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Hello, I'm Claudia Romo Edelman and I'm Cynthia Kleinbaum Milner and
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this is the podcast A La Latina,
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the playbook to succeed being your authentic self.
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Today, we're gonna learn from Elizabeth Nieto.
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Three key things. Number one,
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how growing up in Argentina in the seventies gave her a now
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or never mentality that make her take risk without thinking too much
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about them. Number two,
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how to be a good mentee and number three,
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her personal leadership playbook including sixties centered,
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courageous, curious, compassionate community builder,
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and change agent. That's amazing.
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Stick around for another episode of A La Latina,
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Welcome to a new episode of our podcast A La Latina,
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the playbook to succeed being your authentic self today.
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Incredible guest, Elizabeth Mito Elizabeth is a global head of equity
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and impact at Spotify.
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She's also a board member of All Stars Project,
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the Opportunity Network and a first shake for youth.
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She's an advisory member of the entrepreneurship and competitiveness in the US
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at the Columbia Business School.
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Welcome to a La Latina.
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Thank you. It's excited to be here.
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you know, like a question.
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So we were doing research about you preparing for this podcast and
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we found a tone of your background and,
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and information of your companies and what you have said about them
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But we found very little about you and your personal life
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Oh, that, that's a good question.
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And I don't, it's not that I have never shared my
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story, but I tend to be doing a lot about what
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the companies are and maybe it is a little bit of the
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upbringing that we were told not to talk about ourselves.
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And so we're going to start into the conversation and more about
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your work. And despite of what people said about Argentinians
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because I'm from Argentina,
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I was brought up to be very,
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very humble. And therefore,
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unless you really ask me the question about myself,
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I will not be talking about myself.
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I will be talking about my work or the work of my
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team. We are especially interested in shining a light on the
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stories of our guests because there's such diversity in the Latino community
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a hard to identify yourself with a Latina if you don't learn
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about their journey. And also because women like you are so
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far ahead in their careers that it's almost like there's all this
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glamour around your role that it's,
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it's hard to imagine like how your thing that I did laundry
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this morning before coming earlier.
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You were when you were starting your care career.
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Like I'm sure you had struggles,
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you made mistakes. So we would like for our audience to
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identify themselves with, with our guests.
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Can you tell us about your upbringing?
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How did you grow up?
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What were the values that you learned as you were a young
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girl or a teenager that you can then track to now and
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how you have gotten to where you are?
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Good. So I grew up in Argentina,
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as I mentioned, the daughter of a divorced mom in
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the seventies when still being a divorced,
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coming up, a divorced family was not well seen.
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it has changed but it was not when I was growing
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up. And, and I take that experience because that taught
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me about being very independent.
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You don't need to trust on someone else to be able to
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pay for your rent or to take care of yourself.
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I'm, I'm the product of public education from elementary school all
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the way to university.
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And I went to study Licia Tore and Ciencia de lu
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Cian. So I have a master's in educational sciences and I
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remember that at the time,
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people say, what is that?
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What, how are we gonna make any money with that?
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And what are you gonna do?
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And, and I think that a lot of what I see
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now even in the students is you build knowledge unless you're really
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going into a very specific trade,
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being an accountant, being a doctor,
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a lot of our education is about this building blocks of the
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things that you may be able to apply in the future.
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So what I learned was a little bit of common sense and
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problem solving. I understood educational systems and what were the struggles
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for that? And then I ended up going into corporate
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I did not know that I could have a corporate career and
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in learning and development.
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And that was the educational background and you were in Argentina all
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this in Argentina. So I joined a multinational company at the
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And that actually gave me the opportunity of working in a really
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global environment. And I know we're going to talk a little
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bit about accents and the differences.
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I work in a place where everybody had an accent.
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So for me coming to the US and being one of those
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team, everybody had an accent.
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So there was not anything that will be seen as,
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as detrimental to your success.
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And, and so II I did that and first want to
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go to the university.
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So there was a lot of expectations to be successful and do
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something of, of my career.
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And, and the other thing for those who knew,
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you know, Argentina in the seventies,
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eighties and still today,
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it is a country with a lot of fluctuation.
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So you learn to take advantage of the things as they come
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to you because you don't know if they will come in the
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future. So this is now or never approach is what I
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have realized that I have taken every step of my career now
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because I don't know if it's going to happen in the future
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And those are kind of the things that I think that
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have molded who I am as a person and as a
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professional and you came to the US like transferring we cam with
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city and I had a Latin America role.
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So I was the head of learning and development for Latin America
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There were 14 countries,
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three languages, the Consumer Bank.
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And then at a point,
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I realized that if I stayed in Latin America with a Latin
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America job, I will always be in that hall.
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And I decided to take a lateral move,
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we'll talk about lateral moves to a job in New York,
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but it was a global job.
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So it was a smaller organization,
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but it was giving me the opportunity to bring my experiences from
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Latin America, but also move into a global role.
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And then building in a couple more roles in in Citibank until
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I left after 19 years there.
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But so many like you should listen to all of our episodes
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because there's a lot of commonality about lateral moves and then not
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also not pigeonholing yourself in one type of role and doing,
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like moving to the American side of the business and
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building network and as a,
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as a part of your career.
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Absolutely. So you were there for 19 years and you,
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it's such a big company.
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You were in the Latin American side.
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I'm sure there were hundreds of,
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of women with similar skill set as you.
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Why did you climb the ladder?
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You know, they say that to be lucky is being prepared
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And I think that I was prepared at the right time.
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I had a couple of mentors that really helped me navigate opportunities
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And they were all males.
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By the, by the look back,
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there were a couple of,
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of women later. But my first mentor just because of the
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way that it was set up,
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most of the managers that I had that became my mentors were
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were men. And then I took jobs that I
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didn't know enough, but I,
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I was taking the risk to do that.
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And I think that that's the other piece that if I think
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why did I didn't know enough?
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But, but it was the sense of I had a couple
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of mentors saying yes,
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We trust that you can do it.
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But did you feel a like I've taken like rules like that
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Like a little risky,
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but only when I felt very safe,
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like I feel like I had somebody in the company that if
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I messed up, they have my back.
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Yes. And at the time I was also a single mom
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so I could take risks.
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but I still needed to be.
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Exactly. So I couldn't go completely,
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wild because I needed to be sure that it will be
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a paycheck at the end of that role.
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So, and now you're at Spotify Swedish culture,
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Latina, upbringing, by the way,
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I love that now or never upbringing that really allowed you
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to take risks without having to,
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you know, like to think too much about it because it
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was your upbringing and we should know more about that and be
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more aware of our own past and how it influenced our
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prospect of the future and our,
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where do we have the strength in the playbook?
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So you're, are you the highest ranking Latina on Spotify?
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and tell, tell us a little bit about how has been
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how, how, how is that?
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And how has been your journey in bringing your,
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you know, like in being your Latinidad and asset.
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And when has it been a pro or when has it been
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like looking at the things that your Spotify is this is the
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first time that I worked for a non American company.
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So in itself is very interesting and I happen to be the
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most senior Latina or the only senior VP of Latina.
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Congratulations, but we just wanna thank you.
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Thank you. But if you think about it,
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half of the senior leadership is Swedish.
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So it is not the same that if you're in an American
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company where most of the leadership,
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so where half of us are,
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are in the US or outside the US and the rest is
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it's, it's not notable but there,
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there's less people here in the US.
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And it has been very interesting to do this comparison.
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And I think that one of the characteristics that we all share
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because we're new immigrants because we had to navigate and straddle in
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different cultures that we get to learn what,
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how you get to be successful in the different cultures.
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So this cross cultural skill set has helped me here.
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It's a very humble culture,
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the Swedish culture. And therefore that as I mentioned before,
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you know, I was brought up,
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you never go and talk about yourself.
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So it's very aligned to my own values.
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So although I have never worked in a culture like that,
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it's not that difficult for me to be aligning on the things
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that are important to the leadership.
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So that's that's kind of the difference or the similarities that
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I have found working in a Swedish company.
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very collaborative, very consensus driven.
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So very similar, right?
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Exactly, very driven is not very Latino.
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No, Latinos like hierarchy and somebody up there is making the
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decision and you're like,
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OK, hey, those are the kind of,
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and this goes back to what you said,
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you know, we're not monolith.
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So you have different cultures and I think that also different industries
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So if you think about financial services in itself,
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no matter if you're Latino,
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no, it's a very hierarchical organization.
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You are regulated, you have external forces that makes you to
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always be sure that your boss has signed off for anything.
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the technology companies or,
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or consumer based companies,
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they're not as hierarchical because you need to really be,
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yeah, producing based on your consumer or based on,
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on the new technology.
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So I think that that also adapts to a little bit of
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the evolution of industries,
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I just want to take back a topic that you just opened
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because we've never spoken about this about Latinos seizing the moment.
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Do you know this concept of the Start up Nation from Israel
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there's even a book that's called the Start Up Nation.
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And the it Israel is known for having a lot of start
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ups in part because the culture revolves around the,
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the military service and the fact that you,
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you could die any day.
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So it does something to,
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to people like people just live in the day because they don't
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know if they're going to die.
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And it's almost like we Latinos have some of it.
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Like you don't know,
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it's not a about death but it's about economical prosperity,
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what's going to happen in our countries.
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But somehow Israel has taken over the brand of we are a
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start up nation that seizes the moments and we haven't when we
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also have that attitude of entrepreneurship and,
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and I'm just going to make the most out of what I
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have right now and just go for it some rebranding.
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We should take some of the Israel brand and take it to
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I mean, like pretty much I think that one of
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the and we're like deviating from the topic,
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the favorite topic, which is you,
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but just to go into the entrepreneurial nature and what can we
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bring? We are as Mexicans as Argentinians as Venezuelans.
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When you're in your country,
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you're half entrepreneurial because you are in your element when you move
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to a place because you have to start something new.
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Your entrepreneurial by definition is a self selection of the people that
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come to the states that are now coined Hispanics or Latino or
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Latin. Next. So by definition,
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you're like having that selection of entrepreneurs that came because they wanted
13:36
something different or something or start something.
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So we are absolutely entrepreneurial.
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As a fact, Latinas generate small businesses six times faster than
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any other group in America.
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We're the job creator.
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Number one in the country.
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So the, the problem we have is that we don't know
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deal with that. We don't scale up.
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We have only 2 to 3 employees and we pretty much remain
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always with a second job at the side,
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having a first job and then a little kitchen at
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the side, a little sewing,
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business at the side.
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But yeah, that's on the,
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on the start up nation mentality.
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But I wanted to go back to the,
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to the being Latina and also on an anecdote on,
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how interesting it might be actually to be a Latina in
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a, in a company that is thriving on Latino culture in
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so many aspects. So this,
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I think that I mentioned I was in the festival can
14:30
Advertisement festival this year and I went to one of the Spotify
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post Spotify parties and I saw your Ceo Daniel Eck and
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you're very right about like humbleness and he doesn't like pictures taken
14:47
he's that kind of like a backup leader and I don't have
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to be a celebrity of anything.
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I'm Mexican and he was like,
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immediately like, so what's coming after Reggaeton?
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And after Banda, what is the latest thing?
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And like, I'm glad he asked you and not me because
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I would not know the answer and that will be the end
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of my career. So I'm glad that he asked you because
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in reality is Latino culture is driving a lot of the cul
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culture and we're like number one,
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number two, number three in the musical charts.
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And if you're a company like Spotify,
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then that's a culture that you appreciate and you are not the
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only one. But I think that I'm,
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So talk to us more about like that,
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I'll come back because one of the things that is very interesting
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of Daniel and some of the other leaders in the company
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they're constantly trying to learn.
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So when he asked you,
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he was really being serious,
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trying to take the opportunity of using an sme you as part
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of the culture to learn more that it's coming.
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So, and I think that if we go back to a
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little bit of these Latinas and what we were taught to be
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is in the positive way is you're never good enough.
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So you need to continue to in the negative way to continue
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to evolve in the positive.
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It really makes us continuously say,
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how do I re invent myself?
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What else do I need to do to become what I want
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to be? And that drive of continuous learning,
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I think it's important that drive to progress that the desire that
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whether you're Argentina, Mexican Colombian,
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that's all we want is to progress.
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Let's go back to Latinidad and how in your career since you
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moved to the US and in a global company again,
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you know, like your identity yourself.
16:38
you know, like it was helping you,
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you know, like any cons on,
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on your identity either from your clients?
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It seems to me that the accent was never an issue
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where there are some of the characteristics of being loud or anything
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else that, you know,
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like you felt were either helping you or stopping you.
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So when I first came,
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there were two moments where I realized,
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OK, I have to really work against the stereotype.
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The first one was all Latinos are late,
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so all Latinos are late.
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That's not true. And I know a lot of non
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Latinos that are late to a lot of things.
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And the other thing that once I got this,
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oh, all Latinas wear red and at the time I was
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Now? I do not have still today.
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This is almost 25 years ago.
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I do not own one piece of red outfits and,
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you know, at the time I didn't understand but what they
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a very monolithic view of what the Latino culture was and I
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was not part of that.
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They couldn't see me as a white presenting Latina.
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They couldn't put me together.
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So the only thing that they need is to put me on
17:48
a red dress and then I will become the Latina that they
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So, so it's not that I fought because I didn't want
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I just didn't want to be labeled with the things that they
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as negative. I wanted to be labeled with the things that
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they so positive and we'll talk about what those are is being
18:08
collaborative, really working hard because I needed to prove myself every
18:12
day. Those were the things that I wanted to be defined
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and again, am I loud?
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I don't think that I'm very loud but sometimes my husband thinks
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you know, it really depends on what is allowed for
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but the, the ideas of what makes you successful in a
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corporate environment, I will go and push on those and not
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the ones that will pull me down.
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So you would say that you succeeded because of some of your
18:45
characteristics as Latina, not despite of your characteristics as Latina.
18:49
But again, in companies that were very open to that diversity
18:54
So I don't want to sugar coat that everybody will have
18:57
that experience if you're coming to a company that is really open
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to bring different voices,
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then you can use your voice.
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If you're coming to a company where they actually not allowing for
19:06
you to progress or they will use those stereotypes just to bring
19:11
you down. Then you can't really use that to your advantage
19:14
You've never experienced that.
19:17
I was very lucky that I have not.
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Were you lucky or were you strategic?
19:22
Like for example, when you went to Spotify,
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you work for 19 years at Citibank.
19:26
But when you decide to,
19:27
you went from, I went to a lot of other places
19:29
in between every time you feel like you landed somewhere where you
19:32
could be your authentic self.
19:34
So interesting when, when I decided to take this global role
19:38
this lateral move at city and I'll use that.
19:41
I could come and be part of a US HR department or
19:47
be part out of a smaller place that was a global department
19:50
And I decided to go for the global because that was
19:52
where I had an experience that was going to be useful.
19:55
If I was coming to the US HR team,
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I was always going to be behind everybody else.
20:01
I was the one with an accent.
20:02
I didn't write English like my peers and,
20:05
and I had differences.
20:08
I was strategic, I said,
20:08
I'm gonna take a job where my skill set is going to
20:11
be seen as a value and not as a different.
20:15
And then every company and every role that I had had been
20:18
global roles where again,
20:20
having lived in different countries,
20:22
having worked with different culture was an asset and not,
20:25
and I think that being,
20:27
this is something that would be very useful for everybody.
20:30
One is being aware of how who you are can be used
20:36
as a positive and collaborative,
20:39
you know, like being fluent in different languages and being,
20:42
you know, like I think that you mentioned also adaptable
20:46
but also how do you bring awareness to yourself about
20:51
like the choices you make and how can you make,
20:53
you know, strategic decisions of being in a place where what
20:57
you have is a value and not,
20:59
not even if that means a lateral move,
21:02
even if it doesn't look like a straight line.
21:05
And that's a, that's a really good conversation that I have
21:08
with a lot of the mentees.
21:09
We're still being taught that it's all a ladder.
21:12
And if you think of the educational system,
21:14
the educational system is a ladder.
21:16
So you're always going to the next one.
21:18
it's not. So someone calls it the monkey bar,
21:21
someone calls it the lateral moves and,
21:23
and that, that's how you experience and you add skill set
21:27
and, and experiences in a way that could have a little
21:30
risk, but you also have ways to experience new things without
21:34
having the complete risk of failing.
21:36
So it's that balance between taking risk,
21:38
experience new things and,
21:40
and then the careers,
21:41
you know, hopefully will also bring you to other opportunities that
21:46
are bigger than the ones that you have.
21:49
you know, like giving the role that you have,
21:50
which is massive, you should talk to us a little bit
21:52
more about your role.
21:55
has your experience been that,
21:58
is it lonely up there for you,
22:01
First of all? And then do you feel that you have
22:04
found a group of peers,
22:05
like minded Latinas that are opening the door for each other or
22:10
like have you seen more like other communities that are more unified
22:14
to open the door for each other?
22:16
Share the access code and,
22:17
and, and let people go.
22:19
I think it's a combination.
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I don't feel like that lonely where I am
22:27
but after the Supreme Court ruling about affirmative action
22:34
that was the night that we had all these texts going
22:37
back and forth and people that have done similar jobs like us
22:40
and saying I'm here.
22:43
let's cry together or I'm here,
22:44
I can give you a hug if you need all virtual hugs
22:47
So I do have a network of people that had had
22:50
similar experiences in job and it's a combination of Latin African Americans
22:55
Asian women that and men that had similar experiences.
23:00
So I do feel I do spend a lot of time building
23:04
relationships and keeping my network,
23:08
in a way just because it's good for the business because I
23:11
believe that I need those people and those people may need me
23:15
I do believe in building strong relationships and spending time with people
23:19
as we go through different moments.
23:21
And I also believe that our job is to open the doors
23:25
for everybody. And you know,
23:26
we, we have this idea and Sylvia Hill is the one
23:29
that came with this description of you are as good as the
23:33
people that you bring with you.
23:34
So how many people do you have in your pocket?
23:37
That will and, and those people are the one that you
23:40
want to continue to mentor the same way that,
23:43
you know, I got mentored by others.
23:45
So if you're not doing that constantly,
23:47
you're not a good leader.
23:48
So you spoke about affirm action and one of the questions that
23:51
I had was what do you see as the actions that
23:57
companies can take have taken that actually drive an inclusive environment?
24:02
And what are the things maybe that you've seen that maybe everybody
24:05
is doing, but they don't really do much.
24:07
And so potlucks are good.
24:10
It's good for people to connect,
24:12
but they're not changing your representation.
24:14
So it makes people feel a little bit connected,
24:16
but it's not. I do think that analyzing your data
24:21
and looking at where do you have pockets where you don't have
24:25
good representation. It is the first thing and then after
24:29
that, what are the root causes?
24:30
So if you feel that it's happened organically because you have not
24:34
been intentional in the way that you hire,
24:36
so how you do that and then how you ensure that the
24:40
different groups have the same,
24:43
similar opportunities to succeed and thrive.
24:46
So are you putting some obstacles?
24:50
And I'll talk about something Spotify that I think is unique.
24:53
So when I came to Spotify,
24:54
I look at the representation of women and they were the highest
24:59
I've ever seen. And I said,
25:01
I think these numbers are bad but there's something wrong here cannot
25:06
and I have not been able,
25:07
I tell her I have not been able to prove the reason
25:10
why. But I have a hypothesis and the hypothesis is that
25:14
because of the Swedish regulations,
25:18
men and women have parental leave and men take the parental leave
25:23
So all our employees around the world have six months of
25:27
parental leave. And what happens?
25:29
Women take that and men take that.
25:31
And what happens then is there's no,
25:34
there's a backlash, there's not backlash because I have one of
25:39
my, my, my team members,
25:40
he's out for nine months now because he can do that based
25:44
on the way that they decided to do that with his wife
25:47
So that creates a real playing field.
25:50
So when I think about what are some of the things.
25:52
So it's not only that you have the policy because I work
25:56
in other places where we had a policy around parental leave,
25:59
men, but men were not taking because people are like you
26:02
But I've seen from the most senior leaders that report to
26:06
Daniel Dan men that take the time and they take the time
26:10
and it is expected and that's what makes the difference.
26:12
So and it doesn't hurt their careers.
26:15
So therefore they take it because they can come back and you
26:18
know, like to some degree,
26:20
I think that that's something that we think at least as
26:24
as, as Latinas that you cannot,
26:27
you know, like you cannot have it all.
26:28
You don't want to be in positions of power because you're gonna
26:31
compromise to your family.
26:32
There's that idea of being on the top of what does it
26:35
mean? And it means not maternity leave,
26:37
not this one, not that one.
26:38
Those are meets that and the expectation in our country says that
26:41
men do not take the time.
26:43
So, so we're not giving them the past to say yes
26:46
do it. It's important for you and your family,
26:49
the expectations that we put in this country and in Latin America
26:54
of men is that they are not supposed to be spending time
26:57
with the family, they're supposed to be doing the work.
27:00
And that's what it's so different.
27:03
it's again, not just the policy but then the practice how
27:06
to embed that in the organization.
27:08
How did you leave that?
27:09
Do, do you have kids?
27:10
I'm sorry, I didn't it?
27:12
Yes, I do have kids.
27:12
So how did you experience that?
27:14
Did you feel like your career slowed down?
27:17
Or you were like we all as a family made
27:22
a lot of sacrifices as a family and and my kids
27:27
I say so they're fantastic if you ask me,
27:30
but I was told to be humble.
27:33
So, I have an adult daughter that has her
27:36
career. She lives in,
27:38
in Doha Qatar and I have an 18 years old who just
27:43
went to university to college this last week.
27:47
and I have a wonderful husband that has been an incredible partner
27:51
in figuring out how we both navigate our careers and our family
27:56
So we had for a long time,
28:00
our phones had, but we had a share calendar.
28:03
So we will ensure that we will cover for each other.
28:05
And we put our career and our family both as a priority
28:09
but we knew that sometimes we will have to,
28:11
you know, let them go.
28:13
So when I got the opportunity to go and I work for
28:17
Amazon, I moved to Seattle,
28:18
but my husband and my son stay here in New York until
28:21
we were going to move.
28:23
So he took over the responsibilities and,
28:26
you know, he still had his job,
28:27
but he took over what will be running the household while I
28:32
So finding a good partner,
28:34
whatever gender, it's important for your career.
28:38
If you decide that you want to have a partnership,
28:40
you're giving us, giving us pieces of advice that I later
28:45
I would like for you to write together,
28:47
put together as a playbook.
28:49
OK. So choose a partner be strategic,
28:52
so you like to close down the piece of identity in a
28:56
corporate environment and with your role at Spotify,
28:59
where you're leading equity but also impact or CS R and
29:05
sustainability, that's a massive role.
29:08
And the piece that we're talking about here is the,
29:11
the talent, the equity sense of belonging,
29:14
looking back and looking at Latinas,
29:16
younger Latinas coming in.
29:18
What are the, you know,
29:20
what are the cultural nuances that you wish,
29:22
you know, like all of your managers within your company
29:26
and other companies would know about Latinas.
29:29
Why hire Latinas and what would you say about,
29:31
you know, like those characteristics that right now for Latinas
29:36
are obstacles that we don't know how to flip the script towards
29:39
changing them too, instead of too social or too loud and
29:43
too collaborative and, and so on.
29:46
Talk to us about that.
29:47
I think that the biggest thing is to change some perception that
29:51
some groups are really education focused and some groups are not.
29:56
And, and I think that we as Latinos,
30:00
we figure it out if you're coming,
30:02
you know, as first generation that education is your path to
30:07
growth and growth, hopefully will mean some stability,
30:11
economic stability. So,
30:14
but that story, you know,
30:16
kind of what you said about Israel,
30:17
you know, we need to reframe and we need to remind
30:20
people in general that Latinx family as and and invest in the
30:25
education of their Children,
30:27
they may not have the same resources that other groups,
30:30
but that we believe in education.
30:32
And if Latinas start to talk about that and say why this
30:36
is important. Of course,
30:37
we, we believe about,
30:38
we care about our families,
30:40
but it almost feels like there's an,
30:42
we care about our families.
30:43
That means that you don't care about your career or you don't
30:45
care about your academics.
30:47
And I think that we have to say,
30:48
no, we, you could care about more than one thing
30:51
and sometimes one will have a priority and the other one will
30:55
be a little behind and then you change that and you're constantly
31:01
of creating that. And I think that we also have to
31:03
tell our new generation of,
31:05
of Latinas that it is not easy.
31:09
And you will have to make,
31:11
you know, this decisions and you will have to negotiate with
31:14
yourself, what is that you want to do?
31:16
And where are you gonna be able to succeed?
31:19
And where are you gonna be able to be the number two
31:22
And it's OK to be the number two,
31:24
sometimes if you're learning while you're doing that.
31:27
So I always, you know,
31:28
we always said you join a company and you leave a manager
31:31
and you leave a manager when you're not learning enough and that's
31:35
my my thing and you can do a lateral move.
31:37
But if you're not learning enough,
31:39
if you're not feeling this anxiety of not,
31:42
but I have to do something new and I have to figure
31:45
this out. This is not a growth career.
31:49
I feel like we Latina women are ahead of the times
31:54
or have been ahead of the times because now there's this concept
31:58
of the portfolio life.
31:59
there's even a book I think called The Portfolio Life because
32:03
research has proven that I guess the the safest path to happiness
32:09
is to have a portfolio life,
32:10
not everything about work,
32:11
not everything about family,
32:13
not everything about social causes,
32:15
just like having whatever you care about having AAA portfolio of things
32:21
that sometimes one takes priority than the other.
32:23
And this H BS Professor Harvard Business School professor just came up
32:27
with this book a few years ago and I'm like Latinas have
32:32
had this figured out a long time ago,
32:34
right? Like we're we're multitasking all the time.
32:36
We're working, we're entrepreneurs,
32:38
we're mothers, we're daughters,
32:41
we should have coined the term because,
32:43
yeah, but nevertheless,
32:44
I mean, let's be real.
32:45
There's a reason why we're doing this podcast.
32:47
There's a reason why you're the only Latina in this week.
32:50
There's a reason why,
32:51
like why, what is happening to us,
32:54
to our psyche, to our mentality,
32:56
to the obstacles, the real obstacles and the challenges that we're
32:59
facing based on either education because we,
33:02
we have wonderful assets and who we are and values.
33:06
But we're also, you know,
33:08
like sometimes not flipping them,
33:09
sometimes there are obstacles.
33:10
So why don't we have more Elizabeth Nietos incorporate them.
33:14
I think that being ambitious was always seen as a negative
33:19
thing and, and again,
33:21
I was not taught to be ambitious and,
33:25
and I remember being in a conversation with someone who's fantastic and
33:28
and, but she's too ambitious and I got the sense
33:31
of being ambitious was not good.
33:33
And we know that you can't,
33:34
I mean, you can't be successful unless you're ambitious,
33:37
unless you have that drive to do more.
33:40
And I don't think that we have taught our daughters to dream
33:45
I think that that's ok.
33:46
That's number one. Yeah.
33:49
What is the, what is the dream shoot for the moon
33:53
And you may land on the star,
33:55
shoot for the stars and you may land on the moon.
33:57
I think they are true obstacles in corporate America.
34:00
And I would love to go deeper into that.
34:03
Like, I think that in the not only in the ambition
34:06
of someone but also on the,
34:07
maybe the stereotypes and you were talking about,
34:09
you know, like some of some of the other pieces where
34:13
I'd like to see more more particularly in your position.
34:17
You have like a bird perspective of like how other communities maybe
34:22
are advancing faster and how.
34:24
and I think that this concept of assimilation has been an interesting
34:30
one, both from a societal societal perspective and in corporate America
34:35
So I'm the generation that was told you needed to assimilate
34:39
you needed to adapt to the rules of the game.
34:42
Learn that. And maybe if you're lucky,
34:44
you get to change some of them.
34:46
I think that the next generation is more open to push and
34:49
and you see that in the tech world,
34:50
you know, they're pushing to say these are different ways that
34:54
we want the rules to be.
34:56
And, and I think that that's a little bit of the
34:58
difference that we have down now that we have to
35:03
to get our women to realize and then you have to
35:05
figure out is this organization wanna want to let me be who
35:12
And you may take a job that you may not like it
35:14
for a while and hopefully you'll learn enough and then you will
35:17
go to an organization when they were being who you are is
35:20
being accepted. But,
35:22
but there is a and again,
35:23
I think that it's a combination of being lucky and a combination
35:26
of doing my homework of where do I want to go next
35:29
and having options that not everybody has.
35:31
So I don't want to be,
35:33
you know, not aware or naive that the options that I
35:37
have today are not the options that I had 20 years ago
35:41
or 30 years ago when I was starting.
35:43
So I was taking whatever job will allow me to do the
35:46
things that I thought I wanted to do and,
35:48
I understand that. So when we're talking about what I think
35:51
there was one of the comments that you have.
35:53
Why was it? Let me find it because we were the
35:55
playbook in the playbook you had.
35:59
Yeah. Take your first job wisely.
36:02
Let's talk about that.
36:03
Like, how important,
36:04
what did you think when you came up with that one?
36:07
Well, why didn't come up with that one?
36:10
we asked women in general,
36:13
not just Latinas, what like,
36:15
what are the things that,
36:16
that you think we should tell our audience as these are like
36:19
the 10 things you need to do if you want to reach
36:21
the top. And one of them was treating your first job
36:24
as an like as an anchor because many of us started
36:29
in organizations that were,
36:31
that had a brand that people knew.
36:33
And it's, it's almost like you do that big jump and
36:35
then you climb from there.
36:37
So that, that was what I was thinking.
36:39
And also because data indicates that Latinos were so loyal in general
36:44
that we stay 4541 to 45 mo months longer in our first
36:49
jobs than any other community.
36:51
So, pretty much because of the nature that we have and
36:54
the cultural, the cultural nuances that,
36:58
you know, like the cultural not barriers but you know
37:00
like understandings that we have,
37:02
which is lucky you have a job.
37:06
calls Mas Bonita, stay in Mija,
37:08
you, you're like lucky,
37:09
lucky you. Then we tend to take that loyalty and to
37:13
try to just like fit in.
37:15
So I think that like by that,
37:17
that comment came from the perspective of the cultural and social noise
37:22
that we have and also how to be a now,
37:24
I understand that's why I said because I think that it's the
37:27
old view of looking at a career because what we said before
37:31
you know, you can do a,
37:34
a job now and then two other jobs that are not related
37:38
get different experiences and then jump to the right one.
37:41
So I think that by saying,
37:43
take your first job wisely,
37:45
it could add more stress,
37:47
stress for someone to say that,
37:50
you know, I need a job.
37:51
So I can't, I can build that.
37:53
And when I was growing up,
37:55
you know, jumping from job to job going two or three
37:58
years in a job was not the way to run.
38:00
That's why I stayed 19 years in,
38:01
at Citibank. But I also change internally in a lot of
38:04
jobs. So I had a lot of opportunities in our organization
38:07
that let me do all those things because it was big enough
38:10
But today, we look at the resumes and we're not
38:13
judgmental. When someone said I was there for three years,
38:15
I did what I had to do,
38:17
contributed to the plan and then I did something else because then
38:20
I figured out that what I wanted to do was something different
38:22
So I think that we are at a pivotal point on
38:25
defining careers and we still who are in leadership roles need to
38:31
adjust to this idea that careers can really move and,
38:35
and develop in a faster way.
38:38
And we need to tell our Latinos and Latinas that,
38:40
you know, it's OK to be there for four years.
38:44
if you think that you have done what you want to do
38:46
now, if you wanna stay 7,
38:47
10 years because you still have more to offer to learn,
38:51
to learn. Absolutely.
38:53
Yeah. Can you actually,
38:54
you touched a little bit on it and I think our
38:56
audience will benefit from what do you look for when you're looking
39:01
at a resume? What are red flags or what are the
39:03
things that you're looking for?
39:04
Like, I, I imagine you're looking for growth for learning
39:07
But are there things that,
39:09
you know, how people are,
39:10
sometimes staying in a job?
39:13
I can't quit before a year because it's gonna look bad in
39:15
my resume. What do you really look for when you're looking
39:20
I'm looking for experiences and I'm looking for accomplishment.
39:23
So there may be reasons why,
39:26
you know, you left a job after a year,
39:28
maybe you had to move,
39:30
maybe you had a family decision that had to be,
39:32
but if you have an accomplishment,
39:37
and you can explain that when you,
39:39
when you're talking about that,
39:41
I think that that's,
39:42
that's the way to write resumes.
39:44
I think that we have also found again in the more progressive
39:48
or companies that are not just looking at that.
39:51
There's people that had gaps in their resumes that decided to do
39:54
something else, decided to go and try.
39:56
So if you decided to go and run the marathon and then
39:59
you took a year to train for that,
40:03
what did you learn about yourself?
40:05
Did you accomplish that?
40:06
What were the obstacles that you had to do that?
40:08
Because in some cases,
40:09
people have been saving for years to go and do that around
40:13
the world trip. And then what did you learn from that
40:15
So, but you have to have a very clear and
40:19
this is job description.
40:21
So what I'm looking is what are the things that I have
40:24
in my job description that align to the experiences and and we
40:28
say that Spotify, you know,
40:29
we don't hire for company fit,
40:33
we hire for company ad.
40:35
So what we're trying is not to say,
40:39
oh, but this person is very good and you will get
40:42
she doesn't fit in our culture.
40:44
ok, that is a discriminatory comment.
40:48
You don't want someone that's going to,
40:50
you know, get people nervous about changes.
40:52
And so, and what we said here is just the opposite
40:55
We want that person that comes with an idea that is
40:58
different. It was interesting.
41:00
There was just an interview a week ago and Daniel,
41:05
we keep on talking about Daniel.
41:06
He will be very embarrassed by the way,
41:09
he didn't understand some of the ideas behind the playlist and the
41:14
weekly discovery. And it was really by having people that he
41:17
trusted that understood what the customer wants.
41:20
But if you think about leaders and I'm hoping that we will
41:22
get with the podcast,
41:24
you know, people that are starting their career,
41:25
but also people that are in the middle of,
41:28
in their career, it is how do you get a group
41:32
of people around you that understand the business that are even better
41:37
than you that have no ideas.
41:39
You want a plus players because as soon as you get the
41:43
players, then they get c players and your organization falls apart
41:47
So you want to be sure that you bring people and
41:50
then you want to leave them the empowerment to do their work
41:55
there will be conversations and,
41:57
and priorities, but it's always looking for that.
41:59
And I think that we,
42:01
we were not taught that and I think that part of what
42:04
we want to do with the podcast is to help not
42:08
so much entry, you know,
42:09
like, but at the end of the day,
42:10
that piece of the promotion where is where we get stuck,
42:14
we get stuck after mid level and we don't manage to get
42:17
to the higher level,
42:19
maybe because we just don't have navigation skills,
42:21
the rules of the game or we do it with,
42:24
you know, with a high cost,
42:25
which is we come to the,
42:26
to the end, very bruised in a long journey.
42:29
So we wanna like put the playbook out there,
42:32
put the best practices and so on so that we can,
42:35
we can do it halfway all the time.
42:37
And the other thing that I would recommend for someone at that
42:40
level is understand the organization.
42:43
So what we call organizational savvy.
42:46
And then not because you want to do politicking,
42:49
but you need to know who are the influence and who are
42:52
the stakeholders that will help you in your career?
42:55
So where are you going to have people that will see your
42:58
work and then they will put their own equity for your progress
43:02
again, if you have a manager that cares about your growth
43:05
they're going to be the ones pushing you.
43:07
But you have to find that and you have to be able
43:09
to contribute and have the expectations or get to the expectations.
43:13
And then when you get to the point where you're high,
43:17
take someone with you and take the card because I think that
43:21
we've been talking about obstacles,
43:23
but we haven't discussed how many of us just come to a
43:26
place and when you make it,
43:28
you're like I made it.
43:29
So now I'm gonna forget my background,
43:32
my Latinidad, I'm gonna pretend,
43:34
you know, like I made it because of my attributes and
43:37
not go back and try to open the door for others.
43:40
And I think that that's where someone in your position leading
43:45
you know, like equity,
43:47
diversity, equity and inclusion is a strategic for the entire community
43:50
because we need more people that are in the positions.
43:54
We were talking before that 20 years ago,
43:57
the African American community through Jesse Jackson,
44:00
he openly said the call for African Americans is to go to
44:04
jobs either in procurement or in hr because those are the ones
44:07
that are gonna put the money to buy from small businesses or
44:12
We don't have a strategic plan,
44:13
but we know how strategic those positions are.
44:18
it would be interesting for you to,
44:21
you know, like to talk more about,
44:22
like, what do you think in an organization?
44:24
Where should we be have?
44:26
how, how do you use your power to convince others about
44:32
I'm not opening almost in the other one because I think that
44:36
today it is the technical jobs.
44:41
if I find a Latina that is thinking about computer science and
44:45
do not miss that opportunity.
44:47
The technical jobs are the ones that are the well paid that
44:53
they have more opportunities.
44:55
So I think that given that there are so many opportunities in
45:00
the tech world where it's not just in the tech world,
45:02
you think about the banks,
45:04
the banks are full of tech people,
45:06
it's not just the the bankers.
45:09
So I will say that there are other and,
45:11
and yes, there is a question and I think that there
45:13
is the power of engaging with others and bringing money to your
45:17
community. The way that I do that is I do that
45:20
through non for profit.
45:21
So I've been very committed to non for profit that had to
45:25
do with education because I really believe that that's the path and
45:28
they all focus in both Latinx and,
45:32
and African American and the black community and Asians.
45:35
So those groups that are marginalized and how we continue to support
45:39
them. So I think that the world is changing a
45:44
little bit. So I will go for technical job,
45:48
go for finance work,
45:48
go for computer science,
45:54
innovative roles. Exactly artificial intelligence.
46:00
If you can learn that and machine learning,
46:05
We were really on a mission to changing the narrative of how
46:10
it means to be Latina in corporate America because we don't believe
46:14
that it's the job of the Latina to really like be rowing
46:19
against the current. We want the environment to be more welcoming
46:23
to us. Can you help us think through like flipping the
46:26
script and some characteristics that are associated with Latinos or Latinas that
46:32
are seen in one light but could be seen like negative light
46:37
and could be seen on a positive light.
46:39
Yeah. So, so this is all based on stereotypes.
46:41
So how someone else thinks of you without really knowing you,
46:45
but they have made some assumptions of your group of people.
46:48
And now they put that on you,
46:50
you know, I talk about being late as being one of
46:52
the things that was put on me.
46:52
And I thought that and I turned that around,
46:56
I think that this idea of being too social,
46:59
you know, being relationship driven well,
47:01
in some businesses, that's the work that you do.
47:04
So if you're in insurance,
47:05
if you are a banker,
47:07
building relationship is what you do and you have to build trust
47:11
And so being too social could be seen as a negative
47:15
if you're supposed to be coding on at a,
47:19
but if your job requires.
47:21
So I think that and,
47:22
and, and, and you all mentioned about how you use
47:25
those things as strengths and not weaknesses.
47:28
So if you are too social being Latina or non Latina,
47:31
well, find a job that adjust to that.
47:34
And, and use that to your benefit.
47:37
And again, assuming that a lot of our works required for
47:40
other people to be influenced.
47:43
So having being social doesn't mean that you're wasting your time,
47:47
you may be being social,
47:48
but you're learning about your job and then I think about what
47:51
can I do for you and what can you do for me
47:54
And then we all agree on having something that it is
47:56
good for the company.
47:58
So I don't think that the two social is or actually two
48:00
social is one of that.
48:01
That could be used in a negative way.
48:03
You're a butterfly, you're talking with people or you're using your
48:06
time to build relationships to get your job done.
48:10
I think that being too emotional,
48:13
that's one that happens mostly for women.
48:16
Although I have seen men crying in my office,
48:18
so let's put it out there,
48:20
we, we're humans and humans may be exposed to situations that
48:25
make you emotional or cry.
48:27
You never know what is in people's lives,
48:30
you know, when they leave the office that will get someone
48:34
to, to be emotional.
48:35
But, but I think that being emotional and being able to
48:40
be vulnerable today is seen as a positive.
48:44
again, we thought of leaders of those perfect men,
48:49
mostly all dressed very similarly,
48:53
covering for themselves, anything that they were feeling because they needed
48:57
to portray that image.
48:59
And today we're seeing leaders that are not that,
49:02
that are vulnerable, that talk about their families that talk about
49:06
their failures. You know,
49:07
there's all this tendency,
49:09
by the way, I'm not going to talk about my failures
49:11
that is crossing the line for me.
49:13
But there's all this tendency of people say,
49:17
I had a moment where I thought this was the right path
49:20
and then I found myself having to,
49:22
to go back and redo things.
49:26
do you see in the data or any qualitative behavior that like
49:30
people are more engaged or they stay more with those managers?
49:34
I think that the this profile of the perfect leader that was
49:39
you know, one way has changed and the new generation
49:43
Exactly. That strong person,
49:45
you know, was one of the things that we used to
49:47
say and now we said,
49:48
well, I'd rather work for a kind manager that pushes me
49:51
to the thing, but they're kind not that they have to
49:53
be dictatorial or they have to be so,
49:56
so that has changed in the way that we expect leaders to
50:00
I think that if we show that we are that kind of
50:02
people that is actually good.
50:04
But I love, for example,
50:06
when we were talking about submissive.
50:08
right, we proud even in our podcast guest that
50:12
said that they were accused of being too nice and that,
50:16
that was understood as not bitter enough,
50:18
not capable enough to,
50:20
you know, like to raise your voice and take the sessions
50:23
And therefore, she had to take a decision whether
50:26
they pretend to be harsh to be a you to be a
50:29
leader, whether or or not.
50:31
And at the end of the day,
50:32
I think that being submissive or too nice.
50:36
If you understand that power and if you're that person,
50:39
you can say to your boss or to your environment,
50:42
look, this means I'm gonna be leading as a mother.
50:45
I'm gonna bring people to together,
50:47
I'm going to bring empathy.
50:49
I'm going to probably be making sure that no one is left
50:52
behind so that the average of the group races but also an
50:56
inclusive, inclusive leader.
50:59
Exactly. And this idea of what we were just discussing about
51:03
like being respect for authority that if you're a manager of someone
51:09
has that respect for authority and hierarchy.
51:11
And if La Abuela is in the room,
51:13
well, you let Dabula talk and then if she tells you
51:15
to talk, then you will talk.
51:18
if you're aware of that cultural nuance of someone,
51:23
you might be able to pick up someone and say like,
51:26
And that person could be included?
51:28
So we need our managers to have cross cultural education and,
51:32
and we talk a lot in many organizations and how do you
51:35
get managers? Because at the end of the day,
51:37
they're the ones making the final decision on,
51:39
on your career to understand what your strengths are and what your
51:44
opportunities are. And I think that this balance between being assertive
51:49
and being kind is something that we all have to learn because
51:53
you, you want to be assertive.
51:55
if you are managing people,
51:56
you want to be assertive,
51:57
but you also want to be kind.
51:58
I don't think that you have to be assertive.
52:02
there's not that but,
52:03
but it takes practice and it takes,
52:05
you know, sometimes you go like,
52:07
oh, that was a little bit too much.
52:08
And they were not expecting me to be too much because they're
52:11
not used to me being too much.
52:12
And then sometimes you go like,
52:14
well, this was good because we had a good conversation where
52:17
I could explain why I need this for tomorrow.
52:20
I'm not gonna just move deadlines and there are times that you
52:27
I lead with kindness.
52:29
I I care about people and maybe it is because of
52:34
this relationship driven. But I also have let a lot,
52:39
a lot of people not go but go into better things.
52:42
So I don't believe that I own the talent.
52:45
I do believe that my role a little bit as a mother
52:48
is to continue to let people grow and,
52:51
and do better things.
52:53
So I, I had and I still,
52:54
I'm still connected with a lot of team members from all my
52:57
jobs and many, you know,
52:59
left to go and do an MB A and others went to
53:01
do a job that give them a different opportunity than the
53:05
could give. So I do believe that our role as leaders
53:08
is to bring the best out of the people that we lead
53:12
do you sponsor? Do you have mentors?
53:14
Do you have sponsors?
53:15
Do you ask for them?
53:17
I have a lot of mentees.
53:21
you know, the dance card.
53:22
I have a lot of mentees and I love that because I
53:25
do learn every time that I meet with a mentee,
53:27
I do get to learn something.
53:31
and I, and I I have mentors.
53:34
I have people that I will call every time that there's a
53:37
new opportunity or, or a new challenge to have their point
53:42
of view. What are the characteristics or the,
53:44
the actions that a good mentee takes?
53:47
Like, how can I be a good mentee?
53:49
You have to call me,
53:50
you have to set up the time,
53:52
you have to come up with ideas on what you want to
53:55
talk and then so don't give me the word.
53:58
And sometimes mentees, especially again,
54:01
Latinas, women that are a little cautious when I talk to
54:07
we're all human beings and,
54:09
but we're all striving.
54:15
Can, you, can you also plug in money and the
54:18
money? They are all.
54:20
Exactly. I'm using it,
54:24
So I don't turn it around with the weird hand.
54:28
but ii, I don't know what I was saying.
54:31
Know that you have to be a good,
54:33
yeah, exactly. So you have to drive the agenda of
54:36
the relationship. And I have one of my mentees and we
54:41
talked a couple of weeks ago and she said,
54:43
do you realize that I've been your mentee for the last seven
54:47
years. She finished college and now she's back in hr she
54:51
did other things and once a quarter she sets up one hour
54:56
and sometimes we have to cancel but,
54:58
and sometimes she comes with a real problem and sometimes she comes
55:00
with ideas so she read an article and she,
55:03
so she feeds me a lot of new ideas.
55:06
So she's the perfect Amanda.
55:11
Our problem or ideas.
55:13
That's good enough. And for a high profile Latina executive,
55:19
you take the time because you feel their drive.
55:21
That's great. I love it.
55:23
All right. You've been giving us a lot of snippets and
55:26
I would love to put it all together.
55:29
What is Elizabeth Nieto playbook?
55:32
So I did have in my notes.
55:34
I there was one time that I was asking,
55:36
you know, how do you get to the top and,
55:38
and can you do six things?
55:41
And it was about being in the C suite?
55:45
I'm gonna do the six things,
55:46
but they all have to start with the C why?
55:48
Because why not challenge yourself?
55:50
Everybody can write six things.
55:52
So the first one was to be centered.
55:54
So I do believe that it good leader needs to know what
55:58
their strengths and what their opportunities and then what is their purpose
56:04
So there's a point in your career where you have to
56:07
say, why do I spend all this time doing this?
56:09
It's because it aligns to my purpose.
56:11
And I think that being center on that is very important
56:14
knowing your values and,
56:16
and connecting to those.
56:17
The second one is being courageous.
56:20
So you have to take risks and we talk about and you
56:22
have to decide what is a huge risk or not when you're
56:25
in your career. What is your family situation?
56:27
But I think that if you're too comfortable doing what you know
56:33
you're not gonna progress,
56:34
you just now, there may be times in your career where
56:36
you said I'm gonna stay here for a little bit and I
56:38
don't have to push myself.
56:40
But if you stay there for a long time,
56:43
that's a little bit where,
56:44
where you will stay forever being courageous and being comfortable in,
56:48
in the fact that we're so many that we have choices.
56:52
So take comfort in the data and move on with courage.
56:55
Love that the next one being curious and we talk about learning
57:00
and I think that being curious about your job,
57:02
but everybody's sales job.
57:03
So I get to meet people and,
57:06
OK, tell me exactly what you do because I want to
57:10
learn how the business gets run.
57:12
So I can listen to the senior leaders and learn about the
57:14
big things. But I want to know what a podcast producer
57:20
they start? How did they end?
57:22
And what are the things that they see their key performance indicators
57:26
And for me that it is being curious of what you
57:28
do in every business that I have.
57:30
I had always sit down with people and said,
57:32
tell me exactly what your job is.
57:34
So that's one of the CS the three things that we
57:37
have and also the learning piece that you mentioned,
57:40
then it is to be compassionate.
57:44
and maybe what we talk about being,
57:47
you know, from cultures that having relationships and really knowing your
57:51
people and knowing what is important to them.
57:54
I, I believe that it's what makes good teams gel
57:58
So for someone maybe being on the stage,
58:01
for someone maybe being in the background.
58:03
So you need to understand what that is and being compassionate and
58:06
not expect everybody to be exactly the same.
58:09
Actually, what you want is the diversity of everybody.
58:11
So you can have a better team.
58:14
you know, leading with empathy and then being accountable for
58:19
your own errors. I say,
58:20
I'm sorry a lot of times and,
58:24
and I'm OK with that because I realized that in we,
58:29
we go very fast and sometimes I go,
58:30
I forgot to do this or,
58:32
or I expected someone else,
58:33
but I should have been doing that.
58:35
So I'm I'm good saying apologizing for the things and the little
58:39
errors or mistakes that we make.
58:41
And I think that that's important and the team sees that.
58:43
So when someone else makes a mistake,
58:46
it's not a big deal.
58:47
We just, that's the way we do it.
58:50
I do believe in another seat.
58:51
It's a double word but because it's a,
58:53
it's a community builder.
58:55
I do believe that we have a responsibility as senior leaders to
58:58
build community and that could be whatever community you wanna do.
59:02
But if, if it is in your,
59:04
in the Latino community or in the community of people with disabilities
59:10
or in the community that people need and where you can use
59:13
your assets to their benefit.
59:16
I do believe that that's the way that we have to do
59:19
and and creating this ecosystem of talent around you.
59:23
So I was talking to someone today for lunch and said
59:27
oh, I found this great person,
59:28
but I'm not going to tell you who she is because you're
59:30
gonna take like I will never do that.
59:32
I believe that there's enough opportunities for everybody.
59:35
So that's what we have to do continuously sharing talent and,
59:38
and giving people opportunity to grow.
59:40
And the last one is being a change agent.
59:43
There are days that is not difficult,
59:45
not easy. There are days that you want to,
59:47
oh, let's leave the things that they are.
59:48
But if you're not constantly creating this environment where you're changing and
59:52
you're questioning the way you did things and how you have to
59:56
do it in, in the future,
59:58
you know, your organization,
59:59
your company, your your business,
1:00:01
your entrepreneur project may not be completed.
1:00:05
So those are my six.
1:00:07
You really personify the the and the leaders like when we look
1:00:10
at what good leaders look like now and,
1:00:13
and those that at least I admire when I hear from them
1:00:18
that you're describing I'm,
1:00:20
I'm a fan of all of them now.
1:00:22
I'm a fan of yours.
1:00:23
Thank you. I love the six CS plus.
1:00:26
Choose a great partner with AC,
1:00:28
choose a great partner with AC with AC and the last two
1:00:32
questions. What would you give yourself as advice if you
1:00:37
were just starting your career?
1:00:39
What do you know now that you wish you knew before?
1:00:42
So there was one job that I didn't take and I had
1:00:46
a good manager and mentor who said you should go and run
1:00:50
part of the business.
1:00:51
I was working at city,
1:00:52
you should go and run a branch.
1:00:57
there's no way and I chicken out,
1:01:00
I totally did and,
1:01:02
and I think that it was ok.
1:01:03
I did well, despite not having done that.
1:01:05
But what, what I learned is that people from the outside
1:01:10
see things that you don't know you're capable of doing.
1:01:13
So I'm now pay more attention to other people that you can
1:01:16
do that. I'm gonna,
1:01:17
I'm gonna test you,
1:01:18
but you can do that.
1:01:19
But I didn't know that at the time and I thought no
1:01:22
this is too much risk or I'm not going to be
1:01:24
good at fail was not something that I could even think about
1:01:28
So, but knowing that others see things in you that
1:01:32
you may not be aware of.
1:01:33
I think that that's what I tell my Children.
1:01:36
I just made the connection with something that Marisa said.
1:01:38
So we had Marisa Solis from the NFL and she actually attributed
1:01:42
part of her success to,
1:01:43
to having moved to a part of the business where she had
1:01:46
to, to engage with the butlers.
1:01:49
And she took that opportunity.
1:01:52
You didn't take it,
1:01:53
both of you reached the sea level.
1:01:56
So it's almost like,
1:01:59
don't give so much weight to small decisions.
1:02:02
Careers are long and it's not a ladder.
1:02:06
It's a, it's a monkey bar.
1:02:07
So you may, you may have not gotten here if you
1:02:10
had taken in that role or you would still be here.
1:02:12
Who knows exactly. But what I learn is others know things
1:02:15
about you that you may be,
1:02:17
be open to see yourself through the eyes of someone else.
1:02:21
I like that last question.
1:02:24
So we are very interested in providing with the incredible
1:02:31
inspiration that you have provided us with today to the audience.
1:02:35
And we would like to know who do you think
1:02:37
that you admire that we should have in this podcast to provide
1:02:42
you know, like pro provide with insights with inspirations for
1:02:45
their stories so that we can start building a playbook for
1:02:48
Latinas to succeed.
1:02:50
Do you know Nina Vaca?
1:02:54
She is a hero of having built her organization having been a
1:03:00
CEO and being kind and thoughtful and that's like the perfect combination
1:03:07
Nina is always the person that I will give us a first
1:03:11
name, the other person that I admire and has a different
1:03:14
career. It's not in a corporate career.
1:03:18
those two examples of different Latina talk about different Latinas but being
1:03:24
two role models of mine.
1:03:26
Yeah, we just launched yesterday,
1:03:28
the children's book, the Hispanic Star,
1:03:29
children's book on Ele Ochoa.
1:03:31
Fantastic. The first the first astronaut to play flute in
1:03:35
the space. Just like incredible fantastic recommendations.
1:03:39
I know role models.
1:03:41
And if you're our role model,
1:03:43
I will take your role models.
1:03:46
Well, this has been amazing.
1:03:48
Thank you so much.
1:03:49
Thank you. I am Elizabeth Nieto and I am part now
1:03:54
of the A La Latina podcast.
1:03:55
Excited to be here,
1:03:57
Elizabeth Nieto lead A La Latina A la Latina,
Series