Leading with Heart: Wendy Hanson of New Level Work On The Power of Authentic Women’s Leadership
An Interview With Pirie Jones Grossman
To lead authentically as a woman you must know and trust yourself and your leadership abilities. As you mature, it becomes easier to focus on using your strengths for maximum impact. When you lead authentically, it builds trust.
In today’s dynamic world, the concept of leadership is continuously evolving. While traditional leadership models have often been male-dominated, there is a growing recognition of the unique strengths and perspectives that women bring to these roles. This series aims to explore how women can become more effective leaders by authentically embracing their femininity and innate strengths, rather than conforming to traditional male leadership styles. In this series, we are talking to successful women leaders, coaches, authors, and experts who can provide insights and personal stories on how embracing their inherent feminine qualities has enhanced their leadership abilities. As part of this series, we had the pleasure of interviewing Wendy Hanson.
As Co-Founder and Chief of Culture and Community at New Level Work, Wendy is proud of her company’s mission to help leaders at all levels create a workplace where people can thrive. She firmly believes that when companies invest in their managers, they provide the tools to create a positive culture. New managers need guidance on best practices, middle managers need support connecting with their team and vision, and senior leaders need thought partners. To help make that happen, Wendy draws from more than 20+ years of management, executive coaching, and education experience and a commitment to continuous learning.
Thank you so much for joining us in this interview series. Before we dive into our discussion about authentic, feminine leadership, our readers would love to “get to know you” a bit better. Can you share with us the backstory about what brought you to your specific career path?
Would you believe that part of my career path involved finding creative uses for funeral flowers? Well, it did. My first career was as an administrator in special education and then as an executive director of a nonprofit. I have always taken an entrepreneurial approach to those positions, including finding ways to help young people with different abilities find meaningful work. One unique business we created involved making potpourri from donated funeral flowers. I partnered with a national company to put the potpourri in beautiful gift boxes. It was a great job for young people who had developmental and physical challenges. Another time, our educational collaborative had a chance to work on a project to assemble three-wheeled roller skates. The designer/artist wanted to create a new form of transportation in Boston. We were trying to compete with rollerblades. I found an engineer to volunteer and design an assembly line that the students could work on. We ended up skating along the Charles River and handing out business cards to potential customers! Sadly, the project didn’t get off the ground, but it was a great business experience for me. I was the only woman on the team, and I was an equal decision-maker.
After 20 years, I decided to take that entrepreneurial spirit into the business world. In 1998 I was living in New England, and executive coaching was not heard of. When I said I was studying to be a coach, people asked, “A soccer coach”? Executive Coaching had come into being in California, as they were always ahead of the curve. I completed my Coach Certification from The Coaches Training Institute in 1999. I joined forces with a colleague, and through informal networking, we were introduced to a senior executive at a major, well-known tech company. My colleague and I began coaching the North American sales team and traveled around the country to do strategic planning with all their sales offices.
I loved business, networking, leading teams, and coaching. I knew this would be my career path going forward.
Can you share the most interesting story that happened to you since you started your career?
“It’s All in the BRA…Business, Revenue and Assets.” This was the title of a keynote presentation I developed to speak to women about being strong in business. I delivered it to many audiences. I told stories as I acted out my three main points on the stage. First, I told my audience I used the “F” word all the time with my clients. They laughed and wondered…Then I pulled a big “F” out of my bra! The “F” is for FOCUS. We need to keep focus on what we want, our goals, and the path ahead. The second point was about people. I reached into my bra and pulled out a chain of paper dolls. We cannot be successful without people. It was critical to collaborate with colleagues and get their expertise to build my business. And then, the most important thing you should always have in your Bra… I reached in and pulled out my BIG GIRL PANTS! The audience roared! We need to run our business from the tools in our BRA…we have to keep our big girl pants on and be the BIG BOSS and the BIG Powerful Woman you know you are!
What do you think makes your company stand out? Can you share a story?
It is the team of coaches and facilitators that we rigorously vet during the screening process. They must have completed an accredited Coach Training Program (ICF) and have at least 7 years of business experience as a manager. We have built a strong community of coaches who keep learning, sharing info, and leaning into one another’s expertise. We have inquiries from coaches around the world every day who want to join our team. Our clients love our coaches. In fact, they rated our coaches at 9.72/10 in January 2024, a figure that has grown consistently year over year. Here is an example of what feedback we receive:
“As a result of the coaching I have been receiving, I have earned my seat at the table — have worked hard to get there and people do look at me as a key member of the conversations/organization. Going into situations with a positive attitude and a growth mindset allows me to understand that challenges help me to grow and that my efforts are what have gotten me here, and will continue to move me forward. When I can focus on the key aspects of my role as well as myself, I am a better asset to the company and my family. Things seem a bit lighter since I have learned some tools to help assist me in this manner.
I have a great coach — her ability to listen and interpret what her coaches are dealing with is amazing. She asked probing questions that caused me to think about my situation and how I am or am not reacting appropriately. She is also great at providing additional references, readings, podcasts, etc. that continue the conversation outside of the coaching session. I feel as if I’ve learned so much about myself over a short period, mostly thanks to her listening and pushing me outside my normal ways of dealing with situations.”
One of our client companies met with me and said we are an extension of their learning and development department. She said she would rather cut a member of her team than cut the services of our company.
We couldn’t do what we do without a strong product and engineering team behind us. They create the technology that allows us to coach and train virtually across the globe, deliver 360’s to clients, and share dashboards for companies to track progress. We all know the next frontier is AI.
You are a successful business leader. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?
- I am Positive: Being a positive person is part of my DNA. I can find the positive aspects of most situations. My mother, who passed away very young, always had a positive spirit and passed it onto others. I grew up looking for the positive in people and experiences. When you do something enough, it becomes a habit. Your brain looks for what is working. This led to my passion for living a grateful life. My positive spirit and attitude are very useful in a startup company. There have been many ups and downs, as there are in any startup, and “keeping the faith” is key to our success. Look for the bright side and learn from it.
- I am a Collaborator: I hold the belief that 1 + 1 = 3. It gives me great joy to brainstorm solutions and ideas with others. We all have different perspectives, and when we bring them together, we create synergy, resulting in the best business outcomes. For example, our VP of Coaching, Karen Benz, and I plan and implement all the coach meetings and related activities. She is great at details and processes. I can see the bigger picture and implications more clearly. Since she joined the team in 2017, we have collaborated on building our large coach community. It has been joyful work. Keeping this community learning and growing and doing an A+ job serving our clients around the world is our passion as collaborators.
- I am a Networker: According to the CliftonStrengths Assessment, my top strength is “Woo.” People especially talented in the Woo theme, “love the challenge of meeting new people and winning them over. They derive satisfaction from breaking the ice and making a connection.”
In my first 10 years of executive coaching and facilitation, I lived in Rhode Island. As a networker and business builder, in 2004, I received an award from the Rhode Island SBA (Small Business Association), “Women in Business Champion of the Year”.
I recruited our VP of Coaching, Karen Benz, our Sr VP of Programs & People, Val Littlefield, and one of our fabulous tech/project management contractors from my vast network of professionals. When we started our business, I lived in Oakland, CA, and was on a Dragon Boat Racing Team. A Dragon Boat Team has 20 paddlers sitting side by side in ten rows. It is the ultimate test of teamwork and paddling in unison. One couple, who were Dragon Boat team members, overheard me talking about needing someone to lead Customer Success. I met their daughter, Kate Rath, who is now our VP of Customer Success and has been with us since the early years in the living room meetings in Oakland. Kate and her team work tirelessly to care for our customers.
Leadership often entails making difficult decisions or hard choices between two apparently good paths. Can you share a story with us about a hard decision or choice you had to make as a leader? I’m curious to understand how these challenges have shaped your leadership.
As a senior executive in my company, I have often participated in decisions that impact the staff — both positively and negatively. These decisions are difficult but necessary for our company’s survival. In these situations, I draw upon my ability to see the bigger picture and make decisions for the greater good. It also shows up when we have to pick a path that requires more resources and we need to make choices. We need to “fail fast” and learn and then take another path.
Ok, thank you for that. Let’s now jump to the primary focus of our interview. Can you share a personal experience where embracing your unique leadership style, which might not align with traditional expectations, led to a significant positive impact in your organization or team?
Being in the C-Suite since we founded the company, I use my people connecting skills, collaboration, and positivity to ensure a focus on creating good customer connections and building teams. My strengths are all related to people. Traditionally, on a C-Team, I would have more task-focused responsibilities. This company has supported me in using my strengths by appointing me as the Chief of Culture and Community rather than focusing on pure tasks such as tech-related issues.
In your journey as a leader, how have you balanced demonstrating resilience, often seen as a masculine trait, with showing vulnerability, which is equally powerful, but typically feminine? Can you give an example where this balance created a meaningful difference?
When a leader demonstrates vulnerability, it shows authenticity and humility, which can foster trust and connection with team members. It allows them to see that their leader is human and capable of experiencing challenges and emotions just like they are. This can create a more open and supportive work environment where team members feel comfortable expressing their vulnerabilities and seeking help when needed.
By demonstrating vulnerability, you don’t lead with your ego, but rather, you lead with your heart and your intellect. Resilience is what keeps me going when things are challenging. My positive attitude and resilience are a winning combination in my organization.
When coaching members of my team who are having challenges, I share my vulnerability by demonstrating empathy and allowing them to lean in.
As a woman in leadership, how have you navigated and challenged gender stereotypes, especially in situations where traditional male-dominated approaches are the norm? What strategies have you employed to remain authentic to your style?
I routinely speak up and take risks in meetings. Sometimes I’m the only female voice doing that. In my 20s, a leader in my company made inappropriate sexual comments, and I reported it immediately. That situation taught me not to tolerate any behavior designed to diminish a woman’s professional power.
When you have a seat at the table, use it.
How do you utilize emotional intelligence and active listening to create an inclusive environment in your team or organization? Could you share a specific instance where these qualities particularly enhanced team dynamics or performance?”
I routinely design our leadership retreats with others. I ensure that there is time for connecting, building trust, and sharing personal experiences: all components of emotional intelligence. Listening to understand rather than listening to respond is a constant challenge. We have developed trust in our team to be able to call out behaviors that are not consistent with our values and culture.
In a team meeting where a member expressed frustration about feeling sidelined in project discussions. Instead of brushing off the concern or providing a quick solution, I listen and create a bridge between them and the situation.
I am always aware of the components of emotional intelligence — Self-Awareness, Self-Management, Empathy, Motivation, and Social Skills. Members of our leadership team have different emotional intelligence strengths and can lean into one another to lead and make decisions effectively.
What role has mentorship played in developing your authentic leadership style, and how do you communicate authentically to inspire and empower both your mentors and mentees?
I have had many mentors, but two women have been in my universe for many years. MJ Ryan has been my Executive Coach and shared strategy ideas and research to help me think through business challenges. Susan Coluntuno has made her career supporting women and teaching business acumen. Both have been touch points for me and my career. I can share issues and feel valued, so there is no shame in not knowing.
I have had the opportunity to coach and mentor new managers over the years. It is fulfilling to empower them and celebrate their strengths. Communicating authentically means sharing what you see as their gifts, strengths, and areas of development.
Based on your experience and research, can you please share “5 Ways Leading Authentically As A Woman Will Affect Your Leadership”?
1 . To lead authentically as a woman you must know and trust yourself and your leadership abilities. As you mature, it becomes easier to focus on using your strengths for maximum impact. When you lead authentically, it builds trust.
When I was coaching and conducting strategy sessions with a member of the C-Suite from a well-known tech company, I added value by sharing other perspectives as I shadowed this woman at her team meetings for two days. I trusted my abilities; therefore, she felt that and trusted me. Being confident but not leading with any ego was the key to trust. I met with her recently to catch up, and she commented on my business savvy and how helpful that was.
2 . Being an empathetic leader is about identifying with others and understanding their point of view. When you are an empathetic leader, you have a genuine interest in people and what is important to them. One of the important considerations is to be able to understand others’ needs and “walk in their shoes,” but not to get lost in your empathy (thus creating “empathy fatigue”). If a woman leader shows empathy–the connections with team members will be stronger because they will feel “seen.”
An article from Forbes, Five Key Practices for Being Authentic Female Leaders” by JiNan Glasgow George, states, “From my experience at the corporate table and my many mentors and teachers, becoming an authentic female leader involves five key practices: 1) self-examination, 2) transparency, 3) empathy, 4) building resilience and 5) intentional action. This is not a one-off process. Continuous diligent attention is required. Practice does not make perfect when it comes to authenticity. Perfection is not the goal; authentic presence and leadership are”.
One of my team members had a serious health issue. My empathy helped her to open up and share so that I could clear the path for her to take care of herself during this critical time. She was so frightened about being unable to work, so my understanding was paramount to her taking the time to heal.
3 . Being a “thought leader” gives women leaders credibility. Demonstrating thought leadership in a way that others will notice, but not pushing your ideas onto others, is part of being a strategic woman leader. Don’t be attached to your ideas, and don’t push them with your ego. Women tend to play down their knowledge, whereas men might, at times, exaggerate theirs.
In one instance, I was a thought leader for women solopreneurs. I co-wrote a book, “The Sassy Ladies Toolkit for Start-Up Businesses.” I spoke at events, and the wisdom in the book is still a path to good businesses now. I was once recognized at the SFO airport when someone yelled out, “Are you one of the Sassy Ladies?”
I am also a thought leader now on company culture. I attended a conference last year which had many breakouts on company culture. I realized we were ahead of others who were there creating a clear process on how to build a positive, clear company culture.
4 . Lead authentically by spending time mentoring others. Supporting people in their 20’s and 30’s can greatly impact their careers. We often follow the practices of our first managers. In some cases, they may not be effective. Women who are experienced leaders can make a substantial impact on someone’s career trajectory. All women should consider what legacy they want to leave behind. Check in with that vision regularly and see if you are moving towards it.
When we started our company and brought coaches onto the team, I always mentored them about the fundamentals of our particular coaching brand and style. This involved debriefing and providing feedback after they had a coaching session. I had to ensure that although everyone brought their strengths and experience to their coaching, the fundamental coaching style needed to be on point. I would use the metaphor of a bowling alley with bumper guards. Just stay in the alley so people have an experience that is in a similar style.
Always respond to requests for your expertise. It can widen your scope of knowledge and expand your network as well.
5 . Leading authentically as a woman means prioritizing people over tasks. Generally speaking, men prioritize tasks over people. Employees are the cornerstone of a company’s success. If people are in “the right seat on the bus,” they can contribute because of who they are and they play. A basic principle I have always lived by is to “prioritize people”. My experience has taught me that in doing so, everything else falls into place.
Are there potential pitfalls or challenges associated with being an empathetic leader? How can these be addressed?
I love the expression, “Don’t mistake my kindness for weakness!” Women in business can be perceived as “less than” based on their personality traits, particularly kindness. Male leadership can lack empathy. They are more likely to be task-driven and less focused on the people. An organization is all about the people.
You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. :-)
I would start a movement for living gratefully. As a society, we don’t wake up grateful and we take much for granted. In my experience, being grateful and calling upon it in times of challenges can be a game changer. We can’t hold fear or anger and gratitude at the same time.
I had an experience two years ago when I had a cancer diagnosis and was in Boston. I had to drive to another facility in 30 min to be seen ASAP. Rather than be upset and scared, I talked out loud the whole time I was driving about the things and people I was grateful for. The kind nurses at the hospital, the empathy of my doctor, the sun shining as I drove, the map taking me alongside a Boston park, and people walking and running. I arrived at the facility just in time and feeling good! If I did not have that tool in my toolkit — I would have been so stressed and cried the whole way!
I am on the board of Grateful.org. I have co-led monthly Grateful Gatherings since Jan 2019. It’s so moving to share ideas with participants and support each other in this way.
How can our readers further follow you online?
https://www.linkedin.com/in/wendyhanson/
I also host the Building Better Managers Podcast
https://www.newlevelwork.com/category/podcast
Thank you for the time you spent sharing these fantastic insights. We wish you only continued success in your great work!
About The Interviewer: Pirie is a TedX speaker, author and a Life Empowerment Coach. She is a co-host of Own your Throne podcast, inspiring women in the 2nd chapter of their lives. With over 20 years in front of the camera, Pirie Grossman understands the power of storytelling. After success in commercials and acting. She spent 10 years reporting for E! Entertainment Television, Entertainment Tonight, also hosted ABC’s “Every Woman”. Her work off-camera capitalizes on her strength, producing, bringing people together for unique experiences. She produced a Children’s Day of Compassion during the Dalai Lama’s visit here in 2005. 10,000 children attended, sharing ideas about compassion with His Holiness. From 2006–2009, Pirie Co-chaired the Special Olympics World Winter Games, in Idaho, welcoming 3,000 athletes from over 150 countries. She founded Destiny Productions to create Wellness Festivals and is an Advisory Board member of the Sun Valley Wellness Board.In February 2017, Pirie produced, “Love is Louder”, a Brain Health Summit, bringing in Kevin Hines, noted suicide survivor to Sun Valley who spoke to school kids about suicide. Sun Valley is in the top 5% highest suicide rate per capita in the Northwest, prompting a community initiative with St. Luke’s and other stake holders, to begin healing. She lives in Sun Valley with her two children, serves on the Board of Community School. She has her Master’s degree in Spiritual Psychology from the University of Santa Monica and is an Executive Life Empowerment Coach, where she helps people meet their dreams and goals! The difference between a dream and a goal is that a goal is a dream with a date on it!
