Define Confident Leadership with Brandy Labinjo
Brandy Labinjo, Manager of Information Technology Planning and Portfolio Health at Arizona Public Services (APS), is dedicated to driving impactful change while empowering the next generation of leaders. With a commitment to making bold decisions and fostering a culture of mentorship, she discusses how self-advocacy and legacy-building are essential pillars of leadership growth.
Shiwon Oh: What are some internal and external barriers you had to address when identifying your power as a leader?
Brandy Labinjo: An internal barrier that I have struggled with is trying to prove to myself that I am worthy enough to lead. I put a lot of pressure on myself to make sure I am walking the talk and making sure I stay curious about my people, industry trends, technology, and more. I do not want to require anything from my team that I would not do myself.
There's a balance to putting your people over process while still trying to achieve organizational goals. I am intentional about self-regulating to ensure that my drive to succeed does not lead to burnout for me or my employees. When it comes to external barriers, it is important to stay locked into the environment around you so that you do not get tunnel vision and that you can set realistic goals based on the resources available.
SO: What brave decisions have you made to embrace your leadership identity?
BL: I had to become comfortable with being different from what society thinks a leader should act or look like. It was a game-changer for me once I realized that my superpower is to tell people what they need to hear instead of what they want to hear. It dawned on me that nothing could improve if no one admitted that we were stuck or had become complacent.
I have learned not to avoid having tough conversations with people, which has actually allowed me to build stronger relationships because the foundation can be built on honesty and trust. I also have required the people around me to hold me accountable for my performance as well. I regularly ask for feedback from my leaders, mentors, mentees, peers, direct reports, family, and friends.
SO: Everyone hopes to leave a legacy. As a leader and a woman in business, what do you want yours to be?
BL: I want to leave a legacy of courageous leadership. I want to encourage people to step out of their comfort zones and stay curious and humble. Most of the advancements we benefit from today would not exist if people were afraid to try something different. I got pregnant with my oldest daughter in between my sophomore and junior year of college. Her dad and I were both still trying to finish our degrees. It is always difficult being a broke college student but adding a child to the mix could have been a barrier if we had let our circumstances get the best of us. Becoming a mother at such a young age is what gave me the grit, determination, and perseverance to be an example for my daughters, and I was also able to prove to myself that I can do tough things. When I graduated with my bachelors degree, I was 23 years old with two kids under four. Now, those two kids are 20 and 18 years old and I have been with my husband for 23 years. Do it scared, learn fast, and pivot quickly.
SO: How can people advocate for themselves as they hone their leadership skills?
BL: People can advocate for themselves by knowing who they are as a person and having an awareness of the value they bring to the table. I am continuously assessing whether the projects that I work on aligns with my values and purpose. I also reflect on whether my value and purpose align with the direction of organizations I support or work for. The best way to advocate for yourself is to do the work, no shortcuts. Your performance is the receipt that speaks for itself. I have an accounting and finance background, but because of my love for learning, I have been able to show how my skill sets are transferable in areas outside of finance, such as transportation, executive operations support, and information technology.
I have built my career on doing challenging things. I run toward spaces that most people run away from because I choose to see the opportunity and potential of what could be. Find mentors that are different from you so you can close gaps and see blind spots. Understanding your strengths and opportunities so that you know the capabilities that you bring to the team is key to being able to hone in on your leadership skills. Self-awareness of your actual leadership skills and reflection on your perception versus your intent of your leadership skills are all data points that will keep you curious so that you can continue to develop them.
SO: What are tangible ways leaders can pay it forward and set others up for success?
BL: Mentoring is a tangible way that leaders can pay it forward and set others up for success. Being vulnerable with your team by admitting that you make mistakes and do not have all the answers humanizes you and them. It creates a culture of learning and an environment of accountability. We are all on this journey together, so we might as well have a little fun while we kick some butt and take some names.
