Hanna Patterson
Senior Vice President, Employer Partnerships, Guild
đź“ŤAustin, TX, USA
What qualities do you think leaders need to have in today’s world?
We are living through some really challenging times across so many dimensions right now, and the expectations for the role leaders play have never been higher. The pace of change is relentless. Teams are navigating ambiguity, complexity, and often very personal stressors outside of work. In moments like this, leadership has to be about presence rather than performance. To meet this moment, I believe leaders need to be authentic, transparent, inspiring, and trustworthy.
Authentic, because people can tell when you’re performing versus when you’re grounded in who you are. Teams need leaders who are clear about their values, willing to admit what they don’t know, and consistent in how they show up. Transparent, because clarity builds stability. When priorities shift or hard decisions need to be made, bringing people along in the “why” creates alignment and reduces unnecessary fear. Even when the answer is “we don’t have it yet,” honesty builds confidence. Inspiring, because the work we do needs to feel connected to something bigger. Leaders have a responsibility to continually connect day-to-day execution to purpose, to remind teams that what they’re building matters and that their contributions are meaningful. And ultimately, trustworthy. Trust is the foundation that makes everything else possible. It’s built through follow-through, through making thoughtful decisions, through listening deeply, and through creating space where people feel seen and valued. Without trust, strategy doesn’t stick and culture doesn’t scale.
If you had to describe your leadership style in one word, what would it be and why?
Galvanizing. I don’t just set direction but I aim to energize people around what’s possible. I believe my leadership brings momentum and shared ownership paired with strategic rigor that makes inspiration durable.
How does your company’s Pledge 1% program help shape the kind of workplace culture you believe in?
Guild’s Pledge 1% commitment resonates deeply with me because it puts action behind something I’ve always believed: the most meaningful work a company can do is create real opportunity for real people. Knowing that a portion of what we build is reinvested into expanding access for working adults makes our work feel bigger than any single program or partner and part of a broader commitment to unlocking opportunity at scale. That belief connects directly to my personal “why.” I joined Guild to ensure that millions more people have access to education and support to reach their full potential. Pledge 1% ensures impact is woven into how we grow, not treated as something separate.
This year marks the 7th year of Pledge 1%’s #WomenWhoLead campaign. How can companies champion and support female leadership?
There are a few key things I believe companies can do to meaningfully grow, develop, and support female leadership, and importantly, these can’t be symbolic efforts. They have to be structural and sustained.
First, embrace different leadership styles. For a long time, leadership has been defined in fairly narrow ways. This has often rewarded the loudest voice in the room or a single model of executive presence. Some of the most effective leaders I’ve worked alongside lead with steadiness, deep listening, strategic rigor, or quiet conviction. Companies need to broaden the definition of what strong leadership looks like and actively value diverse approaches. When we do that, we don’t just support women, we build better organizations.
Second, provide stretch opportunities. Growth doesn’t happen in comfort zones. Women leaders need access to high-visibility projects, cross-functional initiatives, and moments that require them to operate at the next level before they feel 100% ready. I’ve seen firsthand how transformative it is when someone is trusted with real responsibility, and not just incremental work, but meaningful scope. That trust builds confidence and capability in equal measure.
And third, advocacy from other leaders. Sponsorship matters. Leaders in positions of influence need to actively advocate for women in rooms where decisions are being made. Advocacy is different from mentorship. It’s using your voice and credibility to create opportunity for someone else.
If you could write a note to your younger self on her first day of work, what would it say?
Hanna, You’re about to begin something that will feel both exciting and completely disorienting. The jargon will be overwhelming. You’ll ask yourself more than once why you took this job and how you were ever offered it in the first place. That voice? It’s just self-doubt. Don’t let it lead. Stay curious. Ask the questions. Trust yourself. Lead with kindness. Keep learning, even when it’s uncomfortable. The way you show up for people will matter more than you know. This first day will become the foundation for a career that is more meaningful and impactful than you can see right now. You’ve got this.
