Lessons from the backstage of corporate life
VCU Executive M.B.A. faculty member and executive coach Dr. Barrhonda White shares what she’s seen behind the curtain of modern leadership.
By VCU Business Staff
The boardrooms. The pressure. The impossible balance between profit, people and—some days—pure stamina. Corporate America may look different than it did two decades ago, but few understand its inner machinery, or its human cost quite like Dr. Barrhonda White.
For more than 22 years, she navigated the Fortune 100 world with steady acuity. Then she did what the most compelling figures always seem to do: she reinvented herself without losing her edge.
White is now a sought-after executive coach, organizational psychologist, facilitator and CEO of The Bink Group, where she guides leaders through their most vulnerable backstage moments. She’s advised executives across industries, taught leadership coaching at Georgetown University and today helps shape a new generation of leaders as part of the VCU Executive M.B.A. faculty.
At a moment when workplaces are being rewired by technology, culture shifts and the porous boundaries of public influence, we wanted to speak with someone who has both the long view and the lived experience. Someone who has watched leadership fads come and go but has remained anchored in one truth: people, not strategies, are what make organizations thrive. White did not disappoint.
How did corporate leadership become something you wanted to engage with and begin teaching?
Leaders carry the weighted responsibility of taking care of customers, employees and shareholders. More specifically, the responsibility to care for employees has always been the most human and most complex part of leadership. When leaders truly understand that their people are not just resources but catalysts for innovation, trust and culture, everything changes.
My fascination with people began during my undergraduate studies in sociology, essentially learning how environments influence behavior. Over the years, I expanded on my curiosity about understanding the “why” as it pertains to people and human behavior through my academic studies in clinical mental health counseling, industrial-organizational psychology and professional coaching. I became even more fascinated with the intersection between business performance and human potential while working in corporate America. Over time, I realized that developing leaders who can navigate both metrics and meaning is one of the most powerful levers for transforming organizations. Teaching leadership allows me to help seasoned and emerging leaders not only deliver results but also create environments where people feel seen, valued, heard and inspired to contribute their best work. That is what ultimately sustains performance and purpose in the corporate world.
In a time of profound change and technological disruption, what makes a good leader?
Change is a constant in business, education and life. Sometimes it propels us forward; other times it challenges what we have known to be true. Either way, change often brings discomfort, especially when we are grieving what was.
A good leader recognizes this and approaches change with both clarity and compassion. First, they seek clarity not only about what is changing but why it matters. Second, they do their own self-work. Leaders must process their own reactions and biases so they can guide others through uncertainty without projecting their “stuff” onto the team. Third, they honor the humanity of the people they lead. Change is not linear. Individuals move through the awareness, acceptance and adoption curve at different speeds.
I once heard a wonderful executive coach share that a caterpillar can only transform into a butterfly if it is in an environment conducive to change. Good leaders take pride in creating that environment for those they lead.
Are compassion, empathy and vulnerability old values? Are they still necessary? They make us better humans, but why do they make us better leaders?
Not only are compassion, empathy and vulnerability still necessary, they have become leadership essentials. Some may call these “soft skills.” I call them “strategic capabilities.”
In times of constant disruption and pressure, leaders who can connect on a human level are the ones who build trust, unlock creativity, sustain performance and foster followership.
Compassion allows leaders to see beyond outcomes and understand the human experience behind the work. Empathy builds psychological safety, which is the foundation of innovation and collaboration. Vulnerability reminds teams that leaders are not infallible, which gives others permission to be courageous, take risks and learn.
At their core, these values bridge the gap between authority and authenticity. They remind us that leadership is not just about direction; it is about connection. When leaders lead from that place, people don’t just follow—they engage, contribute and grow.
Now more than ever, it seems people look for guidance on how to live their lives and interact with others. Most of the time, the people offering guidance don’t have your credentials. How do you view the evolution of public influence and leadership over the last five to 10 years?
We are living in an era where influence has been democratized. The platforms that once elevated a few voices now amplify millions. I think this has created both opportunity and noise. While not everyone who offers guidance has formal training or credentials, many do have lived experiences and perspectives that resonate deeply with others. I do not see this as a threat to traditional leadership. I do, however, see it as a call for leaders to be even more intentional, discerning and authentic.
What has shifted most over the last decade is that people follow titles less. More and more, they follow who they trust. Influence today is grounded in relatability, transparency and consistency of character. The most impactful leaders, whether they have a large following or not, are those who use their voice responsibly, listen as much as they speak and recognize that leadership is ultimately about stewardship rather than the spotlight.
How do you incorporate coaching into your leadership curriculum to enhance the personal and professional growth of EMBA students?
One of the reasons I often hear from Executive M.B.A. students about why they pursue the program is their desire to elevate their impact as leaders within their organizations or their own businesses. Because leaders need to operate from the “strategic balcony” rather than the “tactical orchestra floor,” they must ensure they have a solid foundation of support around them. This includes cultivating talent while becoming what I call a “best talent performance cultivator.”
There are various techniques for cultivating talent performance, and the appropriate technique depends on where an individual is on their competence and confidence journey for the work they are tasked to do. One powerful technique is coaching. Coaching assumes that the person being coached already has the answers within and simply needs a trusted guide to help evoke awareness of their unconscious knowing. The awareness is evoked by using key skills such as active listening and powerful questioning.
Executive M.B.A. students have the opportunity to learn these foundational coaching skills and to practice them through structured peer coaching over the course of two semesters. By the end of that experience, students consistently express appreciation for the development of their coaching skills and find meaningful ways to apply them in their academic, professional settings and personal lives.
Can you describe your approach to helping EMBA teams create effective team charters? What are the most common challenges teams face during this process?
My approach to helping Executive M.B.A. teams create effective team charters begins with inviting them to connect as human beings first. We start with conversations about the aspects of their identity that matter most to them, what respect and belonging look like for each person, their communication needs, their “hot buttons” and how others can best support them.
From there, the team charter (often referred to as the TOPS) becomes a collective invitation to explore their shared vision, values, roles and responsibilities, communication standards and proactive plans for managing conflict. The creation of the team charter is typically the easy part. The greater challenge comes later, living and honoring the charter once the pressures of coursework and deadlines begin.
Common issues often surface when trust is still developing, when personalities or values clash or when communication breaks down and workload contributions feel imbalanced. When those dynamics arise, I often hear that the team has not revisited their charter since it was first created.
One of the critical practices for success is to dedicate time to revisit and reflect on the charter after major assignments to discuss what worked well, what could have worked better and how the team will move forward. Teams that embed this as a recurring team ceremony tend to experience fewer challenges, deeper trust and a more enjoyable and meaningful Executive M.B.A. experience overall.
What is your favorite part of working at the VCU School of Business?
It is tough to say just one. I absolutely love and admire my VCU School of Business colleagues!
The culture is warm, respectful and collaborative. I’ve developed friendships that I cherish. Every time I come into the building, they greet me with a smile. It makes coming to campus something I genuinely look forward to. I also consider it an incredible honor and privilege to contribute to the growth and development of our students. It is super cool to watch them enter the program with understandable nerves and graduate with heightened confidence and a strong sense of identity as leaders.
There is never a dull moment at the School of Business. The energy, curiosity and community make it a truly special place. And I’m here for it!
Categories EMBA-news, News