A VEST Member’s Guide to Building Courage and Confidence

VEST Founding Member Kathy Taylor on How to Build Courage and Confidence

There are leaders who inspire from afar—and then there are those who transform every space they enter. Kathy Taylor is firmly the latter.

“I had to prepare twice as hard to earn my voice in the room.. I had to walk in like I belonged—even when I wasn’t sure I did. Over time, experience became confidence. ”

Across decades spent leading in corporate law, business, and public service, Kathy has made a habit of showing up with purpose, even when confidence had to be built in real time. From her tenure as Mayor of Tulsa to her roles on corporate boards and in state leadership, she has navigated high-stakes decisions under pressure while staying grounded in her values. Now, she’s turning that hard-won experience into mentorship for the next generation.

As a Founding Member of VEST and an anchor investor in the VEST Her Fund, Kathy’s vision for women in leadership is rooted in both grit and generosity. She challenges women to stop waiting for permission, take bold action, and surround themselves with people who reflect their strength back to them.

In this article, Kathy reflects on how she built courage over time—not all at once, but through experience, setbacks, and by staying true to her values. She shares why clarity of purpose is essential in high-pressure moments, how resilience is shaped by both failure and feedback, and why confidence often begins simply by showing up, even when you're not sure you belong.

Q&A With VEST Founding Member and Coach, Kathy Taylor

You’ve served as a C-Suite Executive, you were Mayor of Tulsa, Secretary of Commerce for Oklahoma, and have served in multiple Corporate Boards and as Dean of a Private University—what experiences from those roles most shaped your leadership philosophy?

I’ve learned that it’s vital to listen to and respect every member of the team—at every level. Let them know you understand that mistakes will happen and that you have their back. That way, they won’t be afraid to make decisions or take risks. I’ve also learned that building trust takes time, and it starts with being vulnerable and over communicating.

As a founding member of VEST and a lead investor in the VEST Her Fund, what drew you to this mission of advancing women in the workforce, and what keeps you so actively engaged?

Despite graduating at the top of my law school class and achieving high-level positions, I still found myself minimized and undervalued as an executive in many instances. After 40 years of working to make a difference for women, I knew it was time to create impact at scale—and that’s exactly what VEST is doing.

You’ve operated at the intersection of public service, law, business and academia. How has this multifaceted career influenced your views on what it takes for women to thrive in leadership?

I have learned that leadership skills are transferable, building a team with the culture you value is transferable, moving forward with the same values is transferable. It is relatively simple to learn the mechanics of various industries, but what truly matters is learning how to build trust and lead a team.

During your time as Mayor and in state leadership, you pushed for progress in areas like education and economic development. What lessons from that work apply today to advancing equity for women in the workplace?

During my time as Mayor of Tulsa and in state leadership roles, I saw firsthand how policy and leadership can drive progress, or stall it. One of the most important lessons I learned and one that directly applies to advancing equity for women in the workplace, is that structural change requires intentional investment in people and persistent advocacy for inclusion. When we invest in education, we’re not just funding schools—we’re creating opportunity. The same principle applies to workplace equity. Women need equal access to business and career opportunities, but also funding, quality childcare, family leave policies, equitable hiring practices, pay transparency, mentorship, and real pathways to leadership. We must build systems that support women at every stage of their careers—which is exactly why we didn’t stop with the VEST Peer Network. We also launched the VEST Her Fund and are actively developing additional initiatives to help women navigate both life and career with confidence and support.

We also need to be bold and speak up—not only for ourselves but also for our colleagues—by sharing our achievements and uplifting the accomplishments of other women around us.

I’ve had three men call to “offer” themselves as candidates for President of TU (University of Tulsa), but not a single woman—even though I know many women who are more qualified. We have to push one another to be bold, to believe in our worth, and to take risks.

Second, economic development cannot be truly successful unless it’s inclusive. In Tulsa, we saw that when we empowered underrepresented communities—including women entrepreneurs—it fueled broader growth. If we want thriving businesses and stronger communities, women need to do more than participate. They need to lead—and be compensated fairly for it.

Finally, I’ve learned that collaboration matters. Advancing equity isn’t just the responsibility of government, business, or nonprofits—it’s a collective effort. We all have a role to play in holding each other accountable and lifting one another up. The challenges may look different today, but the strategy remains the same: listen deeply, act boldly, and never stop pushing for the future we want to build.

What does an equitable future for women at work look like to you, and what changes—big or small—do you believe will get us there?

It’s been decades—literally since the 1970s—when I first began studying both historical and current inequities facing women, and thinking about how we could change them. The greatest impact we can make is by coming together—using our collective voices and resources to drive real change.

You’ve led major initiatives under public scrutiny and high stakes. What advice would you give women professionals navigating pressure while trying to stay true to their values and vision?

Navigating pressure while staying true to your values is one of the hardest—and most essential—parts of leadership, especially as a woman in public service or other high-stakes environments. One of the most important lessons I’ve learned is that clarity of purpose is your strongest compass. I call it your ‘true north.’ You must never lose sight of why you stepped into leadership: to create opportunity, empower people, and improve your community. When criticism comes—and it always does—listen, but don’t let the noise drown out your mission, your focus, or your courage.

You have to be ready to make bold decisions—ones that are often unpopular in the moment—but guided by long-term vision and integrity. Like the ballpark we built, the city hall we bought, and the BOK Center we completed. It takes courage. But more than that, it takes preparation: doing your homework and building coalitions. I’ve learned that sometimes I moved too fast and didn’t take the time to build the coalition I needed to make success more sustainable.

To any woman trying to lead under pressure, I’d say: be grounded in your ‘why' and when the stakes are high, 'don’t shrink—get sharper'. Use pressure not as a sign to bend your values, but as a moment to define them more clearly. That’s what inspires people to follow you—not because you hold a title, but because you stand for something real.

Many women struggle with confidence in male-dominated industries or decision-making spaces. What are some of the most important ways you’ve built confidence and resilience over the years?

Building confidence and resilience hasn’t been a straight path—it’s come from showing up, even when I wasn’t sure I belonged. Early in my career, especially in rooms where I was the only woman or the youngest voice, I learned to prepare twice as hard. That preparation gave me the credibility to speak up, and over time, experience became confidence. I wish that weren’t still necessary—but it was, and I think it still is. I learned to walk into the room as if I belonged, to take up space, sit at the table, and lead with both confidence and grace.

But confidence alone isn’t enough—resilience is just as important. There were moments I felt overlooked, doubted, or dismissed. What helped me keep going was a strong support network: mentors who believed in me, peers who reminded me of my worth, and a personal commitment to keep learning and improving.

I also shifted how I saw setbacks. Instead of seeing them as failures, I began to view them as data — feedback that could sharpen me rather than define me. And every time I pushed through self-doubt or bias, I added another brick to the foundation of my resilience. Getting honest feedback from those close to me and those I respected was the best learning experience. Confidence grows when you act despite fear. Resilience builds when you get back up with your values intact. And both are sustained when you surround yourself with people who reflect your strength back to you.

As a coach within the VEST community, what specific areas do you feel most passionate about supporting women in? What can members expect when working with you?

I’m most passionate about helping women own their voice, navigate transitions with confidence, and lead with both strength and authenticity. Whether someone is stepping into a new leadership role, considering a bold career shift, or working to overcome imposter syndrome, I’m there to help them get grounded in their values and strategic in their actions. Here to help them build courage and confidence so they can take risk and action.

I want to challenge each of us to think bigger, get clear about what we want, and build the confidence to pursue it — not by becoming someone else, but by becoming more fully ourselves. I have real-world experience—both successes and failures , a deep belief in women’s leadership, and a practical approach to navigating tough decisions.

Reflecting on your own career, is there a piece of advice or a moment of mentorship that changed your trajectory—and that you now pass on to others?

One moment that changed my trajectory was a piece of advice I received early in my career: “Don’t wait to be invited.” Or as Shirley Chisholm famously said- “If there isn’t a seat at the table, bring a folding chair.  That shift — from waiting to acting — changed everything. I pass that same advice on to other women. Claim your space, trust your perspective, and don’t underestimate the ripple effect of your courage. You never know who’s watching and thinking, “If she can do it, maybe I can too.”  If you can see it—you can be it.

How do you personally define success now, and has that definition evolved over the years, especially as you've moved into roles focused more on mentorship and community-building?

My definition of success has evolved significantly over the years. Early in my career, success looked like achievement — promotions, recognition, financial success,  tangible outcomes. And while those things still matter, they’re no longer the primary measure.

Today, I define success by the impact I have on others: Am I lifting people up? Am I helping someone find their voice or take a bold step they didn’t think was possible? Success now lives in the relationships I’ve built, the communities I’ve helped strengthen, and the people I’ve mentored who go on to do extraordinary things. Moving into roles centered on mentorship and community-building has shown me that legacy isn’t built through personal wins — it’s built through shared growth. If someone feels more confident, more seen, or more empowered because of our connection, that’s success. It’s deeper, more lasting, and far more fulfilling than any title ever could be.

About Kathy Taylor

From her early days in law and as an executive of Dollar/Thrifty Car Rental to her most recent post as the Dean of the Collins College of Business at the University of Tulsa, she has focused on mentoring others to grow to their potential. Kathy has set the standard for including women in the highest ranks of decision making, serving as Mayor of Tulsa, Oklahoma’s Secretary of Commerce, Tourism and Workforce and on national boards, including Sonic Corporation, National Car Rental and Dollar Car Rental.

In her work towards gender equity and women’s advocacy, Kathy co-founded VEST, a robust network dedicated to unlocking women’s innovations, career potential and lifetime earnings through executive coaching and connections across industries.

Kathy’s passion for her community and vision for Tulsa’s future extend far beyond economic development. As the founder and CEO of Impact Tulsa, she worked to improve education outcomes for Tulsa children. She also served as chair and director of Reading Partners, which focuses on improving reading proficiency for students. As part of her legacy of service, she and her husband founded the Lobeck Taylor Family Foundation.

Most recently, Kathy has supported community development through her latest venture, Anybody’s Guest, a retail store on Route 66 focused on increasing authentic relationships and community building.

Her service to her community is renowned. Serving on the Tulsa World Community Advisory Board, Kathy is a trusted leader in the community. She has been honored by numerous civic and education organizations, including the Oklahoma Women’s Hall of Fame, the Oklahoma Center for Community and Justice and the U.S. Navy as the Ship Sponsor for the USS Tulsa LCS-16. Most recently, she was awarded the Raymond and Nancy Feldman Lifetime Achievement Award by Tulsa Global Alliance.