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EmpowHER TOGETHER Part 6: Julie Crisafulli Brown on Leadership, Diversity, and Navigating Change in HR

By Doble Engineering Company in General | January 6, 2025

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Leadership, diversity, and adaptability are more than buzzwords for Julie Crisafulli Brown—they’re the cornerstones of her 20+ year career in Human Resources (HR) and leadership. Julie has seen firsthand that fostering a people-first culture isn’t just beneficial—it’s essential for long-term success. From navigating the challenges of a global pandemic to rethinking HR policies, Julie’s leadership reflects her belief in the power of people to drive cultural and business transformation.

Q: What drew you to a career in HR, and what inspired you to take on this leadership role within the power industry?

A: I’ve always been fascinated by how businesses thrive through their people. I think of myself as a business professional first, and chose human resources as my specialty because it was a field where I could have a positive impact by creating environments where employees and organizations could succeed together. I love being in roles where I can help shape an organization and its culture and I am passionate about creating win-win outcomes.

My opportunity to work at Doble came after working in the cable and internet industry. While it wouldn’t have been a job I initially would have considered, I saw an opportunity to make a difference. This sector faces unique, important challenges that require not just technical expertise but also a solid understanding of how to lead people through those changes. Taking on an HR leadership role at Doble was a chance to help transform the industry, especially as we—and the industry as a whole—place critical emphasis on workforce development and diversity.

Q: What has been most rewarding about making an impact in this field?

A: During the pandemic, we saw employees struggling to balance their work with caregiving responsibilities and health concerns. It was a moment that exposed vulnerabilities in the workforce—and stepping up to address those challenges was incredibly rewarding. For example, we provided practical support for employees’ family members who had lost their jobs, such as resume writing and job search assistance. This provided much-needed emotional and professional support during an unprecedented time.

At Doble, we know that how we value and support our employees directly impacts how they show up for our clients. A genuine ‘thank you’ can go a long way. By creating a culture where people feel heard, valued, and comfortable sharing their challenges, we strengthen morale, improve retention, and create stronger, more productive teams—ultimately driving success.

Q: What’s been one of the biggest challenges you’ve encountered in HR leadership, particularly in the male-dominated power industry? How did you navigate it, and what advice would you give others facing similar situations?

A: One of the biggest challenges I’ve faced has been navigating change in a historically male-dominated and highly traditional industry. Throughout my career, there have been times when I was one of the only women in the room—and had to learn how to be strategic regarding change, especially when advocating for more inclusive policies and practices.

I learned that success wasn’t about changing who I was but about finding effective ways to communicate and connect with others. It requires a balance of empathy, patience, and persistence, all while standing firm in my convictions. My advice? Hold on to your values, be true to who you are, and also be willing to meet people where they are to guide them toward progress.

Q: Who or what have been some of the pivotal influences in your career? Are there any mentors that helped shape your approach to leadership?

A: My father, a retired principal, has been one of the most profound influences in my life. He instilled in me a leadership philosophy grounded in respect, empathy, and creating environments where people can excel. Our dinner-table conversations often discussed the challenges he faced at school and how he approached solving them. Those conversations taught me the value of engaging with different perspectives and helped shape how I approach problem-solving and leadership.

Additionally, I’ve learned invaluable lessons from mentors—both good and bad. I’ve learned as much—if not more—from bad bosses as I have from the good ones. Poor leadership, in particular, has taught me the importance of trust and communication. Great mentors don’t just offer advice; they help you see new perspectives and think strategically about long-term impacts.

Q: What is one of the most valuable lessons you’ve learned as a leader and as a woman in HR, and how has it shaped your outlook?

A: Empathy and active listening are essential. Too often, leaders want to offer solutions right away, but the best thing you can do is stop, listen, and hear someone out. Women leaders tend to have an innate strength in this area, and it’s been a key part of my approach to leadership as listening helps me more deeply connect and build trust with employees.

I’ve also learned to trust my instincts. In HR, you often have to make decisions with limited information, and intuition—particularly when dealing with people—is an invaluable skill that complements thoughtful listening.

Q: What unique perspectives do women bring to HR and leadership and why are they important?

A: Women tend to bring a holistic perspective to leadership. We’re often able to balance both the emotional and the logical aspects of leadership, which helps us solve complex situations. This perspective is essential in HR, where we often handle vulnerable situations. Empathy, multitasking, and relationship-building are strengths that help create more inclusive and productive workplaces where employees feel valued.

Q: What strategies have you found most effective for promoting diversity and inclusion within your teams and Doble?

A: Recruitment is key. Our recruitment efforts are targeted and broad, and we’re actively working to attract candidates from diverse backgrounds. We’ve made a conscious effort to bring in more women and younger people, especially into technical roles, and it’s paying off. Our expanded internship program—bringing in over 30 interns annually—exposes young talent to the industry and builds a diverse pipeline. I’m also a firm believer in mentorship programs, so we pair younger employees with senior leaders to ensure they’re getting the guidance they need to grow in their careers.

Q: What role does HR play in creating pathways for growth and leadership at every level of an organization? How can HR leaders help ensure these pathways are accessible?

A: We play a critical role in ensuring that growth opportunities are available to everyone, not just a select few. At Doble, we’ve worked hard to make training and development programs open to all employees, regardless of position. We also place a huge emphasis on mentorship and providing employees with the tools and resources needed to reach the next level.

However, HR’s role extends beyond offering resources. We make sure those resources are equally accessible. That’s where data and transparency come in—HR leaders should track progress and remove obstacles that may limit career advancement for certain groups.

Q: What advice would you give to young professionals entering HR or other people-centered fields? Are there any skills or mindsets you believe are especially valuable for success?

A: HR requires both emotional intelligence and strategic thinking, so my biggest advice would be to develop your interpersonal and analytical skills. Stay adaptable—the workplace is evolving quickly, and being open to learning new methods is essential. Lastly, don’t forget to advocate for yourself. Whether it’s pursuing a promotion or championing an initiative you believe in, self-advocacy is crucial for success.

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