Kate Terrell is a seasoned human resources executive with over 15 years of experience leading organizational transformation at billion-dollar companies. As a former Chief Human Resources Officer, she has guided more than 10,000 employees through change at global organizations, including Menlo Security, Driscoll's, and Whirlpool. Kate is known for her ability to build high-performing teams, drive strategic talent development, and create cultures where people are empowered to take ownership and deliver extraordinary results. A cancer survivor, Kate brings hard-won wisdom about focusing on what you can control, practicing gratitude, and leading with both deep care and unwavering accountability. She currently continues her leadership work at Menlo Security, where she champions practical approaches to developing leaders and building teams that thrive.

How much of your day do you spend trying to control things that are actually outside your control?

As leaders, we plan and strategize, but often find ourselves spinning our wheels on things we simply can't influence. What if recognizing the limits of our control isn't a weakness, but the key to building stronger teams and achieving better results?

Kate Terrell, former Chief Human Resources Officer with over 15 years of leading transformation at billion-dollar companies, shares how her battle with stage-four cancer taught her the most powerful leadership lesson of her career: focus relentlessly on what you can control while letting go of everything else.

Kate's Journey: From Cancer to Clarity

• The gratitude practice: Even on her worst days during treatment, Kate committed to writing down one thing she was grateful for—shifting from achievement-focused to appreciation-focused
• The control principle: She couldn't control having cancer, but she could control her doctor, her preparation, and her engagement—a mindset that now shapes how she coaches leaders

Building High-Performing Teams

Kate's philosophy is clear: hire people who are better than you, then get out of their way. She'd rather pull back someone who overstepped than constantly push someone to lean in. The real risk? Holding people back and getting only 60% of their capacity.

Kate's Development Framework:

1. Start with genuine appreciation
2. Describe the specific performance you need
3. Name what you observe them doing now
4. Clarify the gap between current and desired behavior
5. Explain what you'll watch for going forward
6. Follow up consistently

The most powerful leaders don't seek to control outcomes—they create conditions where people can thrive.

Resources Mentioned:

• Connect with Kate Terrell on LinkedIn

To learn more about my services and for additional tools to enhance your leadership impact, visit ClaireLaughlin.com and connect with me on social channels @Claire Laughlin Consulting. 

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