I have experience as a therapist and an executive coach helping individuals explore and develop skills to manage the psychological and emotional challenges that impact personal satisfaction, self-esteem, relationships, professional and personal development, and personal definitions of success.
I began my career as a Human Resource Business Partner in financial services, covering the investment banking and corporate finance businesses. In that capacity, I partnered with senior leadership to develop an effective HR agenda that supported the organization's business objectives. My remit included: overseeing performance evaluation processes, employee engagement initiatives, talent development programs, year-end compensation, recruiting strategies, employee relations, and workforce planning. While my role was diversified, I tended to gravitate towards one-on-one employee development.
Over the years, what I found striking time and again, was that employees rarely faced serious challenges with the core functions of their jobs. In fact, most loved them—it was everything else that was problematic! Often employees struggled with the psychological and emotional challenges of working with others. It was this understanding that led me to pursue a master's degree in mental health counseling, believing professional fulfillment is largely achieved through one's ability to be self-aware and self-regulate in moments of anxiety and distress.
MA, Mental Health Counseling
New York University
BS, Industrial and Labor Relations
Cornell University
My belief is that our ability to live a more satisfying life is predicated on our capacity for self-awareness and subsequently self-management. Therefore, by examining our patterned behavior and underlying thinking, we have an opportunity to understand the dynamics of our distress. This understanding, derived from insight-oriented therapy, coupled with cognitive behavioral based techniques, can help us transition to living a better life.
I work with clients who may be experiencing stress, anxiety, emotional fatigue or sadness, and are at a critical point of needing new methods to live a better life. A better way of living includes a greater ability to manage our emotional engagement with triggering people, events, or circumstances. I help facilitate the process of introspection and awareness with the goal to build and foster skills to better manage emotional and psychological reactions. Regulating our emotions in and of itself is a worthy goal; however, my hope is for my clients to ultimately improve the quality of their lives, and maintain a sense of contentment and well-being.
I have experience as a therapist and an executive coach helping individuals to explore and develop skills in order to manage the psychological and emotional challenges that impact personal satisfaction, self-esteem, relationships, professional and personal development, and personal definitions of success.
My approach is active, engaging, and non-judgemental.
Humans are social beings that experience emotions within the context of others. Our ability to manage negative emotions at the workplace impacts our capacity to effectively communicate with our colleagues. Communication is often riddled with personal triggers, beliefs, biases, and assumptions—preventing genuine listening and a true exchange of ideas. Becoming aware of our perceptions, particularly in emotionally heightened dialogues, can help us regulate our responses and lead to healthy communication and high-quality workplace relationships. Meaningful connections with colleagues and the perception of social support contribute to our overall wellbeing—both personally and professionally.
Leadership style comes in many forms and is highly influenced by your unique lived experience. Lived experience refers to the knowledge acquired from the specific encounters in life. It is often the most challenging encounters that play a powerful role in shaping character and perspective. Understanding and appreciating the lived experience of oneself and others fosters more authentic interactions with employees. Authentic encounters are paramount to establishing psychologically-safe environments, allowing for greater engagement, creativity, and innovation.
Organizations looking to attract and retain diverse employees should first consider the inclusivity of their environments. A non-inclusive workplace thwarts diversity recruiting efforts and risks alienating its existing employees. A non-inclusive work environment often has profound effects on the wellbeing of its employees—impacting cognitive resources, performance, and contributing to burnout. The foundation of an inclusive organization is inclusive leadership behaviors. Inclusion requires leaders to gain awareness and explore their own long-established patterns and biases, as well as the biases that persist within their organization. Newfound perspectives can lead to new experiences that shift old patterns and incrementally shape a culture of allyship.
For a free consultation or questions, please contact me below.