Landing the Interview: Taking Flight: How to Be a Caring Leader — And a Successful Businessperson

Andy Blocker (EMBA’02) speaks with Kelly Grace Richardson (B’25) about pivoting in industry, building trust and empowerment in the work environment, and leading with empathy.

How did Georgetown prepare you for a career?

Georgetown motivated me to move out of the airline industry. While at McDonough, we did three different case studies on the airline industry. The operating margins were very tight and the smallest fluctuation of oil prices or demand could easily tip you from black to red. After graduation, I had an opportunity to move to the financial services industry, and I took it. Later, Invesco was an opportunity to build an operation from scratch, take what I had learned from previous roles and business school, and put my theories into practice.

Could you share an initiative you spearheaded that you’re particularly proud of?

The most meaningful project was with American Airlines, working on their international route negotiation work with the U.S. State and Transportation departments. Then, 9/11 happened. American brought me back to work with Congress because two American Airlines planes were involved in the terrorist attack. While we were still getting our bearings, we discovered we had a $36 billion liability hanging over our heads. We were going to go bankrupt. Part of my mandate was to work on helping get liability relief so that we wouldn’t go bankrupt. We came up with a package that insured the airlines involved in 9/11 and a victim’s relief package. Our basic premise was that the terrorists have already had one victory. Let’s not give them another symbolic victory of American Airlines going out of business. That was a very meaningful endeavor.

What strategies have you found most effective for fostering innovation, whether it’s within your team or organizations as a whole?

First, create an environment of trust and empowerment, with clear roles and responsibilities. If you want people to trust an environment, you have to embody that trust in what you do and say every day, and you have to be consistent over time. Then, people will come out of their shells and start sharing. Plus, you need to consistently reward the behavior that you’re looking for — that’s where you get the cross-pollination of ideas and people wanting to help each other. The whole concept of “one team, one dream” is important. But it takes a lot of consistency at the top of that organization, and it takes fairness. The minute anyone sniffs out favoritism, it’s over.

What are the most important qualities leadership possesses, and how do you personally strive to embody those qualities in your own leadership style?

There are a number of leadership qualities to embrace. One is service. Are you a servant leader? Also, are you investing in your team — giving them the tools, skills, and perspective they need to do the job? But the most important quality is listening. I do a lot of talking in my job. I talk on TV; I talk to clients; I talk to members of Congress. I’m always advocating something. So you have to be careful that as much time as you’re talking, you’re also listening.

How did your Georgetown education help you succeed in your current position?

That’s a great question. Georgetown had everything to do with what I’m able to do now. From learning from my fellow students to having incredible professors who I still talk to today, they’re great examples of working in business with an ethos that values people. And I think that’s missing. Today it’s all about results, short-term often. However, Georgetown gave me permission to be successful in business and care about people you work with. I think that’s a differentiator — ethics. You’re taught that business doesn’t have to be cutthroat. Business can be additive to the people you’re working with.

This story was originally featured in the Georgetown Business Fall 2024 Magazine. Download the Georgetown Business Audio app to listen to the stories and other bonus content.