E11 | How to Design Teams That Stick: Right People, Right Roles | Helena Curtis

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Today, we are very lucky to have with us Helena Curtis, who is the Executive Director for Learning and Organizational Development at the University of Southern California. We know each other for more than 15 years, and I am very proud of seeing her career growth.

In her last position, we had an opportunity to interact and collaborate. So thank you very much for accepting the invitation. I know you're very busy, and I appreciate you joining us today.

Thank you for having me. I'm glad to be here with you.

The conversations in this podcast are about how leaders that develop a coaching mindset can engage people and get people more inspired and develop more well-being in organizations. And I know that you are a really great model in doing that and creating opportunities in the university for people to develop this coaching mindset as well.

So, do you want to introduce yourself briefly for people who do not know you? Who you are, what you do — anything that you can share?

Sure. So, my name is Helena Curtis. I've been in human resources for a really long time, back when it was called personnel resources. That's how long I've been in human resources. I've worked in all aspects and areas of human resources — from benefits, talent acquisition, employee relations, you name it, I've done it. But my sweet spot has been around talent management and employee development, as well as organizational development. I’ve had the benefit of working with some great leaders over the years in these spaces and decided I wanted to be one of them. In this work, I have an opportunity to build amazing, impactful programs with an amazing team, where we can help individuals excel in the work environment and find purpose and thrive. Learning and organizational development covers so much, and it's with great joy that I get to do my work every day with a team that I get to do it for and with.

Yes, I know your team and they're pretty amazing people and they do great work. I’ve had the pleasure to collaborate with them on different projects. And starting to explore what great leaders do in terms of developing this mindset that really pays attention to people's growth, development, and learning — do you want to share a little bit about your vision as a leader?

In terms of how to create these environments where people can really flourish and bring their best to work?

Absolutely. One of the tenets of coaching that I absolutely love is this notion of curiosity. As a leader, I spend a lot of time sitting in the space of being curious. The way that I channel that is that I ask my team where they are, what they look to do, what’s exciting them — in the spirit of supporting them through servant leadership. I operate with the mindset of showing up curious about who they are, understanding what excites them and makes them thrive and excel. I work to create those types of conditions. I have a team of about 24 individuals — direct and indirect. They have different superpowers, interests, and passions. So, to ensure that I can show up for each individual, that’s been my mantra since I started managing people — be curious, ask questions, and work to deliver on those asks. That builds trust in the relationship. In many ways, leading with a coaching, curious, and caring mindset isn’t that difficult, but you have to go into it from day one wanting to show up that way. And that was always the draw for me — how do I create the environment where people can show up as their best selves?

Great. And what you're bringing is this curiosity — being genuinely interested in who the person is that you are working with. By building that interest and getting to know them, you can get closer and see how what they do aligns with their interests and goals.

Right. I understand that individuals get hired through job descriptions, but I don’t think that’s a box a leader has to keep everyone in all the time. There’s a lot of gray — ways to ensure their role meets organizational needs while also making work exciting and meaningful. Especially during challenging times, I think leaders have to find ways to keep people engaged and excited.

Yes, and in these challenging times many organizations are facing ambiguity and unknowns. This is not new — organizations have always faced challenges in different ways. Sometimes social and political forces also impact the climate in the organization. Right now, in the U.S. and worldwide — I was just talking with people from Australia — they said everything that happens in the U.S. affects them too. So, how do you support your team to navigate these challenging times?

Some leaders might be tempted to run away from difficult topics — to avoid them. What do you do to keep a positive stand and growth mindset?

I go a different route. I work hard to be transparent and open. I’m intentional about creating spaces where, when I ask “How are you doing?”, I really want to know. Because wherever someone’s head or heart is, it shows up in their work. So I create spaces — in one-on-ones and group settings — to have those dialogues. I invite hard questions and give honest, real responses. Especially during difficult times, if employees feel their manager isn’t being real, they shut down. So fostering trust is key. Then, I do regular check-ins and temperature checks — thumbs up/down, stoplight systems — to sense shifts in energy. Some things I can support, others I can only guide. I’m always honest about that. When leaders above me model that openness, it empowers me and helps me model it for my own teams.

What you’re bringing is a good point — your own role models. Because when leaders above you are also curious and courageous, they show it’s okay not to avoid the difficult. Avoiding things only makes them grow. What I’m hearing is that it takes curiosity and courage — courage to be open even when you don’t have all the answers, being transparent and real.

That builds trust. We’ve talked in previous episodes about trust — it’s all connected. Being courageous, listening, building trust — that creates an environment where people can do their best because they feel supported.

And I’ve also demonstrated vulnerability. Sometimes I’ve said, “I don’t know.” I distinguish between opinion and fact. I’ve shown emotion — even tears — and acknowledged frustration. But I always follow with, “I get it, I understand. Now how do we move forward?” Not staying stuck, but looking for possibilities. When leaders act like stone, it works against them. Vulnerability creates connection.

Beautifully said. It’s about validating people’s experiences while co-creating a desired future. We can’t control everything, but we can focus on what we can influence — how we move forward.

Exactly. Let’s talk about issues, unpack them, but then move toward positive action. That’s part of coaching — creating awareness, exploring the stories we tell ourselves, and then creating action.

We were talking before recording about how leaders help colleagues see what they’re not seeing — their blind spots. That’s at the heart of effective leadership. Any ideas from your experience?

Yes. When someone describes a situation from one perspective, I ask questions — “Help me understand the story you’re telling yourself.” I test the reality — “What evidence do you have?” I might offer alternate perspectives or factual angles. Blind spots can keep people stuck in unproductive patterns. Helping them unpack those perceptions builds awareness — seeing what’s controllable and what’s not.

And what about when people are really fixed in their mindset?

That happens. I’ve had employees convinced the system was against them. I’d help them test that. For example, I once asked someone, “You were invited to a development program — did you take it?” They said no. We unpacked that choice, and they realized some limitations were self-imposed. It became a lightbulb moment — seeing a new perspective. That’s rewarding as a leader.

I use those same practices with my own team — instead of focusing on what’s not possible, we imagine futures together: “What if we could…?” That keeps people in growth and possibility.

Exactly. Helping people see from a different angle is the heart of coaching — awareness leads to transformation and new possibilities. Of course, not everyone is always coachable — willingness matters.

Yes — and I’d add that leaders must want to coach. Leadership isn’t just telling people what to do. We must show up in service of others — build patience, manage our own judgment, and work on ourselves as leaders. It’s ongoing reflection: am I acting in service of my people?

That’s great to hear — I’m inspired by your comments and how you show up as a leader. As we wrap up, is there anything you’d like to say to close?

Being a people leader is tough — especially in challenging times — but it’s also deeply rewarding. It energizes me. For anyone wanting to lead, explore your “why.” If it’s aligned — come join us. We’re waiting for you.

Thank you very much for taking the time today. I appreciate your support over the years. And that’s a wrap for today’s Lead with a Coaching Mindset. I am Damian Goldvarg — thrilled to have shared this time with you. Don’t forget to subscribe and rate us. Stay tuned for more episodes. Take care, and keep leading with a coaching mindset.