About Hilary

 

I’m originally from Philadelphia, Pennsylvania. I started my career as a systems engineer. When I became a leader of a team, I used my systems-thinking skillset to solve leadership challenges and overcome obstacles to collaboration. I developed exercises that kept the team aligned and enabled us to fulfill our objectives, individually and collectively. 

 

Throughout my early career, I was fortunate to experience many dream jobs at organizations that make incredible products that improve the lives of customers around the world. I learned valuable skills, found a sense of purpose, and made connections with interesting, driven people. However, my potential as a team member and leader often ended prematurely. These seemingly impressive organizations were often void of sustainable processes, positive interactions, and opportunities for development. The shiny external image of the company was not reflected in the inner workings of the organization. The leadership lacked clear vision. Expectations were unclear. Leaders micromanaged. People had unnecessary attitudes of animosity that limited the potential of the team.

Seemingly impressive organizations are so often void of sustainable processes, positive interactions, and opportunities for development.

 

I had dream jobs that paid the bills and beyond, and achieved results for customers. However, I realized that if the process of doing the work and collaborating is miserable, the results quickly become meaningless and the day-to-day is not sustainable. If the environment is void of genuine connections and support, doing the work is nearly impossible. It wasn’t just me – my peers, friends, and team members also suffered health issues and lacked joy in their day-to-day due to unethical, unfocused leadership and environments of animosity and bureaucracy. It first affected people energetically and eventually impacted the team’s results. People left great organizations out of spite, often with nowhere else to go, and in turn the organization suffered productivity loss and turnover costs. Potential was lost for both the individuals and the organization.

 

People leave great organizations out of frustration with the leadership and in turn the organization suffers productivity losses and turnover costs.

 

When I was given the opportunity to be a leader of a team within a large organization, it was my mission to develop solutions to these stressful, soul-sucking scenarios that often arise in business environments. Working in an organization was an ideal opportunity to learn and grow, but leaders needed ways to really cultivate the conditions for satisfying individual and collective progress. I realized that the what – the mission – wasn’t the problem; it was the how – the processes and approach – that lacked clear direction balanced with a sense of autonomy. Limiting mindsets caused animosity and fear that brought team members down individually and collectively.

 

I realized that the what – the mission – wasn’t the problem; it was the how – the processes and approach – that lacked clear direction balanced with a sense of autonomy.

 

The quality of interactions, processes, and the environment on any team or within in organization is driven by the direction and example of the leadership. Talented people were leaving great jobs and organizations due to fundamental leadership issues. There had to be a solution. How could I fuel each individual’s progress, wellness, and enthusiasm despite working in a large, corporate environment? How could we reach our objectives as a team while also enjoying the process?

 

Talented people were leaving great jobs and organizations due to fundamental leadership issues. There had to be a solution…

 

I used my educational background in systems engineering and my love for creative problem solving to develop exercises for alignment and collaboration. After a few months of using the exercises with my team in the office and in the field, it worked. As we improved the process and approach – the how – of working individually and collectively, our results also improved. We accomplished our objectives and expectations with more efficiency, accuracy, ease, and enthusiasm. The exercises became our system for staying clear about our expectations, aligned around key objectives, and connected to our mission while enjoying autonomy and individual authentic development. I soon realized more leaders and organizations could benefit from these essential systems of exercises and soulful guidance.

 

The exercises I developed became our system for staying clear about expectations, aligned around key objectives, and connected to our mission while enjoying autonomy and individual, authentic development.

 

I founded Awake Leadership Solutions in February 2017 to provide leaders within organizations and small business leaders with essential systems and soulful guidance. Through interactive guidebooks, content, and coaching, I help leaders build the teams of their dreams and lead their bold visions to reality. I published my first system of exercises for leadership in action, Awake Leadership, in April 2017. I call myself a guide because though I do teach, I don’t just teach my systems but I also work with leaders in the field to resolve current challenges in the field. I love working with leaders in the field to foster more productive, ethical, creative environments within organizations. My ultimate objective is to help leaders of all backgrounds, ages, and levels of experience to reach their full potential. I love helping organizations and individuals transform. I help organizations cultivate environments of applied learning, where optimal, sustainable, enjoyable processes fuel satisfying results.

 

I help leaders build the teams of their dreams and lead their bold visions to reality.

 

Teams and organizations that will sustain and thrive in the present and future will make the work enjoyable; they will prioritize wellness, clarity, freedom, and genuine connections instead of merely results and perks. This will be the new competitive advantage in a business environment of purely monetary carrots and perks. Traditional monetary incentives will no longer be enough alone to keep people on your team if you are not a positive, process-oriented leader. Leaders that are ethical, authentic, process-oriented, and soulful will succeed.

 

Teams and organizations that will sustain and thrive in the present and future will make the work enjoyable; they will prioritize wellness, clarity, freedom, and genuine connections instead of merely results and perks. This will be the new competitive advantage in a business environment of purely monetary carrots and perks.

 

Leading and working with the team to achieve bold objectives can be full of satisfying progress, healthy challenge, and genuine connections. You don’t need a fancy product for this, just the right systems, approach, and mindset. I have some systems and guidance to help you on your way.