Career advancement at Koch doesn’t follow a set path — and that’s intentional. Cara Chennault-Reid, vice president, human resources, shares how her own career has unfolded, and why Koch takes a different approach to growth, compensation and fulfillment.
I’ve found myself in jobs throughout the years, including my current job, that I wasn’t ready for and believed there were others who would be a better choice. But taking a bet on myself and trusting in those around me has proven to be a good decision.
My career hasn’t followed a direct path. It’s become something far greater than I could have imagined, but it didn’t come with a playbook. What’s shaped it over time is a mix of curiosity, a desire to understand how things work and a willingness to be comfortable with being uncomfortable. That means always being willing to learn, try new things, embracing change and not being afraid to fail — as long as I learned something from the failure. I’ve had the great fortune throughout my career to work for and alongside inspirational leaders who were willing to bet on me when I wasn’t ready to bet on myself. These takeaways have shaped how I think about growth, fulfillment, transformation and what it means to continually self-actualize.
Say “yes” before you feel ready
I can’t count how many times I initially turned down opportunities that would later shape me, my development and my career. Whether it was in my early days in human resources, learning how a business works by leading operating assets on the shop floor, leading a global shared services team or stepping into this current role, my first response was often, “I think there are others that might be better qualified or more ready for this role than me.” But in every case, someone saw potential in me, and I learned to trust others and what they saw.
Fortunately, at Koch, we don’t expect you to have it all figured out. We take bets on people. We focus less on credentials and more on ensuring they are aligned with Our Values, are contribution motivated, have the necessary skills to create value for Koch, and are willing to transform through a desire to learn, grow and always improve.
Advancement doesn’t have to mean a promotion
Sometimes growth looks like a new job, but often, it’s less obvious. It could result in you raising your hand to volunteer for a project. Maybe your role evolves because you’re solving new problems. Maybe you realize a people-leader role isn’t for you, and we find other ways for you to contribute.
That kind of flexibility is what makes Koch different. You don’t have to follow a rigid path to grow or advance your career and your contributions. You get to shape your career based on your skills, interests, and motivations — and those things change over time. We give you room to figure that out.
We pay for the value you create, not the title you hold
I once had someone ask me, “If I move out of leadership into an individual contributor role, will my pay drop?” My answer to him was simple: not if you’re still creating value.
Here, we don’t pay for titles. We pay for contributions. If you’re solving complex problems, applying your knowledge and helping the company succeed, you’ll be compensated accordingly, whether you manage people or not.
This approach creates more opportunities for people to find the work they’re best at. You’re not forced to lead a team to grow your compensation — and we know not everyone should be a supervisor. And you’re not locked out of leading others just because your background doesn’t fit a traditional mold or you’ve never led others in the past.
Know what motivates you, and talk about it
Pay matters. But it’s not the only thing that motivates people. For some, it’s flexibility. For others, it’s working on solving meaningful problems or having the freedom to try something new. That’s why we focus on really knowing the individual and what motivates them the most — no two are alike.
Our supervisors are expected to understand what motivates each member of their team. That takes effort, and it’s different for everyone, which is why it is so important for supervisors to know the people on their team. The more honest you are about what motivates you, the more supervisors can help align your role to it.
Curiosity and reflection will carry you far
If you want to self-actualize — really figure out what you're great at and where you can thrive — you’ve got to be present and pay attention. Ask yourself: What work do I look forward to? What drains me? What do I want to do more of?
Have the desire to learn. Try new things. Say yes to the work that scares or intimidates you. Stay out of the comfort zone, as you won’t grow there. Ask for help. And carve out time to reflect. You don’t “arrive” at self-actualizing. It’s a lifelong process — a journey to unlock your greatest potential.
Culture matters more than you think
I’ll end with this: Don’t underestimate the value of culture when you’re choosing where to work. Titles and offers come and go. But culture is what shapes your experience and your growth over time, and it has to align with your values and beliefs.
At Koch, we don’t believe in one-size-fits-all careers. We treat people as individuals. We invest in their potential. And we expect them to help chart their own course. That’s what made Koch stand out to me when I first joined, and it’s one of the many things that keep me here today.
If you’re curious, eager to learn, open to change and ready to be transformed, you’ll find your place here — even if you don’t know exactly what that place is yet. The reward comes when we work together to create the greatest value for Koch, our employees and society.
Cara Chennault-Reid is vice president of human resources for Koch, Inc. With more than 25 years of experience in human resources, she is a strategic, results-driven leader, responsible for Koch’s global human resources capability, communications and marketing, and the Principle Based Management™ teams.
