Suggestions
Colleen McCreary
Chief People, Places, & Publicity Officer at Credit Karma, Consumer Financial Advocate
Colleen McCreary is a seasoned human resources executive with over 20 years of experience in HR, operations, recruiting, and mergers and acquisitions. She is currently the Chief People, Places, and Publicity Officer at Credit Karma, a role she has held since joining the company in 2018. In this position, she oversees Credit Karma's People, Workplace Services, Communications, and Events teams, focusing on fostering a healthy workplace culture and driving long-term business value.13
Before her tenure at Credit Karma, McCreary served as the Chief People Officer at several prominent companies, including Vevo, The Climate Corporation, and Zynga. At Zynga, she was instrumental in scaling the company from a 130-person startup to a 4,000-employee public company.24 Her career also includes leadership roles at Electronic Arts and Microsoft.1
McCreary holds a Bachelor of Science in Mass Communication and Public Relations from Boston University and a Master of Arts in Higher and Adult Education from Columbia University. Beyond her corporate roles, she advises startups and has been a technical advisor for HBO's "Silicon Valley".1
Highlights
One of my favorite quotes is from the 1992 movie “A League of Their Own.”
“It’s supposed to be hard. If it wasn’t hard, everyone would do it. The hard is what makes it great.”
Reflecting on some of my best work experiences, they usually involve great people and great work.
Great people are generally an understood proposition — the combination of the right talent coming together simultaneously and the attitude, commitment, and skills with the right business environment to make some special magic happen. The only downside of that magical moment is that although you recognize it’s great at the time, you don’t fully appreciate how special that time was until you leave that team or some circumstances change, and the magic of the moment has passed. I’ve worked with many great teams in my life but I can honestly say there have only been three times in twenty-five years where I’ve experienced this magic synergy. If I knew how to recreate all the circumstances to make it possible perfectly, I would.
When you reflect on the most impactful moments of your professional career, I'm certain most are about overcoming obstacles, creating something new, turning something around, challenging assumptions, dealing with difficult people, and leaving a legacy. You proudly share these moments in interviews, conversations, coaching sessions, and blog posts. They are the ones that shape your career decisions, both in terms of what you aspire for and what you want to avoid. They are your badges of honor.
The hard work moments are also where some of the biggest growth moments happen. I often say to employees that it’s way more fun to be adding chairs to an organization than subtracting them — but both have their challenges. If you’re in growth mode, there’s a set of learnings that happen, but if you’re having to do a turnaround, a comeback, or start from scratch, an entirely different set of skills comes into play. A whole set of learnings that take more creativity, drive, focus, and patience — a set of behaviors many people don’t often have. It’s why those stories stick with you. Those muscles don’t fade quickly; they become permanent and are gold medal-worthy.
So if you or your team are currently facing extra challenges, feeling short on resources, or dealing with a tough market, remember, you’re in the midst of it — and this time, right now, the hard — is what makes it great. Your current challenges are not just hurdles but opportunities for growth and success.
https://lnkd.in/g8Vx7DFS
Recently, as I was wrapping up a call with a first-time people leader, they asked me how they could build a great company culture as a leadership team. There are hundreds of books on this topic, thousands of posts, and podcasts, and they wanted me to boil it down in a few minutes.
Taking a swing, here are the three things I recommended.
*Use every opportunity possible to set clear expectations. This starts with the hiring journey with candidates to new hires and behaviors across the company. All employees should know what is expected of them in their role, how this is established, who evaluates, and how/when they can expect feedback. It also is important from the very top. What behaviors do we want to see from employees, how do we talk about customers, and what do we value? As Brene Brown would say, being clear is kind. Unclear is unkind.
*Establish and communicate the top 3 priorities for the company — and I don’t mean three things with three sub-bullets and a lot of “ands.” Just three. I’m personally a big believer in the power of three. People struggle to remember more than three things, so do your best to curate & calibrate the top three priorities for the company and stick to them. Repetition works.
*Provide context for decisions. The power of why really matters, so people understand the thought process, prioritization, and how you got to this. If you have a culture of storytelling, the context is even better. People are more likely to remember the story and the why, making it easier to scale and repeat.
I’ll stick with my belief in the power of three, but in retrospect, I would have added to using as many modalities to communicate these messages as possible. In-person, video, audio, slide decks, and most importantly, in writing. Forcing yourself to write something out in long form is a great way to reinforce & codify messages and allows people who learn through reading vs. auditory to have more time to process. At my last company, during the 2.5 years we spent remotely, I wrote an email to the entire organization every Sunday. It was a great way to set expectations, communicate priorities, and, most of all, provide context through storytelling.
