What I learned in my first year as CEO of a staffing firm…

This past May marked my first full year as CEO of Matlen Silver, and wow, what a year it has been. Saying it’s been a “learning experience” doesn’t quite capture it, it’s been eye-opening, humbling, and above all, immensely rewarding. This milestone feels worth sharing - not just for reflection, but for those who may be on a similar leadership journey themselves. I want to shed light on what this first year really looked like, both the expected challenges and the ones I never saw coming. 

Falling Into Staffing - and Falling in Love With It

Like many in the industry, I didn’t intentionally pursue staffing and recruiting. It’s not something you typically “major” in at college but instead was drawn to because it is built on human connection, relationships, and most importantly - trust.

Trust has been a recurring theme for me this year: trust in my own abilities, trust in my team, and trust from them in return. After over a decade at Matlen Silver, I’ve seen both market highs that made our jobs feel effortless and downturns that tested every part of the business. I was no stranger to leadership decisions but my transition to CEO was happening amid industry wide disruptions, especially in the tech sector, and that made the timing both challenging and pivotal as I stepped into the role as the first female CEO of Matlen Silver.

Relationships Are the Core of Everything

If there’s one truth that keeps proving itself over and over in this industry is that, relationships matter more than anything else.

Over the past year I have come to learn that I am only as strong as the team I surround myself with. Real relationships, the meaningful kind, aren’t always so smooth. They evolve. They have highs as well as lows. The true test of a strong connection is whether it can survive the rough patches and still come out stronger on the other side. In fact, I’ve seen that the rocky and uncertain moments in the relationship become far more impactful towards a positive outcome in the end than the smooth-sailing times.

I learned that my team is always evolving, and that’s a good thing. When you have the right team, and continue to add the right people to the team, you sometimes discover that you have the right person, but in the wrong position. However, as long as the relationship is built on trust, people will stand with you as changes are made for the organization and trust that you will make the best choices possible.

Another thing I learned this year, which was one of the hardest, was that even an excellent company might not be the perfect fit for every individual, at every stage in their career. I had to ask myself some tough questions. Am I keeping people in roles because it’s comfortable for them or for me? Am I giving them opportunities to grow, or just a place to stay? That’s a hard realization to come to that you may have an amazing company, but it still may not be exactly the right fit for some amazing people. Sometimes, the most honest and respectful thing you can do is to help someone recognize when it’s time to take their next step, even if the step is outside your organization. To me, that’s what real trust and leadership looks like.

Leaning into Difficult Conversations 

This year brought its fair share of new and uncomfortable conversations, but I soon learned to stop dreading them and tried to see those conversations from a new perspective. In fact, my leadership philosophy this year has become: The more uncomfortable the conversation, the more important it is to have it. Facing problems head on is always best, especially when it’s hard. Transparency and authenticity build the kind of culture where disagreement doesn’t divide us but instead, drives us forward.

One example of that this year that really brought that philosophy to life, was when I found myself having to make a major decision, and I had a team member who strongly opposed the direction I wanted to go in. Instead of shutting down the conversation and dismissing their ideas, I leaned in and invited them to be part of the process. Something as simple as taking the time and listening to someone goes such a long way in helping to build that trust in a relationship. Even though we didn’t initially see eye to eye, without that moment of inclusion, the outcome might have been completely different.  

Embracing My New Visibility

For most of my career, I’ve always considered myself a “worker bee” and have always loved to work and get things done “behind the scenes.” I never needed a spotlight and truthfully I prefer for my work to speak for itself. Well, with this new title, visibility came with the job, and it came fast. Suddenly, I wasn’t just leading from behind the scenes anymore but was actually shown to be the face of the company in many ways. It has been quite an adjustment, one that I realize I am not alone in. I have met many other leaders who feel the exact same way, and we’ve agreed we would much rather shine the light on our teams, and not keep it all on ourselves.

I’ve learned that the more visible your role, the louder your actions speak to others. People aren’t just listening to what I’m saying anymore, but they are watching and waiting for my next steps. Being in a leadership role means you have to lead by example. You can’t expect your team to progress forward if you yourself aren’t taking those steps to move forward as well. For example, if I want my team to focus on client connections and meeting clients in person, then I have to model that behavior too. When your role is highly visible, leading by example is the only way we collectively reach our goals.

Balancing the Demands of the Role

One of the biggest mindshifts I’ve had to make as CEO is understanding that while I oversee everything, I can’t DO everything. In my previous roles, I had my lane, and I stayed in it. But as CEO, I have to be aware of every lane, and be aware of when I have to jump in, and also, stay out. That meant I had to master how to prioritize tasks and constantly reflect on where my time is going and what kind of ROI it’s bringing. Having a strong team for delegation is obviously key, because you can’t do it all. However, there are certain things only you can do, to influence the impact you want.

One-on-one time is priceless. Whether it’s with top producers, a new hire, or a longtime client, working and maintaining relationships is absolutely irreplaceable. It’s important to know though, you cannot delegate everything. Your team and your clients need to see you and hear from you on a consistent basis; because the truth is, the most powerful thing you can give someone is your time and attention.

The Bottom Line: It Was a Great Year

Despite all the challenges, I’m walking into my second year with clarity and confidence.

Everyday, I get to work with people I admire and trust. We’ve celebrated big wins and weathered hard times, and through it all, I’ve never doubted what we do or who we are. I believe in our team, I believe in our service and I believe anyone that works with us benefits whether they’re a client, consultant, or colleague. When you believe deeply in what you do, you can sell it with confidence, and you can deliver every time. No matter the challenge, I have a team that I would go to the ends of the earth for, and I know would do the same for me.

This year has shown me that leadership isn’t about holding a title, it’s about serving your team, your clients, and your mission. Though this year was full of challenges and learning curves, it only reaffirmed how much I love what I do and that I’m fully committed to this journey. More than ever, I know exactly where I’m meant to be.