Diversity Woman Magazine

SUM 2019

Leadership and Executive Development for women of all races, cultures and backgrounds

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d i v e r s i t y w o m a n . c o m S u m m e r 2 0 1 9 D I V E R S I T Y W O M A N 21 We Mean Business > Shakeya McDow: Whatever I'm respon- sible for, I take an ownership mind set to mobilize people to innovate, to challenge thinking, and to bring products and services to life. It is a way for me to harness that spirit that I probably started in Girl Scouts with selling cookies. DW: What's your lead- ership style, and how has it evolved over the years? SM: When I first came in, I didn't step back to appreciate the way I had to pivot my style and approach from management consult- ing to this industry. Initially it took my team by storm because I was putting cer- tain demands and expectations on them when their desires for their careers were different. We did a 360 and I learned. I like to meet people where they are, so I manage by person. It's very difficult to do, and I have spreadsheets to help me know kids' names, how people like to be recognized, and how people like to be re- warded. is knowledge brings a deeper connection and fosters trust. I do not take a one-size-fits-all approach. I meet with every single person on my team at least once a quarter. Before that, I go back to my spreadsheet to see what we talked about last and what their leader says they're working on. When I meet with them, they feel like I am still con- nected to what they're doing. at has re- ally formed cohesion on my team. The Ownership Mind-Set By Janell Hazelwood W hen Shakeya McDow, vice president of ethics and compliance strategy, intelligence, and opera- tions at Kaiser Permanente, was growing up in Ashville, North Carolina, she quick- ly learned about accountability, pride, and making an impact. "My grandmother and mother instilled in me that, wherever I am, I need to make sure people know that I'm there," McDow says. "ey told me, 'You are going to be amazing,' and they always taught me that opportunities are limitless." is confidence, instilled as a youth, would bolster her ascent up the corporate ranks as an adult. "Even when they were reprimanding me about things, they offered me the oppor- tunity to voice what I was thinking—not in a disrespectful way—and share my thoughts and my perspective about what was happening. I think that groundwork allowed me to be brave at the leadership table and speak up for things that others would not, and I have done that along the way." McDow's path to helming risk assess- ment, work-planning processes, compa- ny code of conduct, and some of the most vital aspects of company-wide regulatory soundness at one of the nation's largest Power Suit Kaiser VP Shakeya McDow has parlayed a variety of experiences—from IT to banquet sales—into her current role in the upper echelons of the health-care giant's leadership pyramid not-for-profit health plan providers has taken several twists and turns. Before she landed her current role in 2018, the University of Phoenix and North Carolina Wesleyan College gradu- ate served in various management roles in risk advisory for accounting power- house Ernst & Young, was an accounting operations manager in the restaurant in- dustry, and even had a stint in banquet sales. "Never in my wildest dreams did I know I would be one or two removed from the CEO of Kaiser Permanente," McDow says. Diversity Woman: You are a proponent of intrapreneurship. How does the concept relate to your career in corporate leadership?

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