I started with WageWorks in 2013 which later became HealthEquity during an acquisition. By 2019 and after a few promotions, I became a Manager in the Data integration solutions department under IT. I started with focused management on 2-3 large and custom clients that required their own teams due to the amount of handholding that was needed. From there I’ve taken on many challenging projects and new teams that need a little TLC because I’m a leader that has shown they can turn things around and want to see the job done well.Being a leader for me though is really about the team. I tell anyone who tries to give me credit when issues are resolved that majority of the time it’s not me. I’m not always the one solving the problem or identifying a solution. My team members are the driving force for that and it’s my job to make sure they have an environment where they feel they can voice those ideas and solutions and then ensure that they’re highlighted and congratulated for the items that succeed. And when something doesn’t quite go as planned, I partner with that person to understand what went wrong and how we can do better. Making a team member feel stupid or silly when something goes wrong is the absolute worst thing you can do. Treat team members with respect and have a conversation about what went wrong, don’t berate them. And when issues begin to compound and personal performance is in question, we will address together to see how they can improve.I’m not a leader that demands respect. I’m one that earns it and then does whatever I can to maintain it and support my team in whatever they need. This is a partnership and respect must go both ways.I’m not a leader that hides things. I believe transparency is the only way for true progress and efficiency. My current leaders know I don’t hide issues or how it happened. They know I will take the opportunity to evaluate the process or situation to identify how we can improve and what can be done to prevent those situations from happening again.I do not like leaders who micro-manage. I manage team members more who need the help and support to grow. But when they reach a point of understanding and relative autonomy, back off. Let them feel the confidence you have in them. Yes there will always be things they still need to come to me for and we draw that line in the sand clearly. But when you get an employee to the point of autonomy, they are that much happier, they are easier to manage, and they feel more supported in their career growth.