Only5%ofdigitalstart-upsareownedbywomeninthis periodoftechnicaldevelopment,wherethetechsectorisstill disproportionatelymale-dominated.Despitethis,womenare justasinventiveasmales,andwomen-ledbusinessesare equallysuccessful.Womeninbusinessarevisionaries becausetheyestablishthecourse,predictthepath,and navigatetoit.Theyarenotfrightenedoftakingchances becausetheyunderstandthattakingrisksleadsto possibilities,andtakingriskshelpstoovercomethefearof failure.
There'snodenyingthattechnologyistransformingevery industry.Asaresult,adjustingtotheseimprovementsis criticalfortheorganization'sefficiency Womeninbusiness areembracingtechnologyadvancementsinordertomake strategicjudgments.It'salsocriticaltokeepupwithnew advancementsandtechnologicalimprovementsasthey happen.
Today'stoughestobstacleisbeingatechentrepreneur,notina corporatejob.Womeninbusinesshavethecapacitytoadapt tothischallengeandadjustinordertokeepthecompany runningsmoothly Theyhaveastrongfeelingofself-worth andaresecureintheirabilitytorecognizetheirgenuine businessstrength.Theyareskilledatmarketingand negotiatingandhavetheconfidencetomakekeymanagement choices.Themostdifficultdifficulty,though,istofeel adequateinasocietythatalwaysdemandsmore.
Womeninbusinessareinteractingwithanddiscussing industryprofessionals,whichindicatestheirinquisitive inclination.Successmaybeattainedviacontinuouslearning. Furthermore,theyguaranteethattheyaregivingsolutionsto consumersthatareinlinewithmarketdemands.Therealityis thatthesituationischangingintermsofwomen'schances, andthisisapositivething.
Nothingcansubstitutehardeffort,whichiswhywenowsee
morewomeninpositionsofleadershipandbusiness.They don'thavetobeexpertsintechnologyregulation,butthey shouldunderstandhowitaffectsthebusinessandhow importantitis.Whatmattersintheendisprovidingeffective outcomesandworkingfortheorganization'sadvantage.
Technologyhasopenedupdoorsofopportunityfor businesswomen,whohavebeguntopursueitasacareer Eveninthemidstofapandemic,theirfortitudeandstrength keepthemfocused.SomeofthesebusinesswomenarewellversedintheITfieldandhaveadvancedtokeypositions. Others,ontheotherhand,arediscreetlypushingtheirsuccess viaintelligenceandgrowingtheITindustry'sfuture.
MostInfluentialWomeninTechisthecurrenteditionof World'Leaders,whichgivesaglanceintotheirprofessions, backgrounds,and,mostimportantly,theiroutstanding leadershipcharacteristics.Asaresult,we'remakingalotof noiseabouttheseincredibleleaders.
ThecoverfeaturesJESSEVANS,ITChiefOperatingOfficer andDeputyCIOatArizonaStateUniversity.Jess'journey throughhercareerisonesuchinspiringstory,asshe embodiesthesechangestomodelandsupportwomenin informationtechnology(IT). Withatrackrecordofworking withbusinessleaderstodeliverdigitaltransformation,scaled technologysolutionsandIToperationalexcellencethat reducescostsandimprovesservicedelivery,Evans'impact andinnovationreachesacrosstheentireuniversity.
Lastly,makesuretogothroughthein-houseeditorialsdrafted bytheindustryexpertsandthecuratedarticleswrittenbyour editorialteam.
Let’sRead!
World's Leaders Magazine is a Media Company that covers stories of business leaders around the globe. Consistent updatestoouronlinepublication,internetbasedlifeandmastersentiment give a substance rich pursuing knowledge loaded up with fascinating perspectives and remark on the issues of the worldwide business. World's Leaders Magazine inspires readers and users to think beyond traditional boundaries, lead conversations and create the future of business. Everyone wantstoknowthejourneyofasuccessfulpersonalityoraventure.Theywant toknowmoreabouttheestablishment,aboutthepaththatledthemtothe pinnacle, about the obstacles overcome, and the all hard work about the Success.World'sLeadersMagazineistheplatform,whereweareunwinding theuntoldstoriesofbusinessleadersandthestoriesofstartupturninginto the venture. World's Leaders Magazine is a trustworthy and honesty acquiringacknowledgmentfrombusinesspioneersuniversally.
ABOUT US ADDRESS 200 Broadway, New York, NY 10038, US
EDITOR IN CHIEF STEVE SANCHEZ ART & DESIGN DIRECTOR JACK ANDERSON SALES MANAGER ALEX GONZALEZ, KATE ANDERSON BUSINESS DEVELOPMENT MANAGER GRACENELSON, ANNA CARTER
FOR EDITORIAL ENQUIRES | info@worldsleaders.com
Thehistoryofwomeninthe workforceisoneoftriumphandgrit. Womenhaveplayedasignificantrole inhelpingtoadvancediversityin manysectorsofindustry,butnotall. Whiletherehavebeengainsinsome industrysectors,thetechnology sectorstillstruggleswithdiversityin theworkforceacrosstheUnited States.
AccordingtoPewResearch,women stillremainunderrepresentedin engineering(15%)andcomputer (25%)occupations.Inspiteofthese inequities,womenhaveremained dedicatedtoovercomingtraditional boundsandmakingtheworkforce betterforfuturegenerations.
JessEvans'journeythroughher careerisonesuchinspiringstory,as sheembodiesthesechangestomodel andsupportwomenininformation technology(IT).Today,Evansserves atArizonaStateUniversity(ASU)as theITChiefOperatingOfficerand DeputyChiefInformationOfficerfor theUniversityTechnologyOffice (UTO).Withatrackrecordof workingwithbusinessleadersto deliverdigitaltransformation,scaled technologysolutionsandIT operationalexcellencethatreduces costsandimprovesservicedelivery, Evans'impactandinnovationreaches acrosstheentireuniversity.
Evansstartedherjourneywitha bachelor'sdegreeincomputer
TinformationsystemsfromKentState University.Shealsolatergainedher doctorateinmanagementfromCase WesternReserveUniversity,where shestudieddesigningsustainable systems.
BeforejoiningASU,Evanshadbuilt acareerasaskilledseniorIT executiveinvariousindustriesata globalandregionallevel,including finance,insurance,consulting, educationandhealthcare.Shebegan withsoftwareprogramimprovement inherearliestdaysintechnology, wrotecodeasaconsultant,and quicklytransitionedfromconsulting tomanufacturingatIBM.There,she hadanopportunitytoworkin enterprise-leveltransformation.
Evanshasdevelopedpassionsand leadershipcenteredon transformationalchange,agile methods,designimplementationand executionthroughouthercareer.She nowachievesoperationalsuccesses throughkeyenablerswithin technologyadoption,design innovation,designmodelinganddata scienceexperience,whichshapeand guidetheimplementationofstrategic initiatives.Withexperienceinboth thefor-profitandnon-profitsectors, Evanshasauniqueperspectiveon innovationandchange.
MuchofASU'ssuccessisattributed byEvanstoawell-definedand steadfastcommitmenttoitsCharter, whichstatesthattheuniversityis measurednotbywhomitexcludes butbywhomitincludesandhow theysucceed.ASUprovidesaccessto educationtopeopleofallagesand fromallwalksoflife."Thereareno restrictionsonwhocanbecomean ASUmember,aseekerofeducation orascholar,"Evanssays.
Forthoseimmersedon-campusor online,theuniversityisbroad,open andwelcoming.Thisiscrucialsince
itdistinguishesASUfromthe traditionaleducationalmethod, whichisexclusiveandfocusedsolely onacademiccharacteristicsformerit.
ASUembracesallstudentsand strivestoprovidemoreequitable accesstoeducation.That accessibilityissupportedbymany divisions,includingUTO,where Evansandherteamensure operationalexcellenceforthe university
Fortheseventhyearinarow,ASU hasbeennamedthemostinnovative schoolinthenationbytheU.S. NewsandWorldReport.It'san exceptionalhonorthatdifferentiates theuniversityasaneducationaland innovativeleadercommittedto providingeducationtoanyonewho seekstolearn.Thisrequiresasolid dedicationtocreativethinking,not justintechnologybutalsoin programofferings."Wesupport individualswhomaynothavebeen abletotraveldownthosenontraditionalavenues,"Evansnotesasa criticaldifferentiatorforASU.
Withover150,000degree-seeking students,ASUhasauniqueoffering ofblendedlearningcalledASUSync, wherestudentsmayexperience synchronousteachingin-personand onlinesimultaneously,inadditionto manyasynchronousprograms throughASUOnline "Whenyou aggregateallofourdegree-seeking students,weareoneofthenation's largestuniversity,"Evanssays.
Sheadds,"Whenyoulookatother institutions,theyhavelarge-scale numbers.Theydonotcompare becauseASUisasingleinstitution. Wearenotaneducationalsystem spreadoutacrossanentirestate.We areoneuniversityaspiringtoprovide accesstoanyonewhoseekstolearn." Evanssaysthatsheconsidersherself privilegedtobepartofASU leadership.
WhenEvansseesthestateofthe currentcorporateworkingculture acrosstheUS,shefindsoneofthe mostsignificantbarriersforwomen istheimplicitbiasofthosewho believethatwomenmaynotbeable toaspiretooutstandingleadership,or thosewhohavepreconceivednotions ofhowwomenshouldbehaveinthe workplace.
Throughouthercareer,Evanshas directlyexperiencedbehaviorsthat significantlyandnegativelyimpacted herabilitytoprogressupwardinher career.Insomecases,thatledto barriersinpartnershipswhenitcame toformulatingstrategies,intheform ofgettingpushedbackbecausesheis awoman.
"WhenIwasworkingatalarge multinationalcompany,Ihadpeers whowouldsitatthetableandaskme tobringthemcoffee,”sheshares. “AndIinquired,'whydoyouwant metogetyoucoffee?'Well,aren't youonlyasecretary,'theysaid. Evansexplainedthat,while administrativeprofessionalsemploy extensivecoordinationand organizingabilities,andtherefore, shewouldbeproudtohaveservedin thatcapacity,shesimplywasnotin thatrole. "I'mhereasatechnology leaderleadingthismeeting,"she said.
Evanalsosharesthatshehashad manyencounterslikethis,whereshe wasdemeanedandunderminedjust becausesheisawoman.
Thesemindsetscreateperceptionsof inequity,Evansfinds.Sheasserts,
"Thesetypesofbehavioralbarriers notonlymakeithardtoprogressin one'scareer,butitmakesithardto formatrustedbondwithyourcoworkerswhenyou'rejusttryingtodo thebestyoucanandhelpadvance themissionoftheareainwhich you'reworking.”
Evansstatesthatwhetheryou're tryingtowriteastrategy,solve operationalchallengesoradvance innovation,ittakescommitmentand trustamongstleadersandteam members.Trustcannotbebuiltwith animplicitbias,whichleadsto disruptivebehaviorsinsteadof collaborativeones.Thatisamassive barrierthatishardertoovercome, andisoneofthemostcommon challengesintheworkplace.
Itiscriticalforabusinesstohave diverseleaders,whetherdueto genderdiversity,culturaldiversityor justavarietyofthinking,Evans feels.Itisessentialtobringdiversity totheforefrontandprioritizeitin executiveleadershipsincediversity allowsinsightsthatotherwisewould nothavebeenaccessed.Shesaysthat whenacompanyhasadiverse leadershipteam,itmustconnectwith employees.Then,anorganization willhaveasenseofcommunity,and whenorganizationshaveasenseof community,individualswill recognizethemselves,feelatease, andhaveadesiretoperformtheir bestwork.
Iforganizationswanttohavean intrinsicallydrivenworkforce,where individualsaremotivatedontheir own,teamsneedtoseeleadersin whomtheycanseethemselves,and thentheurgetoaspiretothat,Evans explains.Employeesthatsee themselvesaspartoftheleadership havehopeandpurpose,andthey knowthatiftheyarecommittedto theorganization,theymayachieve theirdesiredleadershipgoal.This principlealsoappliestothosewhodo notseekhigherleadershiplevels.
Havingadiverseexecutiveteamand multiplelayersofdiversityhelpsthe entiredivisionororganizationaspire togreatnessbyworkingtogetherand learningtoblenddifferencesto advancethegoalsandmission.
Evans'workhasimpactacrossthe university
Evans'responsibilitiesatASU encompassallIToperations, includingeverythinginfrastructure, network,storage,compute,cloud, telecom,webconferencing,video conferencing,classroomtechnology, integratedservicesforsoftware,
mobiledevelopment,enterprise applicationsandmore.
UTOoffers165technologyservices toallASUlocationsandemploys approximately700people,including studentswhoworkdirectlyin universitytechnology.ASUhasfive physicalcampusesinArizona,onein LosAngelesandoneinWashington, D.C.Theinstitutionhasofficesand classroomsinDubai,Singaporeand Vietnamandisnowpartneringwitha massiveresearchcomplexin Bermuda.
Evansoverseesalltechnicalservices acrossallofthesesites,including financial,staffingandtechnical operations.Thisworkhastwo aspects:operationalanddigital transformation.
Coachingandmentoringtechnology professionalsisalsoavitalaspectof Evans'day,helpingthemachieve theiraspirationsandestablishing pathwaystosuccess.
AtASU,Evansisamajorproblem solver.Shesays,"Whenindividuals cometomewithdifficulties, partneringwiththem,collaborating withthem,andworkingasateamto getthegreatestpossibleconclusion offersmeabsolutedelight,andit's throughthatcoachingandmentoring thatbeingatechnologyleaderis genuinelygratifying.”
ALovingMom,anAvidReader, andanAdventureEnthusiast
BalanceforEvansmeansthatsheis obtainingsatisfactionfromher professionwhileworkingatASU. “I'maccomplishingthingsthatIset outtodo,andthenIalsohave downtimetospendwithmyfamily,” shenotes.“Theamountoftimethat comeseachdayforthosetwothings isdifferent,dependingontheday's needs.”
Jesshasflexibilityinherworkplace, soshecanspendtimewithher familyorwork,whichevermayhave thehigherneedatthemoment.Asa motherofthreeteenagers,hertime outsideoftheworkplaceisoften consumedbythem,helpingthem learnhowtobegoodadults.Jessis anavidreaderwholikestoreada varietyofgenres,includinghistorical fiction,nonfictionandgeneralfiction. Sheenjoysspendingtimewithher lovingspouseandtwopets,anddoes hikingaroundArizona.Sheasserts, "Therearemanyplacestohikeinthe mountains,andsooutsideofthe workplace,Itrytofindactivitiesthat bringcalmandpeacetome.”
fortheNextGenerationof FemaleLeaders
Organizationsshouldbeintentional whenlookingatthediversityoftheir teams. Buildingleadershipteams wherefemaleleadersandleadersof multipleraces,gendersandcultures arewovenintothefabricofthe organization,potentiallybrings opportunityforinnovationor transformationintoday'smodern workplaceculture.Thisworkplace cultureiscriticalbecause,asEvans putsit,"Yourleadersrepresentyour organization."Sheshares,"Ifyour employeescan'tseethatyour determinationandfocusisthatway, youwon'tbeabletogetthatcreative thoughtandadvancementasmuchas tosayanorganizationthatdoesn't havediversepractices.”
Whilesharingheradviceforthenext generationoffemaletechleaders,she saystherearesomanynecessary attributes,dependingonwhich particularpathwayonelikestotake intechnology.Evansbelievesthatthe essentialqualitiesforleadership,not asanindividualcontributorbutasa leader,areemotionalandsocial intelligenceandbreadthanddepthof knowledgeinyourchosenfield, whetheritissoftwaredevelopment, networkingorinfrastructurecloud computing,tonameafew
Technologycomplexityhasevolved overtime.Systemdesignhasgrown exponentiallyandtoday'stechnology solutionshavemoredependencieson othersystemsthanearliertechnology solutions.Evansstatesthatthemost importantelementthatalltech leadersmuststriveforisthe knowledgeofthiscomplexityand howtoapplythisknowledge.She says,"Youcanbeanexceptional leaderwhenyoucomprehendthe interdependenciesofvariouspaths andorverticalsoftechnicalservices. Thusbeingabletocomprehendthe consequencesofmakingdecisions withdepth,breadth,andcomplexity.”
Itputstechnologyleadersina difficultspottokeepupwiththe changes.SoEvansadvises professionalstostayuptodateon currentknowledge.Itiscritical,the higheryougo,thatyouunderstand hownewtechnologiesor
advancementsandservicesimpact yourcurrentfieldthroughyourdepth, breadth,andcomplexity."Whenyou havethoseelementstiedwith emotionalandsocialattributes,that's thecompletepackageofasuccessful technologyleader,"saysEvans.
Jessisthetypeofpersonthatalways aspirestobethebestversionofher Sheconstantlychallengesherselfas shematuresandevolvesasaleader, employee,andmother Whenshe bringsjoyorhelpsalleviateastressor forsomeone,Evansfeelsasenseof personalsuccess.
"BecauseIamaleader,whetherI'ma leaderintechnologyoranyother industryorfacet,beingaleader allowsmetobringjoytoothers,help alleviatestress,provideguidance,set
cleardirection,andchampionthe mission,”shesays.“Through mentoringandrelationshipbuilding, Icanfeedmydesiretohelpothers andhelptheorganizationadvancethe needleongoals,whichisapersonal success."Shefurtheraddsthat successisnotaboutachievingit;it's aboutfine-tuningiteverydayand makingitbetteruntilyoudecidethat youhavereachedyourpersonalbest andwanttodosomethingdifferent.
atVENUSCAST,isaserial
Operatinganefficientbusiness requireseffectivecommunication,a skilledworkforce,andeffectivework culture.Theseallcanbeachievedby havingaproficientHRteamthatis alsoresponsibleformoderating errors,increasingemployee engagement,formingthefoundation forbetterclientrelationships, stimulatinginnovationandcreativity, andhelpinginbuildingapositive culture.MeetNitaWhite-Ivy,Chief HumanResourcesOfficerat BlackBerry,whoholdson experienceinbest-in-classglobalHR practices/managementandinterface withthecompensationcommitteeof company'sboardofdirectorsmostly intheareasofofficers'andboardof directors'compensation,incentives, andbenefits.
AtBlackBerry,Nitaisresponsible forleadingtheHRteamtodesign anddeliverglobalprograms, initiatives,partnerships,solutions, andservicesinallfacetsofHR,to supporttheachievementofthe company'soperationalgoalsand strategicobjectives.Thisincludes HRbusinesspartnerships,talent development,talentacquisition,total rewards,employeerelations& compliance,DE&I,HRIS/HRIT&
analytics,HRoperations,supportand services,andstrategicprograms.
Nitaconsidersherenteringthehigh technologyindustryasHRmanager ofprofessionalemploymentand compensationforanotable mainframecomputercompanywas thetruebeginningofherHRcareer PriortojoiningBlackBerry,Nita spent15yearsastheheadofglobal HRwithSybaseInc.,untilitwas acquiredbySAP.Shesays, “We became part of SAP and I concurrently served as Chief People Officer for SuccessFactors (another SAP-acquired company) until I joined BlackBerry.”
Atthebeginningofhercareer,she wastermed“thefeisty”and“most productiverecruiter”fordeveloping anddrivingsuccessfuluniversity relationsandrecruitmentprograms whichacceleratedrecruitmentoftopnotchcollegegraduatestofill engineeringanddevelopment employmentrequisitions.Nitawas alsofortunatetobeselectedatthat timeasoneofthehigh-potential employeesforthecompanythereby receivingapromotiontothenext gradeevery15to18months.She asserts, “It was my desire to be in high demand, energized, and forward-looking-industry and work environment. I always aspire to be where technology addresses current global requirements plus the foresight for the future.”
Nitawasasinglemomatavery youngage.Then,shewastakingthe responsibilityaloneforthechild,and
beinganewimmigranttotheU.S. andlivingwiththesolepurposeto provideagoodlifeforhersonasa responsibleparent.Shesetouther “togettheproperacademic preparation”tobeabletocompetein thejobmarketandqualifyforagood jobandpay.Itwasanunwavering goalforhertosecureastronger futureforbothofthem(forherand herchild.)Thechallengesofnot havingfriendsorfamilymembersto assisther,workingfull-timewhile goingtoschoolfull-time,didnot derailherfromthegoal.
Nitaconsidersthatthereasonsheis thrivingandfeelingstrengthenedin thesectorisbecauseofbeingan activeparticipantandcontributorina turn-aroundorganization.BlackBerry isthethirdturn-aroundcompanythat shehadbeenfortunatetojoin.There istheultimaterewardandthe sweetnessofsuccesswhenthe companysucceedsinachievingits transformationobjectives.She deems, “Employee morale, performance and retention, recruitment of talent, and company stock price all get the positive boost just to name a few.”
ForNita,successishavingastrong purposetoachievewithfocusand perseverance,overcoming challenges,acknowledginganyfear offailure,andmanagingituntilthe completionofwhatonesetsoutto accomplish.
Nitastates, “Challenges, setbacks, roadblocks, and the lessons we learn from them do make a person
stronger.” Fromherjourney experiences,shepointsthatasa woman,andaminority,enteringthe high-technologyworldand succeedinginitwasmost challenging,tosaytheleast.
Nitarecallsthatsheworkeddoubly hardeverystepoftheway,didher “homework”todemonstrate knowledgeandproficiency,and earnedprofessionalrespect accordingly.Sheasserts, “Being a corporate officer for three companies
in the last 20+ years has its own set of challenges. But they are just thatchallenges to overcome and to navigate with purpose and determination for one to succeed and make a difference.”
ThebiggestlessonsofNita's professionaljourneyare:
(1)Abilitytojuggle,prioritizeand re-prioritizewhatneedstogetdone asdaysusuallydonotgoasplanned: (2)Understand,keepuptodate,and delivertothecompany'sbusiness
needs/requirements:and.
(3)Balancemindandheartwhen leadinganddevelopingyourteam members.Acceptthattherewillbe somefailuresanddisappointments, butwitnessingmenteesgrow,and blossomprofessionallyarethe preciousrewardstosavour
BlackBerryisdeliveringthenext generationofcloud-based,AI cybersecuritysolutionstoaddress
todayandtomorrow'scybersecurity threatsandensureorganizationsofall sizesremainsafe
BlackBerryispoisedtoextendthis positionbyacceleratingtheadoption ofemergingautomotiveconnected serviceswithitsBlackBerryIVY platform,co-developedwithAWS,as wellasbyexpandingitsfootprintin safety-criticalconnectedendpoints foundinindustriessuchas transportation,medical, manufacturing,androbotics.aswell asbyexpandingitsfootprintinsafetycriticalconnectedendpointsfoundin industriessuchastransportation, medical,manufacturing,androbotics.
AccordingtoNita,integrityand innovationarefullyembeddedin BlackBerry'scorevalues,whichare wellcommunicatedtoitsglobal employeesandpostedontheinternal websiteasshownbelow.Shesays, “HR models these Core Values in everything that we do.”
Innovation:TheCompanyleads initschosenmarketsby constantlyinnovating. “We learn equally from our successes and failures, and never rest on our laurels.”
Integrity:Thebusinessisbased onthetrustcustomersplacein BlackBerrytosecuretheirmost valuableinformation. “We conduct ourselves at the highest level of business ethics by complying with our internal controls and procedures.”
CustomerFocus:BlackBerryis successfulbecausecustomers
trustittosecuretheirmost sensitiveinformation. “Each day begins by focusing on our customers first and being as responsive as possible to their secure communications needs.”
Accountability:Theteamsare knowledgeable,fullyengaged, andaccountable. “By cultivating and rewarding individual passion, creativity, and achievement, we meet and exceed our commitments to our colleagues and the business.”
TeamworkandMutual Respect:Allemployeesworkas oneteam,unitedbehindthesame goals,andalwayswithrespectfor eachotherasprofessionals. “We have each other's backs and do whatever we can to support each other, including colleagues in other workgroups.”
Thepandemichasalteredthe “normal”orregularworkday.Nita leadstheHRteamtoensurethe companydeliverswhatisbest practiceintheindustryintermsof programs,systems,processes,and policiestoservethebusinessneedsof thecompaniesandincompliancewith theemploymentlawsofthecountries whereBlackBerrydoesbusiness.She mentionsthatduetoCOVID-19,there isno“best-practicebox”todrawfrom forHRpractitionerstomeetandsolve thechallenges,uncertainties,and issueseachdaybrings.Atthistime, anduntiltheteamsreturntoanearnormalornormalcompanyoperation, sheisleadingtheHRteamin protectingthehealthandsafetyof
employeesandmaintainingongoing andcloseHRcommunicationwiththe peopleleadersandemployees. Furthermore,theteamisalsokeeping abreastoflocalgovernmentand healthauthorities'directives/mandates andensuringcompanycompliance.
Nitaseesherselfasa'tenacious' leader.Prioritizing,beingresilient, andtakingtimetorechargeincluding takinga'mentalhealthdayoff'isher mantraofhavingabalancedlife.
Atthecompany,shekeepseveryone motivatebyhavingandsharinga commonpurposeandfocus, maintainingongoingcommunication andcollaboration,andrecognizing teammembersfortheircontribution andsupportofeachother.Sheasserts, “I am committed to seeing, and be a part of, the completion of BlackBerry's successful turnaround.”
“Have a sense of purpose that is strong enough for you to not yield to challenges, roadblocks, and setbacks, each of which carries a lesson to be learned for future reflection and draw from as a useful tool,” saysNita.She furthersuggeststhatdoourbestto achieveabalancebetweenmindand heart.Shethinks, “Applying emotional intelligence, especially in today's world of pandemic fatigue and mental stress, will connect you positively closer to your colleagues and customers.
