Managing people
I’ve been told I’m a great manager. I enjoy managing. I’ve learned a lot over the last decade, but three things stick with me most. First, I’m good at seeing where people shine—and helping them find work that grows or stretches that. Second, I’ve learned the hard way that being nice and agreeable isn’t the same as being a good manager—and it’s not what most people want. I share feedback early and often, with kindness and an open mind. Third, I’m highly attuned to unconventional ways of thinking and behaving. I see the value in it every day—with my family, my friends, and the people I work with—and I’ll always advocate for those who don’t fit the mold.
That was an excruciating paragraph to write about myself, so I’ll make it worse by sharing a few things people have said over the years:
Interview candidate: “Josie’s grounded and insightful approach was so unique—it made me think about and appreciate my skill set in a whole new way.”
Direct report: “More than anyone, you have contributed to my confidence, my self esteem, my self acceptance, my appreciate for who I am, what I do, what I can offer. It's a gift you have, as a leader, as a person.”
Direct report: “I refuse to report to anyone else forever”
Org leadership
For the past eight years, I’ve played an active leadership role within my organizations beyond just managing teams. I’ve helped shape how teams operate—writing team charters, building systems for feedback and performance reviews, and training teams on approaches like Radical Candor. I regularly collaborate with other leaders to align on ways of working, support team development, and raise the overall level of craft and culture. I’ve also spoken at internal events and led team-building efforts, with a focus on creating environments where people feel clear, supported, and able to do their best work.
