Working in operations means you’re paid to notice what isn’t working, name it, and improve it. It’s meaningful work—and it’s also a role that comes with a specific kind of weight, because improvement almost always requires change. Over time, I’ve learned that people don’t just experience change as a new policy or a different workflow; they experience it as something that touches their real lives. When you’re the one communicating it, you often become the face associated with it, whether you asked for that role or not.
At Gateway, that reality matters. Our mission is built on communication, access, and human connection. We support the Maryland community through interpreting, education, and services that help individuals and families thrive. In a mission-driven organization, we can’t afford to treat change like a purely administrative event. We have to lead it in a way that reflects our values, because people don’t experience decisions as bullet points—they experience them as impact.
That’s the tension I’m holding more intentionally this year: we need strong systems and clear structure to stay healthy as an organization, and we need empathy and humanity to stay worthy of the people who power the mission. Too often, we talk about this like a choice—empathy or efficiency—but it isn’t. Sustainable leadership requires both.
One of the clearest reminders of that came up during benefits changes. When we looked at the numbers, the impact was almost evenly split: about half of our team would pay more, and about half would pay less. Same change, same organization, same message—two completely different realities. For some people it was a relief; for others it was another strain in a time when a lot of things are costing more. That experience reinforced something I don’t want to forget: when a decision lands differently across a team, the leadership response can’t be “here’s the update, good luck.” You have to acknowledge what’s true for people, even when you can’t make it simple.
I also had to be honest with myself about how I communicate change. My natural style leans clear and direct—put it in writing, explain it, discuss it, move forward. That approach is efficient, but leadership isn’t just transferring information; it’s making sure people can receive it, process it, and respond without feeling alone. If I want to be approachable as a leader, I have to demonstrate it in the moments where people feel uncertain, frustrated, or vulnerable.
When we entered our next open enrollment period, we started differently. We acknowledged upfront that the previous experience hadn’t landed well for everyone, and we made space for mixed reactions. We essentially said: you may have emotions about this, and we want to hear your story. If this affects you, come talk to us. We may not have a perfect solution, but you won’t have to navigate it alone. The outcome wasn’t “everyone loves the decision,” but the difference was significant—because the process became more human, and trust grows in the way you walk with people, not just in the choices you make.
Here’s what I’m practicing in 2026 when change is unavoidable. I’m starting with the “why,” not just the “what,” because people can handle hard news better than they can handle confusion. I’m naming impact out loud, because it’s exhausting for staff to wonder whether leadership understands what a decision costs them. I’m making it easy to ask questions in more than one way because not everyone processes quickly or feels safe speaking up. Most importantly, I’m closing the loop by sharing what we heard and what we can adjust, even when the answer is, “We can’t change this part.” Respect isn’t only in the outcome; it’s in the clarity and care of the response.
This connects directly to Gateway’s mission. Gateway exists to help people understand and be understood, and that has to be true inside our organization as much as it is in the services we provide. If we want to be a trusted resource for our community, we also need to be the kind of workplace where communication is practiced with integrity, compassion, and follow-through.
So yes, I’ll keep pushing for sustainability or change, when needed. I’ll keep looking for efficiencies. I’ll keep asking how we can do things better. I’ll keep asking how I can do things better. I’m also committing to lead change with openness, humility, and room for the real human experience on the other side of a decision. The healthiest organizations aren’t the ones that avoid hard choices; they’re the ones that make them with care and bring people with them.
If you’re carrying your own “face of change” role—at Gateway or anywhere else—I hope this is the reminder you needed: you don’t have to choose between empathy and excellence. You can lead with both, and you can build trust one honest conversation at a time.
Learn More About Gateway
Gateway gives hope, changes lives, and builds connections for Marylanders. Gateway connects people to their worlds and aids individuals in their ability to understand and to be understood. Gateway has grown into an organization that serves more than 8,000 children and adults every year, helping them communicate more effectively. With programming both on our Baltimore campus and through community-based programming, we provide education, access, and medical support to anyone who needs it.
We envision a society where everyone can understand and be understood and where everyone is treated with integrity, compassion, and equity.
