The Hidden Superpower of Every Great Leader: Kellie Walenciak Of Televerde On Uncovering the Traits That Separate Good Leaders from Exceptional Ones

Previously published on Medium

An Interview With Cynthia Corsetti

Integrity in Every Action. Working alongside a workforce of mostly incarcerated women has elevated integrity to another level. We talk about integrity being a value, but it’s actually a way of being. I hold myself accountable to this in every decision, big or small. Recently, a company approached me with an attractive consulting offer to help them with their PR and communications. However, their practices around factory farming didn’t sit right with me. I realized no compensation could outweigh the importance of standing by my principles. For me, integrity means ensuring that anything my name is attached to genuinely reflects my values, even if that means walking away.

What is it that makes certain leaders stand out and achieve extraordinary results? Beyond technical skills and strategic thinking, great leaders often possess hidden superpowers — those intangible traits that set them apart. These traits enable them to inspire others, foster trust, and drive innovation even in challenging environments.

As part of this series, we are interviewing Kellie Walenciak.

Kellie Walenciak is the head of Marketing and Communications for Televerde, where she leads the company’s marketing vision through strategies that build a powerful brand presence, foster customer engagement, and amplify its mission. With three decades of experience in marketing and communications, including roles at Avaya and Prudential Financial, Kellie brings a wealth of expertise to her role. She volunteers with the Televerde Foundation and Farm Sanctuary, blending her passions for giving back and advocating for change. Outside work, Kellie enjoys running, improv, plant-based cooking, and spending time with her husband and three children.

Thank you so much for joining us in this interview series. Before we dive into our discussion, our readers would love to “get to know you” a bit better. Can you share with us the backstory about what brought you to your specific career path?

Mycareer began in the early 1990s in government, which kicked off a diverse path through industries like gas and electric, financial services, and insurance. Each role expanded my experience in communications, marketing, and employee engagement, building a solid skill set across sectors. Over time, I found my niche in high-tech, a fast-paced field that offered constant challenges and the flexibility to work remotely, supporting my family life.

Around my tenth year in tech, I began longing for a way to use my skills to directly impact people’s lives. A series of serendipitous events led me to Televerde, a purpose-driven company empowering incarcerated women and redefining inclusivity in the corporate world. Televerde’s mission resonated deeply with me — it was the social impact I’d been missing.

At Televerde, I’ve seen how societal perceptions limit potential and livelihoods. This role lets me combine my communications expertise with a sense of purpose, connecting me to my humanity and making me a better, humbler, and more grateful leader.

Can you share the most interesting story that happened to you since you started your career?

One of the most memorable moments in my career was getting fired — or, as we called it then, a “mutual separation.” Truthfully, it was a straight-up termination. I was 27, ambitious, and maybe a bit cocky, working for a startup with a flat hierarchy and an informal culture.

I started as a marketing assistant, but my boss quickly saw I could write. Soon, I was in ad meetings, writing copy, and taking on responsibilities beyond my role. Within three months, I was promoted to Marketing Coordinator, and that shift inflated my confidence. I thought I was indispensable and acted like I knew way more than I did.

Then came the new head of marketing. He wasn’t impressed by my attitude, and I wasn’t exactly rolling out the welcome mat for him, either. I even skipped his meetings, thinking it didn’t matter. Spoiler alert: it did. Getting let go turned out to be a much-needed wake-up call.

The experience forced me to reevaluate myself and what I truly brought to the table. I realized I had much more to learn than expertise to give, and this realization shifted my attitude for the better. It was a humbling moment — and one I’m grateful for.

What do you think makes your company stand out? Can you share a story?

It’s simple: our business model goes beyond business.

I first learned of Televerde in 2017 while working at Avaya. Our CMO had brought the company in to help drive revenue. I knew at a high level what they did — inside sales and demand generation — but I didn’t know how they did it. I soon learned that most of Televerde’s workforce consists of women incarcerated in U.S. prisons. And they were exceptional at what they did. My CMO often said, “If our salespeople knew our products and services as the Televerde team does, we’d see revenue growth quarter over quarter.” I was so moved by Televerde’s mission and how they were empowering this disempowered community that I started following the company on social media, though I never imagined working for them since they’re based in Phoenix and I’m from the East Coast.

As luck would have it, two years later, I joined Televerde and had the chance to visit their Arizona prison centers and meet the women in person. That’s when I truly understood why Televerde exists. These women shared their journeys — the struggles, wins, and hopes they now held for the future. Televerde gives them the chance to rewrite their futures by teaching a blend of hard and soft business skills — helping them as they build careers while incarcerated and equipping them to rejoin the workforce after reentry. It’s remarkable: over 4,300 women have been through Televerde’s prison-to-workforce program since 1994, and the recidivism rate is just 5.4%. These women are talented, resilient, and driven. As our former CEO Jim Hooker once said, “Discarding people for the rest of their lives based on a decision made on the worst day of their life is such a waste of human potential.” He was right.

You are a successful business leader. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?

Humility may not always be the first trait we think of in business, but for me, it’s everything. And, the three traits that best embody humility are self-reflection, admitting when you’re wrong, and being comfortable not being the smartest person in the room.

1. Being comfortable not being the smartest person in the room. I can tell you this: I am never the smartest person in the room. That doesn’t mean I haven’t contributed good ideas or added value, but I’m always learning from the people around me, no matter their role or position. I didn’t come up in business the traditional way — I don’t have a college degree. For a long time, I avoided talking about it because I felt inferior, like I didn’t really belong. It’s a tough feeling and probably one of the reasons I connect so strongly with the women I work with now. Many of them feel marginalized for different reasons but share that same sense of being “less than.”

The silver lining of not having a formal education is that it pushed me to look to others for growth. I became intentional about listening, observing, and absorbing what I could from the talent and expertise around me. Today, I see it as a sign of confidence to be comfortable not being the smartest person in the room. Thinking you are the smartest? That’s a sign of a fragile ego. As Bill Nye once said, “Everyone you will ever meet knows something you don’t.” True strength is knowing you don’t have all the answers — and staying open to learning from those around you. That’s what has made me a better leader and, ultimately, a more grounded one.

2. Admitting you’re wrong is a trait I didn’t fully appreciate until a performance review years ago when I was at Avaya. My manager at the time, Veena Bricker, told me one of my strengths was that I admitted mistakes without hesitation — no deflecting, no pointing fingers. I just outright owned them. I hadn’t realized this was something I did, but I saw how valuable it was to her. If this honesty was valued by those I reported to, I knew it would be even more meaningful to those who reported to me. Owning my mistakes makes me relatable and builds trust. It shows my team that they, too, can be open about their challenges, missteps, and learning curves, knowing I’ll always have their backs.

3. Self-reflection is something I learned early in my career, and it came the hard way. As I mentioned, I was terminated from a role I thought I excelled in. What felt like one of the worst things that could happen ended up being one of the best. While looking for my next job, I had plenty of time to reflect on my own role in what had gone wrong — my actions, attitude, and lack of self-awareness. That experience was a turning point, teaching me the importance of regularly evaluating my decisions and behavior. Without that ability to self-reflect, I wouldn’t have been able to grow into the person I am today.

Ok, thank you for that. Let’s now jump to the primary focus of our interview. What makes someone exceptional?

For me, it’s the person who inspires me to be better, and one individual comes to mind — Gene Bauer, co-founder of Farm Sanctuary. What I love about Gene is that every interaction with him leaves me inspired to improve. He’s been committed to veganism since the 1980s, and while he’d probably love to see the whole world embrace it, his approach sets him apart. Even in a community often marked by strong and sometimes intolerant opinions, Gene’s philosophy is simple: “Welcome, support, and encourage people wherever they are on their own journeys.” That’s exceptional leadership.

Exceptional people show up with humility, listen without judgment, and are open about what they don’t know. Being around someone like that motivates you to grow, be more honest with yourself, and look out for others. It’s the quiet influence that helps you see the best in yourself and pushes you to bring it out. Exceptionalism isn’t about grand achievements — it’s about making others feel valued and capable.

How do exceptional leaders leverage emotional intelligence to inspire and influence their teams?

I’m a work in progress when it comes to EQ, and I’ve been pushing myself to grow. At Televerde, I lead an incredibly diverse workforce, including people from backgrounds and experiences I may never fully understand. Yet, connecting with them is essential, and I knew I needed tools to get better at this. For the past several months, I’ve been taking improv classes — a stretch for an introvert, but incredibly valuable. Improv has taught me to be in the moment, to let go of overthinking, and to respond authentically, even in tough situations.

It’s also taught me to be comfortable with the unexpected. As leaders, we can’t predict every question or outcome, and emotional intelligence means managing our instincts and reactions in real time. For me, that means asking questions, staying open to tough conversations, and allowing others to feel comfortable sharing what’s on their minds. Emotional intelligence is a skill I’m constantly refining, but the journey has taught me that showing up with empathy, honesty, and an openness to learn is what makes the difference in inspiring and influencing a team.

What role does humility play in the success of great leaders, and how is it demonstrated in their behavior?

Humility is the foundation of great leadership, yet we’re seeing less and less of it — especially among government officials and some high-profile tech execs. Without humility, leaders lose the ability to inspire, unite, and build real trust. Instead, they’re remembered for all the wrong reasons. Humility isn’t flashy; it’s a quiet strength. It’s about recognizing your own limitations and being open to learning from others. A humble leader doesn’t surround themselves with loyalists or people who always agree — they seek out those who challenge their thinking and push them to grow too. That openness makes them trustworthy, grounded, and able to bring out the best in people.

True humility lets people see your humanity. Without it, you’re just in charge — not truly leading.

How do exceptional leaders navigate difficult conversations and foster open communication in their organizations?

Tough conversations need to happen in person. I love the convenience of texting, email, and Teams, but some discussions simply can’t occur behind a screen. In one of my previous roles, communication became transactional as the company dealt with furloughs, layoffs, and Chapter 11. Messages were constant — mostly over email — and humanity got lost. I found myself disconnecting from the people on the other side of the messages I was sending.

Joining Televerde brought me back to the heart of communication. Working with women who didn’t come from traditional business backgrounds taught me to go back to the basics: great communication starts with genuine human connection. For example, what I once saw as a routine announcement — a leadership change — takes on a completely different meaning when you’re incarcerated. When a team member leaves, these women often can’t say goodbye or stay in touch as those of us on the outside can. Learning this was a turning point for me — a powerful reminder that employees are real people with real relationships. Communication should never feel transactional. No matter the workforce, people are human, and humans have feelings and needs.

Exceptional leaders show up, creating a safe space where people can ask questions, express concerns, and feel heard. This kind of connection turns communication from a task into a meaningful exchange, building trust and making people feel valued.

What makes adaptability a superpower in leadership, and how do the best leaders exemplify it?

My first interview was at 22, for a receptionist position at the Shearson Lehman fitness center in downtown Manhattan. The interviewer threw me off with an unusual question: “What animal would you want to be and why?” Panicked, I blurted out, “A monkey, so I can play around all day.” Needless to say, I didn’t get the job.

While I do think it was a silly question, I’d have a much different answer today for that interviewer. I’d say I’d like to be a chameleon — the master at adaptation! Throughout my career, I’ve learned to adapt my personality quite well to mesh with whomever I’m in front of. This isn’t about being inauthentic or changing who I am at my core; it’s about being effective in my role. Early on, I realized that communication styles and expectations vary widely, and staying rigid in my approach could jeopardize achieving my goals or building strong relationships. I was hired to deliver specific results for my company, and if any part of my approach or personality could undermine that, it’s on me to adapt.

Adaptability is a superpower for leaders because it allows them to connect and build relationships in every direction — up, down, and across the organization. The best leaders know that you don’t manage down differently than you manage across; the same flexibility applies at every level. They read the room, adapt to what each situation calls for, and meet people where they are, whether it’s a direct report, peer, executive leader, or board member. That’s the kind of adaptability that moves companies forward.

What are your “Five Traits That Separate Good Leaders from Exceptional Ones”?

1. Relate to, Don’t Just Acknowledge Other’s Mistakes. About halfway into my career, I learned that great leaders don’t just point out mistakes — they connect with them. An intern of mine taught me this lesson. She was smart, driven, and eager to succeed but struggled with receiving any type of critical feedback. It hit her hard and completely threw her off balance. It became clear that she needed validation, not just correction. I realized that if I could relate to her mistakes, she might not feel like a failure. So, instead of just pointing out what she didn’t get right, I began sharing stories of my early missteps:

“I’ve been there — I made a similar call early on and learned the hard way. Here’s what happened.”

“When I started, I struggled with this too; it’s all part of the learning curve.”

“I remember making that same mistake and feeling just as frustrated. Here’s how I worked through it…”

The difference was palpable. She felt understood, not judged, which created space for real growth. Relating to someone this way shows you see the person, not just their mistake, and that you value both their effort and the outcome. Sometimes, the best coaching tool is a bit of our own humility.

2. Say “Yes, And.” Improv taught me that saying “yes, and” changes the game in a very positive way. In leadership, it’s easy to default to “no,” especially when an idea seems off-track or incomplete. But “no” is a deal breaker — it shuts down an idea, a discussion, or even a person’s willingness to contribute. It’s deflating, especially coming from the top down. Leading with “yes, and” instead creates a space to build on what’s been presented, even if the idea isn’t fully formed. I see this reinforced every day in my work with the prison community of women who, outside of our centers, hear all the things they can’t do. It’s a constant barrage of “no” that wears down their confidence and trust in themselves. By using “yes, and” we encourage people to see what’s possible and help rebuild their self-belief. This approach energizes, shifts mindsets, and makes work feel meaningful because it’s no longer just their idea or your decision — it’s something you’re creating together.

3. Whole-Person Leadership. Just as the best doctors see their patients as more than a diagnosis, great leaders see their employees as more than job titles. This takes time and must be a priority — you can’t be “too busy” to get to know the person behind the role. Recently, one of the incarcerated women on my team shared that she might have to transfer to county jail for modification hearings, unsure how long she’d be away from work. She was worried about missing deliverables and losing her job, but I assured her that her freedom was the priority and that our team would rally to keep everything moving in her absence. Her job would be here waiting for her whenever she returned. Visibly moved, she thanked me for my support. When employees know they’re valued as people, everything soars: trust, performance, and productivity. Our team members have lives beyond work, and we must support everything that competes for their time and help out wherever we can.

4. Integrity in Every Action. Working alongside a workforce of mostly incarcerated women has elevated integrity to another level. We talk about integrity being a value, but it’s actually a way of being. I hold myself accountable to this in every decision, big or small. Recently, a company approached me with an attractive consulting offer to help them with their PR and communications. However, their practices around factory farming didn’t sit right with me. I realized no compensation could outweigh the importance of standing by my principles. For me, integrity means ensuring that anything my name is attached to genuinely reflects my values, even if that means walking away.

5. Remember Your Roots. No matter where we find ourselves today, most of us began our climb from that first, often humbling, rung of the corporate ladder. Entry-level work has a way of grounding you — teaching resilience, patience, and the importance of real guidance. It’s easy to forget the challenges we faced back then, but those experiences are invaluable reminders of what our employees might feel. I often think back to what I needed from my leaders in those days: encouragement, clear direction, and maybe patience. But what I wish I’d felt, and what I strive to give my team now, is the freedom to approach me openly — not with deference, but with trust, knowing that I’m invested in their growth and success.

How do great leaders balance confidence with vulnerability to create stronger connections with their teams?

It’s about having confidence in your ability and being comfortable in your humanity. It means knowing your strengths but not hiding your imperfections. Most Televerde employees have seen me cry at some point. As someone who frequently shares our “why” on the speaking circuit, I often say that if our purpose doesn’t move you to tears, you might not be in the right company. The work we do changes lives, and that’s heavy. Showing vulnerability lets people know I’m here for the right reasons — I’m here for them. That’s being comfortable in my humanity. But when it’s time to make a tough decision or guide my team through challenges, I rely on my experience and instincts to stay grounded and steady — that’s having confidence in my ability. Together, this balance helps people feel safe, supported, and connected to our purpose.

What strategies do exceptional leaders use to consistently recognize and nurture talent within their organizations?

Exceptional leaders recognize talent by looking beyond the obvious and seeing potential in places others might overlook. At Televerde, we do this every day. I’ll never forget a board meeting we held at our center in Perryville prison, where a few women joined to share their stories. That’s when I first met Erica B. Her story was hard to hear — she was serving a 10-year sentence for a decision many people could relate to only she had a terrible outcome as a result. But Erica’s background stood out: a fine arts degree and a master’s in education. As I listened, I saw the makings of a future marketer in her. Afterward, I approached her and encouraged her to consider this path. She hadn’t thought of it before, but today, Erica is our head of demand generation.

Recognizing talent is about seeing what someone can become, not just where they are at that moment. When you meet people where they are, give them space to grow, and celebrate every step forward, you build a place where real potential comes to life. This comes back to making time to know the people in your organization — their stories, their strengths, and their aspirations. This commitment to connection is what sets exceptional leaders apart, turning potential into growth and talent into opportunity.

You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂

If I could start a movement, it would combine two of my greatest passions: the power of plant-based foods and creating opportunities within incarcerated communities. I’ve been whole food, plant-based for 12 years and have seen the profound impact of food on physical, mental, and even spiritual health. Yet, working with incarcerated communities, I’m often struck by how overlooked food quality is in U.S. prisons, missing an opportunity to change lives on a fundamental level.

Imagine transforming unused land around prisons into thriving gardens. Incarcerated individuals could learn the health benefits of plant-based foods alongside agriculture, gardening, and food production — skills that not only improve health but also open doors to meaningful career paths. These gardens could nourish the prison population and also give back to underserved communities nearby through fresh produce donations. This creates a powerful cycle of growth, pride, and purpose — one that starts inside prison walls but transforms lives far beyond them.

Proper nourishment helps people think more clearly, make better decisions, and feel more balanced. A movement like this could transform perspectives on health, rehabilitation, and reentry, creating lasting benefits for everyone involved.

How can our readers further follow your work online?

To stay connected and learn more about our work, you can visit our website at Televerde.com or follow me on LinkedIn. For a closer look at our business model, I highly recommend you visit our Televerde Virtual Roundtable, a digital platform that shares first-person video narratives from incarcerated women who are part of Televerde’s workforce. Powerful stuff!

Thank you for the time you spent sharing these fantastic insights. We wish you only continued success in your great work!

About the Interviewer: Cynthia Corsetti is an esteemed executive coach with over two decades in corporate leadership and 11 years in executive coaching. Author of the upcoming book, “Dark Drivers,” she guides high-performing professionals and Fortune 500 firms to recognize and manage underlying influences affecting their leadership. Beyond individual coaching, Cynthia offers a 6-month executive transition program and partners with organizations to nurture the next wave of leadership excellence.