect with you? And where can they be found? Like
you know, where can you be found? And anything to share?
Speaker 3 (35:13):
Yeah, so I'm on LinkedIn. I post almost every day,
so follow me on LinkedIn or you can reach me
at info at org source dot com. I am releasing
a book around this heart framework. It's called RUG. The
book is the website, so that will be published early
(35:37):
in the year. But it's all about kind of helping
people thrive through disruption and how to lead teams. So
we're really excited about that. And yeah, so I would
love to connect with with with anyone who wants to
talk about leading in this digital world or help being
(36:00):
with organizational kind of transformation.
Speaker 4 (36:05):
Fantastic, Well, thank you for joining us, Sherry. It was
a pleasure.
Speaker 3 (36:09):
Thank you, and.
Speaker 4 (36:12):
Thank you wonderful audience, because without you, the show would
not be possible. We love you and we want to
bring you the best stories. We want to bring you
what you need, So do share with us what is
it that you need and how can we serve and
support you to lift the life you want and the
(36:33):
life you deserve. And thank you on for making the
show technically possible.
Speaker 3 (36:38):
Be Villa and take care until next time.
Speaker 2 (36:41):
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(37:02):
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(37:22):
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Speaker 4 (01:11):
Good morning listeners. It's wonderful to be here with you.
It's Tuesday, and just love it. So the question to
ask yourself is that, hmm, are you going to go
with the hype? Are you going to go with what
everybody says? Or you can step into these changing times
(01:34):
with AI and the market and all of that going
in while keeping people at the forefront and in line
of sight. So that's what we are going to be
talking about today.
Speaker 3 (01:49):
Welcome Sherry, Thank you Debya, thanks so much for having
me on your show today. I'm excited to talk with you. Yeah,
it's excited to have you on this show. So, Sherry,
you have a beautiful background. Share with us if you
recall a moment or a person who left a positive
mark on you. Sure, So, I mean, of course I
(02:13):
would have to say my mother, but there's there's really
a bigger story of the impact that she's really had
in my life. So you know, my mom would always say,
you know, Sherry, everybody's got problems. If you put them
in the middle of a room and you had to
pick out a problem, you'd probably take your own back.
But there was so right, like you know, like she
(02:36):
always says, like people have bigger problems than you. So
that's kind of how I've led my life and my
career of you can always overcome whatever's in front of you.
And then two and a half years ago, my husband
passed away suddenly, yeah, thank you, but it was a moment.
(02:57):
And of course the first person that I call as
my mother and she says, hang up the phone. She
lived a couple hours away, and she said, you know,
I'll be like I'll be right there. So and the
police officers were over all these things were going on,
and they're like who can you call? Who can you call?
(03:20):
And of course I have two daughters, My daughters have friends,
there are people I call, but I was like, I
just have to wait for my mother. Like it was
like I have to wait for my mother because she's
just been that call me kind of steady. We've got
this like no matter what happens in life, you can
overcome it. And so here I am. You know, there's us.
(03:46):
I think all of us in life, we go through
challenges and I've and I've kind of reflected since that
moment of leading people, and I do a lot of
work and digit transformation. Right, we all talk about digital
transformation and how it's hard, but it's really about the
people and those leading people through challenges and change and
(04:12):
and and really just being able to overcome whatever is
in front of you or whatever seems difficult or challenging.
Speaker 4 (04:20):
So I just want to do a gentle check in
with you, Sherry. How are you and your family doing?
Speaker 3 (04:25):
Oh? Thank you. Everybody's doing well. It was it was
a journey, as you can imagine, but but everyone's doing
doing well. My younger daughter is at the University of Kentucky,
and my older daughter she is she's doing well and
is working at an association, so very exciting, and that's wonderful.
Speaker 4 (04:51):
That And here's the thing, right, we never realize like
the value of the people that we have in our
lives and also when they're gone. The key thing is
that as you mentioned that, even though the problem seems insurmountable,
but like as your mom says that, as they say that,
(05:15):
you know, life goes on. So coming back to you,
as you were growing up, did you have any specific
interests that I want to do this I want to
be that.
Speaker 3 (05:26):
Yes, I actually did.
Speaker 4 (05:28):
So.
Speaker 3 (05:29):
Most of my work is in the association and nonprofit space,
working with mission driven organizations. I didn't think I was
going to be on a journey where I was running
a consulting company. However, when I was fourteen, I always
wanted to lead a nonprofit. I thought that's what I
(05:50):
was going to do, and my journey's somewhat there. Obviously
I'm working in that space, but I never led fully
led a nonprofit, but I work with a lot of
them in a different capacity, So again a little bit
of a winding journey. But I always wanted to kind
(06:12):
of do mission driven work.
Speaker 4 (06:16):
And do you know what influenced your desire for that?
Speaker 3 (06:21):
You know, I think I grew up in a relatively
small town and it just seemed like everybody took care
of each other, right, it was a community. I grew
up in the church, We all everybody just so I
don't know if it was kind of ingrained within me
or I was watching way too much Oprah. I don't
(06:41):
know whether.
Speaker 4 (06:46):
Yeah, so you mentioned that you know your journey has
been with nonprofit organizations and associations, So tell us a
bit more about it. Like, you know which captured your
heart and where did you go?
Speaker 3 (07:00):
Sure? So, so when I got out of college, I
actually worked at Panasonic and I was there for two years.
I have an interesting story because my boss was amazing,
very supportive, amazing person. I was in a male dominant environment,
(07:22):
high pressure environment, and I kept telling him that I
wanted to work for a nonprofit. And so one day
I told him I was leaving to go work for
a nonprofit. I went to that organization and I felt
like I went ten years backwards. They had what was
(07:43):
Some of you listeners may know what a wing system is,
but I went from this PC environment to that there
were all these other things. So I called my boss
and I said I can't be in this job. I
need to come back. And he said, come over and
talk to me and my wife and we'll talk about it.
(08:07):
So I did. I went to his house that night
and he said give it thirty days, and then after
thirty days, if you still hate it, you can come
back and work at Pamsonic. And I gave it thirty days,
and then that was my journey. I ended up working
at this association where their CEO came up to me
(08:30):
and said, can you help us develop our website? And
that was when nobody had a website. I was like,
what's a website? So I went to Barnes and Nobles.
I figured out what a website was, and then that
was my journey and I've been in the association and
nonprofit space ever since.
Speaker 4 (08:50):
Yeah. So it's a powerful story. And you referred to
being in Penasonic and then sharing that so that it
was more that you were one of the few as
a female? Is that right? Did I understand that correctly?
Speaker 3 (09:09):
Is that is correct?
Speaker 4 (09:10):
So I'm assuming that was in nineteen nineties.
Speaker 3 (09:14):
Yes, that was the nineteen ninety two to nineteen ninety four.
Speaker 4 (09:18):
I was there, So how did you navigate the journey then?
And so many times what happens is that even today,
actually yesterday I was having a conversation with someone, people
are like, there are some professions where women are the
only ones, like, you know, it's like the lonely only. Yes,
So then how did you navigate the situation because even
(09:42):
today a lot of women are talking about it?
Speaker 3 (09:46):
Yes, I believe I talked to a lot of women about,
you know, their own career journeys and some of their challenges.
First I will say I was blessed with great bosses
and mentors. When I worked at Panasonic, it was not
only very male dominant, the culture was was very different.
(10:10):
And I recall, you know, I was I was a kid.
I was just happy to have a job, right. I
didn't care, like I'll do whatever, you know, whatever they
want me to do. And this group came in from Japan.
They were sitting in the conference room and I said,
I'll go get them coffee. And my boss, the great
(10:35):
one who said stay in the job for thirty days,
even though I knew he wanted me to come back,
but he said, and he was the I mean, he
was very high up general manager iact. I don't recall
his exact title, but he said, you're not going and
getting coffee. And I was like, I'm not doing anything else.
(10:58):
I can go downstairs and get the coffee. And he said, no,
I'm going to go with you. And that was just
a moment that stood out like for the rest of
my career because he didn't want me, even though again
I was just out of college. But to be perceived
as beneath anybody, and so I don't know if that
(11:20):
gave me the confidence then to you know, to make
sure not only that I wasn't seen as less, but
that other people throughout my career were seen too. You know,
it was like a moment of being seen, I.
Speaker 4 (11:36):
Guess absolutely, because the perception is going to be there
regardless of you know, whatever you're doing, so it's important
that you tailored that perception too how you want to
be seen, and that's what branding is. And going back
to it, you know, kudos to your boss, and this
illustrates that for any success to happen, it's a partnershi
(12:00):
it doesn't matter. It's not women versus men, it's not
you know, anyone worsus anyone. It's about coming together and
having that partnership together and we are stronger together. So
that's such a beautiful story of the support. So then
(12:22):
kind of coming back to your nonprofit, a lot of
people end up in jobs that they think, like, you know,
they're not going to like it, and so many times
what happens is that they may not have the venue
to go back to their old jobs. Right when people
are in that situation, what would you tell them?
Speaker 3 (12:44):
Well, that's a good question. What would I tell them? So,
I mean, I do have a friend right now that's
in she's not happy in her role, but she loves
her right So, you know, focusing on the things that
(13:04):
bring you joy in your job, whatever that might be.
And sometimes you have to just look for another job,
right like, sometimes you just have to, you know. I
never I always tell people, you know, don't quit your
job just you know, unless you're so miserable. But you
don't want to just necessarily get up and leave. But
(13:28):
find those things that you want to do. One advice though,
that I do give people is when and when I
left my second association job to start my consulting business,
I made a list of everything I love to do
and everything I hated doing. So that helped me kind
(13:52):
of define people had me on a different path. I
had always said, as I started this conversation, I always
wanted to be a cell of a nonprofit, right like
I wanted to be the executive director. That through my
career journey, when I started putting looking at the things
that I love to do. I love solving problems, I
(14:14):
love being in projects. Those are the things that I
loved and leading an organization and managing staff and navigating
a board. At that point in my life wasn't the path.
So I really had to take a hard look at
what I loved doing and then carved out a career
(14:38):
around what I loved doing. I loved helping people, I
loved solving problems. So I encourage people to do that,
you know, really take a hard look at what you
because sometimes people believe that they're on a certain path
and need to go down a certain road, but they
might not like those things that that job requires.
Speaker 4 (14:59):
Right right, And what I'm hearing is that, you know,
especially if you're in a job that's not relevant to you,
that's just kind of feeling like, ah, you know, it's
not bringing me joy. So when it is like that,
then you know, take a look at what's right for you.
So this way, when you're looking at that, Okay, so
(15:22):
many things are going right for me, then it does
not create that urgency and the emotional charge from where
if you're making the decisions, those decisions that are not
going to be regret proof, because decisions made out of
the emotions are usually going to take you down maybe
(15:44):
sometimes a good path, but it usually it can be
something that's not that you want. So I like what
you're saying, and then look.
Speaker 3 (15:54):
Add to that that. As you're talking, I was just
thinking that, you know, sometimes a lot of times people
leave their jobs because their boss, right, m oh yeah,
toxic boss. Yeah. But sometimes I'll say, look at what
is the reason, like why are they behaving this way?
(16:15):
Why are they trying to control things? What has happened
to kind of give it a little different perspective that
maybe there's some empathy for that person. Sometimes there's not, right,
but sometimes looking at from either their perspective or trying
to think of the situation a little bit differently, you know,
(16:37):
sometimes can or having sometimes it's just having those conversations
of what the challenges are, right and seeing underneath what
you know, why are there's frustration or those types of things.
Speaker 2 (16:52):
Yeah.
Speaker 4 (16:52):
Absolutely, because just recently, like you know, yesterday I was
talking with a client and she had a long laundry
list again her boss, and I asked her she said, oh,
these are the patterns. And I said, like, okay, how
many days have you observed? She said, oh, two days
a week because their hybrid is only two days a
week when she sees them in person. And when I
(17:15):
asked her to investigate, I'm like, okay, go and see
when is issuing up during the other three days. She said,
oh yeah, he's there from seven to eight. So just
the perceptions can be so so and the assumptions that
we make can be misleading. Now, as you mentioned that,
you know you are with nonprofit organizations, Like with a
(17:37):
couple of nonprofit organizations, what would be your message to them, like,
you know, what are the few things that they could
build on, especially when somebody's thinking of starting a nonprofit,
So you.
Speaker 3 (17:51):
Know, through you know, we're everybody right now, let's just
talk about kind of the you know, the buzz or
the hype around AI and technology. You know, I get
a lot of calls from CEOs to say, I need
this shiny new thing, or we need a new learning
(18:11):
management system, or you know, we've got to figure out
this AI thing. And the advice I've been giving people
today is that, yes, you may need that infrastructure, but
the technology is not going to transform your organization. It's
the people. So how do you when everything seems to
(18:35):
be changing today, you know, how do we work to
help people grow, not fear technology, get on board with
the vision and the mission of the organization. So that's
you know, that's one thing that I think is just
something that we all need to be thinking about today.
And the other piece of this is that relationship between
(18:58):
your board and the staff and the CEO. That is
really important. You know, successful organizations have a really good
relationship between the board and what the board's role is
and what the staff role is. And a lot of
(19:19):
times we see a lot of conflict between those boards
and the staff and that doesn't help grow an organization
at all.
Speaker 4 (19:28):
Absolutely, And so many times what happens is like so
for example, if all startup is become you know, and
they've had a good drawn and then they become a
public company. So what happens is from that Like in
a startup company, usually that closeness is there because it's
a smaller group of people. Now as the company is growing,
(19:51):
that distance between the board and then employees gets bigger
and bigger. The CEOs have more responsible like the execu
team has more responsibility on their shoulders, like, you know,
they've got to please the shareholders now, but that's something
that may not be in alignment with the employee. So
(20:12):
what can the board do. They're not just coming down
hard like we got to get it done, got to
get it done. Gotta get it done and still bring
people along.
Speaker 3 (20:23):
Sure. Well, Like if you look at at things like
strategic planning, right, you know, the board is in a
in a room, let's just say, for a couple of
days talking about the future of the organization and strategy.
But a lot of times there's a gap with the
staff knowledge that they have to actually implement the plan, right,
(20:47):
So I think it's important to bridge that gap. You know.
I guess that's ends up being a want of communications gap. Uh,
there's knowledge that's happened in that board room that the
app are not aware of. They're not aware of the why.
So really taking what the direction is from the board
(21:09):
and their vision and making sure it's extremely well communicated,
not just communicated, but the why, right, Like the why
is what gives people the understanding to be able to
execute and not just say, oh, we need to do
X because the board said it. I went through I
(21:29):
think it was about five CEO transitions in nine years
at my second association, and it just always seemed a
little bit chaotic, right, and you didn't really understand what
the board's direction is or what the why was.
Speaker 4 (21:45):
Right.
Speaker 3 (21:46):
We had a list of tasks that needed to get
done every year because when there was a new president,
we had all new agenda. They wanted anew this, a
new website, whatever it might be, and we just executed
on it. Never, no, I shouldn't say never, but a
lot of times didn't know the why. When we had
those CEOs there that brought us to the table and
(22:08):
were communicating that why and the reasoning, and that really
kind of you know, gave us a lot more momentum
and understanding and were and we're much more effective.
Speaker 4 (22:23):
So yeah, no, definitely. And also this whole barrier and
gap between oh, this is the executive team and the rest.
So as a matter of fact, you know, I was
coaching one of the executives he's on the C suite team,
and I said, like, how about I know that you
(22:43):
know you are sharing it down like top down. What
if you had some people that you know have the
vision and that they challenge you and your decisions. So
going back to your why is what happens is that
why it just kind of becomes the purpose thing. So
(23:04):
rather than keeping it as a purpose and just keeping
it as ornamental, making it in day to day operations
and when you bring it in your day to day operations,
people are able to understand that, Okay, we got to
do this. And it's also the willingness and ability to
listen because sometimes the demand of the market may be, oh,
(23:25):
we just got to fix the solution, but then that
solution can break down. So listening to your people and
seeing where it is and bringing it out so some
great points. So now coming back to the digital transformation
as you were talking about. So when we have this,
I always believe in that strategy, the strategic planning. So
(23:48):
how are you going about it? Bringing people in? And
I know you talk about leading with heart, tell us
about that so that way AI or anything like you mentioned, right,
it's just a true.
Speaker 3 (24:00):
Right right, Well that's you know right now, I think
there's people are either really excited or they're terrified, right
like we have. And so I always tell CEOs and
leaders and organizations, even if you're hearing that the staff
is excited because you just gave them chat, GPT or
(24:21):
whatever the tool might be, there's half of your organization
is afraid of it, right. I mean I've walked into
rooms and now I've started. I was doing some AI
training and I went around and asked everybody in the
room and there are people there that says, I don't
want to I don't want to touch it, right like
so so it's so having those conversations I think is
(24:45):
really important. But more than that, when we talk about heart,
we talk about and I'll kind of go through kind
of the framework, but humanized like putting people before the process,
what is behind? And this kind of gets into the why, right,
like why are we doing certain things? Why are we
(25:07):
implementing this?
Speaker 4 (25:08):
And what.
Speaker 3 (25:11):
You know, what do people need? In the industry and
association industry, it's we're servicing members, So why are the
members asking for certain things? Why do they need a
certain technology? And really understanding the why. And then the
E stands for empower So empowering your staff. I mean
(25:35):
we were just we're working with an organization right now
that there's a lot of frustration, but there was a challenge. Uh,
something happened at this organization where they were potentially going
to be sued, so everybody pulled back, the CEO, the board,
(25:56):
and the staff's no longer empowered. So that's creating, you know,
frustration and I and to really grow an organization, empowering
your team is extremely important. And then we talk about,
you know, us send and making sure that the team
(26:18):
feels like they can rise above whatever those challenges are. Right,
So being able to have the courage and the voice
kind of when we talked about back at Panasonic, that
was like transformative, Like all of a sudden, I was
a kid that had you know, the courage that Okay,
I had a voice and I was seen. Right, So
(26:41):
making sure that your people are seen and they have
a voice at the table, I think you know you
just talked about that a little bit as well. And
then reimagining, So the ours for reimagine like reimagining what
can be better? Now we have these tools, whether it's
AI or some other technology, how do we use it
(27:02):
to our fullest? How do we rethink our current processes?
And reimagining doesn't mean like starting from scratch, it's kind
of like it's just about seeing things a little bit differently. Uh.
And then to that point, then the fourth pillar or
the fifth pillar is transform transformation and letting go of
(27:25):
those old identities and we all hang on to those
old beliefs, limiting beliefs, and how do we get beyond
that to transform either for ourselves or for our organizations
and again I kind of look at that, you know,
(27:46):
on both sides when you think about, you know, what
is going to help me move to the next better
version of myself. It's really getting you know, away from
those limiting beliefs and those challenges that you have to
kind of grow into that next version of yourself or
(28:09):
your organization. So that's kind of the five pillars of
heart when I talk about heart and what has happened, oh,
you know, over my career. Again, we get those calls
of we need the shiny new thing whatever it is.
But technology doesn't transform an organization. People do. And technology
(28:34):
enables that growth and that transformation of course, but a
lot of times people are afraid, you know, new technology.
There's a new project, right like, oh no, now you
just gave me a whole new project, or I don't
understand this technology, or it's kind of fearful. So it's
(28:57):
important to bring your people along through that journey in
order for it to be successful. And the successful projects
and the organizations that have had very successful digital transformations,
it's all about the people. It's all about creating those teams,
empowering people. Because of most people in those organizations, they
(29:23):
don't know the tech right and a lot of them
are fearful.
Speaker 4 (29:27):
So it's about building that trust with them. That okay,
because as you mentioned right, you talked about the identity
as well, that reimagining doesn't mean that you're just kind
of changing. So a lot of companies are rushing to
be that AI first, AI native, whatever we want to
call it. So if you want to be AI FoST
(29:48):
it's about building that trust with your people, bringing in
their experience that yes, we are going to bring it in.
And it's not that we're going to lay you off
because beer can be hanging on people's head versus like
you know, we are going to empower you, as you
mentioned in one of your ease then you learn, and
(30:09):
we are making this company competitive against the other companies,
and of course you know we have to talk about
the competitive advantage over here. It is a must now.
But we are doing it together. You're building it with
your experience, having that human intervention, with some godrails, and
with those checks and balances. So that's very powerful. I
(30:32):
love what you said about the heart, So do share
with us, like you know, if anybody's thinking about like, okay,
we want to bring in AI and you talked about
bringing in teams. What are some top of the like
you know, three to four things that people can keep
in mind.
Speaker 3 (30:51):
Sure, So I first, I think we're working with an organization,
with several organizations that right now that will call us
up and say we need a policy, and yes, you know,
we can give them a policy. I have a draft policy.
But I was talking to somebody yesterday about the fact
(31:15):
that you really want the teams or the organization the
buy in from staff. So creating a team and talking
with them through what are their biggest challenges, How can
AI help them with those challenges and bring them in
on developing a policy and why, because that will just
(31:41):
help communicate that throughout the organization. Right. So they you've
got a team with some buy in, they cannot they
can help educate goes back to the why, right, educate
people of why you have a policy. And I'll give
you an example. So yesterday I actually we're talked to
two different organizations and one was like sharing, we have
(32:04):
to have a policy, we have to have guard rails.
People are using it and it's very top down. The
approach was very top down. So we talked again. We
talked about you know, getting a team together and why
we don't want to take that approach. Another one was like, yes,
we know people are using this. We you know, we
(32:24):
need to get buy in and get some guardrails. But
they're already talking to the staff about finding those things
that are taking a lot of time that AI can
do so they can be more creative, so they can
spend more time on the things that they want to do.
(32:44):
And it was just a different like, it was just
a different conversation from these two leaders of how they're
approaching it into their organizations. But I do think that
you know, having the kind of an AI team for
lack of a better term, and creating what those guardrails
(33:06):
are and why looking at where, looking at the organizational
goals and how AI can approach you know, can support
those goals. But the one thing I would say, first
to do training because there is a gap in the
training and staff's having a hard time making some of
(33:28):
those decisions without understanding what is machine learning? What is
a large language model? How can you know how does
AI really work? Like it's not just magic, right, it
feels like it sometimes, but you know how how those
the technology actually works. I think is really really important,
(33:49):
and people are rushing to the tool without spending that
time on the training piece of it. So I think
that's really really important.
Speaker 4 (33:59):
No, absolutely agree with you, Sherry, because unless you know
what it can do for you, unless you know your processes,
unless you know where there are gaps and where it
can help you the best. Because so that was one
of the very similar stories one of my clients had mentioned, like,
you know, he came to me after they had purchased
(34:20):
a multimillion dollar AI tool and it was completely not
the right fit for their company. And I'm sure you've
seen something similar to that. And then it's like, you know,
some cast bias. You're trying to fit a square peg
in a round hole and it doesn't work. So the
(34:41):
key is looking at your processes and like you know,
what can be automated and what can be still kept
and strategizing it coming back to the strategic plans so important.
So definitely some great nuggets over here. And I'm sure
a lot of people will be thinking, Okay, how can
(35:01):
we connect with Sherry, So share with us, can they
connect with you? And where can they be found? Like
you know, where can you be found? And anything to share?
Speaker 3 (35:13):
Yeah, so I'm on LinkedIn. I post almost every day,
so follow me on LinkedIn or you can reach me
at info at org source dot com. I am releasing
a book around this heart framework. It's called RUG. The
book is the website, so that will be published early
(35:37):
in the year. But it's all about kind of helping
people thrive through disruption and how to lead teams. So
we're really excited about that. And yeah, so I would
love to connect with with with anyone who wants to
talk about leading in this digital world or help being
(36:00):
with organizational kind of transformation.
Speaker 4 (36:05):
Fantastic, Well, thank you for joining us, Sherry. It was
a pleasure.
Speaker 3 (36:09):
Thank you, and.
Speaker 4 (36:12):
Thank you wonderful audience, because without you, the show would
not be possible. We love you and we want to
bring you the best stories. We want to bring you
what you need, So do share with us what is
it that you need and how can we serve and
support you to lift the life you want and the
(36:33):
life you deserve. And thank you on for making the
show technically possible.
Speaker 3 (36:38):
Be Villa and take care until next time.
Speaker 2 (36:41):
Thank you for being part of Beyond Confidence with your
host d V Park. We hope you have learned more
about how to start living the life you want. Each
week on Beyond Confidence, you hear stories of real people
who've experienced growth by overcoming their fears and building meaningful relationships.
During Beyond Confidence, Vpark shares what happened to her and
she stepped out of her comfort zone to work directly
(37:02):
with people across the globe. She not only coaches people
how to form hard connections, but also transform relationships to
mutually beneficial partnerships as they strive to live the life
they want. If you are ready to live the life
you want and leverage your strengths, learn more at www
dot dwpark dot com and you can connect with vat
(37:22):
contact at dvpark dot com. We look forward to you're
joining us next week.
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