Making the Right Investment: In People with VICE Chief People Officer, Daisy Auger-Dominguez
How does a smart woman navigate being hired to the c-suite of a huge media company in the middle of a pandemic? She honors relationships, of course! VICE’s new Chief People Officer, Daisy Auger-Dominguez, joined the team in late spring in the midst of global chaos. But she was able to integrate successfully because of her commitment to investing in relationships. And people from her team all over the globe could feel it. From her Sunday write-ups that keep everyone on her team in the loop, to her pledge to meet one-on-one with each team member at least quarterly, Daisy has proven to those around her that she will invest in them, and it will pay dividends. She also comes to the table with a charge to re-examine and re-imagine the workplace—from the conditions that got us here in the first place, to the conditions necessary to build more diverse, equitable, and inclusive teams. Listen to hear how Daisy invests in others to build a better future for everyone.
12:24 – “Very early on in the pandemic, we established a new ritual, like many families, of a weekly Zoom on Sundays with my family…it is the highlight of my week. It is where I replenish, it’s where we laugh, it’s where we celebrate, it’s where we celebrated me getting this job, it’s where we celebrate the babies…it’s been such an amazing experience.”
15:35 – “As the leader of our people and culture for the organization, I need to be able to be available to everyone from the most junior employee to everyone in between. So it was very quickly making myself available to all of these employees, which was exhausting, but it was the right investment…Because now I’m able to solve or ideate in ways a lot quicker than I would have if i had not built those relationships early on.”
20:37 – “We have to spend time re-examining everything we’ve done. From how we engage with each other to how we think about our systems and processes, from a people and culture lens. We need to re-imagine how we hire, how we even source and screen and identify talent and make sure that we are designing the right interventions so those processes are fair. We have to be rethinking our policies and processes. What are the conditions that have led to the organizations we have now?”
31:43 – “I send my team a weekly note…Every other week I check in with them and it’s the one thing that everybody tells me, around the world—and I’ve done my one-on-ones with my team—where they say, we’re so glad that you do that, because you humanize yourself. You get yourself closer to us, so that we feel that we know you. We feel that we understand you, and we also feel like you’re going through the same stuff we are.”