President and Founder - Bartolotta & Associates

Q: What unique qualities do you believe set you apart as a leader and woman of influence?
A: According to Harvard's research on human happiness, the one thing that makes all humans happy is really wide and really deep relationships with others. And I espouse that you can't have those unless you first have one with yourself. I learned I have a gift for connecting with humans... a gift that helps me meet them where they are. I learned this through the generosity of a beloved friend and mentor, George Dalton. George knew that every human, no matter what they thought of themselves, was like a diamond in the rough—and we all just needed someone to see us, to believe in us, to love us. I aim to be George in all interactions with humans.

Q: Can you share a pivotal moment in your career that shaped your path?
A: Honestly, TEMPO. My involvement came at an interesting time in my life. I had the capacity to get involved... to meet new friends... to get way outside of my comfort zone and accept the opportunity to serve as its leader. It was a bit of a magic carpet ride. As I reflected on this question, memories of strategy meetings with Peggy Williams-Smith at Linda Mertz's lovely home—receiving her gracious and very generous hospitality—brought a big smile and deep gratitude. And through the mentoring circles, I forged deep, meaningful, and lasting relationships with Amy Lindner and Deanna Singh, two of my most treasured friends.

Q: How do you define leadership, and how do you embody those qualities in your own life?
A: For me, the number one priority when serving as a leader is a dedication to the humans I manage—being consistent, present, and vulnerably available. For me, the cornerstone of relationships is trust, which I define as consistency over time. The number one driver of anxiety in humans is uncertainty—and our greatest fear is being separated from the pack, particularly our leaders. Successful leaders have mastered the ability to show up consistently. They do this by managing their emotions and being keenly aware of the emotions in others. For me, successful leadership is fidelity to yourself—engaging in practices that foundationally support your emotional health and afford you the space to see the emotions in those around you without judgment, helping you meet your humans where they are.

Q: How do you pay it forward and support the next generation of leaders?
A: I'm fortunate to have found my way to a new work life which affords me the opportunity to do this every day. Mostly, I work with humans identified as high potential for leadership consideration, or who have recently been promoted. Typically, we work together over a two-year period. The long runway affords deep connection, trust, and work. Joe had a saying: “constant gentle pressure.” It's a way of being I adopted for my work, and the results speak for themselves. When humans know they are seen, when they know they are heard, when they know they are loved—their metamorphosis is nothing short of miraculous.

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