I have heard some startups embellish their founding stories to make them more compelling. DH has no need. Our actual founding story includes a bar napkin. Not only that, founder Jim Desautel and his wife, Cher Desautel, did their visioning session at the Trapper Creek Bar at Elkins Resort on Priest Lake. If you frequent the Pacific Northwest, you probably know the place.

I told his story to the EWU audience to share DH’s great Washington entrepreneurial roots. We got our start in Jim and Cher’s basement, with a vision for an agency that would serve clients in a specific way — with authenticity, energy and a commitment that would go beyond the typical.

Jim envisioned a team that would be true partners to clients, helping make their organizations, their communities and the world better. Stronger. More vital.

How lucky was I to be their first employee 27 years ago? As I told the EWU audience, I did my graduate work at EWU and met a professor, Jeff Stafford, who would help me discover my passion for consulting. He also introduced me to business leaders who would become business partners, clients and collaborators. Jeff was in the EWU audience, for a full-circle moment.

I had the type of higher education experience we hope all Washingtonians receive. I was able to develop my skills and leadership as well as connect with the business community I would join.

Students in the audience asked the best questions. They wanted job search advice, career advice, professional development advice. They are worried about the uncertain economy they see unfolding around them. They are wondering what these challenging times mean for their nascent careers.

I told them I, too, graduated in tough times. My first jobs weren’t the ones you’d brag about on social media (if there had been social media). But I wouldn’t go back to change anything.

I told the students that all work experience is good work experience, that being open to different experiences and learning everything you can from them creates a strong foundation. And I reflected on my belief that my attitude at the time served me well. I started each day by asking, “How can I make this organization successful today?”

A passion for contributing to an enterprise, while seeking every opportunity to make it better — to me, that’s still what makes a great team member.

We ended by discussing the critical role of communication during challenging, uncertain times. As students of the discipline, we’re closely observing how companies and institutions respond. In my view, true leadership is revealed (or not) through these communications. Here’s what I believe matters:

Connecting to and communicating about your values and mission.

Many organizations and institutions that championed diversity, equity and inclusion are under threat. In some cases, funding for education, research or essential services is at risk. Now is a time to be clear about your values and mission, and what it means to deliver on those commitments. It builds trust with audiences when organizations align their actions with their values, especially amid change.

Listening to and engaging with your audiences and community.

Times of uncertainty require more communication, not less. Sometimes the instinct is to stay quiet. It’s actually more important than ever to be a good, responsive listener. What are your audiences thinking? How is change affecting them? Staying close to your constituencies is key to leading through change and ensuring your messages connect with people.

Developing and communicating your point of view.

It can feel intimidating to be out front. But history shows us that organizations that stand up for their values, their people and their communities are more successful. Organizations, by nature, must take the long view. We transcend politics, administrations and cultural moments. Our audiences need to know they can rely on our steadiness and our commitments. Kudos to Washington-based companies like Costco and Perkins Coie who are demonstrating the power of values-based leadership.