An interview with Chad Silverstein
Building Networks: Before formal employee resource groups (ERGs) existed, I took the initiative to establish local networks within my firm. As a junior employee at Deloitte, I recognized the need for support and shared experiences among peers. Despite the narrative of Asian success, we observed a lack of representation of Asian and Pacific Islander (API) professionals in executive roles. This realization motivated us to create a network that would not only support each other but also educate the broader community about the Asian experience in the workplace. Our initial work led to the creation of Ascend.
In today’s competitive business landscape, the race for profits often takes center stage. However, there are some leaders who also prioritize a mission-driven purpose. They use their business to make a positive social impact and recognize that success isn’t only about making money. In this interview series, we are talking with some of these distinct leaders and I had the pleasure of interviewing Anna Mok.
Anna is a broad-based senior partner with deep experience working with prestigious global companies on their strategic, transformation, and governance efforts. She was the first Chinese-American woman admitted as an equity partner and currently leads Asia-Pacific and Private Equity in the Advisory business at Deloitte.
Known as a community builder and connector, Anna has a passion for cultivating economic and educational opportunities for all and for diversity, equity and inclusion in the workplace and society. She inspires her teams and organizations to make sustainable community change and helps advance diverse leaders into influential roles, including the C-suite and boardrooms.
Known as a community builder and connector, Anna has a passion for cultivating economic and educational opportunities for all and for diversity, equity and inclusion in the workplace. She inspires her teams and organizations to make sustainable societal change and helps advance diverse leaders into influential roles, including the C-suite and boardrooms.
Anna is the co-founder and current President and Board Chair of Ascend & Ascend Foundation, North America’s membership network of Pan-Asian business professionals and also co-founded Ascend’s corporate directors and executive networks. She was the first Asian female board chair on several of her boards and currently serves on The Conference Board, Commonwealth Club of California, United Way Bay Area, and on advisory councils to numerous corporate and community organizations. She frequently speaks on international business, governance, leadership, equity, social and cultural matters.
A certified public accountant, Anna is a proud graduate from the Haas School of Business at University of California, Berkeley. Her family has spent many summers camping at the Lair of the Golden Bear and continues to support Cal Athletics. An immensely curious and creative individual, Anna loves creating positive environments, building public art, cooking and entertaining, renovating her Victorian home, and exploring nature with her family and friends.
Thank you so much for doing this with us! Our readers would love to get to know you a bit better. Can you tell us your “Origin Story”? Can you tell us the story of how you grew up?
My family immigrated to the U.S. when I was a baby, so I always joke that I can never run for president. As a first-generation college student, when I started at UC Berkeley, I didn’t have a clear idea of what I wanted to do. I was, and continue to be, fascinated by the human mind and heart but I knew medicine was not my calling. My parents always emphasized the importance of making my own choices and creating my own pathway. But they also emphasized the need for self-sufficiency. Factoring all that in, I became attracted to the business world. Fortunately, Berkeley has an excellent business school, so it was easy to pivot. That choice has led to a fulfilling career at Deloitte, which is where I still am today, alongside my work with Ascend. At both Deloitte and Ascend, my focus on studying the needs and wants of my clients has enabled me to collaborate with smart people to innovate, build, and grow ideas that help others.
Can you share the most interesting story that happened to you since you began leading your company or organization?
There are so many stories to share. One thing I am most proud of is the warm, welcoming, and inclusive environment we’ve built at Ascend. Recently, an executive member who is new to Ascend told me he felt this keenly at his very first program. To break stereotypes that pan-Asians are all work and no play, we started hosting national talent shows a few years back. These events allow corporate teams to step out of their comfort zone and perform live in front of thousands. It has been incredible, watching our network cheer each other on as they take the stage to sing a Broadway classic or deliver a hilarious standup routine. To me, these performances are not just about having fun but are a powerful testament to the culture we strive to cultivate at Ascend — a space where vulnerability is embraced, and everyone feels connected to support one another. It’s truly about community impact.
We often learn the most from our mistakes. Can you share one that you made that turned out to be one of the most valuable lessons you’ve learned?
Well, I’ve definitely made plenty of mistakes over the course of my career! Who hasn’t? I am a work in progress. I see the most valuable lessons as the ones that inspire continuous self-reflection, so I’m going to speak to one of the challenges I constantly face. As a leader, especially at Ascend, I’m often called to balance my high personal standards and aspirations for the organization with team ownership.
Ascend is powered by both paid staff and members who volunteer their time. They are all deeply invested in our mission, but it’s imperative that they feel the work is as much theirs as it is mine. I’ve learned the inherent value of fostering an environment where the entire team feels comfortable contributing their ideas and feedback. It’s important to move quickly, but we also need to ensure everyone is seen and heard. Therefore, I always make a conscious effort to create a culture of openness to ensure each team member knows they can shape our collective vision. This is especially important in a volunteer based organization where I must lead by influence and not from a position of power.
As a successful leader, it’s clear that you uphold strong core values. I’m curious what are the most important principles you firmly stand by and refuse to compromise on. Can you share a few of them and explain why they hold such significance for you in your work and life?
I often reflect on this, especially when considering what success truly means. For me, it goes beyond just financial achievements or having the highest position. Success is about personal growth and how we, as individuals and members of a community, strive to better ourselves and uplift those around us. At Ascend, we emphasize that our mission is more profound than merely helping individuals land high-paying jobs. We believe in fostering an environment where every person can thrive, regardless of their career trajectory.
Not everyone aspires to be a CEO or the wealthiest person in the room. What truly matters is that individuals are making conscious choices about their paths rather than feeling constrained by a lack of opportunities. This is why we work hard to create a culture that encourages people to pursue their passions, whatever those may be, and acknowledges their contributions matter regardless of title or income. This principle is fundamental to my work and life because it aligns with my belief in empowering others to shape their own destinies.
What inspired you to start a purpose-driven business rather than a traditional for-profit enterprise? Can you share a personal story or experience that led you to prioritize social impact in your business?
Throughout my career, I have earned the distinction of being the ‘first’ to do many things. I was the first Chinese American woman to become an equity partner at Deloitte and the first Asian woman board chair on several boards I’ve served on over the years. As you can imagine, being the first Asian woman in these roles meant I was often the only Asian woman in the room. It’s a lonely place to be. I didn’t have many people around me who understood these issues and could support me in a meaningful way.
Being the first is an indication of progress but being the first of many is the real goal, and it’s imperative that we increase Pan-Asian representation in executive roles and on boards. I am proud to be among the first, but it will mean nothing if there isn’t a lasting impact that affords Pan-Asian professionals the leadership opportunities they rightfully deserve.
Can you help articulate a few of the benefits of leading a purpose-driven business rather than a standard “plain vanilla” business?
It really comes down to who benefits from your efforts. At a publicly traded company, you serve the board and shareholders and have clear fiduciary duties. It can be rewarding and prestigious but not necessarily fulfilling. Leading Ascend taps into my personal passion and vision, which nourishes the soul and reminds me there’s more to life than money.
Creating a network to support and uplift the API community is special. This work feels necessary, motivating, and pivotal. At its core, Ascend is about energizing and uplifting API professionals to succeed professionally and go forward in life as good stewards and productive community members. That is a purpose-driven life; our grit and determination will impact the next generation’s future. Of course, this is not to say “plain vanilla” or for-profit companies don’t drive change or do meaningful work. But the stakes are higher when you are working for your own future as well as that of your children and generations to come.
How has your company’s mission or purpose affected its overall success? Can you explain the methods or metrics you use to evaluate the impact of this purpose-driven strategy on your organization?
Quantifying our collective impact can be challenging, because true success isn’t solely determined by Ascend. It relies on a partnership between our three key stakeholders: the individual, their employer, and our organization as their collaborator and partner of choice.
We do have certain quantitative metrics we track, such as API representation on boards, our Executive Parity Index, which focuses on Asian advancement, and our membership engagement measures but they don’t tell the whole story. Ultimately, the most compelling evidence comes from the stories and experiences of our stakeholders. Those who have gotten out of their comfort zones while leading volunteer initiatives. Those who have made lifelong connections through our mentorship and leadership development programs. Those who have shared that their employees who are Ascend members are stronger leaders than those who aren’t. Their testimonials reveal how Ascend has empowered, amplified voices and created opportunities to more fully actualize aspirations. So, all these qualitative insights, combined with our quantitative metrics, help us understand and communicate the real-world effects of our purpose and impact-driven strategy.
Can you share a pivotal moment when you realized that leading your purpose-driven company was actually making a significant impact? Can you share a specific example or story that deeply resonated with you personally?
A pivotal moment for me came in 2020 when I took over as board chair and president of Ascend. As you can imagine, my first two years were particularly challenging as I was navigating a new position amidst the onset of a global pandemic.
Looking back, I think the true power of our engagement became really evident in March 2021 during the Atlanta spa shootings. We quickly mobilized to hold a national conversation via Zoom, which was our first large-scale virtual event. It was a powerful and intense gathering that included both Asians and non-Asians, highlighting our collective response to a tragedy that deeply affected our community. We continued these conversations with a series we called “In This Together,” which not only created a national platform but also fostered local dialogues. In addition, we launched our “Ascend Cares” initiative, where members volunteered in their communities to support frontline workers. This experience was pivotal for me as a new leader; it demonstrated our ability to rally together and galvanize support, even during a time when many were focused on maintaining their careers and managing personal challenges.
Witnessing our network’s level of commitment during this period reminds me that even in difficult times, we can come together to create a significant impact and promote allyship and support.
Have you ever faced a situation where your commitment to your purpose and creating a positive social impact clashed with the profitability in your business? Have you ever been challenged by anyone on your team or have to make a tough decision that had a significant impact on finances? If so, how did you address and reconcile this conflict?
Ascend is a nonprofit organization, but we have to decide on how much to invest in our mission versus save for future stability. Our philosophy emphasizes the importance of having enough resources so we can respond effectively to challenges like the pandemic, or maintain a buffer that allows us to launch new initiatives like our thought leadership work, without always needing to secure funding beforehand. This way, we’re able to avoid a hand-to-mouth existence and encouraged to think long-term about our impact and sustainability. Ultimately, we must ensure we can continue making a meaningful impact on our community in the long run.
What advice would you give to budding entrepreneurs who wish to start a purpose-driven business?
Starting a purpose-driven business must come from the heart. I often see entrepreneurs jumping into a popular space solely because it attracts funding or seems trendy. However, genuine purpose cannot be chased; it needs to stem from your values, beliefs, and what is truly important to you.
My purpose has always been rooted in the core belief that everyone deserves access, whether it’s economic or educational. This conviction guides my work at Ascend, pushing me to break down barriers and create opportunities for others. When embarking on your entrepreneurial journey, it’s crucial to be clear about your core principles. Once you have that foundation, your business can naturally evolve around it. Remember, your purpose doesn’t have to look monumental. Focus on what resonates with you personally, let that guide your entrepreneurial vision, and trust that your purpose will naturally align with your business endeavors.
What are your “5 Things You Need To Create A Highly Successful Purpose-Driven Business.”
1 . Authenticity: Early in my career, I realized the importance of being true to myself, especially regarding my ethnicity and gender. As an immigrant (and a child of immigrants), I embraced my identity as an Asian American rather than trying to assimilate completely. This authenticity allowed me to build genuine connections and networks, which became invaluable for my growth and support. For example, I naturally gravitated toward forming networks with those who shared similar backgrounds but also made it a point to connect with a diverse group of individuals. This intentional inclusivity helped me gain insights from a broad spectrum of experiences, and as you can see, we’re helping more professionals do the same through our work at Ascend.
2 . Building Networks: Before formal employee resource groups (ERGs) existed, I took the initiative to establish local networks within my firm. As a junior employee at Deloitte, I recognized the need for support and shared experiences among peers. Despite the narrative of Asian success, we observed a lack of representation of Asian and Pacific Islander (API) professionals in executive roles. This realization motivated us to create a network that would not only support each other but also educate the broader community about the Asian experience in the workplace. Our initial work led to the creation of Ascend.
3 . Mentorship Culture: At Ascend, we firmly believe in the importance of mentorship. Our organization embodies the principle that no one achieves success alone. For example, we’ve established a career lifecycle framework, catering to everyone from students to corporate board directors. This structure allows for multifaceted mentoring, including peer-to-peer networking, formal mentorship, and cross-generational mentoring. We believe that each generation has something valuable to learn and teach one another, so what we do is focused on fostering a rich exchange of knowledge and experience.
4 . Community Engagement: I think this applies to most businesses, not just purpose-driven ones. By actively engaging with the communities we serve, we can better understand their needs and aspirations. This not only strengthens our relationships but also enriches our mission. For example, at Ascend we encourage our members to participate in local initiatives, which fosters a sense of ownership and belonging among our community members.
5 . Continuous Learning: In a rapidly changing world, a successful business must prioritize continuous learning and adaptation. At Ascend, we encourage our members to embrace lifelong learning by offering workshops, seminars, and networking opportunities that promote skill development and personal growth. This commitment to learning ensures that our members, from students to S&P executives, are well-equipped to navigate their careers and contribute meaningfully to their fields.
I’m interested in how you instill a strong sense of connection with your team. How do you nurture a culture where everyone feels connected to your mission? Could you share an example or story that showcases how your purpose has positively influenced or motivated people on your team to contribute?
One interesting aspect of working with a team that comprises many Asian individuals is that we often find ourselves navigating cultural norms that discourage open disagreement and debate. For instance, it’s common for us to avoid openly challenging one another in meetings as fostering harmony and consensus is a cultural priority. But it can sometimes lead to misunderstandings. If I leave a meeting without anyone expressing disagreement, I might mistakenly assume everyone agrees and is aligned.
To address this, we’ve been working hard to model an environment where our leaders feel comfortable sharing their dissenting thoughts and raising issues, even if it means openly challenging one another. This is particularly important for women on our team, who may feel societal pressure to hold back. We encourage our members to view Ascend as a place where they can safely practice behaviors they want to model within their companies. Our goal is to cultivate a culture that values connection, vulnerability, and collective growth.
Imagine we’re sitting down together two years from now, looking back at your company’s last 24 months. What specific accomplishments would have to happen for you to be happy with your progress?
We will be celebrating our 20th anniversary in 2025. So, looking back in 2026, I would hope to see significant advancements in our organization’s recognition and impact. Specifically, I envision a scenario where a larger number of people unequivocally identify us as the leading organization supporting API professionals. This means that our efforts are recognized organically through word-of-mouth endorsements. I want people to feel a strong connection to our mission and understand that our work is driven by a genuine commitment to inclusivity.
Ultimately, I want our organization to be celebrated for its heart-centered approach — where every individual, regardless of their background or position, feels valued and engaged. This culture of inclusion is what will define our progress and success over the next two years.
You are a person of enormous influence. If you could inspire a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂
I consider myself an idealist, and I embrace it. In fact, my nickname is Roseglasses. My movement would focus on empowering people, particularly in societies like the U.S., to go deeper — -looking past our differences and disagreements, what we seem to stand for on the surface. I envision a world where individuals instead recognize our shared humanity.
At our core, we all strive to provide for ourselves and our families and seek a better life and society. Regardless of our political or social views, we are fundamentally united by these common needs and aspirations. Unfortunately, in the heat of everyday life, we often forget this and allow our identities — like the labels we carry — to create divisions. I believe we can foster a culture where we recognize and are connected by our similarities rather than be divided by our differences. Instead of seeing someone as just a representation of their beliefs or characteristics, we could shift our focus to finding common ground. Instead of a scarcity mindset that could lead to unhealthy competition, we could have one that believes in bounty where we can collaborate to create more for all. Ultimately, my vision is about creating a space where we can celebrate our shared humanity and build a more inclusive and compassionate society.
How can our readers further follow your work or your company online?
Ascend’s research, networking opportunities, and more information about our various initiatives can be found at ascendleadership.org. You can also follow our work on Ascend’s social media channels and on my LinkedIn.
This was great. Thanks for taking time for us to learn more about you and your business. We wish you continued success!
About the Interviewer: Chad Silverstein is a seasoned entrepreneur with 25+ years of experience as a Founder and CEO. While attending Ohio State University, he launched his first company, Choice Recovery, Inc., a nationally recognized healthcare collection agency — twice ranked the #1 workplace in Ohio. In 2013, he founded [re]start, helping thousands of people find meaningful career opportunities. After selling both companies, Chad shifted his focus to his true passion — leadership. Today, he coaches founders and CEOs at Built to Lead, advises Authority Magazine’s Thought Leader Incubator, and launched and leads an online leadership development community which can be downloaded for free for iOS and Android.
Purpose Before Profit: Anna Mok Of Ascend On The Benefits Of Running A Purpose-Driven Business was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.