Think about the best manager you've ever had.
What made them stand out? Was it their technical knowledge? Their ability to solve problems? Or was it something much deeper?
Did they make you feel heard? Did they challenge you to grow? Did they see something in you that you hadn't yet seen in yourself?
When we think back on the leaders who have shaped our careers, we rarely remember them because they had all the answers, but because of how they made us feel. They believed in us, invested in us, and helped us become better than we thought we could be.
I know that because I experienced it firsthand.
When I first joined PRMI nearly 18 years ago, I wasn't in Human Resources, I was in Accounting. My responsibilities included Accounts Payable, Mortgage Insurance (MI) payments, and collecting first mortgage payments long before we had the Servicing department we know today. (Yes...I've been here long enough to remember those days!)
After about a year, leadership from Human Resources approached me about an opening on the HR team. She told me she thought I would be a perfect fit.
My first response was no.
I enjoyed Accounting. I respected my manager and I was comfortable where I was. But I was told something that has stayed with me throughout my career. Leadership told me they saw something in me—that I had the potential to grow in Human Resources, even if I couldn't yet see it myself.
So, I took the leap.
My first few weeks in HR weren't exactly exciting. I stamped mail, organized offices and handled many of the administrative tasks that keep a department running. Before long, I found myself walking around the department asking everyone the same question:
"What can I do for you today?"
That simple question opened doors I never expected.
It gave me opportunities to learn every area of Human Resources, work alongside incredible mentors, and continuously develop new skills. Over the years, I've had the privilege of sitting in nearly every HR role our department has to offer.
Looking back, I realize that those who nurtured my talents did what great leaders do best; They saw potential before I saw it in myself.
They didn't invest in me because I had all the answers. They invested in me because they believed in what I could become. That experience shaped not only my career, but also my understanding of leadership.
Leadership isn't simply about managing work.
It's about developing people.
Throughout my career in Human Resources, I've worked with managers across our organization—helping navigate difficult conversations, coaching through employee challenges, and facilitating leadership training. One thing consistently stands out to me: our leaders genuinely want to grow. They want to become better communicators, stronger coaches, and more effective leaders for their teams.
That willingness to learn is one of PRMI's greatest strengths.
It also reflects the values behind our Red Shoes Living philosophy. We strive to lead with respect and kindness, remember that everyone has a story, and put ourselves out there by continuing to learn and grow. Those values aren't just words—they're the foundation of the culture we've built together.
One of the greatest lessons I've learned over the past 18 years is that leadership is not an innate talent.
Leadership is a skill.
Like any skill, it improves through education, experience, feedback, and a willingness to keep learning. In fact, the best leaders I've worked with are usually the first to admit they don't know everything. They're curious. They ask questions. They seek feedback. They understand that growth never stops.
Today's employees want more than competitive pay and benefits. They want meaningful work, opportunities to grow, and leaders who communicate openly and genuinely care about their success.
As managers, we influence that experience every single day.
While executive leadership sets the vision for our company, employees experience our culture most directly through their immediate manager. Every conversation, every coaching moment, every recognition, and every difficult discussion either strengthens or weakens the culture we're building together.
Leadership development isn't just about creating better managers.
It's about creating a better workplace.
When employees feel supported, challenged, and trusted, they become more engaged. Engaged employees collaborate more effectively, solve problems proactively, and deliver exceptional service to our customers. That ripple effect extends throughout our organization and ultimately impacts every family we have the privilege of serving.
As I reflect on the last 18 years, I often think back to those early conversations that inspired me to take that leap.
One conversation changed the direction of my career.
Had the HR leadership team not taken the time to recognize potential that I couldn't yet see in myself, I may never have discovered the career that has become my passion. And they continued to encourage that growth by giving me opportunities to learn, contribute, and develop into the leader I strive to be today.
That's the power of leadership.
It's recognizing potential. It's creating opportunities. It's believing in people before they fully believe in themselves.
I'm grateful to call PRMI my work home and proud of the culture we've built through Red Shoes Living. We already have the foundation for an exceptional workplace. My hope is that each of us continues investing in the people around us so we can build not only stronger managers, but stronger leaders.
Because at the end of the day, leadership isn't measured by title or authority.
It's measured by the lives we influence along the way.
I'd love to hear from you.
Who is a leader that changed the course of your career?
What did they see in you that helped shape the person you are today?