Director, Organizational Effectiveness & Future of Work at HubSpot
*At the time of interview, Kettianne served as CEO and Co-Founder of Women With Purpose.
A Talent, Learning & Organisation Development Leader, Kettianne Daros was CEO and Co-Founder of Women With Purpose, a workforce development start-up dedicated to empowering, educating, and advancing women of colour personally and professionally.
A self-proclaimed ‘geek’ when it comes to all things Organisation and Talent Development, Kettianne is particularly passionate about promoting manager effectiveness and advocating for leadership and manager development.
With such an accomplished and progressive portfolio to her name, there are few better leaders to query about building positive and effective working cultures. Read on below for Kettianne’s full take:
"Visible leadership demonstrates accountability and fosters trust... having leaders take accountability for mistakes helps instil trust."
M.INT –What does a ‘positive working culture’ look like in your organisation?
KD –In my opinion, efforts to create a positive organisation are marked by three ingredients: active listening signals, transparent change management, and visible leadership.
Active listening ensures employees feel valued and encourages open communication. But these need to be actively implemented, results need to be shared, and acted upon. Employees know when listening tools are not being leveraged and this can impact their willingness to participate.
Transparent change management practices involve sharing with employees the progress involved in decision-making and communicating said changes clearly. Employees who are brought along when changes are implemented don’t suffer the thrash of not being involved in the evolution of an organisation.
Lastly, visible leadership demonstrates accountability and fosters trust. Were there changes that were made that didn’t work for the organisation? Having leaders take accountability for those mistakes help instil trust. Together, these elements create a supportive and inclusive work environment where employees thrive.
M.INT –What advice would you give a new colleague on their first day?
KD –On your first day, it's crucial to grasp how your role contributes to the broader objectives of the business. Familiarise yourself with the company's mission, values, and goals to understand how your work aligns with them. Additionally, take the time to comprehend how your company, or your specific function, generates revenue.
Armed with this understanding, you'll be better equipped to seek out collaboration opportunities with colleagues and leverage their expertise. Embracing a growth mindset and being adaptable to change are key attitudes to adopt from the outset. Remember, every task, regardless of its size, plays a vital role in driving the overall success of the business.
M.INT –How has team management changed in the post-Covid era?
KD –In the post-COVID era, team management has shifted towards a focus on team effectiveness, particularly with the rise of remote work. Team effectiveness refers to a team's ability to achieve goals while collaborating cohesively.
To maintain effective team management, organisations have implemented strategies such as clear communication, technology utilisation for remote collaboration, and providing necessary resources for remote work. In other words, how do we make sure we’re all on the same page of what teaming looks like. This can look like clear goal-setting, fostering belonging among team members, and promoting trust and accountability which are also key. Prioritising team effectiveness ensures resilience and adaptability, leading to successful project outcomes and overall organisational success.
M.INT –Looking back to 2023-to date, what challenge did you find most trying?
KD –Looking back to 2023, the most challenging aspect for me was witnessing the significant layoffs within the tech industry, affecting nearly 300,000 roles. What made it particularly frustrating was that many of the impacted positions were in people strategy, HR, and recruiting – crucial areas for organisational success.
The irony of seeing these same organisations reintroduce roles in people strategy by the end of 2023 and into 2024 suggests a lack of intentional planning in these initial decisions. Beyond the immediate impact on individuals, these layoffs also had far-reaching consequences on company culture, employee morale, and trust within the organisation. I’m hopeful that 2024 brings a new direction and emphasis on intentional organisation development and design.
M.INT –Are there any charities or causes that you love to support or are particularly meaningful to you?
KD –Hope for Haiti is an organisation close to my heart as a first-generation Haitian American. Joining the board as co-chair for development and marketing resonates with my passion for staying engaged in the development space, stemming from my experiences in international affairs and my Fulbright fellowship work in Haiti.
Amidst Haiti's challenges, Hope for Haiti distinguishes itself with its focus on sustainable change in healthcare and education. Its vision for Haiti – a place of joyful children, healthy families, and thriving communities – mirrors my own aspirations for my homeland. Supporting Hope for Haiti, especially during crises, is vital to empowering Haitians and fostering resilience.
