An Interview With Vanessa Ogle
Have your leadership team reflect the same percentages of gender employees as your organization.
Despite strides towards equality, women remain underrepresented in leadership and management roles across various sectors. In this series, we would like to discuss the barriers to female advancement in these areas and explore actionable strategies for change. We are talking with accomplished women leaders, executives, and pioneers who have navigated these challenges successfully, to hear their experiences, tactics, and advice to inspire and guide the next generation of women toward achieving their full potential in leadership and management roles. As part of this series, we had the pleasure of interviewing Marcylle Combs.
Marcylle Combs is a woman who knows how to turn challenges into opportunities. She has spent over 30 years of her adult life leading a large healthcare organization, which she owned and operated until August of 2018. During that time, she grew the company from a small home health agency to a multi-million-dollar enterprise with over 1,200 employees and 12 locations across Texas, Oklahoma, and New Mexico. Through dedication to growing a successful company, Marcylle discovered her real passion is working with humans to encourage and inspire each one to reach their potential. Marcylle is not only a leader in the business world, but also a leader in the community. She loves spending time with her family and friends, traveling, reading, and learning new things. She aspires to grow and lead others until her last breath on this earth.
Thank you so much for doing this with us! Before we dig in, our readers would like to get to know you a bit more. Can you tell us a bit about your “backstory”? What led you to this particular career path?
Since I was a little girl, I always wanted to be a nurse. I also always said I would go to college. Neither of my parents went to college, but it seemed to be a regret held by my mother. I was one of those kids that simply had the gift of caring for other people. As far back as I can remember I seemed to “feel” the sorrow or illness in others, and I somehow just knew I could help.
Can you share the most interesting story that happened to you since you began your career?
So many interesting things have happened to me in my journey of being a nurse and then on to leadership. I will give an early story. I graduated with a bachelor’s degree in nursing. In the late 70’s and early 80’s most nurses did not have a bachelor’s degree, so when I went to work for my first hospital, I was somewhat of an anomaly. I desperately wanted to work either in nursery or labor and delivery so I called (during the time you could not apply online) every hospital in the Dallas area to see if anyone had a job in either department. After much trying, I landed a job working nights at a large hospital in Dallas.
Unfortunately, the head nurse of the department automatically had a grudge against me and one other new graduate who had a degree. She would constantly say things like, “I assume since you have a degree you already know this. The truth is we were fresh out of college and knew things in our head but few things in the reality of patients. However, as time went on, we earned the respect of this woman by working hard and keeping humble. This was also an age of no creativity in healthcare. Another coworker and I wanted to plan our own schedule. She worked three days a week and I did also. We presented a plan to the director of the department to basically cover 7 days a week and make our own schedule between the two of us. I now realize the risk that leader took. I was 23 years old with a year of experience, and yet she allowed us to find a creative solution to our unhappiness. There are many people today in leadership who would not allow this to happen.
Can you share a pivotal moment in your career that significantly influenced your path to leadership?
I was a young mother working part time at a home health agency. The director at this small agency had a disagreement with the owner and decided to quit. She called me one night and asked if I wanted to take her place. A director’s job entails managing the branch office. I had just one year of experience in home health care at this time and truly wasn’t qualified, however I knew if the only other person who was a RN took that job, then I would not be able to continue to work there. So basically, I took the job because I did not want someone else to get it. However, this one decision led to so many other wonderful results. The first year was horrible but I learned quickly.
Because I became a manager at age 30, I was much younger than many of the people I managed. One night, after I had gone home for the day, all the employees met with the owner and voiced their complaints about my management skills (or lack thereof). I shouldn’t have been upset because if I had to rate my management skills at the time, I’d have to say on a scale of 1–10, I was about a negative two! But I was mad.
Their little late night, backroom, clandestine meeting infuriated me. That said, I also understood I needed to step up my leadership game. So, I reached out to a more seasoned manager at another branch and asked her for advice. She said, “Marcylle, you didn’t hire these people, but you do have to lead them. You need to meet with each one of them and hear their concerns personally. Then you need to hold them accountable for their little coup attempt and if necessary, fire them.”
I did meet with them, but I didn’t fire them. I explained that while I could fire them, instead I was going to grow as a leader, and the first thing I was going to do was create an environment where people enjoyed working with one another. “We are going to find something we love about each person who works here, and when we have problems, we are going to learn to discuss them directly, maturely, and with the other person’s best interests at heart. We won’t be conducting back-alley meetings, and if it happens again, all parties involved will be terminated immediately.”
My message was clear. The people who worked with me would either be genuinely for one another, for the betterment of ourselves, our work environment, the company we worked for, and for our clients, or they wouldn’t have jobs.
Things didn’t get better immediately. The idea of a friendly work environment was such a foreign concept, and it seemed as though I had resistance at every turn, especially with our owner who still made it a habit to make his rounds, ending up in my office each day to chew me out. But I made a promise to myself that I would not quit for six months, no matter what.
One night after the owner came by to chew me out, I decided that if I couldn’t quit, then I was going to grow the agency and make it the best possible place to work. We started with 78 patients in care and went down to 44 under my expert leadership, which were clearly not the mind-blowing results I’d hoped for. But over time, we went from those remaining 44 patients to over 1200. The way I grew the company had less to do with marketing and improved patient services and more to do with what I now call Friendship Management.
None of us can achieve success without some help along the way. Is there a particular person who you are grateful towards who helped get you to where you are? Can you share a story about that?
Since no one in my family had a college degree, the first person who influenced me was my high school English teacher. She instilled in me the belief that I could do anything I put my mind to. This included finding a way to pay for college and leave home.
I must also say my father, who was never formally educated, believed in the ability for girls to do anything they wanted to do. He would always say it was possible and not limited by gender.
Is there a particular book that made a significant impact on you? Can you share a story or explain why it resonated with you so much?
There is one book I use with every new employee, “Developing the Leader Within You” by John Maxwell. It contains practical advice to grow as a leader. It breaks down leadership levels into the following categories.
Position: People follow because they must.
Permission: People follow because they want to.
Production: People follow because of what you have done for the organization.
People Development: People follow because of what you have done for them personally.
Pinnacle: People follow because of who you are and what you represent.
Do you have a favorite “Life Lesson Quote”? Do you have a story about how that was relevant in your life or your work?
I am a person of faith, so my favorite quote comes from the bible. It is Romans 8:28 “all things work together for good for those who love the Lord”. This basically helped me use every experience good or bad to try to grow as a person and a leader. If we believe everything that happens to us will eventually turn out to be good, then it is an experience that looking back will lead us to a more mature leader.
How have you used your success to make the world a better place?
Wow what a question! My field has been mostly home health and hospice. We are a service industry. I believe you have internal and external customers. The internal ones are your employees. The external for us were patients, and referral sources. My personal goal was to help every employee have an opportunity to be a better leader. I believe it is a combination of challenging them to reach higher than perhaps they even believe that they can. One life, one person at a time. The goal is to have every employee treat each patient they served with dignity and respect. There is a lack of caring in healthcare and our goal was to insert that into every word and deed that we did.
Many years ago while leading my home health care company, one of my vice presidents came to me with a fantastic question. She wanted to know how our company could begin to make an even more significant impact, not only on our community, but around the world. As we continued to talk about the different possibilities we could pursue, it dawned on us that our highest potential for impact was also our greatest resource: our people. Through our conversations, a vision was born to create a non-profit organization, which would provide a way for our own employees to use their gifts to provide in-home healthcare and training for people in need across the street and around the globe.
But there was a catch. To release our people to make this enormous impact, I had to release my VP to a task that was beyond what I could have accomplished myself. I had to be willing to step out of her way and use every opportunity at my disposal to help her pursue something genuinely great. Because I knew this VP and had identified her strengths over many years of working together, it wasn’t a sacrifice to commission her to this task. Instead, it was my privilege. One of my favorite things is giving people the opportunity to achieve goals they never thought they could, but even more significant than that is watching those I’ve helped turn around and do the same for those behind them. As the non-profit took off and began to make its global impact caring for those the world had forgotten about, I saw her develop something great. And as she did, she made others great in return.
As you begin to consistently discern the strengths of others, it isn’t long before you start to project what they might become if nudged in the right direction. In fact, it isn’t long before you begin to see potential in everyone. The key as the leader is turning someone’s potential into their pathway.
Ok, thank you for that. Let’s now jump to the primary focus of our interview. According to this report, only about 31.7% of top executive positions across industries are held by women. This reflects great historical progress, but it also shows that more work still has to be done to empower women. In your opinion and experience what is currently holding back women from leadership and management?
I have been part of two white papers that did extensive research on simply this. It boils down to two main issues. The first is that somewhere along the way that women do not get on to the tract that leads them to the C-suite. The research is cloudy on exactly why this is for every situation. However men seem to have been taught that if they don’t possess the skill then they can certainly attain it. Women are more hesitant to natually exude this confidence. It is also believed that women choose a different path, the research shows that women do not admit this in most cases. I long for a world where we choose the best candidate not one based on any prejudices.
This might be intuitive to you but I think it will be helpful to spell this out. Can you share a few reasons why more women should become leaders and managers?
There are many studies that show when women are CEOs then the companies show a higher profit margin and have less employee turnover. I believe women are kinder in their approach and have better communication skills as a whole. They are quicker to admit failures and approach leadership with more transparency.
Can you please share “5 Things We Need To Increase Women’s Engagement in Leadership and Management?”
- Approach women where they are at that moment in their lives.
- Allow for flexibility in the employee benefit packages.
- Provide mentorship internally and externally for women.
- Have your leadership team reflect the same percentages of gender employees as your organization.
- Provide experiences that reflect all genders.
In your opinion, what systemic changes are needed to facilitate more equitable access for women to leadership roles?
I think it’s important for leadership to assign female employees to projects or roles that will broaden their knowledge and experience, allowing them to learn skills that will prepare them for other opportunities. If leaders allow employees to take reasonable risks without fear of punishment, the reward might possibly surpass all expectations!
What strategies have you found most effective in mentoring and supporting other women to pursue leadership positions?
I have found it effective to provide books that reflect my leadership style and values. Support programs that allow hours during the work day to develop new leadership. Identify key employees who show qualities that might one day develop into a greater leadership role.
Many employers have implemented, or are in the process of implementing, programs for mentorship, coaching, and sponsorship for female employees. These types of programs help provide women a path for communicating their needs and goals, both professionally and personally, and have sponsorship from others to meet those needs and goals.
How would you advise a woman leader about how to navigate the challenges of being a woman in a leadership role within a male-dominated industry?
Be prepared — never go to a meeting without knowing the following things and doing research on them: 1) the people that will attend the meeting 2) the companies that will be present; 3) the issues; 4) call upon any friends to ask their opinion of any issues or items that might be a surprise Never let your guard down completely. Know your audience and do not discuss issues of a personal nature.
I recently interviewed a woman on my podcast, 50% with Marcylle Combs, who shared the mantra her husband taught her to use when working with men: Be Brief, Be Bold, Be Gone.
How do you balance the demand for authoritative leadership with the stereotypical expectations of female behavior in professional settings?
I personally believe a group is bettered by having different personalities and opinions included. So I encourage women to be women but follow the advice above. Remember to know your audience. Be strong. Be confident.
You are a person of great influence. If you could inspire a movement that would bring the most amount of good for the greatest number of people, what would that be? You never know what your idea can trigger.
I really believe that most people are sick of being a part of a company culture that fights each other for the top of the hill, that belittles each other, that is permanently against each other, that’s full of backstabbing, lying, and dishonor. For those that are, then you’ve got a shot at seeing the principles of my leadership style, Friendship Management, first taking root in you. As the roots grow deep in you, they will spread out into your team and then into the rest of your organization. So, let the roots run deep and commit to honor others, to speak the truth with kindness, and to lead others in humility. Be the same person every day you walk into the office and commit to a lifestyle, not a leadership book.
Consistency is what community is built on, and consistency is what will ultimately change you, your leadership, and your team. It will be through the culmination of thousands of hours of meetings, conversations, decisions, and relationships that you will see the fruit of Friendship Management come to bear in your organization. But let’s not kid ourselves. Although we strive to live with that same level of consistency in our leadership, we won’t always be the same leader every day. There will be days when our patience runs short, when we choose expediency over relationship or when we’ve had it up to here with someone and finally let them have it. And though those might seem like the moments when our credibility is at its most vulnerable. It’s when we blow it that we get to model the values of honor, humility, and honesty most visibly. It’s by owning where we’ve failed that others will see that we put into practice the things that we’re preaching. Just like the people we lead, our mistakes become our milestones.
Friendship Management is not just a skill, but a legacy. It is the time we invest in others, inspiring them with our actions and vision. It is the way we show we care more about people than achievements. It is the choice we make to leave a lasting impact on those we entrust with the future.
Many people look back at their careers and feel a sense of nostalgia for the glory days. They wonder if they did enough, if they mattered, if they will be remembered. They see their accomplishments as trophies that collect dust and fade away. But when I look back at my career, I see faces, not trophies. I see the people I had the honor to lead, to serve, to grow with. I see the beautiful inheritance that God has given me, not in material wealth, but in relational riches. I see a community of friends that I built not for profit, but for purpose.
I’ve written a book on this very subject, which will be out early 2025.
How can our readers further follow your work online?
I invite people to check out my podcast, 50% with Marcylle Combs. Each week, I share a conversation with a woman leader about her personal & professional journey, her achievements & challenges, and her advice for the next generation of leaders. 50% is more than just a podcast show. It is a platform to discover the diverse & inspiring stories of women leaders from different backgrounds, industries & sectors. You can read more about each guest on my website www.marcyllecombs.com and follow me on Instagram @marcylle_combs for podcast highlights and other leadership tips!
Thank you for these fantastic insights. We greatly appreciate the time you spent on this.
About The Interviewer: Vanessa Ogle is a mom, entrepreneur, inventor, writer, and singer/songwriter. Vanessa’s talent in building world-class leadership teams focused on diversity, a culture of service, and innovation through inclusion allowed her to be one of the most acclaimed Latina CEO’s in the last 30 years. She collaborated with the world’s leading technology and content companies such as Netflix, Amazon, HBO, and Broadcom to bring innovative solutions to travelers and hotels around the world. Vanessa is the lead inventor on 120+ U.S. Patents. Accolades include: FAST 100, Entrepreneur 360 Best Companies, Inc. 500 and then another six times on the Inc. 5000. Vanessa was personally honored with Inc. 100 Female Founder’s Award, Ernst and Young’s Entrepreneur of the Year Award, and Enterprising Women of the Year among others. Vanessa now spends her time sharing stories to inspire and give hope through articles, speaking engagements and music. In her spare time she writes and plays music in the Amazon best selling new band HigherHill, teaches surfing clinics, trains dogs, and cheers on her children.
Please connect with Vanessa here on linkedin and subscribe to her newsletter Unplugged as well as follow her on Substack, Instagram, Facebook, and X and of course on her website VanessaOgle.
Marcylle Combs On How We Can Increase Women’s Engagement in Leadership and Management was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.