What if reinvention wasn’t about becoming someone else, but finally becoming you? In this energizing episode, we sit down with Suzy Welch, three-time New York Times bestselling author, professor and leadership powerhouse to talk about her new passion project: Becoming You. It’s a program designed to help you get radically clear on your values, your aptitudes, and your real purpose, not the one you inherited, but the one you own.
Suzy also shares her signature 10-10-10 Decision Making Tool, a deceptively simple framework that makes hard choices a lot less paralyzing. We get real about leadership, the challenge of managing “Lanagers” (yep, it’s a thing), and why work-life balance is out and work-life choice is in.
If you’re ready to become the person your next chapter demands, start here.
Extra bonus: her book comes out on May 6!
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Watch the episode here
Listen to the podcast here
Reinvention At Any Age: 3X NYT Best Selling Award Winning Author And NYU Stern Professor And Initiative Director, Suzy Welch On Becoming You
Everyone, welcome back to the show, where we get real about careers, choices, and the messy, beautiful business of moving forward. Picture this, we’ve all been here. You’ve built a career, maybe even a couple. You’re juggling teams, you’re juggling life, the kids, ambitions, and then you ask yourself, “Hold up, is this it? Am I even doing this right?” Our guest has asked those very same questions, and not just for herself, but for millions of people around the world.
Suzy Welch is a renowned author, leadership expert, journalist, reinvention champion, and extraordinary teacher. She’s got a true talent for cutting through the noise and helping us find clarity in all of that chaos that we’re surrounded by. From her game-changing 10-10-10 decision-making method to her new series, Becoming You, she provides true, sharp insights on leadership life and what really matters. She’s helped leaders, she’s helped founders, she’s helped regular people off the street rethink their paths with a little more courage and a lot more honesty, giving them the power to say no, and more importantly, yes.
Yes to those things that make the most sense to them. We talk about everything from ditching outdated leadership advice to how AI is shaking up decision-making. Is it? Defining work-life integration, or does that even exist? Because this is Women Advancing, we’re going to close with real-world advice that you can put to work as soon as you start your day. Looking forward to hearing what you think about this one. Remember, stay to the end, because you’ll hear KB’s takeaways. Let’s dive in.
Suzy Welch, welcome to the show. For those of you who don’t know who Suzy Welch is, she’s not only a New York Stern professor. She’s the director of the NYU Initiative on Purpose and Flourishing, a three-time New York Times bestseller, and the creator of two extraordinary methods, both incredibly practical and doable. One is the self-discovery method, Becoming You. We’ll talk about that soon, to come out with a book soon, more on soon. The 10-10-10 which is a values-based decision tool. Suzy, welcome. I’ll start.
I’m delighted to be here on your fabulous podcast. Thank you for having me, Kate.
Biggest Turning Point Of Suzy’s Career
It’s my pleasure. I love to sing your praises on so many levels. Let’s just hop right on in because clearly you are an underachiever. I haven’t even mentioned some of the other little things that Suzy’s got up her sleeve. You have had this incredible career. It’s spanned from journalism to leadership, business strategy, and now academia. What was the biggest turning point in this whole professional career that got you to where you are?
There are just so many turning points. It’s all turning points. It’s all reinvention. I am old, which means I’ve reinvented myself many times. There are some careers where you don’t have to do that. Say, for instance, you go into corporate law, you just build and build, and you get in that lane, and you could stay there. For most other careers in this day and age, because of technology and because we grow and change, our careers grow and change. I see the absolute logic to my ziggy, zaggy career. I see the logic to it. I have continually reinvented why, because I was a newspaper journalist, and the newspapers went away.
I was a consultant, and then I found it didn’t exactly fit my values and one of my values being my four children who are at home wondering where I was all the time. I became an entrepreneur quite by accident. I was called in, like saying, “We need a grownup in the room. I ended up doing that.” Events came into play, and I lost my husband very sadly after a long illness. When I came to the other side of that, I was like, “What’s next?” Serendipitously or not, a friend started teaching at Stern at that moment and said basically I heard about him teaching, and I thought, “Maybe that is the way to put all these threads together into a beautiful tapestry.” It worked. There was no one turning moment. I don’t think I’m alone in saying every day is a turning point.
Every day is some kind of a turning point. Share on XI was actually thinking that while you were talking, is literally you have embodied just saying yes to what showed up, and you had complete faith and trust in yourself, and you just did what you needed to do. What is your best advice, though, for those who find themselves stuck and are looking to reinvent themselves or pivot? Is this where 10-10-10 could come in?
10-10-10 is a great decision-making tool, but you cannot use it unless your values. I think you should start with becoming you. I’m very biased on this, but I would say that if you’re stuck, something is broken and I’m going to say that having seen a lot of people who are in career stalls or who think they might be going into a stall or who are just feeling frustrated, you may still be accelerating but saying maybe I’m going in the wrong direction, is you have to stand still for a brief moment and paint a self-portrait.
Until you know who you are, you have no legitimate way of knowing what you should do next. It’s such common sense, and yet I myself am a case in point of just running very fast and willy-nilly saying, “Oops, yep, right, wrong, and so forth.” Becoming you is a methodology that helps you paint this self-portrait of yourself by saying, “Let’s get down and dirty.” What are your values? Which we never know. What are your aptitudes?
Which we rarely know. What are your economically viable interests? Which we usually know way too little about. The first step is to find out, just to unpack that. At the center of those, at the intersection of those three things, your values, your aptitudes. Your values, which you truly believe, your awesome needs, and your motivations. Your aptitude is what you’re uniquely good at, what you’re wired to do cognitively and emotionally, and your economically viable interests.
At the intersection of those three spheres is your purpose. It’s not just what you want to do. It’s not just what you’re good at. It’s just not what interests you. It’s at the intersection of those three. That’s very hard work to figure that out, but man, is it worth it? It’s so worth it because that’s what you’re meant to do. You have to do that work. If you’re stuck, there’s no easy out.
At the intersection of your values, aptitudes, and interests lies your purpose. Share on XThere’s a hard out, and the hard out is figuring out what lies at the intersection of those three spheres. That’s hard. That’s why there’s a method. I wouldn’t have invented a methodology to do that if you could just sit in your living room and figure it out with a piece of paper. You cannot, unfortunately, but that’s what we usually do. We got to dinner with a close friend, and we think we’re going to sort it out over a bottle of wine, if only.
What you’re also making me think about, too, is that because of those different things, those will ship too in time.
Your aptitudes won’t.
Your aptitudes won’t be true.
They won’t. They’re set by age fifteen. Your values are pretty steady state, also, to tell you the truth. People think, “My values change.” No. I’m going to soon have longitudinal research on this. I don’t have it quite yet. I need more time to pass, but I think our values are pretty stable. We suppress them more in certain periods of our lives because we’ve got kids or we’ve got something going on. Our interests do change. Our interests, because we’re introduced to something new, like, “AI is very interesting to me, but that just didn’t exist before.” Our values and aptitudes. They can evolve, less than people say or think.
People would really get such, I’m just thinking of how I had done that, what a huge head start that would have been.
I invented it. I was the first beta tester. Becoming You was me because I was desperate. I was like a desperate woman who does desperate things, and I was like, “I’ve got to get away out of here.”
It also gives you such permission to say no.
Yes, it does. Look, you cannot see this cape, but it’s hanging on my computer, it’s a stick, and that says, “My name is no.” It’s because I can say no all the time now. I say yes a lot. I’m a yes girl, but I say no a lot now because I think it’s just absolutely not my values, aptitudes, or interests. I got asked to do a very big job, very high-profile job. I was immediately able to say no, because I thought this absolutely no overlap with my aptitudes. It was very empowering.
Managing By Design, Not By Default
I want to ask then and take a shift over now to looking at some of the folks that you’ve worked with, and you’ve worked with a bunch of different leaders. What is the biggest mistake that leaders make now when they’re managing teams?
I teach a whole class on that. My management class is basically. I say that the biggest mistake leaders make is that they don’t have a theory of leadership or what leader they’re going to be. They reinvent what leadership is every day, and they reinvent what leaders they’re going to be. You have to have an operating theory about what you’re supposed to do. I teach my students this, and I myself have seven principles of practice. I know what I think leaders do.
I don’t call them leaders in class because I think there’s a lot of BS around the difference between leaders and managers. I think it’s a very blended role. If you’re a leader who only has vision and talks from the top of the mountain, eventually everyone hates you because you’ve never operationalized a single idea. If you’re a manager who’s a grunty little executor who never thinks big, everyone hates you. I call it a lanager, which puts together the words leader and manager like Benifer.
I made up this word, and my students use the word lanager because I tell them they have to, and I use that word because I think it’s a very blended role. Sometimes you’re on the mountaintop, and sometimes you’re operationalizing, and you do both every single day when you’re truly running an organization. My students come out of the class with their own personal principles of practice, which is what I believe to be true. I have 130 students in that class, and there are 130 different sets of principles of practice, but you have to have so that each day you don’t show up as a different manager.
For instance, one of mine is that one of the main roles of a lanager, so to speak, is that you’ve got to tell the drummer what the words of the song mean. In other words, your job is to make meaning to explain why people are doing the work they’re doing. Sometimes I think, “Have I done that enough, but I know that that’s part of my job.”
The biggest mistake that too many leaders make, to answer your question at long last, is that they are completely in default mode. They’re completely in react mode. It comes at them, and then they just react in the moment. They just say, it’s been crazy. It’s busy. Things are out of control. That’s fine, it’s always going to be that way. You got to go in proactively with a set of principles of practice and a sense of who you are and what you do and what your job actually is, and try to live more by design, try to manage more by design, and not just default.
Also, in this day and age, I think you have to share the mic a little bit. I love the notion of lanager because part of it, too, is that you can also take from leading in the field to leading on the bench. My dad always said, “If you’re going to be a great leader, you need to at some point also be a follower.” You have a little bit more empathy and probably respect because no shock, I always had a little bit of an authority issue. The leaders have to earn my respect a lot. I see that a lot is increasing with the incoming generations into the workplace.
It’s definitely different. I’m teaching a class on managing Gen Z because my Gen Xers asked me to, because they have a different attitude about authority, and they don’t think it has to be earned. They just think that there’s no reason why their point of view is as good as the leader who has had 30 years of experience. It’s quite the moment, isn’t it?
AI will not tell you that your gut feeling is wrong because it is right most of the time. Share on XIt is. Now you’ve got all, I guess it’s five generations.
Five generations are in the workplace at one time. It’s absolutely true.
How AI Changes Leadership And Decision-Making
Now I want to tap a little bit into, here you are, you’re a leader. You’re doing your thing. Now speaking of react versus respond, and you talked about it, AI. How is AI changing leadership and decision-making?
It’s changing decision-making as everybody just puts the question to AI and asks it. I don’t know if that’s a bad thing or not. I think that people generally don’t have decision-making systems. I teach decision-making, and I advocate that my students have at least two decision-making systems that they use. They put the decision in, and then they get the opinion. They can agree or disagree with it.
At least AI is not going to tell you my gut feeling is X because gut is right 50% of the time. At least that’s what the research would show. I think AI is helpful in making decisions, and that you have another person in the room that you ask, but that happens to be a robot, but it’s a robot that’s got a lot of collective experience. It changes leadership.
We’re not sure yet how it changes leadership. I think that you’ve got another tool for analysis, you’ve got another tool for input. What changes education, think more than it changes leadership, actually, because education, like I literally go through my homework assignment saying, “No, they’ll just put that into AI, and I’d like them to use their brains. Let me think of putting that question a different way and so forth.”
As long as there are people who think that they can be 90/10 towards work, there will be consequences because they will have more opportunities. Share on XI think the jury’s out on how it changes leadership. At the end of the day, if you think leadership is about, for instance, my case, helping people make meaning of their work and see it as part of the larger picture. AI doesn’t change a thing about that. I still have to do that. That’s still on me. If you think leadership is about determining which outcomes have the highest ROI, AI is going to be a big pal to you because it’s going to do some analysis for you.
Is Work-Life Balance Achievable?
Now we’ve talked a little bit about becoming you and searching, and finding out your values and such. We’ve talked about the different generations and say Gen Z. One of the things that we were just talking about the other day was this desire, almost manic focus on out getting the work-life balance and work-life integration, and the age-old work-life balance question of there is such a thing? I still remember when we were at Fast Company, we even made it a cover, and work-life balance is bunk. Where do you stand on that fence?
I think it’s weird because balance presumes that there’s a 50/50 split, and I think it’s really personal what your balance is. For me, my work-life “balance” is 99% work, 1% life. That’s just who I am. That’s how I’m wired. Those are my values. Somebody else’s might be the exact opposite. I think there’s, I don’t like the term work-life balance as much as I like choices, is that you decide what your values are.
I have a tool called the values bridge and where you can find out what your values are, because nobody knows what their values are is a hundred questions, and it ranks your values for you from 1 to 15. Once what your values are, you can talk about what your work-life choices are. Like, “I value self-care and private time and belonging, meaning friendship, a huge amount in my life. Therefore, my work-life, “balance” 80/20.” There are consequences. The thing about it is that the reason why there are fights about this or tension or controversy around it is that there’s a group of people who believe, “Look, we should have this balance 50/50 and there’ll be no consequences.”
As long as there are people who think that it can be 90/10 towards work, there’s going to be consequences because they’re going to have more opportunities. If you’ve ever run a business, you understand why the people who put work first get more opportunities. It’s like, “You’ve decided that work is not important to you. Let me give you opportunities.” It just doesn’t work that way. I’m not sure if it should be as a business owner myself. It’s a controversial topic, and you don’t want to bring it up at a dinner party.
Not if you want to be invited back. I can remember the way I was taught early days at Business Week was it was almost like front burner, back burner. There were times when family was front burner and work was back burner, and then we swung, and then okay, and everybody understood it. I think really what it gets down to is, and you just said it, what works for you? You have to know what works for you. You have to be okay without not being okay with everybody else.
We need to be able to talk about it openly sense. Here are my values. My top value is family centrism. My life organizing principle is my family. I understand that there are going to be consequences to that. Like my son was recently passed over for a promotion because he’s made it very clear to his company that family is his number one value, and being at home for his kids is his number one value. He didn’t get the promotion that he wanted, but he was really at peace with it. He had to be. He had to say, “They gave it to somebody who’s it was a management role. They gave it to somebody for whom being at the office was the number one priority. You cannot be mad about it because there are consequences.
I can even remember when I finally got the title of CEO, I did it for a bit, and I realized, “I saw this is not at all what I want. I really like my freedom. I like to do what I want to do when I want to do it.”
That’s right.
That was a huge eye-opener. Again, if I had done the Becoming You, I would have known that.
You would have known it, and you would have been more at peace with it. I had a student in class who said, “How can I be CEO and have work-life balance?” It was like, I said, “You cannot, maybe your generation will be the generation where that actually happens. Maybe it will be you guys and I power to you but in the current way the world works, as long as there’s a stock market and as long as there’s publicly traded companies, that’s not how it goes.” I got a lot of blank stares back at me because they don’t like that answer. Maybe when I was young, I didn’t like it either. Although I think I was more with it in terms of understanding, that’s just the way the cookie crumbled.
Developing The 10-10-10 Decision Making Tool
Now that was just how it had to be. When people are trying to make those decisions, or helpful tool would be 10-10-10. Can you just unpack that a bit? I like it just because it goes across life, all of it, life, work, you name it.
10 to 10 is a decision-making process because that I invented in 2007 because I was frustrated by making decisions on gut all the time, and I was not living very intentionally to put it mildly. My world just kept on, I was a full-time working mom with four children, and everything just kept on blowing up in my face because I was just zigging and zagging and living by default as I’ve described. I came up with a decision-making system that I really thought was just for me.
Little did I know that it would go on and sell a million books and so forth. I had no idea when I came up with this idea in a desperate moment, Kate, when things were down. I said, “I’m going to take each decision I’ve got, and I’m going to look at all of the options that it has.” Every decision has several options, at least two options. Otherwise, it wouldn’t be a decision. I’m going to take each one of those options. I’m going to consider the consequences in ten minutes. That’s the immediate future.
Ten months, that’s the foreseeable future. It could be like 5 minutes and 5 months, but whatever. It’s the immediate future, the foreseeable future. Ten years represents the life you want to create, and you basically grok that data. You just put all that data down on a piece of paper, you can do it in your head, but I have a chart that I do it with, and then you compare that to your values.
Now that’s why I said sadly you cannot do 10-10-10 until you have your values that’s why I like becoming you methodology first, because if nothing else, becoming you is designed to help you figure out what you should do with your life, that maybe you already know, but at the very least becoming you gives you a firm list of what your values are in the rank order. Once your values and you’ve done the 10-10-10 decision-making process, you really can take ownership of your life. They are ones you punch that I like a lot.
Which is amazing. I’ve used it and it’s really proven incredibly valuable. It’s another thing that gives you permission to say no for those of us who are likely to be pleasers or say yes. The truth is, even if you are strong and independent and driving and all of that, you still can be a pleaser.
You’ll know that if you do becoming you because we do the temperament test and so the enneagram, and so you’ll know if you’re a pleaser. The more about yourself, the more you can keep yourself out of trouble.
Suzy’s Advice To Her Younger Self
True. I know from day one, you probably ran out of the womb, ready to go, ready for action, all sorts of different ideas. I always call this, if you could give yourself advice, knowing what now, what would you actually tell your younger self?
First, I want to correct that I keep running out of the room, which I was quite a docile child, and my repute to you. I had a very intense Italian family, and I was very quiet. I was observing. My mother used to call me the little stupid one. She always says it was very affectionate. It was very affectionate. I was like, “Please explain to me how that’s affectionate.”
I internalized it a little bit, but then, pretty luckily in high school, I got a lot of confirmation that I had a brain in my head, which was very nice of teachers to tell me, and I was off to the races. I was not a very deliberate person. That’s why it’s so exquisite that this is where I found myself in my work is that the greatest beneficiary of everything I’ve ever done would have been me in my early days.
I think there’s hope for all of us. I guess I think that’s one way of saying it. I think that knowing yourself is a very important first step to everything. Take the time to candidly, almost painfully, candidly figure out who you are in terms of your values, which is what you truly believe and want, your motivations, and values. That’s a very hard thing.
My research would suggest that seventeen percent of all adults know what their values are. Don’t be in that seventeen percent. Know what your aptitudes are, know what work you should do and shouldn’t do based on what your wiring is, and open up your aperture about what your interests are. I would say stop, do the work, and know who you are so you can say yes to some things and no to other things.
Why are people so hesitant to do that work? Is it just because it’s so darn hard? It’s scary, maybe.
Maybe because you don’t want to say something out loud, that you’ve been suspecting that you don’t want to work or you want to work more, or that you don’t care about your friends. You’d rather do X, Y, and Z. I think that there are a lot of expectations around us. There’s a lot of expedience. I also think that people don’t know the tools exist. They exist. I’ve had eye know if somebody said to me, “Here’s a process you can go through.” I teach Becoming You in one day and in three days in my open enrollment classes. If somebody said to me, “There’s a three-day process that’s going to save you years and years of stupid detours, I would have taken it.” I just didn’t know it existed. Maybe it didn’t then, but it does now.
Taking Ownership Of What You Want
As a result of this, once your values got your little decision tree, where do you see the greatest opportunity for women advancing and moving forward?
Taking ownership of what they want and what they can do, and having a language to explain it to other people. I think that part of what goes on is it’s in our head, and one of the reasons I like teaching becoming you is it one thing it gives people a language to go out a narrative to go out and say, “I’ve decided to do this.” Here’s the reasoning. My values are X, my aptitudes are Y, my interests are Z, and therefore this is my purpose. You give yourself permission to make your case to the world. I think that’s what’s exciting to me.
Women must give themselves permission to make their case to the world. Share on XNow I completely agree. Suzy, in closing, I know the book’s coming out.
Get In Touch With Suzy
Just before May 6th, you pre-order it, and it’s everywhere. You can go to my website, SuzyWelch.com. The button’s right there. You can go to Amazon, it’s there. It’s anywhere you go. I have a podcast like you, Kate, and it’s every single week. You can find it on Spotify. I’ve got a newsletter which you can sign up for on my website, SuzyWelch.com. I teach Becoming You. I teach it in one day and three days. I teach it on the NYU campus. It is in person. We don’t have an online version of it, but we love people coming to that. I teach it to a couple of hundred people a month.
Which is awesome. Everyone reading, there’s absolutely no excuse. Jump, learn, do it now, because you’re going to be so glad that you do. Suzy, thank you so much. I really appreciate your time.
I thank you for what you’re doing for women and what you’re doing with your life, and what an example and role model you are to all of us, me included. Thank you.
Until next time. I so look forward to continuing the conversation.
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KB Takeaways
I got to tell you, it is always amazing to me to sit across the way from someone like that, Suzy Welch, who has done so much with her life. I mean it when I said I didn’t even begin to discuss all the other things she’s got going on. My three key takeaways are the alchemy of the ability of taking the cards. You were dealt when you’ve got a parent who refers to you as the little stupid one, and so far from the truth.
How taking that and turning that into all the different twists and turns and difficulties, ups and downs and lows, and belows. Turning around and creating two great frameworks that can help others so that they can not have to waste time. What are you going to do with this one wild and precious life, in the words of poet Mary Oliver? I’ll tell you what, Suzy’s done a lot.
The alchemy of taking that which you’re handled and turning what might seemingly seem difficult into an extraordinary positive. Second, there are choices, work-life balance. Work-life choice is really true. I think that’s a much more apt description of what one goes through. Knowing what works for you and just knowing that that’s you and that’s what’s going to work for you and not having to explain it to everybody, and being okay if others don’t understand it.
Finally, which probably should have been put first, is do the work. Take the time to get to know you. I would say go back and revisit it when you feel those pivot moments occurring to you. By doing so, you’re going to understand how you’re wired, what your values are, and what your aptitudes are. Hence, that’ll lead you to your purpose.
Again, for me, and maybe it’s just because I do have a tendency to say yes too much. Being able to give yourself the permission to say no, and perhaps more importantly, the permission to say yes, which really resonates with you and so many more. Suzy’s book is coming out, really excited to see it. You can go and preorder SuzyWelch.com and sign up for her class, and download some of these wonderful tools that she has. Look forward to continuing our conversations with more amazing women on the show. See you next time.
Important Links
- Suzy Welch
- Suzy Welch on LinkedIn
- Suzy Welch on Instagram
- Suzy Welch on X
- Suzy Welch on YouTube
- NYU Initiative on Purpose and Flourishing
- Becoming You
- Suzy Welch Books
About Suzy Welch
An award-winning NYU Stern School of Business professor, tech entrepreneur, and three-time New York Times best-selling author, Suzy Welch is known for imparting warmth and wisdom about business and culture, captivating an enthusiastic and expanding audience.
Over the course of her multifaceted 40-year career, Professor Welch has been a crime reporter in Miami, a consultant at Bain & Co., and a columnist for O: The Oprah Magazine. A graduate of Harvard University and Harvard Business School, she has been (and remains) a contributor to the Today Show and an op-ed contributor to the Wall Street Journal. But Professor Welch’s greatest passion is in the classroom at NYU Stern School of Business, where she teaches two acclaimed classes, “Becoming You: Crafting the Authentic Life You Want and Need,” and “Managing with Purpose.” Professor Welch is also the director of the NYU | Stern Initiative on Purpose and Flourishing, a community of management scholars and practitioners committed to advancing the discovery of authentic meaning.
Professor Welch was born in Portland, Oregon in 1959. She began her career as a crime reporter for The Miami Herald in 1981, after graduating magna cum laude from Harvard University. After a serendipitous reassignment to the business beat some years later, she left daily journalism to attend Harvard Business School, where she graduated as a Baker Scholar. The next seven years were spent at Bain & Company, as a consultant working with manufacturing clients in the Midwest.
In 1995, Professor Welch combined her two career paths at the Harvard Business Review. In her years at HBR, eventually as the publication’s Editor, she conceptualized and edited articles on strategy, operations, and organizational behavior, and wrote others on leadership, change, and crisis management. With her late husband, Jack Welch, Professor Welch is the author of two international bestsellers, Winning, in 2005, and The Real-Life MBA, in 2015. On her own, she is the author of the 2008-2009 New York Times and Wall Street Journal bestseller 10-10-10: A Life-Transforming Idea, a decision-making concept she originally wrote about as a columnist for O: The Oprah Magazine.
Professor Welch’s newest book, Becoming You: The Proven Method for Crafting Your Authentic Life and Career, will be published in May 2025.
After her husband’s passing in 2020, Professor Welch joined the faculty of NYU Stern School of Business as a clinical professor of management practice. One of her classes, “Becoming You: Crafting the Authentic Life You Want and Need” is an interactive self-discovery methodology that helps students discover and live into their authentic purpose. She also teaches “Managing with Purpose,” a survey of the many skills and competencies leaders must hone to be beloved by their teams, customers, and communities. Also at Stern, Professor Welch’s research into values formation and discovery eventually led to the creation of a suite of psychometric tools, designed to help individuals discover the gap between their lived experience and the full expression of their values.
Professor Welch serves on the board of the publicly traded home services giant, ANGI, and Humane World for Animals. She is an active supporter of the Good Food Institute, an alternative proteins think tank, and The Central Park Conservancy. She has a large family, including the most perfect grandchildren in the history of humanity, and lots of dogs. She lives in New York.