The 2022 Women Leaders In Technology: Dacia Cross

Dacia serves as a Senior Operations and Sales Enablement Manager at Accenture Federal Services (AFS) in the Information Technology, U.S. Government, and Services industries. Over the course of her career, Dacia grew her responsibilities until she became a manager of more than 30 people whom influence and drive AFS success, which has nearly doubled its annual bookings since the pandemic began. Dacia continues to lead a successful Sales team by collaborating across the business and fostering an authentic and inclusive environment. Dacia is also the Sales Inclusion & Diversity (I&D) and Truly Human Champion, where she established programs and cultivates an environment of enduring trust-based relationships within employees and even their families. Dacia makes her home in San Antonio, with her husband and two children.

What has been the biggest factor in your success so far?

A winning strategy, for me, has been to place my focus on others. When I surround myself with a diverse board of directors made up of leaders, my team, close friends and mentors – then remaining humble and curious – so much opportunity is unveiled. I enter every relationship and conversation wondering what I get to learn from the other person, what will be revealed through them, and how I can support them best. When I listen, learn, adapt and share – I am at my best. These actions require me to look outside of myself.

As a leader, it is my responsibility to be Truly Human and to champion inclusion and diversity across my team. It is a gift to be able to advocate the very things that are the highest priority at Accenture. Our culture and core values have been instilled in me since joining Accenture in 2006.

Being others-focused and being authentically me has not only stretched me to become the I&D champion for sales, the Interfaith employee resource group (ERG) lead for San Antonio, a mental wellness ally and trainer, but it has also provided me with many other leadership opportunities that make a positive difference.

What is your proudest achievement to date?

I shaped a culture of care and collaboration, first by socializing the concept, long before it was a reality. Sales roles are intense, so I used the phrase, "culture of care and collaboration" at every opportunity. Because of my passion for this concept and the influence it began to have in my sphere of influence, I was invited to share a Truly Human topic in our quarterly Sales Meetings. I began the series by talking about the importance of being known and taking time to really know others. From there, we covered many human-centric topics in the meetings that followed. During 2020, things were heavy. I felt we needed more community across our team, so I raised my hand and volunteered as the new Sales I&D Champion, and I began by forming a committee. Through this diverse team, we rolled out I&D forums, family huddles, game nights, learning opportunities and much more. While ERGs connect us to a community across geography, in Sales, we went deeper to connect people who work in high-stress and late-night environments where everyone is now seen, heard and valued. It has helped us understand, empathize and support each other. As a result, attrition decreased, we have won more deals, and we get to do some super cool things for the U.S. Government. More importantly, I get the gift of working alongside incredible people who have benefited from a positive sense of wellness and work-life satisfaction.

What's the best advice you've ever been given?

Someone said to me, "You are unlike anyone else I know and have a unique set of gifts. Find a way to monetize that or map who you are into what you're paid to do." At this time, I had just founded a nonprofit, 3 Parts Love, and I couldn't see myself monetizing that organization. It hit me – my unique gifts could benefit my current role at Accenture. I looked around at those I worked with and saw such diversity. I saw no one who was exactly like me. This new awareness of the unique gifts in myself and in others also prompted me to learn more about who I was. Leading a strengths-based team, I can leverage my strengths and lean into the strengths of those on my team.

Knowing who I am, and my purpose has helped shape me in the workplace. It has helped shape the way I lead my team and my expectations for the leaders on my team. It is so freeing to show up, authentically me, to do the work I love. As an example, I am energized by giving. A portion of my income goes toward gifting. I translate that by sending random tokens of appreciation to people on my team when I am thinking of them. It isn't company swag or company sponsored. Rather, it is something I know they would appreciate, because I see them as a part of my family and want to show my love and appreciation.