Editorial
I first met Kelley Steven-Waiss when she was the founder and CEO of Silicon Valley start-up Hitch Works, Inc (Hitch). She struck me as a clear-minded executive with the resilience not only to survive, but to thrive. Kelley was — and remains — a driven leader with a can-do attitude as well as a compassionate heart. Business executive, spouse, mother of four, mentor, investor, advisor and community volunteer — she’s on the move. In her recent book, "Valley Girls – Lessons from Female Founders in the Silicon Valley and Beyond," she pays it forward by providing both insights and a clear roadmap for how she and other women entrepreneurs have beaten the odds. Listening to Kelley reflect on her experiences and how she shifted into the role of advisor made this interview a real treat for me.
Adopt a Mindset of Abundance
Let’s start at the beginning: why did you write this book?
- Inspire more female innovators.
- Get more funding to female founders.
- Encourage women to actively support each other vs. compete.
I love the title of your book — can you say more about it?
No doubt Silicon Valley is known for fostering start-ups, but the lessons in this book extend far beyond Silicon Valley. I grew up in the San Fernando Valley and I’ve worked professionally in Silicon Valley for years, so I’m a “Valley Girl” of sorts. I wanted to reframe the Valley Girls stereotype as smart, driven women who are blazing new paths with start-ups of their own.
You've mentioned mindset before. What does that mean in the context of your book?
I want women leaders to adopt a mindset of abundance, not scarcity. There’s a broad community of women leaders ready to support one another. There’s so much we can do with and for ourselves as women, including exploring the common opportunities and challenges we share as founders. Abundance shows up in our style of work as well as the businesses we create. It’s possible to do good in the world and run a thriving business at the same time.
What unique challenges do women entrepreneurs face?
The facts are clear. Women founders face insufficient funding as well as an inadequate number of investors. As a result, we lapse into that “scarcity mindset” and become overly competitive with one another. Being competitive is important, but I personally made the conscious choice to seek collaboration and cooperation versus purely being competitive.
Passion for the work helps entrepreneurs persevere through LOTS of adversity. But we can’t just point at the problems we’re facing — we must change our own behaviors. Listen to those around you and take in lots of feedback. When collaborating with others, seek ways that you can both win. It’s not about your ego, so lead with humility and learn from others every chance you get.
Lead With Purpose
What does being a strong ally to other women look like in practice?
We have an obligation to lead with purpose. As we climb our own ladders of success, we need to pull others up the ladder behind us. For example, women should back other women with direct investing as well as influencing the businesses of venture capital and private equity. There are so many developmental opportunities for mentoring, coaching and internships, as well as business development support through introductions to potential customers. Offer to be a sounding board, listen to pitches of new ideas, and share your connections. If we want the next generation of women leaders behind us to act differently, then we need to model new behaviors ourselves.
You mentioned a sticky note on your bathroom mirror — what does it say?
Lift up one woman every day.
What do you consider must-have leadership skills?
- First and foremost, find your authentic voice, then lead with empathy and humility.
- Always be intellectually curious, because improving never ends.
- Learn how to delegate operational issues, allowing others to do the work and SHINE!
- Never underestimate the power of a good question. It helps you understand others’ points of views, plus it allows you to appreciate what others think of your ideas.
- Put a personal board of directors around you — not just people you like, but people who will guide you with healthy candor.
In hindsight, what would you have done differently?
I would have been more confident in myself and my ability to overcome some of the normal adversities founders face every day. In my desire to be honest with investors, I shared all my anxious moments and concerns. I would definitely reveal less of this to them and leverage my personal board of directors in those moments.
What is something people get wrong about you?
People think founders and CEO somehow are superheroes. That’s so not true! Any success I’ve had has been achieved with others, either at work or at home. There were times I felt a bit of imposter syndrome, I suppose like anyone else doing something big for the first time. Just remember that being fearless does not mean you don’t experience fear. It’s about how you respond to fear, how you behave when confronted with discomfort. My belief is we need to push ahead in tough, uncertain times — really go for it.
What do you admire about yourself and all that you’ve accomplished?
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I simply did what I loved and believed that success would follow. I’ve become more vulnerable, which has helped me thrive, not just survive. I’ve learned to be comfortable with my decisions because I’m confident in who I am. I understand that age is not an excuse to NOT do things — quite the opposite. My advice is to be clear about your priorities, as that’s where you should direct your energy.
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