Women Of The C-Suite: Colleen Finn Ridenhour of Feed the Children On The Five Things You Need To Succeed As A Senior Executive
An Interview With Doug Noll
Find your person. It is true that it can be lonely at the top. It’s so important to build your network and find a trusted colleague that sits in an executive role at another organization. You need someone who understands the unique challenges you face as an executive and can offer advice and a friendly ear. It’s unlikely your partner or sister or even closest friend can serve this role in the way that you will need them to. You need a safe space with someone who gets it. Find that person and treasure them. Do the same for them.
As a part of our interview series called “Women Of The C-Suite”, we had the pleasure of interviewing Colleen Finn Ridenhour.
Colleen Finn Ridenhour serves as the Chief Growth and Strategy Officer at Feed the Children, an international hunger-relief organization that works across the U.S. and in eight countries around the globe. Prior to her current role, Ridenhour served as a member of the senior management team for Habitat for Humanity International, helping to guide the overall work of the organization and supporting the implementation of Habitat’s global strategic initiatives. She also has a decade of experience leading corporate and philanthropic partnerships in the entertainment sector, serving as Vice President, Branded Entertainment & Strategic Alliances at Comcast-owned E! Entertainment Television and the Style Network.
Thank you so much for joining us in this interview series! 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?
My mom spent her career in fundraising and development but oddly enough, I never considered a career in nonprofit or even realized I was following in her footsteps until I was far down the path. I think that is because my path was a pretty windy road. I started my career with a plan for medical school and enrolled in a Masters of Public Health program. A year into that I realized the only courses I really enjoyed were in marketing and public relations. So, I sheepishly asked for a sabbatical and went to work for an advertising agency in New York City. I never returned to school. After a year at the agency I transitioned into a role in entertainment marketing and within a few years moved to Los Angeles where I spent a decade working in entertainment partnerships and promotions. During that time “cause related marketing” and “corporate social responsibility” (CSR) started to become important to corporate culture and corporate reputation. I was asked to build our CSR strategy at my company. I knew very little about nonprofits and that particular type of marketing, so I spent a year meeting with many nonprofits and getting to learn about their work. I began to juxtapose what I was experiencing out in the field meeting with these inspiring organizations doing such impactful work in their communities, against my “day job” in Hollywood. I felt compelled to make a career change. I knew I could translate the skills and talents I had honed and put them to use helping make the world a better place. And there my new journey began.
Can you share one of the most interesting or inspiring stories that’s happened in your role as an executive?
In my role as Chief Development Officer at Habitat for Humanity International, I was fortunate to spend several occasions in the presence of the inspiring former President Jimmy Carter. As one of Habitat’s most famous volunteers, he and Mrs. Carter have been incredibly generous with their time. They have hosted major donors at his boyhood home over the years and to hear him preach at his beloved Marantha Baptist Church in Plains, Georgia. I am endlessly blessed to have had multiple opportunities to listen to his sermons and be inspired by seeing him put his faith into action. Since 1984, this remarkable couple has also spent at least a week volunteering with the organization building homes in countries all around the world as part of the annual Jimmy and Rosalynn Carter Work Project. When I think of “leadership,” there are few more inspiring than Jimmy Carter. In the fall of 2019, the Project took place in Nashville, Tenn. The day before, President Carter (95 years old at the time) took a nasty fall and suffered a terrible gash to his eye requiring 14 stitches. At this point he had already been through rigorous treatment for brain and liver cancer several years prior. Yet nothing was going to get in the way of his desire to build and serve the community. He arrived at the 36th annual event, bandaged and bruised yet ready to swing his hammer and help Habitat build 21 houses. Forever hand-in-hand with the love of his life, Rosalynn, and always ready to give a stern warning to anyone who wasn’t working hard enough on the build site, President Carter was an inspiration to us all. In every interview I’ve ever heard him give, he’s humbly shared how much more he and Mrs. Carter received from the Habitat experience than they felt they ever gave in return. That is hard to comprehend considering through his inspirational servant leadership, he has given the entire world the greatest gift — the manifestation of abundant love and faith in action.
While having the opportunity to work alongside one of our generation’s most treasured humanitarians has certainly been inspiring, there are some pretty special moments that have been part of my everyday work experience. From seeing parents celebrate their child’s “No more chemo party” at St. Jude Children’s Research Hospital to families receiving the keys to their first home after spending hundreds of hours doing sweat equity building their Habitat home. Last month, I attended my first Feed the Children event where I met a young mom who had recently lost her husband. She was working two jobs because housing costs in Atlanta are skyrocketing, gas prices are out of control and inflation has sent her grocery bill up over 10 percent. While she was incredibly grateful for the food and essential items she was receiving that day, she was very excited about the pile of books she had picked up for her sons. With all the stress she was carrying on her shoulders, she was also homeschooling her children. I still tear up when I think of the pride in her eyes when she shared that they are already reading above their grade level. It was pretty amazing.
None of us are able to 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?
When people are asked this question the answers typically involve a coach or boss or professor. I have been so fortunate in my career to have some trusted advisors I can turn to on my team. I think every leader needs someone like that — someone who feels safe and comfortable delivering tough feedback to their boss. There’s one gentleman who really stands out — someone who to this day is part of my special circle. When I joined a prior nonprofit organization he was already on my team. He was considered the ‘elder statesman’ to many as this was his last stop on a very successful career having worked at major corporations prior to transitioning into the non-profit sector. What made our relationship so great was very early on he tactfully, respectfully but very clearly gave it to me “straight up and directly”. He had no qualms about pointing out my blind spots and helping me see how I could not only better serve the team and the organization, but by doing so be more fulfilled in my own role. We very quickly built such a trusted relationship, he was my go-to guy when I needed the harsh truth or sage advice. I cried when he told me he was retiring. While we accomplished great things and had tremendous impact at our organization, we just didn’t have enough time working together. Since then, our friendship has blossomed even more deeply. I’ve called him for advice and counsel on so many life and career decisions since his retirement and not surprisingly, he hasn’t led me astray once. I know I wouldn’t be where I am today without his honesty, encouragement and faith.
Leadership often entails making difficult decisions or hard choices between two apparently good paths. Can you share a story with us about a hard decision or choice you had to make as a leader?
Organizations often struggle with supporting staff with robust professional development plans and strong succession planning efforts. When staff turnover undoubtedly occurs, it’s very likely internal candidates will apply for open roles — especially when it’s an opportunity for a promotion. As leaders we have to think about filling the role with the best possible candidate for the position — someone who will help the organization move forward in achieving its objectives. You also can’t underestimate the opportunity of providing a rising star the chance to stretch and grow into a position. Investing in and developing our staff — knowing they are valued and we have the confidence in their abilities to take on a new challenge — these signals help build corporate culture. While the internal candidate(s) may also offer many positive qualities and attributes, such as institutional knowledge and strong existing relationships, the best and most qualified candidate may ultimately be external to the organization. In selecting the external candidate, we risk the internal candidate not feeling validated for their contributions or seeing potential within the organization for future growth and ultimately departing for another job. This is a decision I’ve encountered many times. In selecting the external person, I’d say 50 percent of the time the internal candidate ended up staying for two plus years, gaining more experience to help them land an even better role and 50 percent of the time they resigned in less than six months.
Ok, thank you for that. Let’s now jump to the primary focus of our interview. Most of our readers — in fact, most people — think they have a pretty good idea of what an executive does. But in just a few words can you explain what an executive does that is different from the responsibilities of the other leaders?
Watch the forecast — just like the weather, we’re keeping an eye on what’s ahead. We need to prepare for today, but we’re really interested in what’s coming. We are always looking out on the horizon to ensure we’re seizing opportunities, adjusting to market conditions and being nimble with our resources.
Another responsibility of the executive team is to rally the troops (or cheer like it’s the Super Bowl). Everyone in the organization is looking at the executive team and CEO to set the tone for where we’re going. Into a storm? Strapping into a rocket? We have to authentically lead the team as transparently as possible to create a culture where people want to safely bring their best selves to work and use their gifts and talents to have the organization succeed.
What are the “myths” that you would like to dispel about being an executive? Can you explain what you mean?
I think the biggest myth is that we have all the answers! We don’t. Or that we’re always right. We’re not. As you take on the role of an executive and your scope or span of responsibilities increases, it’s nearly impossible to be an expert in all areas of the business. That’s why it is so important to have smart, talented leaders and staff on your team. They are the experts. It’s a rare day when I will make a decision that affects their line of business without their voices at the table. Ensuring the right people with the right expertise are part of the conversation is critical. I do my best with the information provided to guide the team and organization in the right direction, but it’s not done in a vacuum. Even then, I don’t always make the right call. I think there is a myth that once an executive makes a decision, it was the right one. There’s no crystal ball. To create a culture of learning, we have to own our misses just like everyone else. If it ends up being the wrong decision, what did we learn from it? That’s how the entire organization grows.
In your opinion, what are the biggest challenges faced by women executives that aren’t typically faced by their male counterparts?
One of the most common challenges comes down to labels and stereotypes. Women are often categorized as “difficult” and “aggressive” while men are often lauded for being “direct” and “decisive.” This can extend into women being considered “emotional” which is a dangerous place to tread. There’s also a feeling by many women that they must work much harder than their male counterparts to earn the same level of respect for doing the same job or prove their worthiness for the job they are in. Over the years I’ve seen many instances where women are dismissed, or their ideas are discounted, or they are interrupted or spoken over by their male colleagues. As more women have a seat at the executive table and can be allies and advocates for other women, these challenges will continue to abate. But it also takes men at the table calling out their colleagues for unacceptable and disrespectful behavior. Men can truly be the strongest allies and advocates with their peers. That’s when true change will happen.
What is the most striking difference between your actual job and how you thought the job would be?
This is a new role at Feed the Children and I’m still fairly new to it. I tend to put my running shoes on and want to take off running! In this case, during these first few months there’s been a lot of assessment and foundational work and that’s been necessary before we can run. I’ve had to be more patient with myself and have really taken the time to listen and learn. It’s been a very good thing. Ultimately you can’t know where you’re going if you don’t know where you’ve been and where you are today. I think many executives struggle with the balance between how much time you spend “running the current business” versus “changing the future of the business.” But it’s almost “go” time and I can’t wait to see where the journey takes us.
Is everyone cut out to be an executive? In your opinion, which specific traits increase the likelihood that a person will be a successful executive and what type of person should avoid aspiring to be an executive? Can you explain what you mean?
I don’t think it’s my place to tell someone they aren’t cut out to be an executive if that’s their goal — no dream squashing here! But there are certainly some traits that would increase their success and most importantly, their happiness and fulfillment in the role should they choose that path. My first question would be what types of things about their current role does the person enjoy (or dislike) the most? Often times as you move up the ladder, the things you enjoy the most, you no longer get to do very much. That surprises a lot of people. They get promoted and take on more responsibilities and they aren’t able to be as involved in the things that used to be their primary role. I’d also consider the softer skills — how comfortable are they with conflict management and having crucial conversations? What about making tough decisions that people won’t always like? Much of executive time is spent on negotiating with others, dealing with Human Resource issues or engaging in challenging conversations that require conflict resolution. Many people just don’t want any piece of that. Executives also need the ability to see the big picture and look strategically at the long-term view of what is ahead. Some people aren’t wired that way and that is ok. That’s what makes great organizations successful — leveraging the skills and talents of everyone and ensuring they are in the best position to thrive.
What are “5 Things I Wish Someone Told Me Before I Started” and why? (Please share a story or example for each.)
- Find your person. It is true that it can be lonely at the top. It’s so important to build your network and find a trusted colleague that sits in an executive role at another organization. You need someone who understands the unique challenges you face as an executive and can offer advice and a friendly ear. It’s unlikely your partner or sister or even closest friend can serve this role in the way that you will need them to. You need a safe space with someone who gets it. Find that person and treasure them. Do the same for them.
- The only one who is going to find your work/life balance is you. No one is going to schedule this or make it happen for you so take the reigns and make it a priority. As important as you may feel your job is, your health and your sanity beat it. Trust me — I have learned this the very hard way. Block your calendar to ensure you get your workout in. Make the space for your chiropractor appointment. Get some fresh air at lunch. Ask Siri to play your favorite song and rock it out for 3 minutes between Zoom calls. You do you, but do it.
- Never stop learning about diversity, equity and inclusion. You have to do the work. I thought I knew, but I did not know. There is more information out there today on this topic than ever before. There is no excuse not to become informed and do better. One of my favorite quotes by the most amazing Maya Angelou — “When you know better, you do better.” We all can do better. But it’s a learning journey and it always will be. As a leader it’s not an option not to start and not to keep going and not to do better. I’m still at it.
- Fly at 100,000 feet — From a higher altitude we can see how the pieces are (or aren’t) connecting to keep things in perspective and on strategy. Day-to-day “crises” may not be as critical in the big picture so we can help teams not sweat the small stuff viewing them through a different lens.
- Strike like a pelican — From that 100,000 view we can also set the priorities — where we need to focus and where the opportunities or greatest threats may be. Aligning and empowering resources around the areas that require a deep dive to increase momentum or pivot to other strategies for the greatest outcome.
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 would keep it simple and inspire a movement of human kindness. If you look back over the last several decades and in the wake of some our darkest moments, there have been periods of time where we have come together and united in extra kindness to one another. This is exemplified after major disasters, post-911, during COVID and in the midst of the horrific racial injustices this country has witnessed recently. We come together and promise to be kinder to each other. We are for a while, and then go back to our ‘usual’ lives. Imagine if we committed to living that kinder, gentler approach to life all the time. Saying “please and thank you.” Practicing daily gratitude. The pay-it-forward spirit. What would that butterfly effect of simple human kindness do to address our most pressing global issues? It costs absolutely nothing to be a bit nicer to each other, but I think it would change the world.
We are very blessed that some very prominent names in Business, VC funding, Sports, and Entertainment read this column. Is there a person in the world, or in the US with whom you would love to have a private breakfast or lunch with, and why? He or she might just see this if we tag them.
Brené Brown. I think I love her. I know we would geek out over Ted Lasso together. I am so inspired by Brené’s work and am a firm believer in what she teaches. It is more relevant now than ever before — at work and in the world. From an executive perspective, our people are truly our greatest asset. We can be daring leaders and unleash a positive, empowering and powerful culture that can transform our business, or we can armor up and suffer the consequences. I’ll leave you with one of my favorite Brené quotes, “Be you. Be all in. Fall, rise and try again.”
Thank you for these fantastic insights. We greatly appreciate the time you spent on this.
About the Interviewer: Douglas E. Noll, JD, MA was born nearly blind, crippled with club feet, partially deaf, and left-handed. He overcame all of these obstacles to become a successful civil trial lawyer. In 2000, he abandoned his law practice to become a peacemaker. His calling is to serve humanity, and he executes his calling at many levels. He is an award-winning author, teacher, and trainer. He is a highly experienced mediator. Doug’s work carries him from international work to helping people resolve deep interpersonal and ideological conflicts. Doug teaches his innovative de-escalation skill that calms any angry person in 90 seconds or less. With Laurel Kaufer, Doug founded Prison of Peace in 2009. The Prison of Peace project trains life and long terms incarcerated people to be powerful peacemakers and mediators. He has been deeply moved by inmates who have learned and applied deep, empathic listening skills, leadership skills, and problem-solving skills to reduce violence in their prison communities. Their dedication to learning, improving, and serving their communities motivates him to expand the principles of Prison of Peace so that every human wanting to learn the skills of peace may do so. Doug’s awards include California Lawyer Magazine Lawyer of the Year, Best Lawyers in America Lawyer of the Year, Purpose Prize Fellow, International Academy of Mediators Syd Leezak Award of Excellence, National Academy of Distinguished Neutrals Neutral of the Year. His four books have won a number of awards and commendations. Doug’s podcast, Listen With Leaders, is now accepting guests. Click on this link to learn more and apply.
Women Of The C-Suite: Colleen Finn Ridenhour of Feed the Children On The Five Things You Need To… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.