Success doesn’t require becoming someone else.
That lesson comes through clearly in a conversation with Sloane Drake, whose career with Georgia Power and Southern Company offers a powerful example of what it means to lead with authenticity, courage and connection.
Throughout her career in human resources and workforce leadership, Drake has worked in an industry where many roles have traditionally been male dominated. Her approach has been less about fitting a preconceived image of leadership and more about being prepared, building relationships, assembling talented teams and continually stretching beyond her comfort zone.
At one point in her career, that meant taking her expertise all the way to Washington, D.C., where she testified before a U.S. House appropriations subcommittee about workforce development opportunities and challenges facing the energy industry.
“This was a real case of conquering fear,” Drake told Pink. “I understood how important the opportunity was. I was nervous but prepared like crazy.”
That willingness to move forward despite uncertainty is a theme that runs throughout her leadership philosophy.
Here are some of the lessons Drake shared with Pink.
Don’t Wait Until You Feel Completely Ready
Leadership is learned in part by doing.
Drake believes strongly in the idea of failing fast, recovering and learning from the experience—without repeating the same mistake.
Some of the most important leadership skills can’t be mastered through a course or textbook. Engaging a team, navigating difficult situations, creating an inclusive environment and applying emotional intelligence all require experience.
Mistakes, in that context, aren’t necessarily evidence that you weren’t ready. They can be part of what prepares you for the next opportunity.
Set Goals Around Experience, Not Just Titles
Drake set career goals early, but they weren’t solely about earning the next promotion.
She deliberately pursued experiences that would help her learn, stretch and grow. Working across different businesses and functions gave her a broader understanding of both people and organizations.
It’s an important distinction for anyone thinking about her next career move.
Instead of asking only, “Will this position move me up?” consider asking, “What will this opportunity teach me?”
The experience you gain today may qualify you for an opportunity you can’t yet see.
And, as Drake points out, goals should evolve.
“Goals are important throughout your career, and it’s my experience that they change, evolve and mature as you do.”
Let Competence Build Credibility
Women working in environments where they are underrepresented may wonder how to establish authority and overcome resistance.
Drake’s advice starts with something straightforward: Be good at what you do.
But competence alone isn’t enough. Relationships matter, too.
Expanding your comfort zone, learning about your colleagues and understanding what matters to the people around you can help establish trust.
For Drake, authenticity, credibility and dedication to the work have been essential to minimizing resistance and building productive relationships.
Know When to Push—and When to Listen
One of Drake’s biggest leadership challenges has been navigating the pace of a large organization.
Sometimes leaders need to move quickly. Other decisions require patience, consultation and a more deliberate approach.
Knowing the difference is critical.
Leadership isn’t simply about getting people to move faster. It’s about bringing people with you so they understand the destination and take ownership of getting there.
That’s particularly important when decisions can have long-term consequences for employees and workplace culture.
Build a Team That’s Better Because It’s Different
One of Drake’s strongest pieces of leadership advice is to surround yourself with talented people whose strengths complement your own.
The goal isn’t to build a team of people who think and operate exactly as you do. It’s to bring together people who can create, plan, challenge, execute and contribute perspectives and expertise you don’t possess yourself.
Strong leaders don’t need to be the smartest person in every conversation.
They need to recognize talent, establish direction and create the conditions for other people to do exceptional work.
Create Your Own Personal Board of Directors
Every leader needs people who will tell her what she needs to hear—not simply what she wants to hear.
Drake recommends creating a personal “board of directors”: trusted advisers, mentors and colleagues who can provide candid feedback and perspective when you’re facing an important decision.
Your personal board may change throughout your career. One person might understand your industry. Another may know your strengths and blind spots. Someone else may bring an entirely different perspective.
What matters is having people you trust enough to call—and who respect you enough to be truthful.
Don’t Run From the Hard Assignment
Some of the opportunities that shape a career initially look more like challenges.
Drake experienced that firsthand when she took on an HR project leadership position supporting Southern Company’s nuclear operations during the development of new nuclear generation.
The assignment was new, demanding and high stakes.
It also became an important career opportunity.
“Our biggest opportunities are found in times of greatest challenge,” Drake told Pink.
Her advice is particularly relevant when considering a role that feels just beyond your current experience.
You don’t have to know exactly how you’ll handle every challenge before saying yes. You can rely on your network, seek advice and draw upon what you’ve learned in previous roles.
Sometimes the position that stretches you most is the one that changes the trajectory of your career.
Give Great People Room to Lead
As responsibilities increase, successful leadership becomes less about personally managing every detail and more about enabling other people to succeed.
Drake credits much of her ability to manage complex responsibilities to the teams around her.
“Leaders must surround themselves with the best people and clear the path for them to do their jobs to the fullest of their capabilities.”
That’s a powerful definition of leadership.
Hire talented people. Give them clarity. Trust their expertise. Remove unnecessary obstacles. And allow them to take ownership.
Keep Moving Forward
Perhaps the simplest of Drake’s leadership strategies is also one of the most useful:
Keep moving forward.
Careers rarely unfold in a perfectly straight line. There will be difficult assignments, mistakes, organizational changes, unexpected opportunities and moments when progress feels frustratingly slow.
You don’t have to solve everything at once.
Make progress where you can. Learn from what doesn’t work. Build relationships. Ask for help. Take the assignment that scares you a little.
And when opportunity puts you in a place you’ve never been before—even testifying before Congress—prepare like crazy and step forward anyway.
That’s how leaders grow.
This article was originally posted in 2017.
