Discover how Karen Holliday uses “connection capital” to drive operational excellence, authentic leadership, and women’s success in business.
In Episode 78 of the Teams, Culture and You podcast, I had the absolute pleasure of speaking with Karen Holliday, an operations leader, mentor, and passionate advocate for women in leadership. Karen’s career spans more than three decades, covering everything from her early years in the military to senior executive roles in the print and mail industry.
What immediately stood out in our conversation was her philosophy of “Connection Capital”, the belief that people and relationships are the real engine of operational excellence. While organisations often focus on technology, systems, and processes, Karen reminds us that it’s trust, empathy, and collaboration that truly sustain long-term success.
So, what exactly does Karen mean by Connection Capital?
At its heart, it’s about investing in people, their stories, skills, and experiences, and recognising that genuine connection is one of the most powerful assets a leader can build.
In operations, it’s easy to get caught up in performance metrics, efficiency goals, and automation. But Karen believes that the real differentiator is how leaders make their people feel. When individuals feel seen, valued, and supported, they naturally give more of themselves to their work and their teams.
“Machines and systems can help you run a business,” Karen shared, “but it’s people who help you grow one.”
Connection capital is about creating a culture of belonging, where collaboration replaces competition, and where people know their voice matters.
Karen’s journey began in the military, working as a mechanic, an uncommon path for women at the time. That experience taught her resilience, adaptability, and the value of teamwork under pressure. She carried those lessons with her as she transitioned into the corporate world, eventually becoming a Chief Operating Officer.
In fast-changing industries like print and mail, Karen found that relying on efficiency alone wasn’t enough.
“Process improvement will only take you so far,” she explained. “Real transformation happens when people feel empowered to problem-solve and innovate together.”
Her leadership approach centres on human-centred operations, treating people as partners rather than subordinates. When leaders make connection part of their operational strategy, they unlock creativity, accountability, and trust.
Karen’s leadership journey also highlights a shift from authority to influence. Early on, she realised that even as a team leader, her impact could multiply. “If I could positively influence four people,” she said, “and they each influenced four more, the ripple effect could be enormous.”
Her leadership philosophy is grounded in authenticity, showing up as herself, being transparent, and leading by example.
For women in leadership especially, Karen stresses the importance of owning your identity and expertise. She knows the pressure women often face to adjust their style, to be tougher, louder, or more accommodating than feels natural. Her advice?
“Be yourself and know your stuff. You don’t need to mimic anyone else to earn respect.”
Confidence, she says, comes from clarity, about who you are, what you stand for, and how you can contribute.
Karen’s path hasn’t been without challenges. Like many women, she’s faced being underestimated, working in male-dominated spaces, and navigating stereotypes about how women “should” lead.
But instead of letting those experiences define her, she used them as fuel. Mentorship became her lifeline, and later, her mission. Today, Karen mentors women, young professionals, and small business owners, helping them build confidence, resilience, and networks of support.
Her message is simple but powerful:
women thrive when they lift each other up.
By sharing knowledge and cheering each other on, women create a ripple effect of empowerment that benefits entire organisations.
This ethos of collaboration and connection is at the core of inclusive leadership where success is shared, not hoarded.
In a world being reshaped by AI, automation, and hybrid work, connection has never been more vital or more challenging. Many leaders are learning that technology can’t replace human relationships.
Operational excellence today isn’t just about streamlining processes; it’s about strengthening relationships. Teams that trust each other adapt faster, innovate more freely, and stay resilient through change.
Connection capital isn’t a “soft skill.” It’s a strategic capability. When leaders invest in building strong human connections, they lay the foundation for sustainable success where both people and performance thrive.
Karen Holliday’s story is a beautiful reminder that leadership isn’t about climbing to the top it’s about lifting others as you rise.
By focusing on connection capital, leaders can transform the way teams operatefrom transactional to transformational. When people feel truly connected to their leaders, their peers, and their purpose, operational excellence becomes not just an outcome, but a culture.
🎧 To hear the full conversation with Karen Holliday, tune in to Episode 78 of the Culture, Teams and You podcast or watch it on YouTube.
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