Yasmene Mumby of The Ringgold: Five Things You Need To Be A Highly Effective Leader During…

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Yasmene Mumby of The Ringgold: Five Things You Need To Be A Highly Effective Leader During Uncertain & Turbulent Times

It helps when the leader is calm, caring, and candid during times of uncertainty. It can feel counterproductive to work alongside an aloof leader while you’re in the depths of what feels intractable and hard. It is more inspiring and motivational to be with a leader who’s in it with you. Not standing on the sidelines, unaffected, and telling you what to do. I’m more inclined to respect a leader who is doing the work with me when it’s hard and uncertain. Their level of candor, understanding and empathy won’t be matched by a leader who is on the outside.

As part of our series about the “Five Things You Need To Be A Highly Effective Leader During Turbulent Times”, we had the pleasure of interviewing Yasmene Mumby.

Dr.Yasmene Mumby is an award-winning systems-level creative leader with over 15 years of experience at the nexus of scholarship, social movement, and art.

Purpose-driven teams invite Dr. Mumby and her firm, The Ringgold, to consult and collaborate on their communications, equity, and qualitative research initiatives. She’s worked with some of the most impactful organizations in the country and world including, the ACLU, The International Rescue Committee, Harvard Radcliffe Institute, Women’s Democracy Lab, National Audubon Society, Faith in Action, and Working Families Party.

She combines her background in academia and wellness to coach ambitious high-level executives, leaders, and business owners through turbulent and unknown waters so they can lead with compassion, avoid burnout, and find peace in their purpose. A graduate of the McDonogh School, Yasmene earned her Bachelor’s in International Studies and Master’s in Teaching from The Johns Hopkins University, along with a JD from University of Maryland School of Law and a Doctorate in Education Leadership from the Harvard Graduate School of Education.

She lives with her husband Andrew, splitting their time between their cozy cabin in Vermont and home in New York City. In her free time, she enjoys practicing yoga, slow living and spending time in nature.

Thank you so much for your time! I know that you are a very busy person. Our readers would love to “get to know you” a bit better. Can you tell us a bit about your ‘backstory’ and how you got started?

I got started in this work because I was at a crossroads in my career and my life path. I was overwhelmed, overworked, and underpaid. I knew there had to be another way. And I didn’t see many leaders who were showing a way towards a career that was sustainable and fulfilling. Early on, I noticed a number of leaders, who identified as women, put their bodies and their health on the line to lead organizations. They worked to build and maintain new profitable revenue streams and business partnerships, and produce for others’ benefit with some recognition and support but not nearly enough compensation in return.

Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lessons or ‘take aways’ you learned from that?

Upon starting my first real job with responsibilities, I was a teacher. Many people assumed I was one of the middle schoolers I taught. I was 24 years old and people thought I was a 12-year-old. What 12-year-old organizes a field lesson at the Science Museum with 40 kids, buys all the entrance tickets, hands them out, chaperones a small group of other 12-year-olds, coordinates lunch in the park, and ensures we arrive at the bus in time to leave? What kind of involved peer-to-peer leadership model is that? It was so absurd that all you could do was laugh at it.

At first, it would irk me that people would overlook my leadership skills and assume I couldn’t possibly be an adult. I tried to dress older and more mature to elicit respect.

Therein lies the insight: Some people will underestimate you. No matter if it’s at first glance or well into your time on the job. It is not on you to overproduce and outwork them to attempt to change their minds. If you want to uplevel your skillset and production capacity, you do that for you. Not for a shot at someone else’s limited perspective of you. That’s for them to sort out. Not on you.

None of us are able to achieve success without some help along the way. Is there a particular person who you are grateful towards who helped get you to where you are? Can you share a story?

Yes, I have a number of mentors who took interest in my development and supported me as I was growing into my leadership. One particular mentor’s name is Jamaal. He and I met at a national nonprofit where he was a vice president of another division. I was on a different team and at a director level. However, from my first few days, he actively sought me out, and shared guidance, insight, and overall support. I was one of the newbies in the organization. He was the first and only person who said to me that I could make it at Harvard. I never saw myself as someone who could apply to that school, let alone graduate.

I remember I showed him the first draft of my personal essay for my application. He looked at it, remained silent, and then turned towards me with a kind yet concerned face and said, “write who you are not who you think they want you to be.” I looked at him in disbelief because no one had ever seen through the veil I was used to wearing as a leader. He pierced through that veil and on the other side requested trust and authenticity. From that moment I have walked the path of trust, vulnerability, and authenticity. It is very much so part of my leadership practice in communities where there is psychological safety and trust. I learned that from Jamaal.

He never stopped believing in me and encouraged me to apply to a doctoral program. In 2020, I graduated with my Doctorate. Jamaal continues to be a mentor in my career. He only refers to me as Dr. Mumby, now. I am grateful for his willingness to help me along the way.

Extensive research suggests that “purpose driven businesses” are more successful in many areas. When your organization started, what was its vision, what was its purpose?

We advise purpose driven organizations and coach the leaders who run them to thrive. I believe leadership should center all of who you are. I care about supporting people to be the thoughtful, empathetic leaders they were meant to be — joyful and thriving, instead of struggling and burnt out. I see a world where we are able to live unbounded and multifaceted lives — free from societal expectations of who we are and what we are supposed to be doing.

My purpose with every leader I work with is to walk with them through the turbulent and unknown so they can lead with compassion, avoid burnout, and find peace in their purpose.

Thank you for all that. Let’s now turn to the main focus of our discussion. Can you share with our readers a story from your own experience about how you lead your team during uncertain or difficult times?

There was a point in time when I was part of organizing a community of over 3,000 parents, students, and teachers as co-chair of a city-wide education coalition working to secure funding to rebuild school facilities in my hometown of Baltimore City.

I was working as a 7th and 8th grade social studies teacher. We knew that we were in some of the oldest buildings in the country and it was past due for the buildings to be rebuilt and for students to go to school in facilities that were not crumbling.

In the midst of a campaign to secure up to $1 billion dollars to rebuild schools, there were a number of people who doubted our ability to stay organized and unified for the future of Baltimore’s students. Some people lacked such belief in what we were trying to accomplish that they were skeptical and unsupportive. I knew that what we were organizing was a worthy and important issue.

This was about acknowledging and honoring the humanity of families, students, and teachers in Baltimore’s public school system instead of discounting them and the conditions we could not accept. We stayed in close community, connection, and communication with each and every one of our team members during a time when we could have easily given in to skepticism and dissolved our unity. Nevertheless, we didn’t give up and stayed together.

Did you ever consider giving up? Where did you get the motivation to continue through your challenges? What sustains your drive?

Not at all. This was deeper than some political game. This was about humanity and our will to do what needs to be done for and with students and educators. I was unwavering with our team, our vision, and our why. And in the end, we prevailed.

Baltimore City is on track to build 28 new school buildings for students.

Once I understand our deepest, primordial reason for acting and what’s at stake if we do not act, I am relentlessly persistent.

I’m an author and I believe that books have the power to change lives. Do you have a book in your life that impacted you and inspired you to be an effective leader? Can you share a story?

One of my favorite books is Sisters of the Yam: Black Women and Self Recovery by bell hooks. I return to this book every so often to hear a soft word of care, understanding of living and leading in this body, with this hair, and of this skin.

What would you say is the most critical role of a leader during challenging times?

One of the most critical roles of a leader during challenging times is to maintain their groundedness.

When the future seems so uncertain, what is the best way to boost morale? What can a leader do to inspire, motivate and engage their team?

It helps when the leader is calm, caring, and candid during times of uncertainty. It can feel counterproductive to work alongside an aloof leader while you’re in the depths of what feels intractable and hard. It is more inspiring and motivational to be with a leader who’s in it with you. Not standing on the sidelines, unaffected, and telling you what to do. I’m more inclined to respect a leader who is doing the work with me when it’s hard and uncertain. Their level of candor, understanding and empathy won’t be matched by a leader who is on the outside.

What is the best way to communicate difficult news to one’s team and customers?

Whenever possible, share difficult news in person with people and provide them with an opportunity to ask questions. Meet people where they are and keep their dignity and anxieties in mind as you thoughtfully communicate.

How can a leader make plans when the future is so unpredictable?

Make them with your team and establish that the plans are iterative. Invite your team to build on the plans with new information as it becomes clear.

Is there a “number one principle” that can help guide a company through the ups and downs of turbulent times?

Stay close and be transparent with each other.

Can you share 3 or 4 of the most common mistakes you have seen other businesses make during difficult times? What should one keep in mind to avoid that?

I’ve seen leaders close off from their teams. Wrap their communication in distant, defensive speech. And, try to make all the decisions themselves.

I think one way to decouple one’s attachment to centering themselves in the midst of difficult times is to realize you alone cannot make it through this. You and your team are collectively experiencing these sequences of moments. You need all of you to come through the other side, intact.

Here is the primary question of our discussion. Based on your experience and success, what are the five most important things a business leader should do to lead effectively during uncertain and turbulent times? Please share a story or an example for each.

1. Maintain groundedness

a. One of the most effective practices of leadership is maintaining your groundedness. Your team and the people impacted by your work want to be secure and ready to address the unfolding situation. However, if you are spinning and rattled, they can take on those same emotional states. We need clear thinking in high-stress leadership. I lead a workshop on How Not to Freeze When Called to High Stress Leadership. It isn’t a session about familiar fires. It’s a session about the ones you have not yet encountered. The ones you haven’t planned for and didn’t think you’d need to. The ones that catch you and your team off guard while on duty. Where your standard approach to quick problem solving is overridden by your sympathetic nervous system. What is your modus operandi? Bewildered, inactive, frantic, controlled, rational?

b. This is not to say don’t be honest with the sensations and emotions that come up. What I am saying is to create an outlet for you to process those emotions so you are not processing and projecting your anxieties on your team. By doing this, you can maintain your groundedness in the face of uncertain and turbulent times.

2. Mindfully assess the current reality and situation

a. In order to operate with a high level of functioning, cohesion, and focus, a leader can practice mindful observation without judgment of the events happening to themselves and their team. Look at what is occurring as an observer without assigning rationale, projection, or conclusions. Take in each occurrence as points of reference instead of points of finality. The situation (and life) continuously unfolds. Each moment is changing. Without your projections, observe what is unfolding. With that information, from a grounded perspective begin to explore possible avenues for action.

b. What you think is happening might be different than what you observe to be happening. You want to initially move towards solutions based on what is observed, not what’s in your projections. c. You might think you are on the verge of losing a contract with a potential client. Perhaps you are sensing their hesitation to complete the negotiations. Move from, “we aren’t going to get this contract” to, “what have I observed that has me questioning whether this partnership will happen?” Your communication and orientation toward the negotiations can shift to more of an inquiry approach where both entities can create an arrangement that is mutually beneficial.

3. Over communicate with your core team

a. Your team is an extension of you. You are an extension of each team member. It’s the power of the collective. To maintain cohesion and optimal solution-oriented decision-making, your core team has to have access to the same mindfully observed information. With the same source of information, we can derive a multitude of insights and possible avenues toward a solution. If you or a member of your team are withholding information, you all don’t have a clear-eyed view of the ever-changing terrain. You don’t fully grasp as much as you could where you are stepping. You risk navigating with an outdated map. Share what you know, often, and as soon as possible with your team. You won’t have all the information and all the answers. We are human and can use help from others. Share what you know so your team can share what they know.

4. Strategize together

a. With that shared understanding of the current reality of the situation, you all can collectively strategize the next steps together. I say often to the teams I work with that having, “more brains on this is better than just mine. Please help us make this thinking better.” I can now say this at this stage in my career because I understand and am comfortable knowing that I don’t and cannot have all the answers. My ego no longer needs to consider itself the center of solution-making. It’s simply not possible.

5. Accept that the best solutions can come from outside of your leadership team

a. In that same regard, if you as a leader cannot hold all of the access to the answers and need a team to reach a more optimal solution. Oftentimes, a better/best solution can come from outside of you. It can even come from outside of your leadership team. That doesn’t mean you aren’t good at your job. It means that you are willing to decenter your way of thinking and approach to solutions in the quest to unearth the better/best solution forward. You are literally ok with getting out of your own way. Even NASA recognizes that scientific innovation can come from outside of the organization. You can, too.

Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?

It is a variation of a saying I heard when I was about 19 years old. It has stuck with me ever since. “Well behaved women rarely make history.” I like the moxy (fearlessness) embedded within this statement. It’s a reminder to keep punching through imposed limits. I’m not here to live out your expectations of me. I’m not here to be your version of success. And, I’m not interested in trying either.

How can our readers further follow your work?

I share most often my work, insights, and learnings through my newsletter focused on leadership, wellbeing, and care: Dimensions. You are welcome to subscribe to it here. I write monthly.

If you are interested in working together, you are welcome to read through my website, get a deeper sense of my approach to leadership, and reach out to me through the contact form on there. My team will get back to you soon, thereafter.

I’m on LinkedIn, professionally. And, IG, personally — if interested in how I practice care and wellbeing when not working (very important). I create soothing playlists regularly for when I guide yoga, meditation, and breathwork sessions. When you feel yourself beginning to experience overwhelm, try listening to this mindfully created and momentary playlist. I change it every so often. It’s never the same for too long.

Thank you so much for sharing these important insights. We wish you continued success and good health!

Yes! You as well. Thank you! Take good care of yourself.


Yasmene Mumby of The Ringgold: Five Things You Need To Be A Highly Effective Leader During… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.