The day I learned that the Leahy-Smith America Invents Act (AIA) – arguably the most impactful patent legislation since the 1950s – had been published online as a draft bill by Congress, I was on a plane from San Francisco to San Diego. Coincidentally, I was prepping to speak at a conference on the potential impact of the legislation and the various interests involved. I quickly digested the draft bill and adjusted my notes, cognizant that many in the room had a vested interest in the legislation and some had lobbied Congress for change. 

After we finished our talk, a senior leader came up to me and said, “Wow! I’ve heard you speak a lot. But, I’ve never seen you so passionate and excited.  You looked like you were having so much fun up there.” 

Was it the topic?  Was there something about the AIA that was just so much more exciting to me than patent prosecution, prosecution laches, patent litigation or moderating judges’ panels?  

With all due respect to the bill, no.

What was different about that discussion was that I was presenting at a women’s conference that a few of my colleagues and I conceived of and planned. This was before women’s conferences were a “thing,” so it was also the first women’s conference at which I spoke. The audience was all women. The space, food, and drinks were tailored to the audience. Dark suits were replaced with resort wear. Stale bagels with specialty chocolates. 

For me, this was an “aha” moment! As someone who started in mathematical physics, graduated with  bachelor’s and master’s degrees in electrical engineering, was doing early research in artificial intelligence at GE Aerospace and led design and manufacturing teams, the usual way I bonded with my colleagues was by taking up their sports (windsurfing for quite a few years and softball) and watching Monday Night Football. Though I didn’t take to heart when I was told early on that nobody would take me seriously because I smiled and laughed too much, I did – perhaps subconsciously – adapt to the world around me.  I processed the data of what “success” and “leadership” looked like and slowly adapted my behavior.  When I spoke on stage, I looked and sounded like my colleagues and the bulk of the others who spoke.  Nobody asked me to do that or applauded me for doing it. It was just how I naturally acclimated to the world around me.

It was on that day, and because of that comment, that I realized the power and joy in being me. In being authentic.

Since that time, I have spoken more times than I can remember of the power of being authentic and how to achieve success as your own authentic self. Here are two key lessons I want to share:

First, figure out what you want and ask for it. Studies show that there is, what I have come to define as, an “ask bias.”  Women do not tend to ask as much as men. Asking can seem selfish or brash and the fear of getting a “no” can seem daunting. If you don’t ask, you will get behind both in work and in life. You will let perceptions of what you want, or what others expect of you, control your actions.

The key is finding a way to ask in your own authentic way that doesn’t make you feel like anyone other than yourself. Linda Babcock has some great writing in this area to which I often refer women. In a Harvard Business Review article she wrote: “[W]e’ve discovered another, subtler source of inequality: Women often don’t get what they want and deserve because they don’t ask for it.” She noted that “[w]omen tend to assume that they will be recognized and rewarded for working hard and doing a good job. Unlike men, they haven’t been taught that they can ask for more.” 

Babcock makes it clear that this is not just an issue of socialization. Managers also bear responsibility and “should drive larger scale cultural change.” 

As to the latter, Babcock suggests an algorithm I employed immediately after joining the United States Patent and Trademark Office (USPTO). She remarks that,  “[w]hen a man asks for a raise [or opportunity and a woman doing comparable work does not], a good manager should consider giving both, or neither, of them raises.” At the USPTO, I’ve encouraged leadership to consider for positions and opportunities not just those who first come to mind, but anyone else who would have the same predicted success in the role. I encourage them to consider those who ask and anyone else similarly situated who did not ask. I’ve also been working to bring into the agency training on “how to ask” as your own authentic self. 

The key for me, personally, is asking politely and on behalf of others or a greater cause. 

Let me give you some examples. Years ago, I had a case in the Northern District of California and I asked a junior lawyer – let’s call her Tanya – to argue a motion so I could give her that opportunity.  Tanya and I had prepared thoroughly on the merits.  But, what I hadn’t prepared her on was how to ask.

Tanya did a fantastic job in her argument.  The other lawyer – let’s call him John — argued.  Then, the Judge started giving some views.  John, a seasoned, aggressive male litigator, interrupted the Judge numerous times saying, “But, but” and making his arguments. Tanya waited for the Judge to ask her for her response.  She waited to be called on.  The Judge never did.  When I saw John getting some traction, I stood up to be recognized to help complete the argument.  That was not Tanya’s failure, it was mine.

What I should have taught Tanya was how to ask. For me, I don’t say “But, but.” I don’t interrupt the judge. Instead I politely ask, “Your honor, may I be heard?”  Or, “Your honor, may I make a suggestion?”  Or, “Your honor, may I respond?”  I’ve never received a “no.”  And, the ask carves out time to make my argument. 

This year I mentored a successful woman leader through JOURNEY, a one-year program to give women access to higher-level connections and enable them to build lifelong networks of support. She – let’s call her Sylvia – said that her title and compensation was lower than those of her male counterparts.  Sylvia was going into a performance review and sought advice.

I suggested to her that she tee the issue up in advance so her supervisor was not surprised.  I also suggested that she not make it about her and that she not presume her supervisor knew of the disparity.  She did exactly that. She explained in advance all the ways in which she could better serve the organization and why it was important to the organization that she be at the same title and salary as her counterparts. 

When it comes to job or opportunities, I never focus on what it means to me. Instead, I provide my thoughts on how the position could be used to further the organization’s goals and mission. Or, on how I could be more effective at serving the institution’s goals in the position. It is different for everyone.  The key is to find your own authentic way to ask. 

And, as my negotiations professor at the University of Pennsylvania would say, “practice every day!”  It then becomes innate. My professor would have us practice and ask and would always say you have to give a reason. Data shows that even if the reason is not compelling, just hearing a reason incentivizes the person you ask to say yes.  Think about that the next time you are standing in the security line at the airport. If someone asked if they could cut ahead of you, would you be as likely to say yes than if they even gave a simple reason like, “I need to get home”? Probably not.  

As for asks or negotiations, you can practice daily. One of the simpler ones I participated in was at a corner store in downtown Philadelphia.  I was planning to eat a hot and sour soup for dinner and the recipe called for two eggs. The corner store sold eggs by the dozen, but instead of buying a dozen, I asked if I could buy only two.  My “why” was that I only needed two and didn’t want to waste the others.  Though I initially got a “no,” I persisted and noted that the place sold breakfast sandwiches and could sell me two of those eggs as opposed to two out of a dozen. I came home with two eggs and the soup was even more tasty for it!

Second, in addition to asking authentically, you owe it to yourself and others to be authentic. To lead with your heart, not just your head. In today’s world with social and physical separation in our work places and even with family and friends, we must do more to connect. Whether you are leading a group or leading up, by being vulnerable and opening yourself up to others to experience the real you – you not only improve your own well-being and joy, you do that for others.  You also create the space for them to do the same. 

My favorite researcher and speaker on this topic is Brené Brown, a professor at the University of Houston.  Many of her talks are available for free online.  Brown notes that one of the keys to vulnerability is giving yourself permission to be imperfect.  She writes, “[f]or me, that means writing permission slips—to myself.”  She continues:

“To be authentic, we must cultivate the courage to be imperfect—and vulnerable. We have to believe that we are fundamentally worthy of love and acceptance, just as we are. I’ve learned that there is no better way to invite more grace, gratitude and joy into our lives than by mindfully practicing authenticity. Even when it’s hard, and even when we’re wrestling with the shame and fear of not being good enough, and especially when the joy is so intense that we’re afraid to let ourselves feel it. It’s these moments in life that demand we show up—that we let go of who we think we’re supposed to be and embrace who we really are.”

I try to lead with authenticity. I don’t recall a meeting – whether it was one of my many internal or external listening sessions, meetings at the White House, or meetings discussing cases or key decisions internally – where I didn’t laugh with others. When I first started at the USPTO, I asked for a town hall immediately and opened myself up to questions. As part of that, I admitted that I’m a right-brained introvert who has been doing a left-brained extrovert job. I love what I do. I love people. But, I need my down time (even if that is writing this article on my computer, taking a walk in nature, or practicing my photography hobby). And, if I respect my own needs first, I am a better professional, and person, for it. I hope you all find your authentic voice, and use it.

Priscilla Moultrie is a magnetic force of energy and she is harnessing her professional superpowers to bring swag and flair to Federally Employed Women’s (FEW’s) National Training Program (NTP) events and networking operations.

As the 2022 FEW Awards Chair, Priscilla revamped the annual awards ceremony, giving the audience a jolt of excitement. She ingeniously staged her own rendition of a popular television variety show, which introduced the country to “The Robot” and a unique take on “line” dancing. For one special evening in 2022, FEW’s premiere event—the NTP—and its National Awards Program were the “hippest trip in America.”

That’s how Priscilla likes to get things done. She is motivated by an inspirational bit from comedian Steve Harvey, who says every successful person (at some point) must risk their comfort zones and “jump,” if they want to “live-out” the full potential of their talents and gifts. “You will never know what can become of your hard work, unless you take the leap to develop yourself. Continue to level up as you soar,” she says.

In 2023, Priscilla is already bringing creativity to her new role as the Special Assistant to the President for Sponsors and Partnerships. With a fresh eye for building synergies, she has identified potential partners and sponsors from different business sectors and other organizations with whom FEW may not have previously worked. While she cannot yet reveal all her secret plans for this year’s NTP and beyond, anyone who knows Priscilla knows she likes to create a big “splash.” Her fellow board members and NTP guests are anticipating her hands in helping to bring sponsors and partners together at what will be a grand and celebratory event on July 10-14, 2023, at the Hilton Columbus Downtown in Ohio.

This year’s NTP theme, “Leveling Up For Success: Ready, Set, Grow!”—is perfect for Priscilla to brainstorm and cultivate new “win-win” professional relationships among other like-minded organizations. In addition to providing premier training to Government workers, FEW is committed to raising awareness about issues related to equity, diversity, inclusion, and accessibility. FEW provides equal access to membership, programs, activities and opportunities to all, regardless of sexual orientation or gender identity. Prospective business partners and sponsors may expect personalized “Meet & Greet” sessions with FEW leadership, including Priscilla, who has been key in helping to identify fresh new faces to team up with FEW.

FEW’s National Training Program is an important annual event for its membership and guest participants. The electric five-day experience provides a lineup of more than 100 specialized courses on various topics, including Human Resources, Equal Employment Opportunity, Information Technology, Project Management, and Leadership. All courses align with the Office of Personnel Management’s Executive Core Competencies (i.e., Leading People, Leading Change, Business Acumen, Result Driven and Building Coalitions). In addition, FEW will host “After-Hours” networking events for participants to build relationships and celebrate member achievements.

Attending an NTP event is invaluable. Volunteering at an NTP is exponentially beneficial. When members “help out” with a particular session or event, they increase their existing management and leadership skills. For example, servant leaders can heighten their customer service abilities by assisting with registration or hospitality; program and project managers may choose to expand their abilities with logistics; others may choose to improve their people skills by helping in the Exhibitor’s Hall. Everyone who works behind the scenes to make the NTP a success develops professional skills and builds their resume.  

That kind of involvement has worked for Priscilla.

“Working on previous National Training Program events has helped me grow and develop professionally. Delving into leadership with the awards process opened my eyes to the importance of recognition and friendly competition among chapters,” she says. Priscilla says the role of Awards Chair broadened her “horizons with strategies related to awards and event processes, planning streams for the rollout of an exciting awards program, protocols involved with the overall make-up of the awards, and the integration of different perspectives required to execute such a major event.” This was particularly challenging in a virtual atmosphere, where contending with a global pandemic was a new and ongoing reality. “Working alongside other FEW professionals afforded her first-hand access to experts offering their cutting-edge expertise to make each National Training Program unique.” This year’s in-person celebration will bring a new set of challenges and excitement, as participants navigate returning to a live training event.

“The passion I have witnessed from board colleagues, chapters, and those who have a heart for FEW shows the love for the organization,” she says. “This is another way I have grown professionally and developed crisper skills. I have access to rooms and people I would not have, without being genuinely involved.”

Priscilla says being a FEW member taught her three things:

1. Wise counsel and “golden nuggets” that are offered are keys to being successful. Be a sponge and absorb the continuous feed of knowledge you receive because you will use it in many facets of your journey from being a mentee to being a mentor or coach.
2. Ask questions. Do not be afraid to inquire. This is how you gain experience and work smarter—not harder.
3. Allow trials and errors to work for you. You will benefit from the learning and make improvements toward becoming successful.

Priscilla says FEW membership is one of the best opportunities for development, helping federal employees and contractors gain experience, grow professionally and personally while networking with people from diverse backgrounds and career levels. “Your FEW membership could lead you to other doors you have yet to open that will leave you in awe,” she says. “FEW is an incredible organization filled with countless windows of opportunities where you will find yourself taking a leap. You will land in an exciting new place! FEW is all about “Leveling Up For Success!”

As a federal employee, Deana Mastin continually looks for growth and leadership opportunities.

So, she joined Federally Employed Women (FEW) and continues to leverage the organization as a tool to build her career.

She recently graduated from FEW’s Mentoring Program, which taught her teamwork, leadership, and decision-making skills.

“It was a valuable experience,” said Mastin, who is a Program Specialist at the National Oceanic and Atmospheric Administration (NOAA). “I was able to work with women from several different FEW chapters throughout the U.S., at various career levels, and work with FEW National Board executives. It provided a safe space and dynamic learning experience.”

FEW’s Mentoring Program is a competitively selective mentor and mentee training opportunity for members who aspire to become effective leaders within the organization or at work and build their professional network for career advancement in the Government. The one-year program pairs applicants with a senior leader in the Federal Government.

There are focused area requirements and learning objectives that must be completed to obtain the full benefit of the program. Participants receive additional development through webinars, guest speakers, and completion of a team project.

“I would recommend FEW’s Mentoring Program to others, as I have in the past,” Mastin said. “I recommended it to our former Chapter President who is now currently enrolled. I would motivate members to participate by encouraging them and explaining that this is a leadership program offering personal career building skills (e.g., interviewing, resume-writing, and creating individual development plans ) and a variety of leadership activities (i.e., presentations, public speaking, team-building, leading change).

According to a recent survey, 63% of women report that they’ve never had a formal mentor in their career. Fortunately for FEW members, mentoring is only one of the benefits the organization offers to help members advance their career goals.

FEW provides training with knowledge about the federal system, career development and planning techniques, personal effectiveness, and awareness of the broader issues that impact women. In addition to mentoring, FEW provides member opportunities to network and develop mutually beneficial, professional relationships that help build careers. Members can also benefit from community outreach at the chapter and regional levels, giving back to communities, and sparking fellowship among members.

“FEW has provided me with the opportunity to gain skills that my regular job did not through participating in projects, teams, public speaking, developing presentations, leading people, building coalitions and planning,” Mastin said. “By providing these opportunities in a safe and dynamic learning space, I have been more motivated to take risks and challenges when others were not willing; to encourage others to take a chance and ‘do it afraid’ while standing beside them.”

As President-elect and former Vice President of FEW’s Seas and Skies Chapter at NOAA (National Oceanic and Atmospheric Administration), Mastin said she has learned some very important lessons about her career: “ ‘It’ starts with me. How I show up, step up, and pull up others. No one can do it alone. You have to be vulnerable and humble enough to ask for help when you need it. You have to recognize the strengths others have and encourage them to use those strengths, know their value, and be willing to ‘take a seat at the table.’”

If you could use a professional boost or assistance in developing more focused career goals, join our community today. We can do more together. The new cohort for the 2023 Mentorship Program will begin later this year. Look for an email from FEW about the open application process, coming soon. If you have questions about FEW’s Mentoring Program, contact mentoring@few.org.

Getting More With FEW

FEW helps more than one million women in the military and civilian workforce become strategic leaders with its four-pillar program: training, legislation, diversity and compliance. Since 1968, the nonprofit has advocated for equity and diversity for women. FEW works for the advancement of women in the Government with cutting-edge training, nationwide networking and invaluable insight.

The non-profit advocacy group offers a legislative benefit by representing federal employees’ concerns before legislative and judicial bodies. FEW also recognizes congressional members who support our agenda.

In addition, FEW develops strategies to identify and eliminate barriers, while increasing diversity by examining demographics of the workforce. The organization also works with federal agencies to help deliver a more equitable and diverse workforce. FEW’s compliance efforts allow it to monitor the progress made by the Federal Government.

As a retired United States Air Force veteran, Lametrice S. Sims understood the importance of continuous professional development beyond her military career, which led to her joining Federally Employed Women (FEW).

FEW helps more than one million women in the military and civilian workforce become strategic leaders with its four-pillar program: training, legislation, diversity, and compliance. Since 1968, the nonprofit has advocated for equity and diversity for women. FEW works for the advancement of women in the Government with cutting-edge training, nationwide networking, and invaluable insight.

As a graduate of FEW’s first Mentoring Program, Ms. Sims highly recommends FEW membership to others so they can invest in their future by applying for and participating in this life-enriching program. Although, we live in a digital world where most things are one click away, Sims expressed, “The most valuable knowledge can only be gained through one’s shared personal experiences.” FEW uses resumes to match senior-level mentors with complementary mentees, aligning interests, backgrounds, or goals. The mentees receive a copy of their assigned mentor’s career bio and the pair then follow up with an initial meeting via Zoom.

“This six-month collaboration definitely supported FEW’s commitment to assisting the advancement of women in the Federal Government,” Sims said. “As a retired Air Force veteran and a 14-year federal civil service employee, I can attest to the growth of my professional network from the relationships established with other mentees and my assigned mentor, who agreed to continue our mentor-mentee relationship beyond graduation.”

Today, Sims is a Senior Contract Specialist with the United States Department of the Navy-Supervisor of Shipbuilding (SUPSHIP) Gulf Coast, in Pascagoula, Mississippi. When asked, what were the three things she learned from being a part of the FEW Mentoring Program, Sims replied, “Participation in FEW’s inaugural Mentoring Program provided me refresher training in the subject areas of (1) goal setting/career planning, (2) continuous skills development, and (3) networking. As a professional development facilitator, it is imperative that I continue to build on what I already know. I want to be open to engaging new ideas and perspectives through collaboration with others while pursuing lifelong learning that will result in my continued growth and development,” she said.

In addition to the mentoring program, FEW has helped Sims supplement her military training in different leadership roles within the organization at the local, regional and national levels. To date, she has held the following leadership positions: FEW’s Southeast Region Newsletter Editor, first-ever North Alabama Chapter Newsletter Editor, two-term Chapter-Vice President, Training Chair, Diversity Chair, Steering Committee Member, and Chapter/Regional Training Facilitator.

As the Vice-President/Diversity Chair for FEW’s North Alabama Chapter, Sims has been afforded the rewarding opportunity to network with other professionals who have contributed to the enhancement of her interpersonal skills. She has gained insights to the professional needs and interests of others, allowing her to support their advancement beyond the roadblocks, whether seen or unforeseen.

As a facilitator of past FEW local/regional training workshops and programs, she fulfilled her passion for helping others, providing innovative and interactive training on a variety of subjects designed to offer all attendees a clear understanding of the learning objectives and training goals. Sims’ leadership style encourages healthy conversations and decisions, while helping workshop participants stay on track toward achieving their desired goals.

Sims strongly encourages military veterans (women and men) to join FEW for the advancement of their continued military/civilian careers. “The FEW experiences are wonderful,” Sims said. “Consider applying for FEW’s Mentoring Program – it’s a great start! As an ambassador and recent graduate of FEW’s Mentoring Program, I can testify to the endless benefits of participating.”

About FEW

FEW members experience a comprehensive program that positions them for professional development and a fulfilling career in the federal workforce. Consider how the association’s experience helps advance its members:

• Training: FEW provides members with knowledge about 1) the federal system, 2) career development and planning techniques, and 3) personal effectiveness and awareness of the broader issues that impact women. The nonprofit produces premiere training on the national, regional, and chapter levels.
• Mentoring: FEW offers mentoring opportunities to advance professional development and senior-level leadership skills through the year.
• Networking: FEW delivers opportunities for members to network and develop mutually beneficial, professional relationships that will help them advance in their careers.
• Community Outreach: FEW provides countless community outreach opportunities on the chapter level that give back to communities, sparking fellowship among members.
• Legislation: FEW represents federal employees’ concerns and interests before legislative and judicial bodies. We also produce a “scorecard” that recognizes congressional members who support our non-partisan agenda.
• Diversity: FEW develops strategies to identify and eliminate barriers and increase diversity by examining the demographics of the workforce, including socioeconomic status, communication, thinking styles, and family composition.
• Compliance: FEW works with Federal agencies to help deliver a more equitable and diverse workforce. We monitor the progress made by the Federal Government in achieving equal employment opportunities evidenced by adherence to statutory civil rights protections.
• Member benefits: FEW offers various member benefits including congressional advocacy, legal consultations, career tips and a job bank, member spotlights, financial services, a nationally distributed newsletter, scholarships, awards, and discounts on education and training.

If you are a veteran who is thinking about your next career move, join our community today. Leverage FEW as a tool to build a better path with long-term career goals.

Dorene Matheis, Chief Learning Officer at the United States Patent and Trademark Office, loves her life. She is the leader of a high-performing team, the mother of two adult sons who make her very proud, one-half of a dynamic Army veteran couple, an effective goal-setter, and an eternal optimist. She has experienced career highs that many of us only dream about, yet she coaches and mentors others, empowering them to embrace their own dreams. How does she manage the workload, expectations, and her own well-being? Let’s start the New Year taking a page from Dorene’s playbook, as we learn more about this trailblazing leader.

Dorene is a patriot in every sense of the word. She finds joy in watching the New England Patriots win games. When she’s not engrossed in football, you might find her hiking, reading, riding her motorcycle, playing trivia games, knitting, or traveling. On the one hand, she knows how to have a great time. On the other hand, she is serious about getting work done.

Dorene’s seriousness was evident when she recruited herself into the United States Army. She resolved to become a legal specialist and calculated the entrance exam score needed to achieve that goal. She studied hard for the Armed Services Vocational Aptitude Battery (ASVAB) test. In her own words, “I was a recruiter’s dream!”. She prepared for the exam, shared her plan with the recruiter, aced the test, and signed the necessary paperwork. Dorene’s efficiency in action continued to be an asset as she joined the military and eventually landed in federal civilian work.

Having a spouse who was also active in the military was challenging for Dorene and Bryant, yet they carved out time for each other and their two sons. This required constant sacrifice, reconfiguring plans, and being stretched to their limits, but they worked together to make it happen. Because they had been married for six years prior to Dorene’s decision to enlist, they had time to plan together, manage expectations, and move forward in sync with each other’s goals. Dorene admits it took years to mature in achieving balance, but she shares the wisdom she has learned along the way.

I am committed to being fully present for whatever I’m doing either at work or in my home life. I believe we earn our time off (e.g. leave time) so we should be able to enjoy that time without distraction. For me, scheduling everything and getting it on the calendar is key to feeling like it’s on track so I’m not continuing to think about it. Balance for me also means empowering and trusting others to do their work or to back me up when I’m not there.

While sometimes feeling stretched to capacity at home and work, Dorene’s optimism shines. With empathy and gratitude, she has created a work culture that breeds passion, enthusiasm, precision, and excellence. Team meetings provide the weekly platform for colleagues to thank each other, offering kudos and praise, and creating an overall sense of unity in their collective mission. The meetings only get better when there is a holiday to celebrate or a vacation story (complete with photos) for the team to enjoy. As a leader, if your only achievement is having your team love the time they spend together, you have accomplished quite a feat. Dorene has done this and more. She set a standard of instituting and abiding by Team Norms while establishing and growing the USPTO Leadership Academy. Her dedicated team of learning professionals have collaborated to transition their interactive and engaging training approach to the virtual environment, carefully maintaining a high-level of camaraderie and caring for one another as they work.

Of course, things do not always go as planned. Having a willingness to accept responsibility and demonstrate grace during disappointing times are qualities of an ideal leader. At the time when she retired from the military, Dorene had reached the positions of Chief Warrant Officer Four and Chief, Administrative Division in the Office of the Judge Advocate General and US Army Legal Services Agency. Prior to that, however, she found herself in a situation that forced her to reevaluate her steps and shift gears.

There was a time when I was passed over for a position that I thought I’d been prepared for by my leadership and my mentors and I thought it was a given. But it wasn’t, and a colleague was offered the position instead. Suddenly, it seemed like my entire career path had been wiped away and I didn’t know what was next for me. It was hard to resist feelings of betrayal and a loss of trust in others. I shared my disappointment with those I did trust, I reflected on what was most important to me, and I established new goals for myself and for my career. Looking back, it worked out so very well for me and was a big lesson in not getting too comfortable in a fixed mindset. It forced a growth mindset in me and was a perfect example of the adage, “what got you here won’t get you there.”

Dorene attributes her successful agility to developing a growth mindset and being open to change. To her fellow FEW members and colleagues, she passes along this career guidance:

1. When opportunities present themselves, sincerely consider walking through those doors. Many of her career decisions were introduced by others who saw her potential and challenged her to do something different. Be grateful for being seen and given the opportunity!

2. Likewise, when you recognize potential in others, encourage them to take bigger strides toward career-building activities like seeking a detail or doing an unusual assignment that broadens their skills, experience, and network.

3. Know your worth and be confident in it when making career decisions.

Starting the New Year with a growth mindset will allow us to move forward more strategically in our careers. Nothing (and no one) will be able to bring us down, despite circumstances that sometimes play out differently than we hoped. We may not share Dorene’s experiences, but we can take away quite a bit from her story. Perhaps we can even sing along to her favorite empowerment song, “Defying Gravity” from the Broadway musical Wicked. “I’m through accepting limits ’cause someone says they’re so. Some things I cannot change but ’til I try, I’ll never know…”

Like Dorene, let balance, gratitude, and a growth mindset ground you as you rise, leveling up for success in 2023.

Lauren Aggen is an Equal Employment Manager with the Defense Finance Accounting Service. As an advocate and a person with a disability, she is grateful for the Americans with Disabilities Act (ADA) and Rehabilitation Act of 1973. Lauren has worked hard to broaden others’ understanding about topics such as Schedule A (a special hiring authority for individuals with an intellectual disability, a severe physical disability, or a psychiatric disability), work-life balance for employees with disabilities, reasonable accommodations, the Workforce Recruitment Program (WRP), and the benefits of employee resource groups. While she knows there is more work to be done in providing opportunities for people who are differently abled, she leads a pursuit for equity with compassion, understanding, and the heart of a boy from Austin, Texas.

One of the greatest gifts Lauren ever received was her donated heart. Eight days after she was born, she underwent a life-saving surgery where doctors transplanted the new heart. This was a dramatic rescue story complete with a series of miraculous events and a selfless doctor who braved a snowstorm to deliver the donated heart before it became unusable. “Baby Lauren” went from having three days left to live to making a full recovery. The heart transplant operation was made possible through the sacrifice of a nameless donor family who lost their infant son to sudden infant death syndrome. Lauren feels the weight and responsibility of knowing her life was saved at the expense of another family’s tragic loss. She and her family are eternally grateful for this priceless gift of life. While Lauren was only a baby and does not remember the events as they unfolded, this experience shaped every facet of her life and how she chooses to pay it forward at home, at work, and in the community.

Lauren attributes her strength of character to a loving family: two parents who handled multiple medical conditions and her life-threatening circumstances with unbelievable faith and a fun yet protective older brother who took her under his wing as they grew up. She also speaks of an incredible “village” of people in the community that has been a source of support throughout the years. Despite growing up with the limitation of hearing loss and with many restrictions such as not socializing with other children who had chickenpox, taking multiple medications every day, and enduring various kinds of medical tests and procedures, Lauren is a confident, “glass half-full” kind of woman. She chooses to find the bright sight of every situation. She is full of energy and humor, enjoying visiting farmers’ markets and dressing up to attend theatrical performances. As a teenager, she became deathly ill and began writing her personal story. When Make A Wish Foundation decided to grant her a wish, instead of asking to visit Disneyworld or meet a famous person, Lauren requested to publish her autobiography. She authored the book, Austin’s Gift: The Life of a Grateful Organ Recipient, prior to making another amazing recovery.

Lauren attended the National Technical Institute for the Deaf (NTID) and Rochester Institute of Technology (RIT). Ever an advocate, she was a Student Ambassador in the Admissions Office. She was also a speaker before eight different Congressional offices in Washington D.C., where she briefed the committee representatives about her successful experiences at (NTID/RIT) and her passion for organ donation. Later, Lauren was offered an internship at the Equal Employment Opportunity (EEO) Office. As a Workforce Recruitment Program (WRP) student in the EEO Office, Lauren developed an informational newsletter for the Headquarters Army Sustainment Command. The publication covered topics such as the Mother’s Nursing Program, the Pregnancy Discrimination Act, Sexual Harassment/Assault Response and Prevention, differences between Military and Civilian culture, and women’s equality. Since her time working in federal service began, Lauren has been honored with the Commander’s Award for Civilian Service, an Achievement Medal for Civilian Service, the Assistant Secretary of the Army coin, an Outstanding WRP Recruiter Award, Two Star General Notes, and the privilege of enjoying a luncheon with a four-star general.

Lauren continues to lead as she looks for ways to improve life for people with disabilities. Her “Bucket List” of equity improvements in the Government and the community include the following:

• Create a system where people with disabilities may apply and undertake detail opportunities to other offices and be directly promoted under Schedule A hiring authority so they can achieve their maximum potential
• Create a marketing campaign for the Department of Defense (and perhaps one day for all of the Government) to educate students at colleges and universities about federal civilian positions
• To see all individuals with disabilities given needed accommodation so they can thrive in the workforce
• To encourage continued improvements in technology to advance software for better office interactions between those with disabilities and their colleagues
• To raise awareness that new inventions are needed to accommodate new disabilities as they arise
• Outside of the Government: for all movie theaters to provide closed captioning on the screen

For anyone with a disability searching for federal employment opportunities, Lauren offers the following advice:

“No one can take away your education. Get an education. Seek a mentor, update your resume, network, don’t give up applying for positions, seek programs within the Government such as WRP, and SMILE!”

For more information on Schedule A hiring authority, visit: https://www.usajobs.gov/Help/working-in-government/unique-hiring-paths/individuals-with-disabilities/

Learn more about organ donation here: https://www.mayoclinic.org/healthy-lifestyle/consumer-health/in-depth/organ-donation/art-20047529

Find Lauren’s autobiography here: https://www.amazon.com/Austins-Gift-Grateful-Organ-Recipient/dp/0984144765