Learn How Dynamic Leadership Empowers Women with Frid Edmond

We heard it all too often, especially during the peak of COVID-19—we live in unprecedented times. Whether a global disruption or great economic uncertainty, navigating the unprecedented is difficult without clear and strong leadership. People seek others who can weed out the noise and provide clarity, while those who are sought feel the pressure to make the right decisions for their communities.

More than ever, leaders must stand confidently on the frontlines, ready to address various challenges and ensure their workforce emerges victorious. 

During her recent CCWomen webinar, Frid Edmond, Senior VP of Customer Engagement at Marriott International, shared her perspective on what it means to be a dynamic woman leader that empowers others through constant advocacy. 

Here are several key takeaways from her discussion.  

1. Know your strengths and growth areas.

Effective leadership development begins with self-awareness. Acknowledge your strengths and note your areas of improvement—and ensure that you take the steps necessary to sharpen both aspects of your career. 

You may create exceptional and well-structured pitch decks, but lack the confidence to present your ideas in front of key stakeholders. Or, perhaps you have all the hard skills to thrive in your next role, but need to hone your interpersonal skills to foster workplace belonging. Everyone’s needs vary, so it’s important to self-assess honestly and keep yourself accountable in your growth journey. 

“Know what your gaps are and where you ultimately want to be. I want to check off everything people could possibly say about me not qualifying for something,” explained Edmond. “I should find out the secret sauce and its recipe.”

2. Allow your community to root you in your purpose.

When circumstances feel unstable, reconnecting with your purpose can provide clarity. But it’s not a solo effort, and must be done with a network that can keep you grounded in your values. 

Edmond shares:

“You have to hold yourself honest to who you said you were, and what you’re going to do. Your accountability people…they can’t all be the same. You have to have the cheerleader, the person who’s going to pep you up when you need something. You also need someone who’ll tell you, ‘I have a totally different perspective than you do, and let’s talk about it.’ You need those people to keep you on track.”

3. Want to pass the baton? Lead by example.

Determined to pay it forward and raise up new leaders? Simply set the tone. If you only speak about core truths but don’t live them, your community will be less enthused to follow in your footsteps. Whether you set healthy boundaries, advocate for more diversity, or invest in mentees, leading by example creates a ripple effect.

Edmond concludes: 

“Your parents may tell you, ‘Do as I say, not as I do.’ That doesn’t work for the next generation. They have to find a connection with the program, product, or person. If it’s not there and you’re not living it, it’s really hard for you to ask someone to do it themselves when they can’t see it. 

Check yourself; look in the mirror. Show up a particular way if that’s your expectation for your employees and associates. Keep that dialogue open with them. Having those one-on-ones or group conversations is essential. Allow them to be who they need to be. 

This version of Frid you see today is not the same version when she was 25, 22, or 21. No way. I've evolved through experiences, so I know that [employees] are going to evolve, too. Give them that space.”

Don’t miss our next webinar—keep an eye out here.

You can watch the full webinar here: