Executive Perspective: Olesea Azevedo

What began as an unexpected career detour into HR turned into a defining direction for Olesea Azevedo. After college, she accepted her “dream job” in the marketing leadership track for a large international company. But Azevedo, who came from Moldova to the U.S. on a scholarship at age 14, lost the offer when she ran into work-permit delays. 

After several temporary assignments, she interviewed for an HR role. “Everything I knew about HR changed that day,” Azevedo said. That first HR job opened up a new world for her, as she stepped into the business of putting people first. She grew in HR through expanded roles in food and health care companies, then joined AdventHealth in 2016. Since then, she’s served as its chief people officer, chief administrative officer, and now the chief culture and transformation officer.

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What is the biggest challenge you have overcome in your professional or personal life?

AZEVEDO: I had started a new job as a HR director in a new city. The second week, my 2-year-old suffered a serious fracture of his femur, requiring him to be hospitalized for two weeks and then recover for two months in a full body cast. My husband and I took turns staying in the hospital while keeping full-time jobs. Being new to the city, without family, my new work family showed us incredible support to help us persevere through the challenge. 

After my son was discharged with a full body cast, I shared with my colleagues that he could not walk or sit in a stroller for two months. To my surprise, the very next day, I walked into my office with a big box on my desk from my colleagues that contained a red wagon, which would allow him to lay down in his cast but still enjoy the outdoors. I could not hold back the tears as my heart filled with gratitude. 

This experience reminds me of the power of caring for the whole person. And it acts as my guide to always remember that we need to serve our team members as whole people, fully knowing that whatever is happening in their personal lives has a dramatic impact on their work as well.

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What is your leadership philosophy? 

AZEVEDO: As I have grown as a leader, there are three leadership principles that have served me well over the years. 

1. Teams will only follow your vision if they know your heart. Sharing your why and building trust are keys to gaining buy-in. 
2. Leaders should eat last. Having humility to serve others first is instrumental in building relationships and achieving results through influence. 
3. Become a relevant voice. When invited into a circle, whether it is HR or any other part of the business, learn the area and share a perspective to drive results and strengthen the partnership. 

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How do you envision the CHRO role changing over the next decade? 

AZEVEDO: The role of a CHRO is becoming broader and more essential to leading organizations through change and being able to succeed. Modern CHROs are innovating in ways that help HR functions evolve as a partner within the business in solving complex challenges, whether they are societal issues or large-scale transformations. 

Additionally, CHROs will need to adapt to the rapidly changing world of work, which includes increased reliance on digital tools and technology with a sustained people-centric focus.

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Which HR initiative that you have led are you most proud of?

AZEVEDO: About five years ago, to support our company’s brand and culture identity and to address the health care industry talent shortages, our team used design thinking and co-creation with our team members to make a promise of wholeness to our workforce.

We crafted specific experiences around key moments in the team member journey, which ultimately shaped their experience at AdventHealth as one that cared for their whole-person needs — body, mind, and spirit. This entailed specific promises to our team like Family from Day One, Lighted Career Path, Wholistic Leader, Informed and Heard, and Competitive Pay. 

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What is the one piece of advice that shaped you the most as a CHRO?

AZEVEDO: “If you are not failing, your strategy is not bold enough.” One of my mentors shared that taking thoughtful risks and empowering your teams to experiment is an integral part of learning. Otherwise, following a tried-and-true method will only get you the results that have been previously achieved.