Changemaker Series: Allison Damerell

Welcome to Changemaker Stories from LOCAL - an ongoing series of personal interviews with leaders driving change across every industry and discipline. Because change shouldn’t mean going it alone.

This week, we sat down with Allison Damerell, a seasoned change leader who has spent nearly 30 years growing with Randstad. We explored her non-traditional career path, the challenges of leading company change in a rapidly shifting world, and how the great outdoors provides clarity amidst it all.

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When I first joined the Randstad organization, I responded to a newspaper ad — because back then, that’s just how things were done. I started off in the staffing industry in a very traditional role. I’ve spent all of my nearly 30-year career in Atlanta and with Randstad. Since the birth of our daughter 22 years ago, I’ve taken a non-traditional path within the company, constantly evolving and redefining my role along the way.

At that time, the expectation was to be in the office from 8 a.m. to 8 p.m. — that was simply the culture. But when we had our first child, I realized I was no longer willing to make that commitment. I took on a different role that offered more flexibility—something many people thought was crazy at the time. It was a large account role in a brand-new division of the company in 2002. I willingly took a pay cut and, in a way, a credibility cut to prioritize raising my first child while continuing my career as a working parent.

In the end, it turned out to be the best decision for me. I like to think that if I were in the same position today, I wouldn’t have to make that choice. That’s one of the biggest changes I’ve seen in today’s working culture.

I’ve always taken a non-traditional path. The large account programs within the company started at the U.S. level, and over the years, I was asked to take on a global role, expanding the same concept worldwide. It’s been an incredible journey, full of unique opportunities and experiences that I never could have predicted.

I’m in the people business, and I believe work is a fundamental part of life. For me, it’s about making a positive impact on others. If I can play a role in helping people find great companies to work for and create meaningful opportunities for them, then I know I’m doing something worthwhile.

I like change. I find it incredibly interesting — even though staying with the same company for 29 years might suggest otherwise. But the truth is, I’ve taken on many different roles, and no two days have ever been the same.

Change is hard. It’s constant, and for many people, it’s unsettling —especially when they don’t understand it. It can create real discomfort, but I’ve found that clarity and communication can make all the difference in how people navigate it.

Great leaders listen—not just to respond, but to truly understand the questions and concerns of others. They recognize the validity of those concerns, foster open discussions, and, most importantly, clearly communicate the why and how behind change.

I believe most people have experienced more bad change management than good. When it’s done right, however, it’s crystal clear. There’s a well-thought-out action plan, and every question is addressed as thoroughly as possible, helping everyone understand the direction and purpose behind the change.

At the start of any new project, my team likes to joke about how I always kick things off by asking, "Okay, what problem are we solving?" It’s especially important when dealing with larger customers or organizations, where the original problem can sometimes get lost in the chaos.

To know if the change is working, it all comes down to engagement. Are the people involved—whether customers or internal teams—actively asking questions? Are they completing tasks on time? Most importantly, is there excitement? Engagement is the true measure of whether change is being embraced and moving in the right direction.

Most people don’t like change, especially if it’s not clear to them or if they’re not excited about it. If that’s the case, they’ll often try to ignore it or find ways to make it disappear.

A big barrier to change is the creation of silos. It’s that mindset of, "This is my world, and I don’t need to worry about the rest of it." That kind of thinking undermines collaboration and slows down progress. Breaking down those silos is crucial for successful change.

“You can have it all. You can't have it all at once.”

I often reflect on whether I’ve done enough to help the next generation succeed, especially now, with a daughter, nieces, and many young women I know entering the workforce. I want to help create opportunities for women to have larger, more defined roles when they choose to take them. It’s something I’m deeply invested in, ensuring that the path is clearer for those who come after me.

You make your own luck. For example, going to a dinner in Atlanta where you don’t know anyone just to hear people talk about things they’re passionate about—it might not seem convenient or exciting in the moment, but where could it lead? The long-term value is always worth it.

There’s a sense of uneasiness in the world right now. People are hungry for information, trying to make sense of so much change, especially since COVID. The political climate, both in the U.S. and globally, along with the shifting macroeconomic conditions, have left many uncertain about what’s coming next. It’s a time of instability, and it’s natural for people to feel unsure about the future.

That uneasiness has created an openness to conversations. People are more willing to engage and seek out information, because they’re looking for answers to the uncertainty they feel. They want to know how things are being done in other places, what lessons can be learned, and how they can adapt.

A Changemaker I really admire is Sara Blakely. I love how she encourages women to lead like women, and it’s more than okay to be a woman in an otherwise very male world.

I love the moment on Shark Tank when she responded, "I truly don’t believe business is war," after Kevin O’Leary described business as such. It doesn't have to be war. We can get along with the people around us. We don't have to put down other people around us in order to be successful.

The mountains are definitely my happy place. I love hiking, and after spending sometime in national parks this year, I realized just how essential it is for me. It’s not just about the exercise—it’s the time outdoors and the mental clarity I get from it.

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