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Kate Jackson

Strategic and values driven leader with a high impact track record in social impact strategy, change management and communications, talent and leadership development, and DEI. SHRM-SCP.

Kate Jackson is a dedicated professional who specializes in supporting diverse, inclusive, high performing leaders and teams in driving innovation and progress.

With a strong background in developing data-backed business and HR strategies across public, non-profit, and private sectors, Kate focuses on designing organizational and operating models to achieve goals, and empowering workforces for success.

Her approach emphasizes creativity, fun, and a growth mindset to bring bold visions to life, with a continuous commitment to learning and sharing insights.

Kate holds an MBA in Finance, Management, and Strategy, International Business from Northwestern University's Kellogg School of Management, along with a Bachelor of Arts in History from Harvard University.

Throughout her career, Kate has held key roles in various prestigious organizations such as Wayfair, Capital One, Grist, and McKinsey & Company, where she honed her expertise in career development, performance management, strategic consulting, and knowledge sharing.

Her experience ranges from serving as a Senior Knowledge Expert to leading as Head of Global Career Development and Performance, highlighting her versatility and depth of knowledge in diverse professional settings.

Kate's journey also includes impactful roles at the Institute for Health Metrics & Evaluation, Cocker Fennessy, Futurewise, and Green Corps, showcasing her broad experience in different sectors and domains.

As a seasoned professional, Kate Jackson continues to drive positive change by leveraging her extensive skillset and passion for fostering growth and excellence in individuals and organizations.

Highlights

May 12 · linkedin

Inspirational climate career message from the NYTimes: "Don’t feel like changing careers? Every job can be a climate job, as some readers noted. You can be the person who pushes your employer to lower the company’s emissions, start recycling, adapt to growing flood risks." This advice was in response to an ask for readers to share stories of choosing careers in the climate space to learn more about people's motivation and experience.

It brought back memories of sorting banana peels from Diet Coke cans from printer paper in the offices of leading companies that had decided to invest in composting and recycling but hadn't quite nailed the landing on messaging, behavior change, and signage. Many of us on the green team were surprised that colleagues so casually disposed of products - in the wrong places - when it would take so little time to make a difference. We went to work making signage clearer, making the actions more fun to take, and building a sense of meaning to the act.

Sometimes the solutions are far away, hard to reach, or require extreme technical expertise. Other times they are close by but we make them feel remote by thinking, "what difference will this make?" Gosh, by that logic, a lot of core values and behaviors could go out the window!

Choices do make a difference - for that company's waste bill, that city's air quality, that composting company that stays in business because they're not having to sort out candy wrappers and water bottles from their deliveries.

So, choosing a career in climate can look as direct as having it in your title or indirect as having it in your behaviors, choices, and role modeling. Here's to making that choice and sharing stories to inspire others! Looking for examples? Highly recommend the Degrees podcast by EDF. https://lnkd.in/eU_33K3h Recent features with Kristy Drutman Heather McTeer Toney Kameale C. Terry are highlights.

#climatecareers #edf #storytelling #changemanagement

May 11 · linkedin

Recently someone asked what psychological safety looks like in practice, in the day to day flow of work’s smaller moments not major conflicts, and how it can have a direct impact on results. This story came to mind and resonated for her - would be great to hear others that bring the concept to life for you.

I was in a leadership meeting with four executives of a fast moving social impact start up. One of them was impatient to stop talking about a revised process he'd developed to address some data quality issues and get to the next item on our agenda - the sales strategy. He quickly reiterated the five steps he asked everyone to take, and moved on.

Seeing a pattern of rushed communication and some of its consequences, one of the leaders paused the conversation and asked for a few minutes to be sure everyone understood the new process and could implement it. This felt bold. There were power dynamics at play. A sense of hierarchy was palpable even over Zoom. But why fix one flawed process with another? It might feel satisfying in the moment to quickly do something new, but that often leads to more confusion later.

“Let's take a minute to hear everyone describe the steps that they'll take. How will each of us approach this work?" People shared how they interpreted the ask. It emerged that not only had everyone interpreted the steps differently, two smart ideas were raised about how to reduce the number of steps and capture data more consistently. We agreed to check in on implementation in two weeks rather than waiting for an issue. One of the leaders said, “That seemed like it was going to be awkward! But it was the right call. Why don't we we do that more?”

The question "do you understand?" can lead people to instinctively answer "yes" even if we don’t. Few of us want to seem incapable, and saying "no, I don't understand," doesn't feel great - especially when there's impatience or judgment in the question's tone, or hierarchy in the person asking. Even if we genuinely think we understand, we might have had our own interpretation. Framing the question as a capability and team-alignment moment, not as a test, can create more psychological safety and surface new ideas. Of course, like in this situation, it took some psychological safety to even ask it!

How do you help ensure that leadership teams are aligned? What ways do you practice and reinforce a culture of psychological safety?

HBR also has some great recent advice and explanations on the topic! https://lnkd.in/exGmfxNB.

#psychologicalsafety #processimprovement #powerfulquestions

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Kate Jackson
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Location

Washington, District of Columbia, United States