It is no doubt that 2020 came and went with hurdles unique to each of us. It is challenging to reflect on the impact that COVID-19 has on the world as a whole, let alone the suffering and struggle that each individual faced on a small scale. I find that I reflect best on these trying times during my runs. Running gives me the clarity of thought and ability to channel my own struggles into the pursuit of a faster mile time or longer run. Through the stages of collective grief we have experienced throughout this year, the world we know had shifted and we were left with a dilemma – one that requires us to remember the true essence of our shared humanity. This dilemma is where my story starts, and why I wanted to pursue a continuing education at Columbia University.

This year came with my own personal struggles. It brought up deep questions and forced me to challenge my thoughts and behaviors. As an eternal optimist whose life motto is to live life with zest, I took it upon myself to use this unusual ‘gift of time’ that we had received from the Pandemic, to work on passion projects that I had always craved time for. I rekindled my natural curiosity through new books, podcasts, and graduate level courses. The constant intellectual stimulation inspired me to pursue higher education as a tool to re-work an age-old system that too often fails to prioritize its most valuable asset – people. I redefined my own conception of success with a renewed commitment for my legacy to contribute to meaningful work and something greater than myself.

As someone who always looks at the bigger picture, it didn’t take me long to recognize that organizations have a moral responsibility to uphold their end of the ‘social contract.’ A year and a half into working, I experienced severe corporate burnout. It became impossible to muster the motivation to complete even the smallest tasks on my to-do list. It felt overwhelming to be immersed in a culture that normalized people in all parts of an organization feeling overworked and dejected. After being promoted to Senior and receiving two mentees, I realized that there were toxic environments not just within the financial services industry, where I was working, but across all organizations. It was something about the way this country had a culture of ‘living to work’ vs. ‘working to live.’ In my role as a mentor, I discovered my ability to aid my mentees in expressing their dissatisfaction prior to experiencing the burnout I did. It then dawned on me that we were not the only ones who were experiencing this and how much corporations needed to do to aid their employee’s mental health. I immediately transferred into the People Advisory Services practice at EY where I knew I would be able to further my interest in projects related to HR transformation, culture change, organizational/change management, as well as diversity, equity, and inclusion. Transferring to this practice allowed me to see how much it was integral for me to work for something that felt purposeful so that I was able to channel my passion towards it. The time had come for me to begin making an impact in the organizational world.

Above my desk hangs the Brene Brown quote, “We can’t control the behavior of individuals; however, we can cultivate organizational cultures where behaviors are not tolerated, and people are held accountable for protecting what matters most: human beings.” This visually reminds me to pursue the heart of my goal: my professional purpose will align and satiate my curious mind. I wanted to take this curiosity yet another step forward. I decided to enroll in two MBA courses on Organizational Behavior and Strategic Management at my alma mater to illustrate that despite a low undergraduate GPA, I have the ability to excel in graduate level courses. Learning about intrinsic and extrinsic motivation in my Organizational Behavior class immediately intrigued me, as it shed light on the need for intrinsic motivation to drive an individual forward in the path of their choosing. With this knowledge, I was able to analyze my past and recognize that I lacked the intrinsic motivation to be brilliant academically at a young age. This was likely due to either pressure from my immigrant parents to choose a path of financial safety or my lack of personal development that hindered my ability to understand my strengths and weaknesses. After two years of full-time work experience, I realized that my transition to HR is not just the next step in my career, but the inherent fulfillment of my purpose. It’s the first step in receiving an education that will equip me in achieving these professional goals.

           Teacher’s College at Columbia allows for the opportunity of channeling my passion tackle one of the most pressing problems in the workplace by prioritizing those who will benefit most from this organizational transformation, the workers. The success of our society lies within in the prioritization of human beings. As industry leaders, it’s our responsibility to make sure that employees feel safe in their work environment and are given the tools to perform their best and find personal gratification as well as institutional success. The relationship between individuals and organizations is symbiotic, and I believe that my admission to Columbia will result in a symbiotic relationship. This relationship will allow me to generate ideas, lead initiatives effectively, and achieve my goal of re-shaping organizations and behaviors to prioritize human capital in the workforce.