Moving from Limiting Beliefs to Liberating Truths… How Leaders and Organizations Can Find the Four Paths to Recovery

Catherine Foca joins us to talk about leadership, Covid-19 and more. She is a seasoned executive with over twenty years of corporate, public and not for profit experience. Most recently, she served as Capital One Foundation President from 2017-2020. She recently launched Foca Consulting, where she provides strategic counsel to growing organizations who are looking to transform for impact. She also serves as a Principal at River Wolf Group, whose founder Kimberli Jeter was on our podcast recently. She’s the proud mom of three girls, loves to run triathlons (when we’re not in COVID) and serves on the board of John Tyler Community College Foundation, the Alumni Advisory Committee of Public Allies and as a faculty member at the Institute for Corporate Social Responsibility. You can learn more about Catherine here.


Linda Hodo
HR/Organizational Development Leader
More about Linda Hodo
Highlights from this article

And I think so the limiting belief is that it is somehow charity or not related to the fundamental purpose of an organization. I think the liberating belief is actually the way that we treat our communities, the way that we treat our employees, the way we treat every single human on this earth is fundamental to how we understand our organization, our P & L and our business line. And I think reshaping that belief allows us to focus appropriately on those choices and those decisions is that we see them as related to our business instead of the core of our business.

A starting point might be understanding that it starts with employees and having a stable workforce, but longer term again, it's directly tied to our business product and our business value. And so the longer we see that thread kind of pull out in the link between the practices that we need to implement on behalf of our communities and our employees and the thread to business productivity, the more likely we are to be creative and innovative in our responses as opposed to solving a problem for a particular segment or set of people and really limit the choices that we might make.

I would argue winning rarely happens in isolation , especially with how fast technology is moving forward. It requires us to think about partnerships, to think more about getting to a destination rater than owning every piece of our own supply chain and finding those ways to build together bigger behalf of our community on behalf of our employees in order to build better companies.

The limiting belief is leaders know the best answers are the right answers. And I would say the liberating truth on that is leaders ask great questions and leaders know how to motivate, to get the best out of teams. And sometimes that's by providing guidance and direction. But a lot of times that's by allowing their employees to bring their best to the table, encouraging what is possible, bring innovation, giving critical feedback a hundred percent because we believe better exists.

The fourth limiting belief is my job is to judge and evaluate... especially as white leaders, the four more really powerful words are, I don't know yet. . And then holding space to listen and owning our complicity, owning our part of the structure and being willing to listen and elevate different voices and validate experience and then learn and try new things. And that's a vulnerability that is required of us as leaders to learn. It's not an option.

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