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Donald has not only been vocal about leading with vulnerability, truth and transparency on his 14+ year journey in the ‘People Business’ but also on how he approaches everything with a ‘people-first’ mentality, in both his personal and professional life. Leading ‘people-first’ is critical, now more than ever, as we navigate an increasingly complex world in the workplace, as well as in our macro-social and economic climate. Watch below to hear more about his story, ‘people-first’ philosophy, and get his take on what it means to be an inspirational leader in today’s world.
A: Thank you for having me, Edith! I love the name "Medley." It speaks to the importance of harmony in human interaction, which ties into my story. My parents were both in the military, so by the time I was 14, I’d lived in six states and multiple countries. I thought that was normal until my parents retired, and I realized my upbringing was different, especially as an African-American. My entire life has been spent building proximity with other humans — because my best friends were always coming or going. I learned early on that there's no such thing as a stranger — just someone you haven’t met yet.
I never imagined myself in HR; I thought I would be an attorney. However, a phenomenal person named Kay Kennedy helped me realize my outlook on life could be impactful in the people space. Fast forward to now, and I’m grateful I ended up in this field. I enjoy coaching people on how to interact with others and apply these lessons in my roles as a father and husband.
A: Far from a straight line! Since I was 12, I’d told my mom I was going to be an attorney, and I stuck with that plan through undergrad. It wasn’t until I took a business class that I started thinking differently. But even then, I figured I’d just be a corporate attorney one day. People like Diane Harris and Kay Kennedy really shaped me by helping me see that what we call "soft skills" are really "human skills." These skills are essential for unlocking people’s potential, which ultimately drives business success.
I realized that diversity drives innovation, innovation drives revenue, and revenue drives profit. So, if you reverse-engineer that, the people business is critical to a company’s success.
The second pivotal moment for me came after grad school. I was studying HR management, but my professor, Dr. Christopher Lee, told me and a few others to go get business experience first. He said, "Having a seat at the table doesn’t make you valuable; what you contribute when you’re there does." So, I led a team of account executives for a few years before pivoting back into HR. That experience shaped me significantly. Now, I strive to be the people partner to the business that I wished I had when I was on the business side.
A: I’ve definitely seen an evolution in how leaders view talent. Today, more leaders are realizing that to retain top talent, they must develop it. Employees want regular performance feedback, not just annual reviews. We also have a multi-generational workforce that’s holding companies accountable in ways we haven’t seen before. They’ve seen their parents and grandparents mistreated in the workplace and are determined not to repeat those experiences.
Another factor in this evolution is what I call the "gold rush" for our profession. We’re dealing with social unrest, a global pandemic, macroeconomic challenges, and employees’ changing expectations. The work-life integration has been accelerated, and companies are now forced to consider how they improve the lives of their employees. For example, pay transparency laws are gaining traction, and companies are realizing that if employees don’t have to worry about being paid equitably, they can focus on innovation and unlocking their full potential.
A: I believe inclusion is an outcome that happens when diversity, equity, and allyship are present. A company can’t claim to be inclusive if, for example, African Americans or members of the LGBTQ+ community are having a different experience than others at that same company. Allyship is crucial in driving inclusion, and at Greenhouse, we’ve been intentional about programming that helps develop allyship behaviors and shifts people's default habits.
From a product perspective, inclusion is at the core of what we do. Greenhouse is more than just an applicant tracking system; we’re a hiring software company focused on unlocking human potential. Our diverse teams ensure that we’re building products that reduce bias in the hiring process. For example, we use structured interviewing to eliminate the potential for bias, and we test our products rigorously for inclusivity before rolling them out. We believe that companies with diverse leadership are better positioned to create inclusive products.
A: Black History Month is incredibly important to me. Growing up, my mother made sure we studied significant Black figures in history, like Langston Hughes and Lewis Latimer. This instilled in me the belief that excellence was not only attainable but expected. For me, Black History Month serves as a reminder of the people who have paved the way for me and the responsibility I have to create footprints for those who come after me.
A: Professionally, I’m focused on strengthening our organization by investing in our people and making them our competitive advantage. I want our culture at Greenhouse to be so contagious that people recognize us for our thought leadership and the way we treat our employees.
Personally, I’m excited to support my wife, who is finishing her rotations in pharmacy. Watching her career flourish has been a joy. My son, Dylan, is also working on launching his own podcast with his friends, where they’ll share observations from their perspective as kids. I’m looking forward to seeing where that project takes him!
