BlackWomenWork

Hi, Antoinette! What do you do and how would you describe it to someone unfamiliar with your space?

I’m the Managing Director of Talent at Relay Graduate School of Education. My primary job is to think thoughtfully about our people. I think about how they perform in their jobs, how they can do them better and how we can keep them here. I think about their development, and how we’re engaging them as an institution and ensuring we’re considering diversity, equity, and inclusion in all aspects of our work. I also think about how home office operations — how the organization runs, how it functions, how it’s in the service of our mission — works for our people so that they feel supported and satisfied.

That’s such a wonderful way to view people management. How would you describe your career path?

I would trace it back to being a kid. As a child, I just liked people. I’m naturally someone who is more of an extrovert and I can connect with people across a variety of backgrounds. I always refer back to those experiences as my first opportunities for leadership and being around a lot of different types of people. I played soccer and gymnastics, and was the captain of those teams, and those were also valuable experiences where I learned so much about leadership.

I started my career as a kindergarten teacher and that fostered my love for learning and education. I stayed in teaching for six years before thinking about how I might support my peers, and ultimately transferring over to a role where I could support other teachers. When I first came to Relay, I started as an assistant professor of practice — essentially, teaching how to be a great teacher. But I realized that wasn’t what got me super excited. I actually really liked learning more about the people I work with and bringing them on board, getting them integrated into the organization. And so that is when I transitioned over to talent. I believe every strong talent leader should be a recruiter because you’re only as strong as your network and the people in it. So I was a recruiter, and then I went back to my roots to focus on teaching and learning, focusing on professional development, staff performance, organizational culture, DEI, and home office operations.

How would you describe your typical mindset as you move through your work?

It’s very “We the People.” My job is to be the voice of the people and listen when it comes to engagement and culture, and bring those revelations to light for the executive team. I would say, similarly, when it comes to assessing the performance and development of staff, I’m always trying to think of what’s best for the people and the institution. And I believe people make the institution. I also try to maintain a growth mindset. We all have opportunities to grow and to learn, and you have to keep that mindset each and every day when you’re in a role that works to develop people.

What’s most fulfilling to you?

I get an opportunity to see these glimpses of people being very successful in their role, and taking something they learn in a professional development session and applying it and feeling really happy. I feel good about the work I’ve done when I see people fulfilled in their roles. I’ve had very meaningful conversations with managers and institutional leaders who really like where they are and choose to be here. And you want people to choose to be in their roles. I want people to feel they have a choice and they choose Relay.

What are some experiences that have informed who you are as a professional?

Leadership is something I have started to study -- what makes leaders, characteristics of leaders, why some leaders stand out. In sports, I learned that you have the opportunity to control your own game. You decide your own destiny. How much you practice can inform how you perform. I’ve applied those individual lessons to work and to life. Also, my mom is a quieter personality, and I learned from her what it means to be humble which is just an important quality for any leader in any space.

I feel like there’s a common theme that keeps coming up, which is this sense of agency. Why is agency so important?

People need to feel free, to feel liberated, and to have a sense of destiny. In order to feel that way, they can’t feel forced into doing something. When it comes to something as important as our mission — ensuring every child has a good teacher — our students should want to be that and work toward it on a daily basis.

Are there any experiences where you’re better or stronger for having gone through it?

I’m probably going through that period right now. (laughs) I have a lot going on. I’ve had three babies in three years and I’ve had some health scares. I’m in a place where I could be down and out. But I choose to have hope, and optimism, and empathy, and gratitude. These things have helped me overcome so many hardships. I make the best of what I’m given. I’m not the kind of personality that shies away from tough situations.

What makes you uniquely suited to do what you do?

My ability to relate to people. People are capable of learning and improving, and that brings resilience. Everyone has their own story that people don’t know. In a role that focuses on people, you know lots of stories and things that others may not. You have to value every story, because it’s very special when people trust you in that way.

Any parting advice for those who are interested in your field?

My advice for black women, generally, is to know and learn about yourself. Take time to know yourself and take time to advocate for yourself. That means knowing your worth, and making sure that you find supportive people who will help you practice speaking up for yourself so you can do it in jobs and other places. I think we know that many systems weren’t built for black people, especially black women. It takes a lot of knowledge to navigate in these spaces. We don’t inherently have the knowledge that others are walking in with, especially in leadership positions. But you should know that whatever you want to do, you can do that with determination, hard work and support. I’m still learning on a daily basis and it’s critical for the field of talent management, and developing people.

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