At my next job, I became the de facto person my coworkers came to when frustrated or dealing with conflict. People saw me as level-headed and able to take multiple perspectives. The CEO said I had a “calming aura.”
In my twenties, I volunteered for a grassroots nonprofit and eventually spent time as Board Chair. This isn’t real leadership, I thought. It’s an unpaid role on a working Board. Meanwhile, I ran meetings, facilitated strategic planning, managed volunteers, and led planning of major fundraising events. I gave media interviews and became what we in my hometown call “BRamous” (Baton Rouge famous). Without knowing it, I was gaining valuable leadership experience.
Around the same time, I began working for a local nonprofit as a Community Educator, promoting healthy relationships to prevent violence. Regardless of my role, I was always motivated to drive organizational development. As the organization grew, I was promoted to Prevention Director and then Vice President. Throughout this progression, my roles kept me visible in the community.
Over the years, I led hundreds of trainings for staff, volunteers, and community members. I gave more media interviews and presented at conferences.
I got more comfortable with being in the spotlight, though I was also happy to step back and let others shine.
Other people looked to me as a leader.
At some point, I had to start seeing myself that way.
The local nonprofit I worked for became regional, opening new branches and undergoing rapid growth. My challenge became managing this growth: scaling up programs while stabilizing culture and ensuring a healthy work environment. The conflict resolution work continued, and my passion for promoting healthy relationships blossomed into a mission to cultivate healthy environments. It was imperfect, but worthy work.
It was also highly stressful.
I fell into a common trap as a leader in a mission-driven, resource-constrained environment: my passion for the job and organization led me to wear too many hats, care too much, and take on too much. Along the way, I developed an autoimmune disorder and experienced multiple health crises. My body, in no uncertain terms, repeatedly told me I was doing too much.
My health struggles forced me to reevaluate everything in my life, including my relationship to work. I transitioned into a technical assistance role on behalf of my organization. I began leading culture assessments and consulting with leaders to build healthier work environments. I was still struggling with my health.
I began to ask myself, how can we do meaningful work and still experience well-being?
Asking this question led me to found Culture Work.
Work plays a major role in our lives and has a large impact on our health and well-being. Workplace culture is the key to employee health and organizational health.
In grappling with this question, I reflected on the intersections of my skills and what the world—or organizations—need. Throughout my career, I’ve been a driver of accessible change and open communication. I’ve believed in the importance of relationships and functional, human-centered systems. I’ve fostered connection through difference and conflict.
I remember what it's like to be a frontline staff member frustrated by my work environment, the middle manager struggling to build skills to manage a team, and the overwhelmed leader with weighty responsibilities.
Now, I find purpose in working with leaders and teams so that they and their organizations can thrive, not just survive.
Rebecca Marchiafava, MPP
Founder and Lead Consultant
When I was young, I didn’t see myself as a leader. I’d learned that leaders were loud and loved the spotlight. I avoided formal leadership positions–I didn’t want to be seen.
Yet, leadership kept finding me.
After college, I taught 5th grade and saw that conflict between students was a big issue. I didn’t have many resources to draw on, so I created a “Peace Table” at the back of the classroom and did my best to guide students through a conflict resolution process. Little did I know that this would be the genesis of conflict resolution work that would span decades.
