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Improvisational comedy (improv) thrives on a foundational principle: Never discount other audience members’ or actors’ spontaneous ideas. Instead, invent new scenes and dialogue that build on them. The magic of improv comes from being open to infinite possibilities on the stage. “Yes, but” is never an option. Great improv actors embrace “yes, and … ”
So do great mortgage leaders. They take their companies to new heights in up and down markets by tapping into every opportunity to say yes. This is a powerful strategy for recharging their people. Our company’s president, Bruno Pasceri, a big believer that everyone’s contribution matters, models this approach. During offsite leadership meetings, he always makes room for collaborative ideation sessions — a time when we can float our “crazy ideas.” Bruno’s conviction that we’re better when we join together makes work more exciting and meaningful.
That “yes, and … ” mentality applies to both corporate and sales leadership. In the business development realm, it’s especially important in uncertain times, when teams still have sales goals to meet. Great sales leaders never dictate — instead, they listen, empathize, and gently nudge their teams to find new ways to convert their prospects to clients. They conduct role-plays, walk-throughs, and meetings to bring other ideas to the table without judgement. And even in downturns, they are both transparent and optimistic.
Indeed, successful mortgage women leaders have the same skills as improv geniuses. They play off one another and shake off the “stage fright.” And because of their “yes, and … ” mantra, their people do too.
Senior Vice President, Client Development
Deephaven Mortgage
I once worked for a mortgage attorney earlier in my career who was the model of composure. Somehow, she remained unruffled even when her clients were upset about a decision or other issues out of her control. To bring the temperature down, she spoke calmly about the facts at hand and never took complaints personally. This attorney prioritized relationships above all else. Even when clients were disappointed in a singular outcome, they continued to refer business to her.
The greatest leaders I’ve ever worked with are just like this attorney — keeping people close in up and down markets because of their natural talents. Their calm presence, honesty, and good intentions make them stand out.
I’ve thought about these qualities often as I’ve progressed in my career. I’m incredibly grateful to the many leaders who continue to teach, mentor and inspire me. Every day, I try to emulate them — both to reach my own goals, and to light a path for other aspiring mortgage women.
Here are some other characteristics that make these leaders outstanding:
Empathy: I have worked in almost every mortgage department, so I know that any time there is a company change, it affects everyone differently. I appreciate those leaders who always think about how their priorities and plans impact others, whether in underwriting, operations, training, or customer service. Can their colleagues easily absorb a new product launch? How will they need to retool operations to uphold underwriting standards and maintain regulatory compliance? Do they see additional risks or opportunities that others haven’t considered? Leaders with empathy raise these questions and ultimately improve morale, creativity, and innovation by doing so.
Problem-solving: The great mortgage leaders I know also anticipate and solve problems with pending new projects before they even mention them to colleagues. This lays the groundwork for smoother rollouts.
Authenticity: Being “real” fosters the trusted relationships that are especially critical during rough patches. Another leader I admire is a wonderful example of this. He has been involved in finance since the age of 12, and his passion is contagious. I’ve never seen anyone uncover as many business development opportunities as he does. Because he’s so authentic, when he has to announce tough decisions, his coworkers know they were made with integrity and stand behind them.
Bruno’s conviction that we’re better when we join together makes work more exciting and meaningful.
> Shelley Duffy
Humor: Sometimes you just have to laugh. My colleagues and I work hard, and we believe that having fun at work is critical. We joke often and stay positive during the most difficult times. Laughter makes people open up and brings them together. We can only do so much to control a challenging macroeconomic environment, but with a collegial team and leaders who set the tone, we can thrive despite it.
Trusting during tough times: Great leaders trust their people to adapt to periods of uncertainty or rising rates and find ways to keep the pipeline flowing. They also understand that everyone makes mistakes, and they don’t hold grudges or lose confidence if it happens.
Seeing potential: Starting a new leadership position is always difficult. While you want people to like and respect you, you also need self-assurance to deal with obstacles. That could mean delivering hard news or being the arbiter of a conflict while people are still getting to know you.
When you’re in this position, having the right fellow leaders is everything. I appreciate leaders who make it clear, by their actions, that they hired me because of my capabilities and potential. When they ask any team members to leave their comfort zone, it’s because they know they’re ready.
Stewarding others’ ambitions: Talented leaders care as much or more about others’ ambitions as they do their own. They know that unless their colleagues feel fulfilled, they’ll leave. On the other hand, when team members believe that the people who hired them are dedicated to their career development, their performance and the company’s will reflect it.
Champions of woman leaders: The mortgage industry is close-knit, and mortgage women are especially so. The organizations that hold programs for us are just outstanding. Groups like these not only help us to be better leaders, but they enrich our lives and inspire us to pay it forward.
Senior Business Development Manager
SG Capital Partners
Yes — both are clichés. But in a world where the pace of change in the mortgage industry (and the workplace in general) is staggering, I’ve found that certain leadership fundamentals remain not only relevant — but essential.
The mortgage industry has been a rollercoaster over the past three decades (yes, I’m counting the ’90s!). My career path has taken me from Loan Officer to Correspondent Account Executive, Hedge Fund Analyst, Senior Compliance Consultant, Project Manager, and now Senior Business Development Manager. With the current uncertainty in the market, I have been reflecting on my experiences and what lessons can be gleaned to help navigate the potential rough waters ahead.
Looking back, I was surprised to find that many of my more difficult experiences came under female managers. It was confusing. Were they trying too hard to prove themselves? Were they threatened by other women’s success? After some reflection, these experiences actually helped me shape the kind of leader I wanted to become — by recognizing what I didn’t want to be.
Two behaviors stood out:
1. Micromanagement — The Curse of the Ineffective Manager
Also known as “control freak” behavior. We’ve all encountered it. The most effective leaders equip their teams with the tools and training to succeed, support them along the way, and then step aside. Let your team shine — and make you look great in the process.
2. Condescension — The Silent Morale Killer
Many of the managers I struggled with didn’t realize how often they spoke down to me instead of with me. It’s a subtle but critical distinction. Show genuine interest in your team’s perspectives. Invite their input. Empower them. Don’t assume your experience outweighs their insight — sometimes their fresh take is exactly what’s needed.
Great sales leaders never dictate — instead, they listen, empathize, and gently nudge their teams to find new ways to convert their prospects to clients.
> Shelley Duffy
Let’s focus on what does work.
The rise of Millennials and Gen Z has transformed the workplace, and not all seasoned professionals are comfortable with the shift. But understanding generational differences is key to attracting and retaining top talent.
Millennials value high-tech tools and high-touch communication.
Gen Z is mission-driven and wants to work for companies that stand for something.
Both generations are confident, vocal, and expect their contributions to be recognized.
They value independence, work-life balance, and purpose-driven careers.
Frankly, that all sounds pretty reasonable to me.
Technology is the most dramatic change of our lifetime. It’s made flexible work possible — but it’s also made many of us feel like we’re never really off.
A recent visit to a friend’s lake house in Northern Michigan reminded me what it feels like to truly unplug. No meetings. No notifications. Just quiet mornings with coffee and evenings with a glass of wine (maybe two). The sound of loons and still water brought a peace I hadn’t felt in far too long.
Take that time. Your team needs to see you do it too. You’ll come back recharged — and so will they.
“A Woman Is Like a Tea Bag: You Never Know How Strong She Is Until She’s in Hot Water.”
— Eleanor Roosevelt
This quote resonated with me when I came across it and I can’t shake it, so … let’s twist it a bit to fit the narrative. How do we get strong before we land in hot water — so we not only survive, but thrive in it?
Many MWM contributors say it — and I will too: constant growth is non-negotiable. This industry can be demanding, but staying current with trends, ideas, and peers keeps your value high — for your team, your company, and yourself. Challenging yourself both personally and professionally will provide opportunities for overall growth and development.
Personally, I ran for a seat on the Board of Directors at my golf club and became the first woman ever elected. Now in my second term, I’ve gained skills and confidence that directly translate to my role in mortgage banking.
Professionally, I pursued my Certified Mortgage Banker (CMB) designation and joined the CMB Society in December 2024. It connected me with a diverse, nationwide network spanning roles, generations, and regions. It’s one of the best decisions I’ve made in my career — I only wish I’d done it sooner.
As someone from a big family in a small town, networking comes naturally to me. But it doesn’t have to be second nature to be powerful.
You don’t have to be an extrovert to build a great network. Tools like LinkedIn make it easier than ever to stay connected. The mortgage market is volatile — you never know when you’ll need to call on a former colleague or industry friend.
Stay visible. Stay engaged. Don’t be a stranger.
The most powerful leadership trait doesn’t require a tech stack or a sociology degree: listening.
Everything else — growth, respect, team-building, innovation — starts there.
Shelley Duffy is Executive Vice President, National Accounts, Incenter Lender Services
Improvisational comedy (improv) thrives on a foundational principle: Never discount other audience members’ or actors’ spontaneous ideas. Instead, invent new scenes and dialogue that build on them. The magic of improv comes from being open to infinite possibilities on the stage. “Yes, but” is never an option. Great improv actors embrace “yes, and … ”
So do great mortgage leaders. They take their companies to new heights in up and down markets by tapping into every opportunity to say yes. This is a powerful strategy for recharging their people. Our company’s president, Bruno Pasceri, a big believer that everyone’s contribution matters, models this approach. During offsite leadership meetings, he always makes room for collaborative ideation sessions — a time when we can float our “crazy ideas.” Bruno’s conviction that we’re better when we join together makes work more exciting and meaningful.
That “yes, and … ” mentality applies to both corporate and sales leadership. In the business development realm, it’s especially important in uncertain times, when teams still have sales goals to meet. Great sales leaders never dictate — instead, they listen, empathize, and gently nudge their teams to find new ways to convert their prospects to clients. They conduct role-plays, walk-throughs, and meetings to bring other ideas to the table without judgement. And even in downturns, they are both transparent and optimistic.
Indeed, successful mortgage women leaders have the same skills as improv geniuses. They play off one another and shake off the “stage fright.” And because of their “yes, and … ” mantra, their people do too.
Senior Vice President, Client Development
Deephaven Mortgage
I once worked for a mortgage attorney earlier in my career who was the model of composure. Somehow, she remained unruffled even when her clients were upset about a decision or other issues out of her control. To bring the temperature down, she spoke calmly about the facts at hand and never took complaints personally. This attorney prioritized relationships above all else. Even when clients were disappointed in a singular outcome, they continued to refer business to her.
The greatest leaders I’ve ever worked with are just like this attorney — keeping people close in up and down markets because of their natural talents. Their calm presence, honesty, and good intentions make them stand out.
I’ve thought about these qualities often as I’ve progressed in my career. I’m incredibly grateful to the many leaders who continue to teach, mentor and inspire me. Every day, I try to emulate them — both to reach my own goals, and to light a path for other aspiring mortgage women.
Here are some other characteristics that make these leaders outstanding:
Empathy: I have worked in almost every mortgage department, so I know that any time there is a company change, it affects everyone differently. I appreciate those leaders who always think about how their priorities and plans impact others, whether in underwriting, operations, training, or customer service. Can their colleagues easily absorb a new product launch? How will they need to retool operations to uphold underwriting standards and maintain regulatory compliance? Do they see additional risks or opportunities that others haven’t considered? Leaders with empathy raise these questions and ultimately improve morale, creativity, and innovation by doing so.
Problem-solving: The great mortgage leaders I know also anticipate and solve problems with pending new projects before they even mention them to colleagues. This lays the groundwork for smoother rollouts.
Authenticity: Being “real” fosters the trusted relationships that are especially critical during rough patches. Another leader I admire is a wonderful example of this. He has been involved in finance since the age of 12, and his passion is contagious. I’ve never seen anyone uncover as many business development opportunities as he does. Because he’s so authentic, when he has to announce tough decisions, his coworkers know they were made with integrity and stand behind them.
Bruno’s conviction that we’re better when we join together makes work more exciting and meaningful.
> Shelley Duffy
Humor: Sometimes you just have to laugh. My colleagues and I work hard, and we believe that having fun at work is critical. We joke often and stay positive during the most difficult times. Laughter makes people open up and brings them together. We can only do so much to control a challenging macroeconomic environment, but with a collegial team and leaders who set the tone, we can thrive despite it.
Trusting during tough times: Great leaders trust their people to adapt to periods of uncertainty or rising rates and find ways to keep the pipeline flowing. They also understand that everyone makes mistakes, and they don’t hold grudges or lose confidence if it happens.
Seeing potential: Starting a new leadership position is always difficult. While you want people to like and respect you, you also need self-assurance to deal with obstacles. That could mean delivering hard news or being the arbiter of a conflict while people are still getting to know you.
When you’re in this position, having the right fellow leaders is everything. I appreciate leaders who make it clear, by their actions, that they hired me because of my capabilities and potential. When they ask any team members to leave their comfort zone, it’s because they know they’re ready.
Stewarding others’ ambitions: Talented leaders care as much or more about others’ ambitions as they do their own. They know that unless their colleagues feel fulfilled, they’ll leave. On the other hand, when team members believe that the people who hired them are dedicated to their career development, their performance and the company’s will reflect it.
Champions of woman leaders: The mortgage industry is close-knit, and mortgage women are especially so. The organizations that hold programs for us are just outstanding. Groups like these not only help us to be better leaders, but they enrich our lives and inspire us to pay it forward.
Senior Business Development Manager
SG Capital Partners
Yes — both are clichés. But in a world where the pace of change in the mortgage industry (and the workplace in general) is staggering, I’ve found that certain leadership fundamentals remain not only relevant — but essential.
The mortgage industry has been a rollercoaster over the past three decades (yes, I’m counting the ’90s!). My career path has taken me from Loan Officer to Correspondent Account Executive, Hedge Fund Analyst, Senior Compliance Consultant, Project Manager, and now Senior Business Development Manager. With the current uncertainty in the market, I have been reflecting on my experiences and what lessons can be gleaned to help navigate the potential rough waters ahead.
Looking back, I was surprised to find that many of my more difficult experiences came under female managers. It was confusing. Were they trying too hard to prove themselves? Were they threatened by other women’s success? After some reflection, these experiences actually helped me shape the kind of leader I wanted to become — by recognizing what I didn’t want to be.
Two behaviors stood out:
1. Micromanagement — The Curse of the Ineffective Manager
Also known as “control freak” behavior. We’ve all encountered it. The most effective leaders equip their teams with the tools and training to succeed, support them along the way, and then step aside. Let your team shine — and make you look great in the process.
2. Condescension — The Silent Morale Killer
Many of the managers I struggled with didn’t realize how often they spoke down to me instead of with me. It’s a subtle but critical distinction. Show genuine interest in your team’s perspectives. Invite their input. Empower them. Don’t assume your experience outweighs their insight — sometimes their fresh take is exactly what’s needed.
Great sales leaders never dictate — instead, they listen, empathize, and gently nudge their teams to find new ways to convert their prospects to clients.
> Shelley Duffy
Let’s focus on what does work.
The rise of Millennials and Gen Z has transformed the workplace, and not all seasoned professionals are comfortable with the shift. But understanding generational differences is key to attracting and retaining top talent.
Millennials value high-tech tools and high-touch communication.
Gen Z is mission-driven and wants to work for companies that stand for something.
Both generations are confident, vocal, and expect their contributions to be recognized.
They value independence, work-life balance, and purpose-driven careers.
Frankly, that all sounds pretty reasonable to me.
Technology is the most dramatic change of our lifetime. It’s made flexible work possible — but it’s also made many of us feel like we’re never really off.
A recent visit to a friend’s lake house in Northern Michigan reminded me what it feels like to truly unplug. No meetings. No notifications. Just quiet mornings with coffee and evenings with a glass of wine (maybe two). The sound of loons and still water brought a peace I hadn’t felt in far too long.
Take that time. Your team needs to see you do it too. You’ll come back recharged — and so will they.
“A Woman Is Like a Tea Bag: You Never Know How Strong She Is Until She’s in Hot Water.”
— Eleanor Roosevelt
This quote resonated with me when I came across it and I can’t shake it, so … let’s twist it a bit to fit the narrative. How do we get strong before we land in hot water — so we not only survive, but thrive in it?
Many MWM contributors say it — and I will too: constant growth is non-negotiable. This industry can be demanding, but staying current with trends, ideas, and peers keeps your value high — for your team, your company, and yourself. Challenging yourself both personally and professionally will provide opportunities for overall growth and development.
Personally, I ran for a seat on the Board of Directors at my golf club and became the first woman ever elected. Now in my second term, I’ve gained skills and confidence that directly translate to my role in mortgage banking.
Professionally, I pursued my Certified Mortgage Banker (CMB) designation and joined the CMB Society in December 2024. It connected me with a diverse, nationwide network spanning roles, generations, and regions. It’s one of the best decisions I’ve made in my career — I only wish I’d done it sooner.
As someone from a big family in a small town, networking comes naturally to me. But it doesn’t have to be second nature to be powerful.
You don’t have to be an extrovert to build a great network. Tools like LinkedIn make it easier than ever to stay connected. The mortgage market is volatile — you never know when you’ll need to call on a former colleague or industry friend.
Stay visible. Stay engaged. Don’t be a stranger.
The most powerful leadership trait doesn’t require a tech stack or a sociology degree: listening.
Everything else — growth, respect, team-building, innovation — starts there.
Shelley Duffy is Executive Vice President, National Accounts, Incenter Lender Services
Improvisational comedy (improv) thrives on a foundational principle: Never discount other audience members’ or actors’ spontaneous ideas. Instead, invent new scenes and dialogue that build on them. The magic of improv comes from being open to infinite possibilities on the stage. “Yes, but” is never an option. Great improv actors embrace “yes, and … ”
So do great mortgage leaders. They take their companies to new heights in up and down markets by tapping into every opportunity to say yes. This is a powerful strategy for recharging their people. Our company’s president, Bruno Pasceri, a big believer that everyone’s contribution matters, models this approach. During offsite leadership meetings, he always makes room for collaborative ideation sessions — a time when we can float our “crazy ideas.” Bruno’s conviction that we’re better when we join together makes work more exciting and meaningful.
That “yes, and … ” mentality applies to both corporate and sales leadership. In the business development realm, it’s especially important in uncertain times, when teams still have sales goals to meet. Great sales leaders never dictate — instead, they listen, empathize, and gently nudge their teams to find new ways to convert their prospects to clients. They conduct role-plays, walk-throughs, and meetings to bring other ideas to the table without judgement. And even in downturns, they are both transparent and optimistic.
Indeed, successful mortgage women leaders have the same skills as improv geniuses. They play off one another and shake off the “stage fright.” And because of their “yes, and … ” mantra, their people do too.
Senior Vice President, Client Development
Deephaven Mortgage
I once worked for a mortgage attorney earlier in my career who was the model of composure. Somehow, she remained unruffled even when her clients were upset about a decision or other issues out of her control. To bring the temperature down, she spoke calmly about the facts at hand and never took complaints personally. This attorney prioritized relationships above all else. Even when clients were disappointed in a singular outcome, they continued to refer business to her.
The greatest leaders I’ve ever worked with are just like this attorney — keeping people close in up and down markets because of their natural talents. Their calm presence, honesty, and good intentions make them stand out.
I’ve thought about these qualities often as I’ve progressed in my career. I’m incredibly grateful to the many leaders who continue to teach, mentor and inspire me. Every day, I try to emulate them — both to reach my own goals, and to light a path for other aspiring mortgage women.
Here are some other characteristics that make these leaders outstanding:
Empathy: I have worked in almost every mortgage department, so I know that any time there is a company change, it affects everyone differently. I appreciate those leaders who always think about how their priorities and plans impact others, whether in underwriting, operations, training, or customer service. Can their colleagues easily absorb a new product launch? How will they need to retool operations to uphold underwriting standards and maintain regulatory compliance? Do they see additional risks or opportunities that others haven’t considered? Leaders with empathy raise these questions and ultimately improve morale, creativity, and innovation by doing so.
Problem-solving: The great mortgage leaders I know also anticipate and solve problems with pending new projects before they even mention them to colleagues. This lays the groundwork for smoother rollouts.
Authenticity: Being “real” fosters the trusted relationships that are especially critical during rough patches. Another leader I admire is a wonderful example of this. He has been involved in finance since the age of 12, and his passion is contagious. I’ve never seen anyone uncover as many business development opportunities as he does. Because he’s so authentic, when he has to announce tough decisions, his coworkers know they were made with integrity and stand behind them.
Bruno’s conviction that we’re better when we join together makes work more exciting and meaningful.
> Shelley Duffy
Humor: Sometimes you just have to laugh. My colleagues and I work hard, and we believe that having fun at work is critical. We joke often and stay positive during the most difficult times. Laughter makes people open up and brings them together. We can only do so much to control a challenging macroeconomic environment, but with a collegial team and leaders who set the tone, we can thrive despite it.
Trusting during tough times: Great leaders trust their people to adapt to periods of uncertainty or rising rates and find ways to keep the pipeline flowing. They also understand that everyone makes mistakes, and they don’t hold grudges or lose confidence if it happens.
Seeing potential: Starting a new leadership position is always difficult. While you want people to like and respect you, you also need self-assurance to deal with obstacles. That could mean delivering hard news or being the arbiter of a conflict while people are still getting to know you.
When you’re in this position, having the right fellow leaders is everything. I appreciate leaders who make it clear, by their actions, that they hired me because of my capabilities and potential. When they ask any team members to leave their comfort zone, it’s because they know they’re ready.
Stewarding others’ ambitions: Talented leaders care as much or more about others’ ambitions as they do their own. They know that unless their colleagues feel fulfilled, they’ll leave. On the other hand, when team members believe that the people who hired them are dedicated to their career development, their performance and the company’s will reflect it.
Champions of woman leaders: The mortgage industry is close-knit, and mortgage women are especially so. The organizations that hold programs for us are just outstanding. Groups like these not only help us to be better leaders, but they enrich our lives and inspire us to pay it forward.
Senior Business Development Manager
SG Capital Partners
Yes — both are clichés. But in a world where the pace of change in the mortgage industry (and the workplace in general) is staggering, I’ve found that certain leadership fundamentals remain not only relevant — but essential.
The mortgage industry has been a rollercoaster over the past three decades (yes, I’m counting the ’90s!). My career path has taken me from Loan Officer to Correspondent Account Executive, Hedge Fund Analyst, Senior Compliance Consultant, Project Manager, and now Senior Business Development Manager. With the current uncertainty in the market, I have been reflecting on my experiences and what lessons can be gleaned to help navigate the potential rough waters ahead.
Looking back, I was surprised to find that many of my more difficult experiences came under female managers. It was confusing. Were they trying too hard to prove themselves? Were they threatened by other women’s success? After some reflection, these experiences actually helped me shape the kind of leader I wanted to become — by recognizing what I didn’t want to be.
Two behaviors stood out:
1. Micromanagement — The Curse of the Ineffective Manager
Also known as “control freak” behavior. We’ve all encountered it. The most effective leaders equip their teams with the tools and training to succeed, support them along the way, and then step aside. Let your team shine — and make you look great in the process.
2. Condescension — The Silent Morale Killer
Many of the managers I struggled with didn’t realize how often they spoke down to me instead of with me. It’s a subtle but critical distinction. Show genuine interest in your team’s perspectives. Invite their input. Empower them. Don’t assume your experience outweighs their insight — sometimes their fresh take is exactly what’s needed.
Great sales leaders never dictate — instead, they listen, empathize, and gently nudge their teams to find new ways to convert their prospects to clients.
> Shelley Duffy
Let’s focus on what does work.
The rise of Millennials and Gen Z has transformed the workplace, and not all seasoned professionals are comfortable with the shift. But understanding generational differences is key to attracting and retaining top talent.
Millennials value high-tech tools and high-touch communication.
Gen Z is mission-driven and wants to work for companies that stand for something.
Both generations are confident, vocal, and expect their contributions to be recognized.
They value independence, work-life balance, and purpose-driven careers.
Frankly, that all sounds pretty reasonable to me.
Technology is the most dramatic change of our lifetime. It’s made flexible work possible — but it’s also made many of us feel like we’re never really off.
A recent visit to a friend’s lake house in Northern Michigan reminded me what it feels like to truly unplug. No meetings. No notifications. Just quiet mornings with coffee and evenings with a glass of wine (maybe two). The sound of loons and still water brought a peace I hadn’t felt in far too long.
Take that time. Your team needs to see you do it too. You’ll come back recharged — and so will they.
“A Woman Is Like a Tea Bag: You Never Know How Strong She Is Until She’s in Hot Water.”
— Eleanor Roosevelt
This quote resonated with me when I came across it and I can’t shake it, so … let’s twist it a bit to fit the narrative. How do we get strong before we land in hot water — so we not only survive, but thrive in it?
Many MWM contributors say it — and I will too: constant growth is non-negotiable. This industry can be demanding, but staying current with trends, ideas, and peers keeps your value high — for your team, your company, and yourself. Challenging yourself both personally and professionally will provide opportunities for overall growth and development.
Personally, I ran for a seat on the Board of Directors at my golf club and became the first woman ever elected. Now in my second term, I’ve gained skills and confidence that directly translate to my role in mortgage banking.
Professionally, I pursued my Certified Mortgage Banker (CMB) designation and joined the CMB Society in December 2024. It connected me with a diverse, nationwide network spanning roles, generations, and regions. It’s one of the best decisions I’ve made in my career — I only wish I’d done it sooner.
As someone from a big family in a small town, networking comes naturally to me. But it doesn’t have to be second nature to be powerful.
You don’t have to be an extrovert to build a great network. Tools like LinkedIn make it easier than ever to stay connected. The mortgage market is volatile — you never know when you’ll need to call on a former colleague or industry friend.
Stay visible. Stay engaged. Don’t be a stranger.
The most powerful leadership trait doesn’t require a tech stack or a sociology degree: listening.
Everything else — growth, respect, team-building, innovation — starts there.
Shelley Duffy is Executive Vice President, National Accounts, Incenter Lender Services
Improvisational comedy (improv) thrives on a foundational principle: Never discount other audience members’ or actors’ spontaneous ideas. Instead, invent new scenes and dialogue that build on them. The magic of improv comes from being open to infinite possibilities on the stage. “Yes, but” is never an option. Great improv actors embrace “yes, and … ”
So do great mortgage leaders. They take their companies to new heights in up and down markets by tapping into every opportunity to say yes. This is a powerful strategy for recharging their people. Our company’s president, Bruno Pasceri, a big believer that everyone’s contribution matters, models this approach. During offsite leadership meetings, he always makes room for collaborative ideation sessions — a time when we can float our “crazy ideas.” Bruno’s conviction that we’re better when we join together makes work more exciting and meaningful.
That “yes, and … ” mentality applies to both corporate and sales leadership. In the business development realm, it’s especially important in uncertain times, when teams still have sales goals to meet. Great sales leaders never dictate — instead, they listen, empathize, and gently nudge their teams to find new ways to convert their prospects to clients. They conduct role-plays, walk-throughs, and meetings to bring other ideas to the table without judgement. And even in downturns, they are both transparent and optimistic.
Indeed, successful mortgage women leaders have the same skills as improv geniuses. They play off one another and shake off the “stage fright.” And because of their “yes, and … ” mantra, their people do too.
Senior Vice President, Client Development
Deephaven Mortgage
I once worked for a mortgage attorney earlier in my career who was the model of composure. Somehow, she remained unruffled even when her clients were upset about a decision or other issues out of her control. To bring the temperature down, she spoke calmly about the facts at hand and never took complaints personally. This attorney prioritized relationships above all else. Even when clients were disappointed in a singular outcome, they continued to refer business to her.
The greatest leaders I’ve ever worked with are just like this attorney — keeping people close in up and down markets because of their natural talents. Their calm presence, honesty, and good intentions make them stand out.
I’ve thought about these qualities often as I’ve progressed in my career. I’m incredibly grateful to the many leaders who continue to teach, mentor and inspire me. Every day, I try to emulate them — both to reach my own goals, and to light a path for other aspiring mortgage women.
Here are some other characteristics that make these leaders outstanding:
Empathy: I have worked in almost every mortgage department, so I know that any time there is a company change, it affects everyone differently. I appreciate those leaders who always think about how their priorities and plans impact others, whether in underwriting, operations, training, or customer service. Can their colleagues easily absorb a new product launch? How will they need to retool operations to uphold underwriting standards and maintain regulatory compliance? Do they see additional risks or opportunities that others haven’t considered? Leaders with empathy raise these questions and ultimately improve morale, creativity, and innovation by doing so.
Problem-solving: The great mortgage leaders I know also anticipate and solve problems with pending new projects before they even mention them to colleagues. This lays the groundwork for smoother rollouts.
Authenticity: Being “real” fosters the trusted relationships that are especially critical during rough patches. Another leader I admire is a wonderful example of this. He has been involved in finance since the age of 12, and his passion is contagious. I’ve never seen anyone uncover as many business development opportunities as he does. Because he’s so authentic, when he has to announce tough decisions, his coworkers know they were made with integrity and stand behind them.
Bruno’s conviction that we’re better when we join together makes work more exciting and meaningful.
> Shelley Duffy
Humor: Sometimes you just have to laugh. My colleagues and I work hard, and we believe that having fun at work is critical. We joke often and stay positive during the most difficult times. Laughter makes people open up and brings them together. We can only do so much to control a challenging macroeconomic environment, but with a collegial team and leaders who set the tone, we can thrive despite it.
Trusting during tough times: Great leaders trust their people to adapt to periods of uncertainty or rising rates and find ways to keep the pipeline flowing. They also understand that everyone makes mistakes, and they don’t hold grudges or lose confidence if it happens.
Seeing potential: Starting a new leadership position is always difficult. While you want people to like and respect you, you also need self-assurance to deal with obstacles. That could mean delivering hard news or being the arbiter of a conflict while people are still getting to know you.
When you’re in this position, having the right fellow leaders is everything. I appreciate leaders who make it clear, by their actions, that they hired me because of my capabilities and potential. When they ask any team members to leave their comfort zone, it’s because they know they’re ready.
Stewarding others’ ambitions: Talented leaders care as much or more about others’ ambitions as they do their own. They know that unless their colleagues feel fulfilled, they’ll leave. On the other hand, when team members believe that the people who hired them are dedicated to their career development, their performance and the company’s will reflect it.
Champions of woman leaders: The mortgage industry is close-knit, and mortgage women are especially so. The organizations that hold programs for us are just outstanding. Groups like these not only help us to be better leaders, but they enrich our lives and inspire us to pay it forward.
Senior Business Development Manager
SG Capital Partners
Yes — both are clichés. But in a world where the pace of change in the mortgage industry (and the workplace in general) is staggering, I’ve found that certain leadership fundamentals remain not only relevant — but essential.
The mortgage industry has been a rollercoaster over the past three decades (yes, I’m counting the ’90s!). My career path has taken me from Loan Officer to Correspondent Account Executive, Hedge Fund Analyst, Senior Compliance Consultant, Project Manager, and now Senior Business Development Manager. With the current uncertainty in the market, I have been reflecting on my experiences and what lessons can be gleaned to help navigate the potential rough waters ahead.
Looking back, I was surprised to find that many of my more difficult experiences came under female managers. It was confusing. Were they trying too hard to prove themselves? Were they threatened by other women’s success? After some reflection, these experiences actually helped me shape the kind of leader I wanted to become — by recognizing what I didn’t want to be.
Two behaviors stood out:
1. Micromanagement — The Curse of the Ineffective Manager
Also known as “control freak” behavior. We’ve all encountered it. The most effective leaders equip their teams with the tools and training to succeed, support them along the way, and then step aside. Let your team shine — and make you look great in the process.
2. Condescension — The Silent Morale Killer
Many of the managers I struggled with didn’t realize how often they spoke down to me instead of with me. It’s a subtle but critical distinction. Show genuine interest in your team’s perspectives. Invite their input. Empower them. Don’t assume your experience outweighs their insight — sometimes their fresh take is exactly what’s needed.
Great sales leaders never dictate — instead, they listen, empathize, and gently nudge their teams to find new ways to convert their prospects to clients.
> Shelley Duffy
Let’s focus on what does work.
The rise of Millennials and Gen Z has transformed the workplace, and not all seasoned professionals are comfortable with the shift. But understanding generational differences is key to attracting and retaining top talent.
Millennials value high-tech tools and high-touch communication.
Gen Z is mission-driven and wants to work for companies that stand for something.
Both generations are confident, vocal, and expect their contributions to be recognized.
They value independence, work-life balance, and purpose-driven careers.
Frankly, that all sounds pretty reasonable to me.
Technology is the most dramatic change of our lifetime. It’s made flexible work possible — but it’s also made many of us feel like we’re never really off.
A recent visit to a friend’s lake house in Northern Michigan reminded me what it feels like to truly unplug. No meetings. No notifications. Just quiet mornings with coffee and evenings with a glass of wine (maybe two). The sound of loons and still water brought a peace I hadn’t felt in far too long.
Take that time. Your team needs to see you do it too. You’ll come back recharged — and so will they.
“A Woman Is Like a Tea Bag: You Never Know How Strong She Is Until She’s in Hot Water.”
— Eleanor Roosevelt
This quote resonated with me when I came across it and I can’t shake it, so … let’s twist it a bit to fit the narrative. How do we get strong before we land in hot water — so we not only survive, but thrive in it?
Many MWM contributors say it — and I will too: constant growth is non-negotiable. This industry can be demanding, but staying current with trends, ideas, and peers keeps your value high — for your team, your company, and yourself. Challenging yourself both personally and professionally will provide opportunities for overall growth and development.
Personally, I ran for a seat on the Board of Directors at my golf club and became the first woman ever elected. Now in my second term, I’ve gained skills and confidence that directly translate to my role in mortgage banking.
Professionally, I pursued my Certified Mortgage Banker (CMB) designation and joined the CMB Society in December 2024. It connected me with a diverse, nationwide network spanning roles, generations, and regions. It’s one of the best decisions I’ve made in my career — I only wish I’d done it sooner.
As someone from a big family in a small town, networking comes naturally to me. But it doesn’t have to be second nature to be powerful.
You don’t have to be an extrovert to build a great network. Tools like LinkedIn make it easier than ever to stay connected. The mortgage market is volatile — you never know when you’ll need to call on a former colleague or industry friend.
Stay visible. Stay engaged. Don’t be a stranger.
The most powerful leadership trait doesn’t require a tech stack or a sociology degree: listening.
Everything else — growth, respect, team-building, innovation — starts there.
Shelley Duffy is Executive Vice President, National Accounts, Incenter Lender Services
MaxClass is a woman-owned company, and we're offering MWLC members 65% off your continuing education when you use our code WOMENWIN.
MaxClass is a woman-owned company, and we're offering MWLC members 65% off your continuing education. Become a member for our unique code.
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MaxClass is a woman-owned company, and we're offering MWLC members 65% off your continuing education when you use our code WOMENWIN.
MaxClass is a woman-owned company, and we're offering MWLC members 65% off your continuing education. Become a member for our unique code.
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Steering teams through change while staying compliant and competitive
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In this episode, join Meghan Golden, LaDonna Lockard, Erica LaCentra, and Melissa Pianin as they dive deep into leveraging LinkedIn for professional growth and networking.
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